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Educator: Only those students who are genuinely curious about a topic can successfully learn about that topic. They find the satisfaction of their curiosity intrinsically gratifying, and appreciate the inherent rewards of the learning process itself. However, almost no child enters the classroom with sufficient curiosity to learn successfully all that the teacher must instill. A teacher’s job, therefore, _______.
Which one of the following most logically completes the educator’s argument?
  • a)
    requires for the fulfillment of its goals the stimulation as well as the satisfaction of curiosity
  • b)
    necessitates the creative use of rewards that are not inherent in the learning process itself
  • c)
    is to focus primarily on those topics that do not initially interest the students
  • d)
    is facilitated by students’ taking responsibility for their own learning
  • e)
    becomes easier if students realize that some learning is not necessarily enjoyable
Correct answer is option 'A'. Can you explain this answer?
Most Upvoted Answer
Educator: Only those students who are genuinely curious about a topic ...
The argument establishes that curiosity is essential for successful learning but acknowledges that most students lack sufficient curiosity initially. So, the missing statement should address how the teacher should approach this situation.
Let's examine each answer choice:
(A) requires for the fulfillment of its goals the stimulation as well as the satisfaction of curiosity
This choice aligns with the argument by stating that the teacher's job requires both stimulating the students' curiosity and providing satisfaction through the learning process. It emphasizes the importance of generating interest and providing gratification for effective learning. This option complements the argument's focus on intrinsic motivation.
(B) necessitates the creative use of rewards that are not inherent in the learning process itself
This choice suggests that the teacher should rely on external rewards to motivate students. However, the argument emphasizes intrinsic gratification rather than extrinsic rewards, making this option less relevant.
(C) is to focus primarily on those topics that do not initially interest the students
This choice proposes that the teacher should focus on topics that initially do not interest students. However, it contradicts the argument's emphasis on curiosity as a prerequisite for successful learning. It suggests avoiding initially interesting topics, which does not align with the argument's logic.
(D) is facilitated by students taking responsibility for their own learning
This choice suggests that students taking responsibility for their learning will facilitate the teacher's job. While student responsibility is essential for effective learning, it does not directly address the issue of insufficient initial curiosity mentioned in the argument.
(E) becomes easier if students realize that some learning is not necessarily enjoyable
This choice implies that accepting the lack of enjoyment in some learning makes the teacher's job easier. However, it does not directly address the challenge of insufficient initial curiosity, which the argument aims to resolve.
Considering the above analysis, (A) is the most logical completion because it aligns with the argument's emphasis on curiosity, stimulation, and satisfaction in the learning process. It acknowledges that the teacher's job involves both stimulating curiosity and providing satisfaction to facilitate successful learning.
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American companies may find the solution to their performance related problems in their own backyard. A recently conducted independent study shows that in the business world, social and political skills have become the real key to getting ahead in organisations, skills that successful managers use to their advantage. The study found out that successful managers, those who get promoted relatively quickly vis--vis effective managers, perform day to day activities that are more or less dissimilar to the ones conducted by effective managers or those who have satisfied, committed subordinates, in addition to high performing units. Accordingly, it comes as no surprise that networking, which consists of socializing or politicking and interacting with others, was one activity that, out of the core four activities among the plethora of activities performed by managers, topped the list for successful managers but was ranked the lowest in the list of activities performed by the effective ones. Indeed the findings of the study do not negate the reality that there are managers who strike a balance between the activities performed by both types of managers and hence are successful and effective at the same time, but the meagre percentage such managers formed of the studys sample, barely ten percent, affirms the general divide between successful and effective managers.These findings clearly belie the traditional assumption typically suggested by formal personnel policies that promotions are based purely on performance. In effect, the studys implications affirm the cynical, yet what now seems real, view that people who are not necessarily the most accomplishing in terms of performing well in the other three key activity areas, namely communication, traditional management, and human resource management, are being promoted to the top level. Therefore, American companies looking to improve their performance and productivity need to ensure that formal rewards, especially promotions, are tied to performance. This way companies will be promoting a work-culture that turns effective managers in to successful managers and gives the currently successful managers a chance to effectively focus on productivity and not just on socializing and politicking.Each of the following can be inferred from the passage EXCEPT

American companies may find the solution to their performance related problems in their own backyard. A recently conducted independent study shows that in the business world, social and political skills have become the real key to getting ahead in organisations, skills that successful managers use to their advantage. The study found out that successful managers, those who get promoted relatively quickly vis--vis effective managers, perform day to day activities that are more or less dissimilar to the ones conducted by effective managers or those who have satisfied, committed subordinates, in addition to high performing units. Accordingly, it comes as no surprise that networking, which consists of socializing or politicking and interacting with others, was one activity that, out of the core four activities among the plethora of activities performed by managers, topped the list for successful managers but was ranked the lowest in the list of activities performed by the effective ones. Indeed the findings of the study do not negate the reality that there are managers who strike a balance between the activities performed by both types of managers and hence are successful and effective at the same time, but the meagre percentage such managers formed of the studys sample, barely ten percent, affirms the general divide between successful and effective managers.These findings clearly belie the traditional assumption typically suggested by formal personnel policies that promotions are based purely on performance. In effect, the studys implications affirm the cynical, yet what now seems real, view that people who are not necessarily the most accomplishing in terms of performing well in the other three key activity areas, namely communication, traditional management, and human resource management, are being promoted to the top level. Therefore, American companies looking to improve their performance and productivity need to ensure that formal rewards, especially promotions, are tied to performance. This way companies will be promoting a work-culture that turns effective managers in to successful managers and gives the currently successful managers a chance to effectively focus on productivity and not just on socializing and politicking.Which of the following most aptly describes the function of the second paragraph?

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Educator: Only those students who are genuinely curious about a topic can successfully learn about that topic. They find the satisfaction of their curiosity intrinsically gratifying, and appreciate the inherent rewards of the learning process itself. However, almost no child enters the classroom with sufficient curiosity to learn successfully all that the teacher must instill. A teacher’s job, therefore, _______.Which one of the following most logically completes the educator’s argument?a)requires for the fulfillment of its goals the stimulation as well as the satisfaction of curiosityb)necessitates the creative use of rewards that are not inherent in the learning process itselfc)is to focus primarily on those topics that do not initially interest the studentsd)is facilitated by students’ taking responsibility for their own learninge)becomes easier if students realize that some learning is not necessarily enjoyableCorrect answer is option 'A'. Can you explain this answer?
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