This EduRev document offers 20 Multiple Choice Questions (MCQs) from the topic Caselets (Level - 3). These questions are of Level - 3 difficulty and will assist you in the preparation of CAT & other MBA exams. You can practice/attempt these CAT Multiple Choice Questions (MCQs) and check the explanations for a better understanding of the topic.
The table below gives the number of times 8 colleges viz. P, Q, R, S, T, U, V and W won gold, silver or bronze medals and obtained 4th, 5th and 6th places in intercollege competitions held this year. The number of points the college scored during the competitions is calculated using the following formula: Q. If 7th and 8th places are also assigned, then which college won these places the minimum number of times?
Number of points = (Gold medals) × 3 + (Silver medals) × 2 + (Bronze medals) +
[(1 - 0.1 × place) × (places)
[Note: (places) or (medals) refers to the number of times the college won that place or that medal]
Some additional facts that are known are as follows:
(i) The number of bronze medals won by college P is the same as the number of silver medals won by college Q.
(ii) The number of times college U was at the 4th place is the same as the number of bronze medals won by college T.
(iii) No two colleges are assigned the same place in a game.
The table below gives the number of times 8 colleges viz. P, Q, R, S, T, U, V and W won gold, silver or bronze medals and obtained 4th, 5th and 6th places in intercollege competitions held this year. The number of points the college scored during the competitions is calculated using the following formula: Q. How many times did college U win the 5th place?
Number of points = (Gold medals) × 3 + (Silver medals) × 2 + (Bronze medals) +[(1 - 0.1 × place) × (places)
[Note: (places) or (medals) refers to the number of times the college won that place or that medal]
Some additional facts that are known are as follows:
(i) The number of bronze medals won by college P is the same as the number of silver medals won by college Q.
(ii) The number of times college U was at the 4th place is the same as the number of bronze medals won by college T.
(iii) No two colleges are assigned the same place in a game.
The demand for travel from Bangalore to Delhi is identical to that from Delhi to Bangalore. Any unmet demand in any time period does not spill over to the next time period. Customer satisfaction index (CSI) is defined as: CSI = 1 - (Unmet demand)/(Total number of passengers that the airline carries on that day) Q. Consider the definition of CSI. If the airline wishes to achieve a CSI of 1.00 by purchasing another smaller aircraft while making no losses on the smaller aircraft, what is/are the possible cost structure(s) for the smaller aircraft? Assume that there are only surcharge costs per passenger and a fixed cost per trip while the fare per passenger is the same.
The daily demand (in number of customers) for air travel from Delhi to Bangalore and from Bangalore to Delhi, each is 1200 customers. The breakdown of demand by time is given in the following table:
Space jet, an airline, which flies only between Delhi and Bangalore has the following costs:
1. A surcharge A per passenger of Rs. 100 to be paid to the Airlines Regulatory Board.
2. A fixed cost B of Rs. 72000 per trip made.
The airline owns 2 planes, each with a maximum capacity of 150 passengers. One plane is parked at Delhi and the other at Bangalore at the beginning of the day. One trip (from Delhi to Bangalore or vice versa) takes 1.5 hours. The airline charges a uniform fare of Rs. 1000 per passenger per trip.
The demand for travel from Bangalore to Delhi is identical to that from Delhi to Bangalore. Any unmet demand in any time period does not spill over to the next time period. Customer satisfaction index (CSI) is defined as: CSI = 1 - (Unmet demand)/(Total number of passengers that the airline carries on that day) Q. What is the CSI for the airline in a day?
The daily demand (in number of customers) for air travel from Delhi to Bangalore and from Bangalore to Delhi, each is 1200 customers. The breakdown of demand by time is given in the following table:
Space jet, an airline, which flies only between Delhi and Bangalore has the following costs:
1. A surcharge A per passenger of Rs. 100 to be paid to the Airlines Regulatory Board.
2. A fixed cost B of Rs. 72000 per trip made.
The airline owns 2 planes, each with a maximum capacity of 150 passengers. One plane is parked at Delhi and the other at Bangalore at the beginning of the day. One trip (from Delhi to Bangalore or vice versa) takes 1.5 hours. The airline charges a uniform fare of Rs. 1000 per passenger per trip.
Q. Name the person whose rank is between the ranks of Aarti and Prakash.
The following table provides information about the marks obtained by following sixteen students in Quantitative Aptitude, Logical Reasoning and Data Interpretation and Verbal Ability in an MBA entrance test for an MBA Institute.
(i) The total marks obtained by the student in the test is the sum of the marks obtained by the student in the mentioned three sections. It also provides information about the centre at which the student is enroled.
(ii) The students belong to either one of the three centres namely Jaipur, Delhi and Punjab. Each student is enroled at only one centre.
(iii) Each student is given only one rank from 1 to 16 based on the marks obtained by him/her in the entrance test. This rank is called 'overall rank'.
Note:
A student A (assume) is given a numerically lesser rank than the other student B (assume) if the total marks obtained by A is greater than the total marks obtained by B.
Q. Find the rank of Deepika.
The following table provides information about the marks obtained by following sixteen students in Quantitative Aptitude, Logical Reasoning and Data Interpretation and Verbal Ability in an MBA entrance test for an MBA Institute.
(i) The total marks obtained by the student in the test is the sum of the marks obtained by the student in the mentioned three sections. It also provides information about the centre at which the student is enroled.
(ii) The students belong to either one of the three centres namely Jaipur, Delhi and Punjab. Each student is enroled at only one centre.
(iii) Each student is given only one rank from 1 to 16 based on the marks obtained by him/her in the entrance test. This rank is called 'overall rank'.
Note:
A student A (assume) is given a numerically lesser rank than the other student B (assume) if the total marks obtained by A is greater than the total marks obtained by B.
Q. Tina appeared for an exam on 8th of January in Jamshedpur and then she started from her residence in Jamshedpur only after 16:00 hrs of the same day. Choose the option, from the ones given below, that will help her to minimise the total time out of Jamshedpur.
Tina, a blast furnace expert, who works as a technology trouble shooter stays in Jamshedpur. She has got an important assignment in Delhi, which requires 6 hours to complete. The work is so critical that she has to start working the moment she reaches the client's premises.
She is considering various options for her onward and return journey between Jamshedpur and Delhi.
A quick search revealed that ticket from Jamshedpur to Delhi is available on 2 trains. Trains 12801 and 12443 depart from Jamshedpur station at 06:45 hrs and 15:55 hrs and reach Delhi next day at 04:50 hrs and 10:35 hrs, respectively. Trains 12444 and 12802 start from Delhi at 17:20 hrs and 22:20 hrs and reach Jamshedpur next day at 10:35 hrs and 20:05 hrs, respectively.
Another option is to reach Ranchi by a 3-hour road trip and take a flight to Delhi from Ranchi. The distance between Delhi and Ranchi is covered in 105 minutes both ways by any of the scheduled flights. Air India operates 2 flights AI 9810 and AI 810, which depart Ranchi at 08:00 hours and 15:25 hrs, respectively. Flight number IT - 3348 operated by Kingfisher Airlines departs Ranchi at 19:20 hrs. Return flights operated by Air India - AI 9809 and AI809 depart Delhi at 05:50 hrs and 11:00 hrs, respectively. Flight number IT - 3347 operated by Kingfisher Airlines departs Delhi at 17:10 hrs.
From Tina's home, Jamshedpur railway station is 5 minutes drive, and her destination at Delhi is 90 minutes and 30 minutes drive from airport and railway station, respectively. One has to reach the airport at least 1 hour before the scheduled departure to complete the boarding procedure. At every railway station, she loses 5 minutes in navigating through the crowd.
Q. If Tina wants to spend the minimum time out of Jamshedpur, the best option for her from among the following is to go by:
Tina, a blast furnace expert, who works as a technology trouble shooter stays in Jamshedpur. She has got an important assignment in Delhi, which requires 6 hours to complete. The work is so critical that she has to start working the moment she reaches the client's premises.
She is considering various options for her onward and return journey between Jamshedpur and Delhi.
A quick search revealed that ticket from Jamshedpur to Delhi is available on 2 trains. Trains 12801 and 12443 depart from Jamshedpur station at 06:45 hrs and 15:55 hrs and reach Delhi next day at 04:50 hrs and 10:35 hrs, respectively. Trains 12444 and 12802 start from Delhi at 17:20 hrs and 22:20 hrs and reach Jamshedpur next day at 10:35 hrs and 20:05 hrs, respectively.
Another option is to reach Ranchi by a 3-hour road trip and take a flight to Delhi from Ranchi. The distance between Delhi and Ranchi is covered in 105 minutes both ways by any of the scheduled flights. Air India operates 2 flights AI 9810 and AI 810, which depart Ranchi at 08:00 hours and 15:25 hrs, respectively. Flight number IT - 3348 operated by Kingfisher Airlines departs Ranchi at 19:20 hrs. Return flights operated by Air India - AI 9809 and AI809 depart Delhi at 05:50 hrs and 11:00 hrs, respectively. Flight number IT - 3347 operated by Kingfisher Airlines departs Delhi at 17:10 hrs.
From Tina's home, Jamshedpur railway station is 5 minutes drive, and her destination at Delhi is 90 minutes and 30 minutes drive from airport and railway station, respectively. One has to reach the airport at least 1 hour before the scheduled departure to complete the boarding procedure. At every railway station, she loses 5 minutes in navigating through the crowd.
Q. What is the ratio of total number of students who performed below average and number of students who performed above average in classes P, S and T?
Dr. Ravi Patel teaches financial markets course at Indian Management Institute, which is being taught in two parts - one part in first trimester and the other part in second trimester. Initially, the professor divides the students randomly in five classes in first trimester and based on the performance of students in first trimester, he further divides the students of each class into two parts as below average and above average performers. It is observed that in each class, the ratio of below average and above average performers is at least 13/10.
Initially, the classes were named as classes P, Q, R, S and T and after further division, the classes were renamed as classes 1, 2, 3, 4 ,....,10 and the classes in trimester 2 are named randomly i.e. it is not necessary that two parts of class A are numbered one after the other.
It is also given that 1/5 of total students in first trimester were in class R, 23% of total students were in class Q and 17% of total students were in class T. The ratio of students in classes P and S was 11 : 9. In the second trimester, there were 20 students in class 1. The number of students in classes 3, 10 and 9 were twice, thrice and four times the number of students in class 1. The number of students in classes 4 and 5 are in ratio 1 : 3. The number of students in class 2 were 5 more than the number of students in class 9. The number of students in class 8 was 40% more than the number of students in class 4. The number of students in classes 6 and 7 is 50 and 30 and the total number of students in classes 4, 5 and 8 is 125% more than the number of students in class 10. Each student in first trimester was classified as either below average or above average performer.
Q. What was the minimum difference between number of students who performed below average and number of students who performed above average in any class?
Dr. Ravi Patel teaches financial markets course at Indian Management Institute, which is being taught in two parts - one part in first trimester and the other part in second trimester. Initially, the professor divides the students randomly in five classes in first trimester and based on the performance of students in first trimester, he further divides the students of each class into two parts as below average and above average performers. It is observed that in each class, the ratio of below average and above average performers is at least 13/10.
Initially, the classes were named as classes P, Q, R, S and T and after further division, the classes were renamed as classes 1, 2, 3, 4 ,....,10 and the classes in trimester 2 are named randomly i.e. it is not necessary that two parts of class A are numbered one after the other.
It is also given that 1/5 of total students in first trimester were in class R, 23% of total students were in class Q and 17% of total students were in class T. The ratio of students in classes P and S was 11 : 9. In the second trimester, there were 20 students in class 1. The number of students in classes 3, 10 and 9 were twice, thrice and four times the number of students in class 1. The number of students in classes 4 and 5 are in ratio 1 : 3. The number of students in class 2 were 5 more than the number of students in class 9. The number of students in class 8 was 40% more than the number of students in class 4. The number of students in classes 6 and 7 is 50 and 30 and the total number of students in classes 4, 5 and 8 is 125% more than the number of students in class 10. Each student in first trimester was classified as either below average or above average performer.
Q. Which of these is a possible combination of names?
(i) Four of them have a first or middle name of Ram, three of them have first or middle name of Shyam, two of them have a first or middle name of Tram and one of them has a first or middle name of Alam.
(ii) Either Mr Ahluwalia and Mr Bhatia are both named Tram or Mr Chopra and Mr Dayal are both named Tram.
(iii) Of Mr Bhatia and Mr Chopra either both are named Shyam or neither is named Shyam.
(iv) Mr Dayal and Mr Eeshwar are both not named Ram.
Q. Who is named Alam?
(i) Four of them have a first or middle name of Ram, three of them have first or middle name of Shyam, two of them have a first or middle name of Tram and one of them has a first or middle name of Alam.
(ii) Either Mr Ahluwalia and Mr Bhatia are both named Tram or Mr Chopra and Mr Dayal are both named Tram.
(iii) Of Mr Bhatia and Mr Chopra either both are named Shyam or neither is named Shyam.
(iv) Mr Dayal and Mr Eeshwar are both not named Ram.
Q. Which of these people have the same name?
(i) Four of them have a first or middle name of Ram, three of them have first or middle name of Shyam, two of them have a first or middle name of Tram and one of them has a first or middle name of Alam.
(ii) Either Mr Ahluwalia and Mr Bhatia are both named Tram or Mr Chopra and Mr Dayal are both named Tram.
(iii) Of Mr Bhatia and Mr Chopra either both are named Shyam or neither is named Shyam.
(iv) Mr Dayal and Mr Eeshwar are both not named Ram.
Q. The two Trams are:
Q. Mr Eeshwar is known as:
Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company. Q. The most likely premise behind Mr. Thakur ’s initiative regarding individualised meetings with the supervisors seems to be
The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.
For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.
Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.
Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.
Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.
Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company. Q. The most important causal factor for this entire episode could be:
The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.
For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.
Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.
Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.
Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.
Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company. Q. Apart from the supervisors working the night shift, executives of which department will have the most justified reasons to be disgruntled with Mr.
The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.
For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.
Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.
Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.
Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.
Thakur’s initiative?
1. Production department—for not being consulted regarding the behaviour of the supervisors on the shop floor.
2. Finance department—for not being taken into confidence regarding the financial consequences of the wage contracts.
3. Marketing department—for not being consulted on the likely impact of the wage contracts on the image of the company.
4. Quality control—for not being able to give inputs to Mr. Thakur on how to improve quality of steel making process.
5. Personnel department—for it was their work to oversee wage policies for employees and they had been ignored by Mr. Thakur.
Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company. Q. Out of the following, which one seems to be the most likely cause of Ram Lal’s grievance?
The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.
For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.
Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.
Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.
Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.
Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company. Q. The situation with Mr. Lal could have been avoided if Mr. Thakur had 1. Delegated the task of negotiation of wage contracts for night shift employees to the Personnel department. 2. Created a process for supervisors working in the night shift so that they could have an opportunity to interact with him. 3. Created an open door policy that would have allowed employees to see him without any appointment. 4. Postponed the decision of wage revision for supervisors in the night shift for two months, since supervisors were rotated on different shifts after every two months. The option that best arranges the above managerial interventions in decreasing order of organisational impact is:
The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have a good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognise and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in the night shift. For them he had drawn up the contracts unilaterally benchmarking the wages of supervisors of night shift with that of supervisors of the day shift.
For several days Ram Lal a night shift supervisor, had been trying to seek an appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him.
Mr. Thakur ’s secretary refused his request on the grounds that Mr. Thakur was busy.
Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr.
Thakur, with his demands for a better wage. Mr. Thakur stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president who in turn punched Ram Lal on the jaw and knocked him unconscious.
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