TANCET MBA Question Paper-2007
ANALYSIS OF BUSINESS SITUATIONS
Directions (Qns. 1-20) : This section comprises two passages. After each passage questions consisting of items relating to the preceding passage are given. Evaluate each item separately in terms of the respective passage and choose your answer as per the following guidelines.
(A) If the item is a MAJOR OBJECTIVE in making the decision; that is the outcome or result sought by the decision maker.
(B) If the items is a MAJOR FACTOR in arriving at the decision; that is consideration explicitly mentioned in the passage that is basic in determining the decision.
(C) If the item is a MINOR FACTOR in making the decision; a less important element bearing on or affecting a Major Factor, rather than a Major Objective directly.
(D) If the item is a MAJOR ASSUMPTION made deliberately; that is supposition or projection made by the decision maker before considering the factors and alternatives.
(E) If the item is an UNIMPORTANT ISSUE in getting to the point; that is a factor that is insignificant or not immediately relevant to the situation.
PASSAGE-I
Luigi Cappa was beginning to wonder what had made him give up a smoothly running job in New York to tackle what had turned out to be a baffling problem in Southern Italy.
He was a US citizen, and if he had stayed with him company he might have had a seat on the board within two years.
Then an uncle in Turin, in northern Italy, had written to Cappa, imploring him to come and run his printing plant near Palermo in Sicily, which produced transfer designs and other specialized printing, some of it for export.
Cappa was 28 years old, unmarried and ambitious. The offer had appealed to him in several ways.
First, there was the chance to be his own boss immediately. Second, there was the challenge, as Cappa saw it, of bringing US know-how to the Italian family firm. Third, there was the satisfaction of returning as a man of some authority to the country where his own father h ad been born.
He was a believer in scientific management. He also believed that people everywhere are basically alike and will respond in about the same way to the carrot of cash rewards and the stick of firm leadership.
After only a few months in Palermo, he knew differently. Capp’s had set up the plant five years previously with the active management of the Italian government. But the 300-strong labour force still had no loyalty to the company from the distant north. The workers dreamed of orange groves rather than production targets.
Indeed, on one occasion Cappa had found a worker blissfully cleaning equipment from one of the printing machines in an orange grove near the plant.
When he had ordered h im back into the plant the man had looked astonished and replied: “Why should I work inside when I can do my job there?”
Productivity was very low. When Cappa had visited a local barber, who knew that he worked in the printing plant but did not know he was his boss, the man had said: “Sir, can you get me a job with the printing company so that I no longer have to work?”
As Cappa walked round the plant h e saw plenty of modern machines. He also saw a workforce that yearned to be out in the sun, and wondered how he could net his employees to change their attitudes.
First, he tried using his personal appeal as an American-Italian. That did not work. He would have been more successful, he ruefully admitted to himself, had he been born in Palermo.
He instituted production committees, which were supported to generate their own ideas on improving productivity. He worked t them hard but they too were a dismal failure.
When managers sat on the committees, the workers seemed struck dumb, failing to produce constructive ideas. When Cappa gave the committee more autonomy to run its own affairs, the members used the time allocated for meetings to leave factory and take a siesta outside.
Cappa decided that a bonus system relating pay directly to output was the only solution. At first the union opposed this, saying it was the kind of piecework they had been fighting against. Then to Cappa’s surprise, they gave in. He thought he had won a victory.
It so, it was hollow one. The workers began demanding the bonus as a right, whether or not they had worked extra hours or produced more.
When Cappa refused to pay, the workers went on strike.
Cappa felt that he was dealing with forces beyond his control, with people whom he could not fully understand.
“They just don’t seem to want to participate.” He wrote to a friend in New York. “If you give them the chance to run their own affairs, they take advantage of it. If you offer them a carrot, they eat half your arm as well. And if you wave a stick, they strike.
Cappa’s friend replied that he should investigate the possibility of instituting a system of co-determination management. Co-determination management gives workers a part in making decision within the firm in areas that are traditionally the prerogative of the management. What the system amounts to – in practical terms – is that to allow workers to have some managerial authority in deciding corporate policy, and in some cases, objectives. Once a decision is made in principle to institute such a system, the next step is to work just how much authority management is willing to share with the workers and in what policy areas.
Cappa decided to give co-determination a try as a last resort. Rather than dictate specific areas in which to implement co-determination. Cappa felt that it would be best to consult with workers’ committee and then make a joint decision. At first, the workers expressed some interest in the plan, but when they asked Cappa to explain how the system would add to their pay, he was taken aback. Cappa tried to explain to the workers that they would gain decision-making authority, not only on the plant floor but in policy-making. He further explained that they would have some power influence, for example, whether profits should be re-invested in the company, or distributed to shareholders. In reply, the worker’s representatives said that they had no interest in having responsibility for managerial decisions because they had enough problems of their own. With that response, Cappa realized that his co-determination scheme had no chance of being accepted by the workers.
Cappa seemed to have reached a dead end. He could advise his uncle to concentrate production in Turin and rid of the Palermo plant. But then he would have to return to the US without a job and with a feeling of defeat.
Alternatively, Cappa could find a way of motivating his workers. But how, he asked himself for the thousandth time.
1. Location of company headquarters in northern Italy.
2. Basic similarity of the motivations of people everywhere.
3. Increasing the motivation of the Sicilian workers.
4. Low worker productivity.
5. Likelihood that higher pay would improve output.
6. Cappa’s US citizenship.
7. Degree of worker loyalty to the company.
8. Usefulness of cash rewards in motivating employees.
9. Desire of workers to run their own affairs.
10. Relating pay to output.
PASSAGE-II
All Allied Industrial Rubber Company is a multinational corporation which is based in the United States with additional plants in Africa and Brazil. Sales have been increasing to levels exceeding one billion dollars. Production has gone up and the corporation itself is doing well. All plants concerned have responsible, intelligent management and employees so that labour, relations, public relations and basic operations have run smoothly. The plants in America and Africa are managed by Americans, while the plant in Brazil is managed by Brazilian nationals.
Allied had been conducting extensive scanning. This entailed the use of the standard economic measurement to provide a general comparison of possibilities of different countries for setting up another firm. The firm had studied India for quite some time and it was believed that India had the potential needed to become a site for an Allied plant, India had been considered because rubber is readily available and plentiful in supply and is easily extracted. Jobs are scarce in India and thus cheap labour is available. The plant would offer a chance for many in the Indian population to better themselves and earn money from jobs supplied by the company.
After closer examination, the Allied Company decided to invest in India. After seven months the factory is nearing completion. It has already been decided that the labour force will be recruited from the native Indian population. Whether management-level positions will be filled by American or Indian nationals has not yet been decided.
Of course as with all foreign investments, requirements of the host country have to be considered and dealt with. Fe regulations were laid out for the company to follow. No restrictions were specified as to the country from which managerial candidates would be selected. The consensus at Allied was that the majority of managerial candidates would be either Indian nationals or American expatriates. It was decided that an even split would have the possibility of causing great internal conflict between management personnel. It is well-known fact that European companies favour centralized control of operations by a select group of key executives. This gives precedence to a functionally oriented organizational structure. In the United States firms, there seem to be stricter control devises. However, whatever organization is selected, the company must remember that management must be amenable to the traditions and expectations of the labour force. If not conflict may occur which will result in labour management strife. Faced with the problem of how to select management, the Allied Industrial Rubber Company felt it was necessary to examine both the pros and cons of hiring from either population. This was done through review of their two foreign plants in Africa and Brazil.
Allied’s experience with American expatriate managers was examined first. Allied’s African subsidiary, which has been operating successfully for the past six year, has Americans in key managerial positions. The pros of hiring, Americans for managerial positions in Africa have been many. First and foremost, Allied has always felt more comfortable with American managers because allied is an American-based company. Another advantage h as been that Allied has been able to transfer expatriate managers wherever and whenever necessary.
Hiring Americans has also been essential for the transfer and proper application of Allied technology. This has enabled Allied to receive maximum feedback from its plant. It has also provided training ground for inexperienced, young executives. Americans expatriate managers have the advantage of gaining years of experience in a different and difficult environment. Also, by employing Americans, the company has eliminated the language barrier between subsidiary managers and t hose at the h ome base. Because of this, the geographic gap separating them has been narrowed. American expatriate managers seem to be more motivated and loyal. All of these qualifications are necessary for the successful operation of Allied A final benefit of the use of expatriates has been elimination of the training sessions on company operations which these managers have already received in the United States.
Despite these advantages, there have been disadvantages to contend with. One major disadvantages to contend with. One major disadvantage has been the high costs of transferring Americans to Africa. Numerous incentives were necessary to lure them abroad. All costs of relocating were the firm’s responsibility. The firm paid for transportation overseas, transportation while in Africa, housing and domestic services and provided a liberal expense account. In addition to this managers were compensated by an increase in their base salary and a hardship premium.
An even bigger problem has been the cultural gap these managers and their families have experienced. Friends and relatives had to be left behind. Establishing new ties has been difficult because of the language barrier. There appears to be higher rate of alcoholism, especially among the women and rates of divorce also seem abnormally high. Furthermore, managers who returned to America had take an unwelcome cut in salary. The managers remaining in Africa felt insecure with their position in the firm because of extended periods of time away from the home base.
Allied operations in Brazil have been relatively successful. Although Allied (Brazil)has been in operation for only four years, the use of Brazilian management has proved to be successful.
One of the major advantages of employing Brazilian managers has ben the savings, in costs through lower national salary levels. By offering salaries slightly about these low levels, Allied has succeeded in attracting brighter, more experienced people. One the average, this salary has been lower than what Allied would have had to pay to an expatriate manager with the same level of expertise.
Through using Brazilian managers, Allied has eliminated the need for cross-cultural training and of course there is no language barrier between them and the other employees. These managers have also provided continuity of leadership for the past four years and opportunity for advancement with the firm is very high.
Brazilians were hired not because the host country required that local nationals fill positions of importance, but mainly because there was a large pool of trained manpower. However, it was well known that the Brazilian government wanted local nationals to run the factory and was considering the adoption of national controls to achieve this goal. Therefore, Allied would not be affected if and when such legislation were to be enacted.
Hiring Brazilians, however, also h as had disadvantages. Local managers require extensive training because of their lack of k knowledge of Allied’s technology, products and managerial techniques. This training is costly and several trainees left the company upon completion of the course. It was assumed that they used this training to obtain jobs elsewhere.
Allied was reluctant to transfer its technology to foreign employees as this increased the potential for expropriation. Another fear concerned the vast differences in personal values. Most foreign employees cannot help but want to put the needs of their country first. Brazilians are not exception. Their lack of knowledge and experience in other cultures leaves them ill prepared to work for multinational corporations. This may make them not always the best choice. However, they have run the Brazilian plant quite efficiently and effectively and profit levels even exceed that of the African plant.
Given the experience of Allied with both expatriate and local national in the management of its plants in Africa and Brazil, management had to make a policy decision with regard to hiring in India.
11. Availability of rubber in India.
12. Recruiting managers in India.
13. Centralization of European Company management.
14. Respecting labour force traditions.
15. High costs of transferring Americans abroad.
16. Divorce rates of expatriate managers.
17. Control methods in American firms.
18. Indian government restrictions on the hiring of expatriates.
19. Cost of transporting expatriates.
20. Cultural problems overseas.
SECTION-II
COMPREHENSION READING
Directions (Qns 21-40) : Each passage in this section is followed by question based on its contents. Read the passages carefully and then answer the questions given below them by choosing the best answer to each questions. Answer the questions on the basis of what is stated or implied in the passages.
PASSAGE-I
The Saka chieftain of Vidisha and his wife could not believe when Yasa told them the desire of Ahoka to marry their daughter. But Yasa said, “I know him, he is simple and noble at heart. He belongs to our clan. He’s going to be the ruler of the prosperous province of Avanti. Our dear Vidisha becomes almost a queen…..” “Is that how you have understood Vidisha who, you claim, is like your very own sister?” Vidisha asked, “Do you believe that my happiness lies in my becoming a queen?” Well, my sweet sister is there is a brother in the world who would not be proud to see his sister enthroned as a queen?” he said. “My son!” spoke Vidisha’s mother. “At first the proposal sounded too good to be true. Besides, shouldn’t we see the hand of Providence in the chain of events? Why should Prince Ashoka camp h ere? Who led Vidisha to save him from a fall, and who arranged for both you and my child to come to the prince’s rescue when the assassins were about to kill him?” At last spoke Vidisha’s father. “It appears to me that my daughter’s life is linked with that of the prince. She couldn’t have otherwise become his savior twice in the course of a day and a night!” All the three now looked at Vidisha. She folded her hands and, looking upward, muttered ‘O Buddha, guide me out of this utterly confused state of my mind. It had been my determination to embrace the career of a hermitess, to follow the path shown by you and to achieve Nirvana. I had never nourished any desire for worldly joy or glory.
Why am I required to face such dilemma?” There was silence. The spell was broken by Vidisha herself.” I do not know what is right and what is wrong for me. I can’t trust the advice of m y parents in this matter, for they desire my worldly happiness. There is only one person who can given me sound advice and he is Guru Upagupta.’ “Right” said Yasa. Vidisha’s parents too nodded in agreement. It was known that Upagupta was arriving in Vidisha the very next day. Vidisha met Upagupta in private. While her parents and Yasa were waiting outside the Vihara of some distance, under a tree, stood Prince Ashoka himself. Vidisha emerged from Upagupta’s room. Vidisha gave out a meaningful smile to Yasa and said, “Why is y our friend, the prince, standing so aloof from you if h e is destined to be close to you?” Yasa’s face brightened up. He ran to the prince and almost dragged him near Vidisha and her parents. ‘Listen O noble Prince! My guru has asked me to agree to your kind proposal, but on condition that in return, you should agree to let me follow the path of Dharma as prescribed by the Buddha, “said Vidisha. “I agree to the condition,” said Ashoka.
21. What was the condition of marriage?
(A) Ashoka will follow the path of Dharma was prescribed by Buddha
(B) The prince will not disturb Vidisha whenever she was in dilemma
(C) Vidisha will be allowed to meet her guru in private even after marriage
(D) After marriage Vidisha will not be free to follow the path decided by her
(E) None of the above
22. What was the dilemma to Yasa’s sister?
(A) How to resolve contradictory views of her mother and father
(B) How to strike a balance between a career of hermitess and a queen of an empire
(C) How to convince her guru that she was in love with Ashoka
(D) How to marry a friend of her brother
(E) None of the above
23. Which of the following best describes the phrase, “the proposal sounded too good to be the true”? the proposal
(A) was very good
(B) was a pleasant surprise
(C) has built-in danger in it
(D) was so good that it was not true
(E) None of the above
24. What was the apprehension of Vidisha’s mother?
(A) she was doubtful on the chain of events
(B) the prince may disown her daughter
(C) her son Yasa may not be behind a plot
(D) Ashoka may use her daughter as his personal security
(E) None of the above
25. What was the advice of the Upagupta?
(A) set the terms and conditions before marriage
(B) bring the prince close to your brother
(C) mould be prince Ashoka to follow the path of Buddha
(D) follow the suggestion of the father
(E) None of the above
26. Which of the following could be the best title on the main theme of the passage?
(A) Vidisha’s Dilemma
(B) The marriage of Prince Ashoka
(C) The Advice of Upagupta
(D) The Yasa’s Mission
(E) None of the above
27. Which of the following is NOT true in the context of the passage?
(A) Vidisha was a name of place
(B) The Saka and Ashoka belonged to the same clan
(C) The happiness of Yasa’s sister lay in becoming a queen
(D) Uptagupta was a Buddhist
(E) Ashoka agreed to the marriage proposal
28. What was the hesitation in accepting the proposal?
(A) the proposal was too good to be accepted
(B) Ashoka belonged to different caste that Yasa
(C) The mother of Vidisha had rigid views
(D) Upagupta was deadly against the proposal
(E) None of the above
29. The phrase “in private” as given in the passage stands for
(A) Personally
(B) in Confidence
(C) in person
(D) in camera
(E) None of the above
30. Why was Ashoka so keen in marrying Vidisha?
(A) He was in love with her
(B) He liked her arguments and way of life
(C) He wanted to expand his empire by annexing her father’s kingdom
(D) He had given word to Yasa
(E) Not mentioned clearly in the passage
PASSAGE-II
The strength of Indian democracy lies in its tradition, in the fusion of the ideas of democracy and national independence, which was the characteristics of the Indian Nationalist movement long before Independence. Although the British retained supreme authority in India until 1947, the provincial elections of 1937 provided real exercise in democratic practice before national independence. During the Pacific War, India was not overrun or seriously invaded by the Japanese and after the War was over, the transfer of power to a Government of the Indian Congress Party was a peaceful one as far as Britain was concerned. BY 1947 ‘Indianisation’ had already gone far in the Indian Civil Service and Army, so that the new government could start with effective instruments of central control.
After Independence, however, India was faced with two vast problems; the first, that of economic growth from a very low level of production and the second was that of ethnic diversity and the aspirations of sub nationalities. The Congress leadership was more aware of the former problem than of the second; as a new political elite which had rebelled not only against the British Raj but also against India’s old social order, they were conscious of the need to initiate economic development and undertake social reforms, but as nationalists who had led a struggle against the alien rule on behalf of all parts of India, they took the cohesion of the Indian nation too much for granted and underestimated the centrifugal forces of ethnic division, which were bound to be accentuated rather than diminished as the popular masses was more and more drawn into politics. The Congress Party was originally opposed to the idea of recognizing any division of India on a linguistic basis and preferred to retain the old provinces of British India which often cut across linguistic boundaries; it was only in response to strong pressure from below the principle of linguistic States was conceded as the basis for a federal ‘Indian Union’. The rights granted to the States create new problems for the Central Government. The idea of making Hindi the national language of a united India was thwarted by the recalcitrance of the speakers of other important Indian languages, and the autonomy of the States rendered central economic planning extremely difficult. Land reforms remained under the control of the States and many large-scale economic projects required a degree of cooperation between the Central Government and one or more of the States, which it was found impossible to achieve. Coordination to policies was difficult even when the Congress Party was in power both in the States and at the Centre; when a Congress Government in Delhi was confronted with non-Congress parties in office in the States, it became much harder.
31. Choose the word, which is most nearly the, SAME in meaning as the word ‘thwarted’ as used in the passage?
(A) Opposed
(B) Implemented
(C) Accepted
(D) Diverted
(E) Advocated
32. Choose the word, which is most OPPOSITE in meaning of the word ‘conceded’ as used in the passage?
(A) Criticised
(B) Rejected
(C) Denounced
(D) Withdrawn
(E) Accorded
33. Why was central economic planning found to be difficult?
(A) multiplicity of States and Union territories
(B) Lack of coordination in different government departments
(C) Autonomy given to the States in certain matters
(D) Lack of will in implementing land reforms
(E) Ethic diversity of the people
34. Which of the following problems India was faced with after Independence?
(A) Military attack from a country across the border
(B) Lack of co-ordination between the Central and State Governments
(C) Improper coordination of various government policies
(D) Increasing production from a very low level
(E) None of the above
35. Which of the following issues was not appropriately realized by the Central Government?
(A) Ethnic diversity of the people
(B) A national language for the country
(C) Implementation of the formulated policies
(D) Centre-state relations
(E) None of the above
36. Which, according to the passage car be, cited as exercise in democratic practice in India before Independence?
(A) The handing over the power by British to India
(B) The Indianisation of the Indian Civil Service
(C) A neutral role played by the Army
(D) Several democratic institutions created by the Indian National Congress
(E) None of the above
37. Choose the word, which is most OPPOSITE in meaning of the word ‘recalcitrance’ as used in the passage?
(A) Opposition
(B) Dedication
(C) Amenability
(D) Vulnerability
(E) Provocation
38. Which of the following statements is NOT true in the context of the passage?
(A) The Congress Party was originally opposed to the idea of division of States on linguistic basis
(B) Economic development and social reforms were initiated soon after Independence
(C) The political elite in India rebelled against the British Raj
(D) The Congress leadership was fully aware of the problem of ethic diversity in India at the time of independence
(E) BY 1947, Indian Army was fairly Indianised
39. Choose the word, which is most nearly the, SMA in meaning as the word ‘accentuated’ as used in the passage?
(A) Projected
(B) Exhibited
(C) Mitigated
(D) Devalued
(E) Sharpened
40. Why was the linguistic reorganization of the States accepted?
(A) The States were not cooperating with the Central Government.
(B) Non-Congress Governments in the States demanded such a reorganization of the States
(C) No common national language could be emerged
(D) Strong pressures from the States were exerted on the Central Government to create such States
(E) None of the above
SECTION-III
PROBLEM SOLVING
Directions (Qns. 41-60): For each of the following questions, select the choice with best answer to the questions or complete the statements.
41. of the two numbers, 4 times the first is equal to 6 times the other and sum of 3 times the first and 6 times the second is 105. The first number is
(A) 18
(B) 15
(C) 10
(D) 20
(E) 36
42. If log10 2 = 0.3010 and log10 7 = 0.8451 then the values of log106 is
(A) 0.6342
(B) 0.7481
(C) 0.9471
(D) 0.4471
(E) 0.7871
43. If we multiply a fraction by itself and divide the product by its reciprocal. The fraction thus obtained is 
The original fraction is
(A) 
(B) 
(C) 
(D) 
(E) 
44. The HCF and LCM of two numbers are 13 and 455 respectively. If one of the numbers lies between 75 and 4125, that number is
(A) 78
(B) 91
(C) 104
(D) 117
(E) 75
45. The average of 6 numbers is 32. If one number is excluded the average becomes 30. The excluded number is
(A) 42
(B) 32
(C) 38
(D) 41
(E) 36
46. The ratio of Devi’s age and Divya’s age is 5 : 9. The sum of their ages is 56 years. What will be their respective ratio of ages after seven years?
(A) 22 : 13
(B) 21 : 43
(C) 27 : 38
(D) 27 : 43
(E) 23 : 43
47. In an office, monthly salary of clerks and officers are in the ratio of 3 : 5. Each clerk contribute 2% and each officer contributes 3% of his salary to the fund. If each officers contribution is Rs. 420, what will be the clerks salary?
(A) Rs. 4800
(B) Rs. 8400
(C) Rs. 4900
(D) Rs. 4200
(E) None of the above
48. In an electron, a candidate secured 42% of the votes. The other candidate secured 58% and defeated him by 480 votes. Find the number of votes polled.
(A) 4000
(B) 2800
(C) 3000
(D) 5800
(E) None of the above
49. If the three angles of a single are in the ratio of 3 : 4 5, find the least angle in radiations
(A) πc/2
(B) πc/8
(C) πc/4
(D) πc
(E) πc/3
50. If tan (A + B) = p and tan (A – B) = q, find the 2B in terms of p and q
(A) 
(B) 
(C) 
(D) 
(E) 
51. In the following if m ∠AOB = 60° find m ∠P
(A) 120°
(B) 60°
(C) 30°
(D) 45°
(E) 90°
52. Given BD = 4 cm, CE = 8 cm and AF = 3 cm. Find the Perimeter of the triangle
(A) 20 cm
(B) 30 cm
(C) 40 cm
(D) 25 cm
(E) 16 cm
53. Find BD in the following figure
(A) 8
(B) 9
(C) 10
(D) 12
(E) 16
54. In the adjoining figure, AB | | EF and CD | | AD. If ∠Y = 50° then ∠x =
(A) 40°
(B) 30°
(C) 50°
(D) 45°
(E) 60°
55. Three coins are tossed. Find the probability of getting atleast two tail
(A) 1/2
(B) 1/3
(C) 1/4
(D) 1/6
(E) 1/8
56. The probability that a company M.D. will travel by ship is 2/3 and that he will travel by plane is 1/5. Find the probability of his travelling by ship or plane
(A) 4/15
(B) 13/15
(C) 11/15
(D) 8/15
(E) 7/15
57. The capital stock of a leather factory is Rs. 5,00,000 and is divided into 5000 shares of common stock. If the factory pays a dividend of Rs. 66,000 what amount will Mr. X receive for his 40 shares?
(A) Rs. 658
(B) Rs. 528
(C) Rs. 578
(D) Rs. 758
(E) None of the above
58. The interest on a debenture is always calculated on its…..
(A) Par Value
(B) Face Value
(C) Interest
(D) Market Value
(E) None of the above
59. …………… is usually maintained by businessman, companies, corporations etc. who instead of handling cash, operate through this account.
(A) Saving Bank Account
(B) Current Account
(C) Fixed Deposit Account
(D) Recurring Deposit Account
(E) None of the above
60. A ………….. is an order from other branch of a bank of another branch of the same bank to pay a specified sum of money to the person in whose name the draft I s issued
(A) Cheque
(B) Bank Draft
(C) Traveller’s Cheque
(D) Pass Book
(E) None of the above
SECTION-IV
DATA SUFFICIENCY
Directions (Qns. 61-80) : Each question below is followed by two labeled facts [labeled (I) and (II)]. You are to determine whether the data given in statement are sufficient for answering the questions. Use the data given, plus your knowledge of Mathematics and everyday facts to choose amongst possible answer from (A) to (E).
(A) If you can get the answer from (I) ALONE but not from (II) alone.
(B) If you can get the answer from (II) ALONE but not from (I) alone.
(C) If you can get the answer from BOTH (I) AND (II) TOGETHER but not from (I) alone or (II) alone.
(D) If EITHER statement (I) ALONE OR (II) is sufficient to answer the question asked.
(E) If you CANNOT get the answer from statement (I) AND (II) TOGETHER, but need even more data.
61. Given x, y > 1, what percent of x is y
(I) x/y = 6
(II) y = 7x
62. Raja had an average score of 86 on three tests. What was his lowest score in the three subjects?
(I) Raja’s high score is 97
(II) The average of Raja’s 2 highest scores was 92
63. In the following figure what is the Area of the shaded portion?
(I) The area of the circle is 2.25 π square meters.
(II) The area of the circle is smaller than the area of square
64. On a sunny day Sanjay’s shadow is two metres long and that of Birjesh is 
meters long. How tall is Birjesh?
(I) Sanjay is 
metre tall
(II) Sanjay is standing one metre away from Birjesh
65. What day of the week is it
(I) Today is March 15
(II) February 16 was Wednesday
66. In ∆ ABC what is the length of BC?
(I) BA = 12
(II) AC = 6
67. How much does an egg cost?
(I) There are 20 boxes in a case of eggs
(II) A box of eggs costs Rs. 10
68. Can Raja buy the TV with Rs. 1000/-?
(I) The TV now costs 4/7 of its former price
(II) After cutting the price of the TV the store’s profit has decreases by 4/3
69. In a parallelogram ABCD what is the angle ∠ADC?
(I) The measure of ∠ABC is greater than 90°
(II) The measure of ∠BCD is 70°
70. The average temperature of a certain heat was 36℃, what was the temperature of the fourth day?
(I) The average temperature on the last four days was 37.5℃
(II) The average temperature on the first four days was 35.5℃
71. A certain alloy contains only lead, copper, and tin. How many pounds of tin are contained in 56 pounds of the alloy
(I) By weight the alloy 3/7 is lead and 5/14 copper
(II) By weight the alloy contains 6 parts lead and
72. In the price of kerosene goes up by 25%by what percent should the consumption be reduced?
(I) Total expenditure increases by 20%
(II) Consumption was 10 litres before price hike
73. ∆ PQR what is the value of x°?
(I) PQ = PR
(II) Y° = 40
74. The Cheetah is the fastest animal in the world?
(I) The Cheetah is the faster than the gazelle which is one of two animals which run at speeds greater than 90 km/hr.
(II) The Cheetah can run at speed greater than 90 km/hr.
75. In the xy plane the point (x, 0) is on the line l, what is the value of x?
(I) l is parallel to y axis
(II) the point (5, −6) lies on the line 1
76. What are the dimensions of a rectangle?
(I) The perimeter of the rectangular is 68
(II) The diagonal of the rectangle is 26
77. The following figure represents the square floor of a room with a circular carpet partially covering the floor and expending to the outer edges of the floor as shown. What is the areas of the floor which is not covered by the carpet?
(I) The area of the floor is 9sq. meters
(II) The height of the wall is 3 meters
78. Who types at the faster rate Antony or Xavier?
(I) The difference between their typing rate is 20 words per minute
(II) Xavier types at a constant rate 100 words per minute
79. What is the area of the circle?
(I) AB and CD is tangents
(II) AB and CD are non-intersecting
80. A group of cows are chickens walk about in farm yard. Altogether there are 18 animals. How many cows are there?
(I) More than half the animals are chickens
(II) The total numbers of leg is 44
SECTION-IV
ENGLISH USAGE
Directions (Qns. 81-100): In each of the following sentences four words or phrases have been underlined. Only one underlined part in each sentence is not acceptable in standard English. Pick up that part –(A) or (B) or (C) or (D). If there is no mistake mark (E).
81. Neither the colour / not the size / of the shirt /
(A) (B) (C)
were right. / No error
(D) (E)
82. Each of the ten girls / in the class /
(A) (B)
has finished / their work. / No error
(C) (D) (E)
83. A little milk / that is in the flask / may be used /
(A) (B) (C)
for the baby. / No error
(D) (E)
84. How to solve the problems / is the main criteria /
(A) (B)
of the students / at the moment. / No error
(C) (D) (E)
85. He told the members of the staff / that every
(A) (B)
one of them / should carry out / his task one self. / No error
(C) (D) (E)
86. My relative / who is a lawyer / gave me a useful
(A) (B) (C)
advice / when I met him last week. / No error
(D) (E)
87. Sooner than he had arrived / his relatives
(A)
arranged a reception / in h is honour in /
(B) (C)
the best hotel in town. / No error
(D) (E)
88. He visited the battlefield where Napoleon
(A) (B)
was defeated in his holidays. No error
(C) (D) (E)
89. He generally maintains that the wife
(A) (B)
bringing a dowry is an evidence of her freedom. No error
(C) (D) (E)
90. I am sorry that a previous engagement will
(A) (B)
prevent me being present at that meeting.
(C) (D)
No error
(E)
91. They found the solider living badly
(A) (B)
wounded and died shortly after. No error
(C) (D) (E)
92. The fear of an impending invasion has more
(A) (B)
to do that even the debasing of the coinage
(C)
with the financial difficulties. No error
(D) (E)
93. This is the third communication we have
(A)
sent and we are much surprised at
(B) (C)
receiving no answer. No error
(D) (E)
94. His contention is that a write bring dowry
(A) (B) (C)
should be condemned by the society. No error
(D) (E)
95. Policy shot several rounds of the fire in the air
(A) (B)
to disperse groups of rampaging students. No Error
(C) (D) (E)
96. Offering thanks to the officer for sparing
(A) (B)
time but feeling great reluctance for
(C)
learning without achieving his aim Ravi,
(D)
followed him. No Error
(E)
97. The street lights are seldom in workable
(A) (B)
condition in our street which makes the
(C) (D)
matter worse. No Error.
(E)
98. Because of his slamming the door, the
(A) (B)
whole batch of cookies in the oven were
(C) (D)
ruined. No Error
(E)
99. Due to the rain, they thought they might
(A) (B)
change their previous plan to go
(C) (D)
picknicking. No Error
(E)
100. The boy’s mother was as aggravated by his
(A) (B)
behaviour that she could hardly refrain
(C)
from hitting him. No Error
(D) (E)
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