XAT 2024 answer key with solutions

Read the following sentences carefully. A. I shall be there at about 9: 00 a.m. B. Keep off of the grass. C. My old car was much faster than the new one. D. I was angry at my friend. E. Rohit is as capable as Virat.

Read the following sentences carefully. A. Everybody accepts his responsibilities. B. Nobody in that group have their reports up to date, as they should have. C. Either of the boys is acceptable to do the errands. D. Both of the mice is underfed. E. It is I who am next. F. The teacher told he and I to leave early.

Read the following paragraph and answer the question that follows. Fear is the greatest motivator of all time. Conflict born of fear is behind our every action, driving us forward like the cogs of a clock. Fear is desire's dark dress, its doppelgänger. "Love and dread are brothers," says Julian of Norwich. As desire is wanting and fear is not-wanting, they become inexorably linked; just as desire can be destructive (the desire for power), fear can be constructive (fear of hurting another); fear of poverty becomes desire for wealth.

Read the following paragraphs and answer the question that follows. Paragraph 1: Here are some handy rules of thumb. Anyone who calls themselves a thought leader is to be avoided. A man who does not wear socks cannot be trusted. And a company that holds an employee-appreciation day does not appreciate its employees. Paragraph 2: It is not just that the message sent by acknowledging staff for one out of 260-odd working days is a bit of a giveaway (there isn't a love-your-spouse day ... for the same reason). It is also that the ideas are usually so tragically unappreciative. You have worked hard all year so you get a slice of cold pizza or a rock stamped with the words "You rock"?

Read the following passage and answer the question that follows. How do we choose one discovery over any other? The physician Lewis Thomas made a choice. He bluntly asserts: "The greatest of all the accomplishments of 20th-century science has been the discovery of human ignorance." The science writer Timothy Ferris agrees: "Our ignorance, of course, has always been with us, and always will be. What is new is our awareness of it, our awakening to its fathomless dimensions, and it is this, more than anything else, that marks the coming of age of our species." It is an odd, unsettling thought that the culmination of our greatest century of discovery should be the confirmation of our ignorance. How did such a thing come about?

Read the following paragraph and answer the question that follows. You may accumulate a vast amount of knowledge but it will be of far less value to you than a much smaller amount if you have not thought it over for yourself; because only through ordering what you know by comparing every truth with every other truth can you take complete possession of your knowledge and get it into your power.

Read the following passage and answer the question that follows. That's how life plays out for all of us. We lose some. Like sportspersons, we too pack our gear and go to work. But unlike them, the gaze of the world is not upon us. Most of us do our business in anonymity, very few of us are emotionally wired to the outcomes of our day jobs. We don't come back feeling like winners. Or losers. As sports fans we can summon empathy for those who stretch their bodies and minds to the limit in the pursuit of athletic excellence and provide such joys in the process. But we will never experience the highs that are their reward. And we will never know the depth of their lows, which are their burden. Still, no one will know better than Rohit and Dravid that its already a new day. There might never be a World Cup win for them. But there are loved ones to go to. Life awaits still.

Read the following poem and answer the TWO questions that follow. In the darkened room a woman cannot find her reflection in the mirror waiting as usual at the edge of sleep In her hands she holds the oil lamp whose drunken yellow flames know where her lonely body hides

Read the following poem and answer the TWO questions that follow. In the darkened room a woman cannot find her reflection in the mirror waiting as usual at the edge of sleep In her hands she holds the oil lamp whose drunken yellow flames know where her lonely body hides

Read the following passage and answer the TWO questions that follow. But as the behavioral economists like to remind us, we are already prone to all sorts of reductions as a species. It's not just the scientists. We compress complex reality down into abbreviated heuristics that often work beautifully in everyday life for high-frequency, low-significance decisions. Because we are an unusually clever and self-reflective species, we long ago realized that we needed help overcoming those reductive instincts when it really matters. And so we invented a tool called storytelling. At first, some of our stories were even more reductive than the sciences would prove to be: allegories and parables and morality plays that compressed the flux of real life down to archetypal moral messages. But over time the stories grew more adept at describing the true complexity of lived experience, the whorls and the threadlike pressures. One of the crowning achievements of that growth is the realist novel. That, of course, is the latent implication of Prince Andrei's question: "innumerable conditions made meaningful only in unpredictable moments" would fare well as a description of both War and Peace and Middlemarch, arguably the two totemic works in the realist canon. What gives the novel the grain of truth lies precisely in the way it doesn't quite run along the expected grooves, the way it dramatizes all the forces and unpredictable variables that shape the choices humans confront at the most meaningful moments of their lives. When we read those novels—or similarly rich biographies of historical figures—we are not just entertaining ourselves; we are also rehearsing for our own real-world experiences….

Read the following passage and answer the TWO questions that follow. But as the behavioral economists like to remind us, we are already prone to all sorts of reductions as a species. It's not just the scientists. We compress complex reality down into abbreviated heuristics that often work beautifully in everyday life for high-frequency, low-significance decisions. Because we are an unusually clever and self-reflective species, we long ago realized that we needed help overcoming those reductive instincts when it really matters. And so we invented a tool called storytelling. At first, some of our stories were even more reductive than the sciences would prove to be: allegories and parables and morality plays that compressed the flux of real life down to archetypal moral messages. But over time the stories grew more adept at describing the true complexity of lived experience, the whorls and the threadlike pressures. One of the crowning achievements of that growth is the realist novel. That, of course, is the latent implication of Prince Andrei's question: "innumerable conditions made meaningful only in unpredictable moments" would fare well as a description of both War and Peace and Middlemarch, arguably the two totemic works in the realist canon. What gives the novel the grain of truth lies precisely in the way it doesn't quite run along the expected grooves, the way it dramatizes all the forces and unpredictable variables that shape the choices humans confront at the most meaningful moments of their lives. When we read those novels—or similarly rich biographies of historical figures—we are not just entertaining ourselves; we are also rehearsing for our own real-world experiences….

Read the following passage and answer the TWO questions that follow. Beauty has an aesthetic, but it is not the same as aesthetics, not when it can be embodied, controlled by powerful interests, and when it can be commodified. Beauty can be manners, also a socially contingent set of traits. Whatever power decides that beauty is, it must always be more than reducible to a single thing. Beauty is a wonderful form of capital in a world that organizes everything around gender and then requires a performance of gender that makes some of its members more equal than others. Beauty would not be such a useful distinction were it not for the economic and political conditions. It is trite at this point to point out capitalism, which is precisely why it must be pointed out. Systems of exchange tend to generate the kind of ideas that work well as exchanges. Because it can be an idea and a good and a body, beauty serves many useful functions for our economic system. Even better, beauty can be political. It can exclude and include, one of the basic conditions of any politics. Beauty has it all. It can be political, economic, external, individualized, generalizing, exclusionary, and perhaps best of all a story that can be told. Our dominant story of beauty is that it is simultaneously a blessing, of genetics or gods, and a site of conversion. You can become beautiful if you accept the right prophets and their wisdoms with a side of products thrown in for good measure. Forget that these two ideas—unique blessing and earned reward—are antithetical to each other. That makes beauty all the more perfect for our (social and political) time, itself anchored in paradoxes like freedom and property, opportunity and equality.

Read the following passage and answer the TWO questions that follow. Beauty has an aesthetic, but it is not the same as aesthetics, not when it can be embodied, controlled by powerful interests, and when it can be commodified. Beauty can be manners, also a socially contingent set of traits. Whatever power decides that beauty is, it must always be more than reducible to a single thing. Beauty is a wonderful form of capital in a world that organizes everything around gender and then requires a performance of gender that makes some of its members more equal than others. Beauty would not be such a useful distinction were it not for the economic and political conditions. It is trite at this point to point out capitalism, which is precisely why it must be pointed out. Systems of exchange tend to generate the kind of ideas that work well as exchanges. Because it can be an idea and a good and a body, beauty serves many useful functions for our economic system. Even better, beauty can be political. It can exclude and include, one of the basic conditions of any politics. Beauty has it all. It can be political, economic, external, individualized, generalizing, exclusionary, and perhaps best of all a story that can be told. Our dominant story of beauty is that it is simultaneously a blessing, of genetics or gods, and a site of conversion. You can become beautiful if you accept the right prophets and their wisdoms with a side of products thrown in for good measure. Forget that these two ideas—unique blessing and earned reward—are antithetical to each other. That makes beauty all the more perfect for our (social and political) time, itself anchored in paradoxes like freedom and property, opportunity and equality.

Read the following passage and answer the THREE questions that follow. What I call fast political thinking is driven by simplified moral frames. These moral frames give us the sense that those who agree with us have the right answer, while those who disagree are unreasonable, or worse. Each moral frame sets up an axis of favorable and unfavorable. Progressives use the oppressoroppressed axis. Progressives view most favorably those groups that can be regarded as oppressed or standing with the oppressed, and they view most unfavorably those groups that can be regarded as oppressors. Conservatives use the civilization-barbarism axis. Conservatives view most favorably the institutions that they believe constrain and guide people toward civilized behavior, and they view most unfavorably those people who they see as trying to tear down such institutions. Libertarians use the liberty-coercion axis. Libertarians view most favorably those people who defer to decisions that are made on the basis of personal choice and voluntary agreement, and they view most unfavorably those people who favor government interventions that restrict personal choice. If you have a dominant axis, I suggest that you try to learn the languages spoken by those who use the other axes. Don't worry—learning other languages won't make it easy for others to convert you to their point of view. By the same token, it will not make it easy to convert others to your point of view. However, you may become aware of assumptions your side makes that others might legitimately question. What learning the other languages can do is enable you to understand how others think about political issues. Instead of resorting to the theory that people with other views are crazy or stupid or evil, you may concede that they have a coherent point of view. In fact, their point of view could be just as coherent as yours. The problem is that those people apply their point of view in circumstances where you are fairly sure that it is not really appropriate. Consider that there may be situations in which one frame describes the problem much better than the others. For example, I believe that the civil rights movement in the United States is best described using the progressive heuristic of the oppressed and the oppressor. In the 1950s and the early 1960s, the people who had the right model were the people who were fighting for black Americans to have true voting rights, equal access to housing, and an end to the Jim Crow laws. The civilization-barbarism axis and the liberty-coercion axis did not provide the best insight into the issue….

Read the following passage and answer the THREE questions that follow. What I call fast political thinking is driven by simplified moral frames. These moral frames give us the sense that those who agree with us have the right answer, while those who disagree are unreasonable, or worse. Each moral frame sets up an axis of favorable and unfavorable. Progressives use the oppressoroppressed axis. Progressives view most favorably those groups that can be regarded as oppressed or standing with the oppressed, and they view most unfavorably those groups that can be regarded as oppressors. Conservatives use the civilization-barbarism axis. Conservatives view most favorably the institutions that they believe constrain and guide people toward civilized behavior, and they view most unfavorably those people who they see as trying to tear down such institutions. Libertarians use the liberty-coercion axis. Libertarians view most favorably those people who defer to decisions that are made on the basis of personal choice and voluntary agreement, and they view most unfavorably those people who favor government interventions that restrict personal choice. If you have a dominant axis, I suggest that you try to learn the languages spoken by those who use the other axes. Don't worry—learning other languages won't make it easy for others to convert you to their point of view. By the same token, it will not make it easy to convert others to your point of view. However, you may become aware of assumptions your side makes that others might legitimately question. What learning the other languages can do is enable you to understand how others think about political issues. Instead of resorting to the theory that people with other views are crazy or stupid or evil, you may concede that they have a coherent point of view. In fact, their point of view could be just as coherent as yours. The problem is that those people apply their point of view in circumstances where you are fairly sure that it is not really appropriate. Consider that there may be situations in which one frame describes the problem much better than the others. For example, I believe that the civil rights movement in the United States is best described using the progressive heuristic of the oppressed and the oppressor. In the 1950s and the early 1960s, the people who had the right model were the people who were fighting for black Americans to have true voting rights, equal access to housing, and an end to the Jim Crow laws. The civilization-barbarism axis and the liberty-coercion axis did not provide the best insight into the issue….

Read the following passage and answer the THREE questions that follow. What I call fast political thinking is driven by simplified moral frames. These moral frames give us the sense that those who agree with us have the right answer, while those who disagree are unreasonable, or worse. Each moral frame sets up an axis of favorable and unfavorable. Progressives use the oppressoroppressed axis. Progressives view most favorably those groups that can be regarded as oppressed or standing with the oppressed, and they view most unfavorably those groups that can be regarded as oppressors. Conservatives use the civilization-barbarism axis. Conservatives view most favorably the institutions that they believe constrain and guide people toward civilized behavior, and they view most unfavorably those people who they see as trying to tear down such institutions. Libertarians use the liberty-coercion axis. Libertarians view most favorably those people who defer to decisions that are made on the basis of personal choice and voluntary agreement, and they view most unfavorably those people who favor government interventions that restrict personal choice. If you have a dominant axis, I suggest that you try to learn the languages spoken by those who use the other axes. Don't worry—learning other languages won't make it easy for others to convert you to their point of view. By the same token, it will not make it easy to convert others to your point of view. However, you may become aware of assumptions your side makes that others might legitimately question. What learning the other languages can do is enable you to understand how others think about political issues. Instead of resorting to the theory that people with other views are crazy or stupid or evil, you may concede that they have a coherent point of view. In fact, their point of view could be just as coherent as yours. The problem is that those people apply their point of view in circumstances where you are fairly sure that it is not really appropriate. Consider that there may be situations in which one frame describes the problem much better than the others. For example, I believe that the civil rights movement in the United States is best described using the progressive heuristic of the oppressed and the oppressor. In the 1950s and the early 1960s, the people who had the right model were the people who were fighting for black Americans to have true voting rights, equal access to housing, and an end to the Jim Crow laws. The civilization-barbarism axis and the liberty-coercion axis did not provide the best insight into the issue….

Read the following passage and answer the THREE questions that follow. Because it's so easy to judge the idiocy of others, it may be sorely tempting to think this doesn't apply to you. But the problem of unrecognized ignorance is one that visits us all. And over the years, I've become convinced of one key, overarching fact about the ignorant mind. One should not think of it as uninformed. Rather, one should think of it as misinformed. An ignorant mind is precisely not a spotless, empty vessel, but one that's filled with the clutter of irrelevant or misleading life experiences, theories, facts, intuitions, strategies, algorithms, heuristics, metaphors, and hunches that regrettably have the look and feel of useful and accurate knowledge. This clutter is an unfortunate by-product of one of our greatest strengths as a species. We are unbridled pattern recognizers and profligate theorizers. Often, our theories are good enough to get us through the day, or at least to an age when we can procreate. But our genius for creative storytelling, combined with our inability to detect our own ignorance, can sometimes lead to situations that are embarrassing, unfortunate, or downright dangerous—especially in a technologically advanced, complex democratic society that occasionally invests mistaken popular beliefs with immense destructive power. As the humorist Josh Billings once put it, "It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so." (Ironically, one thing many people "know" about this quote is that it was first uttered by Mark Twain or Will Rogers—which just ain't so.) Because of the way we are built, and because of the way we learn from our environment, we are all engines of misbelief. And the better we understand how our wonderful yet kludge-ridden, Rube Goldberg engine works, the better we—as individuals and as a society—can harness it to navigate toward a more objective understanding of the truth.

Read the following passage and answer the THREE questions that follow. Because it's so easy to judge the idiocy of others, it may be sorely tempting to think this doesn't apply to you. But the problem of unrecognized ignorance is one that visits us all. And over the years, I've become convinced of one key, overarching fact about the ignorant mind. One should not think of it as uninformed. Rather, one should think of it as misinformed. An ignorant mind is precisely not a spotless, empty vessel, but one that's filled with the clutter of irrelevant or misleading life experiences, theories, facts, intuitions, strategies, algorithms, heuristics, metaphors, and hunches that regrettably have the look and feel of useful and accurate knowledge. This clutter is an unfortunate by-product of one of our greatest strengths as a species. We are unbridled pattern recognizers and profligate theorizers. Often, our theories are good enough to get us through the day, or at least to an age when we can procreate. But our genius for creative storytelling, combined with our inability to detect our own ignorance, can sometimes lead to situations that are embarrassing, unfortunate, or downright dangerous—especially in a technologically advanced, complex democratic society that occasionally invests mistaken popular beliefs with immense destructive power. As the humorist Josh Billings once put it, "It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so." (Ironically, one thing many people "know" about this quote is that it was first uttered by Mark Twain or Will Rogers—which just ain't so.) Because of the way we are built, and because of the way we learn from our environment, we are all engines of misbelief. And the better we understand how our wonderful yet kludge-ridden, Rube Goldberg engine works, the better we—as individuals and as a society—can harness it to navigate toward a more objective understanding of the truth.

Read the following passage and answer the THREE questions that follow. Because it's so easy to judge the idiocy of others, it may be sorely tempting to think this doesn't apply to you. But the problem of unrecognized ignorance is one that visits us all. And over the years, I've become convinced of one key, overarching fact about the ignorant mind. One should not think of it as uninformed. Rather, one should think of it as misinformed. An ignorant mind is precisely not a spotless, empty vessel, but one that's filled with the clutter of irrelevant or misleading life experiences, theories, facts, intuitions, strategies, algorithms, heuristics, metaphors, and hunches that regrettably have the look and feel of useful and accurate knowledge. This clutter is an unfortunate by-product of one of our greatest strengths as a species. We are unbridled pattern recognizers and profligate theorizers. Often, our theories are good enough to get us through the day, or at least to an age when we can procreate. But our genius for creative storytelling, combined with our inability to detect our own ignorance, can sometimes lead to situations that are embarrassing, unfortunate, or downright dangerous—especially in a technologically advanced, complex democratic society that occasionally invests mistaken popular beliefs with immense destructive power. As the humorist Josh Billings once put it, "It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so." (Ironically, one thing many people "know" about this quote is that it was first uttered by Mark Twain or Will Rogers—which just ain't so.) Because of the way we are built, and because of the way we learn from our environment, we are all engines of misbelief. And the better we understand how our wonderful yet kludge-ridden, Rube Goldberg engine works, the better we—as individuals and as a society—can harness it to navigate toward a more objective understanding of the truth.

Read the following passage and answer the THREE questions that follow. If we imagine the action of a vaccine not just in terms of how it affects a single body, but also in terms of how it affects the collective body of a community, it is fair to think of vaccination as a kind of banking of immunity. Contributions to this bank are donations to those who cannot or will not be protected by their own immunity. This is the principle of herd immunity, and it is through herd immunity that mass vaccination becomes far more effective than individual vaccination. Any given vaccine can fail to produce immunity in an individual, and some vaccines, like the influenza vaccine, are less effective than others. But when enough people are vaccinated with even a relatively ineffective vaccine, viruses have trouble moving from host to host and cease to spread, sparing both the unvaccinated and those in whom vaccination has not produced immunity. This is why the chances of contracting measles can be higher for a vaccinated person living in a largely unvaccinated community than they are for an unvaccinated person living in a largely vaccinated community. The unvaccinated person is protected by the bodies around her, bodies through which disease is not circulating. But a vaccinated person surrounded by bodies that host disease is left vulnerable to vaccine failure or fading immunity. We are protected not so much by our own skin, but by what is beyond it. The boundaries between our bodies begin to dissolve here. Donations of blood and organs move between us, exiting one body and entering another, and so too with immunity, which is a common trust as much as it is a private account. Those of us who draw on collective immunity owe our health to our neighbors.

Read the following passage and answer the THREE questions that follow. If we imagine the action of a vaccine not just in terms of how it affects a single body, but also in terms of how it affects the collective body of a community, it is fair to think of vaccination as a kind of banking of immunity. Contributions to this bank are donations to those who cannot or will not be protected by their own immunity. This is the principle of herd immunity, and it is through herd immunity that mass vaccination becomes far more effective than individual vaccination. Any given vaccine can fail to produce immunity in an individual, and some vaccines, like the influenza vaccine, are less effective than others. But when enough people are vaccinated with even a relatively ineffective vaccine, viruses have trouble moving from host to host and cease to spread, sparing both the unvaccinated and those in whom vaccination has not produced immunity. This is why the chances of contracting measles can be higher for a vaccinated person living in a largely unvaccinated community than they are for an unvaccinated person living in a largely vaccinated community. The unvaccinated person is protected by the bodies around her, bodies through which disease is not circulating. But a vaccinated person surrounded by bodies that host disease is left vulnerable to vaccine failure or fading immunity. We are protected not so much by our own skin, but by what is beyond it. The boundaries between our bodies begin to dissolve here. Donations of blood and organs move between us, exiting one body and entering another, and so too with immunity, which is a common trust as much as it is a private account. Those of us who draw on collective immunity owe our health to our neighbors.

Read the following passage and answer the THREE questions that follow. If we imagine the action of a vaccine not just in terms of how it affects a single body, but also in terms of how it affects the collective body of a community, it is fair to think of vaccination as a kind of banking of immunity. Contributions to this bank are donations to those who cannot or will not be protected by their own immunity. This is the principle of herd immunity, and it is through herd immunity that mass vaccination becomes far more effective than individual vaccination. Any given vaccine can fail to produce immunity in an individual, and some vaccines, like the influenza vaccine, are less effective than others. But when enough people are vaccinated with even a relatively ineffective vaccine, viruses have trouble moving from host to host and cease to spread, sparing both the unvaccinated and those in whom vaccination has not produced immunity. This is why the chances of contracting measles can be higher for a vaccinated person living in a largely unvaccinated community than they are for an unvaccinated person living in a largely vaccinated community. The unvaccinated person is protected by the bodies around her, bodies through which disease is not circulating. But a vaccinated person surrounded by bodies that host disease is left vulnerable to vaccine failure or fading immunity. We are protected not so much by our own skin, but by what is beyond it. The boundaries between our bodies begin to dissolve here. Donations of blood and organs move between us, exiting one body and entering another, and so too with immunity, which is a common trust as much as it is a private account. Those of us who draw on collective immunity owe our health to our neighbors.

Read the following scenario and answer the THREE questions that follow. Mr. Singh lived in a sprawling housing society. He employed two part-time domestic helps, Vimla and Sharda. Vimla was responsible for cleaning and dusting, while Sharda took care of cooking. Once Sharda fell ill and consequently took leave for three days. When Sharda returned to work, she learned that Mr. Singh's gold ring, a gift from his mother, was missing. Suspecting theft, Mr. Singh had terminated Vimla. Mr. Singh asked Sharda to take additional responsibility of cleaning the house, along with an offer to double her salary. Sharda accepted the offer as her previous two jobs were lost due to frequent health-related absences. She was struggling to make ends meet; this offer would go a long way to help her. Next day, while cleaning under the dressing table, Sharda found the gold ring. Overjoyed, Mr. Singh expressed his gratitude by presenting Sharda a reward of one thousand rupees! However, he made no mention of reinstating Vimla.

Read the following scenario and answer the THREE questions that follow. Mr. Singh lived in a sprawling housing society. He employed two part-time domestic helps, Vimla and Sharda. Vimla was responsible for cleaning and dusting, while Sharda took care of cooking. Once Sharda fell ill and consequently took leave for three days. When Sharda returned to work, she learned that Mr. Singh's gold ring, a gift from his mother, was missing. Suspecting theft, Mr. Singh had terminated Vimla. Mr. Singh asked Sharda to take additional responsibility of cleaning the house, along with an offer to double her salary. Sharda accepted the offer as her previous two jobs were lost due to frequent health-related absences. She was struggling to make ends meet; this offer would go a long way to help her. Next day, while cleaning under the dressing table, Sharda found the gold ring. Overjoyed, Mr. Singh expressed his gratitude by presenting Sharda a reward of one thousand rupees! However, he made no mention of reinstating Vimla.

Read the following scenario and answer the THREE questions that follow. Mr. Singh lived in a sprawling housing society. He employed two part-time domestic helps, Vimla and Sharda. Vimla was responsible for cleaning and dusting, while Sharda took care of cooking. Once Sharda fell ill and consequently took leave for three days. When Sharda returned to work, she learned that Mr. Singh's gold ring, a gift from his mother, was missing. Suspecting theft, Mr. Singh had terminated Vimla. Mr. Singh asked Sharda to take additional responsibility of cleaning the house, along with an offer to double her salary. Sharda accepted the offer as her previous two jobs were lost due to frequent health-related absences. She was struggling to make ends meet; this offer would go a long way to help her. Next day, while cleaning under the dressing table, Sharda found the gold ring. Overjoyed, Mr. Singh expressed his gratitude by presenting Sharda a reward of one thousand rupees! However, he made no mention of reinstating Vimla.

Read the following scenario and answer the THREE questions that follow. In Symbolis, an upcoming medium sized IT services organization, only 1% of the employees were awarded an annual performance bonus. This annual performance bonus was decided by a committee formed of different functional heads. When Ms. Nalini Kattakayam received the annual bonus for the first time in her five years at Symbolis, Ms. Shalini Sampath, a colleague with seven years of tenure at Symbolis, told Nalini that this annual bonus was less a reflection of Nalini's performance and more a recognition of those who have fostered a strong rapport with the powers that be. Incidentally, Shalini had never received any performance bonus in her tenure at the company.

Read the following scenario and answer the THREE questions that follow. In Symbolis, an upcoming medium sized IT services organization, only 1% of the employees were awarded an annual performance bonus. This annual performance bonus was decided by a committee formed of different functional heads. When Ms. Nalini Kattakayam received the annual bonus for the first time in her five years at Symbolis, Ms. Shalini Sampath, a colleague with seven years of tenure at Symbolis, told Nalini that this annual bonus was less a reflection of Nalini's performance and more a recognition of those who have fostered a strong rapport with the powers that be. Incidentally, Shalini had never received any performance bonus in her tenure at the company.

Read the following scenario and answer the THREE questions that follow. In Symbolis, an upcoming medium sized IT services organization, only 1% of the employees were awarded an annual performance bonus. This annual performance bonus was decided by a committee formed of different functional heads. When Ms. Nalini Kattakayam received the annual bonus for the first time in her five years at Symbolis, Ms. Shalini Sampath, a colleague with seven years of tenure at Symbolis, told Nalini that this annual bonus was less a reflection of Nalini's performance and more a recognition of those who have fostered a strong rapport with the powers that be. Incidentally, Shalini had never received any performance bonus in her tenure at the company.

Read the following scenario and answer the THREE questions that follow. Raman had been working tirelessly as a Project Manager in the IT department of Flying Groceries, a renowned app-based supply chain company, for the past three years. Having graduated from a top-tier engineering college, he dived straight into the corporate world, managing projects with great zeal that inspired his seniors. At the end of his first year with Flying Groceries, impressed with his hard work, Raman's boss, Suraj, the founder-CEO of Flying Groceries, fast-tracked his promotion and made him Delivery Manager responsible for multiple projects of a vertical. Suraj also promised Raman the position of Chief Operation Officer in the fifth year of his tenure. In search of a greater career trajectory, Raman pursued entrance exams for business schools. His efforts bore fruits as he secured a place in the country's best business school, known for a strong alumni base, stellar placement records and demanding academic requirements. Raman was delighted; he had three months to join the business school. Flying Groceries demanded that any employee who wished to leave the organization should give at least a month's notice. Raman decided to continue working and enriching his work experience, which will be beneficial when applying to companies after graduating from the business school. Therefore, he decided not to share the news of the offer with anyone else for the time being.

Read the following scenario and answer the THREE questions that follow. Raman had been working tirelessly as a Project Manager in the IT department of Flying Groceries, a renowned app-based supply chain company, for the past three years. Having graduated from a top-tier engineering college, he dived straight into the corporate world, managing projects with great zeal that inspired his seniors. At the end of his first year with Flying Groceries, impressed with his hard work, Raman's boss, Suraj, the founder-CEO of Flying Groceries, fast-tracked his promotion and made him Delivery Manager responsible for multiple projects of a vertical. Suraj also promised Raman the position of Chief Operation Officer in the fifth year of his tenure. In search of a greater career trajectory, Raman pursued entrance exams for business schools. His efforts bore fruits as he secured a place in the country's best business school, known for a strong alumni base, stellar placement records and demanding academic requirements. Raman was delighted; he had three months to join the business school. Flying Groceries demanded that any employee who wished to leave the organization should give at least a month's notice. Raman decided to continue working and enriching his work experience, which will be beneficial when applying to companies after graduating from the business school. Therefore, he decided not to share the news of the offer with anyone else for the time being.

Read the following scenario and answer the THREE questions that follow. Raman had been working tirelessly as a Project Manager in the IT department of Flying Groceries, a renowned app-based supply chain company, for the past three years. Having graduated from a top-tier engineering college, he dived straight into the corporate world, managing projects with great zeal that inspired his seniors. At the end of his first year with Flying Groceries, impressed with his hard work, Raman's boss, Suraj, the founder-CEO of Flying Groceries, fast-tracked his promotion and made him Delivery Manager responsible for multiple projects of a vertical. Suraj also promised Raman the position of Chief Operation Officer in the fifth year of his tenure. In search of a greater career trajectory, Raman pursued entrance exams for business schools. His efforts bore fruits as he secured a place in the country's best business school, known for a strong alumni base, stellar placement records and demanding academic requirements. Raman was delighted; he had three months to join the business school. Flying Groceries demanded that any employee who wished to leave the organization should give at least a month's notice. Raman decided to continue working and enriching his work experience, which will be beneficial when applying to companies after graduating from the business school. Therefore, he decided not to share the news of the offer with anyone else for the time being.

Read the following scenario and answer the THREE questions that follow. Kasta, a small industrial town hosted a steel plant and its associated ancillary companies. Most of its residents were steel plant employees from different states of the country. While the town offered employment opportunities, it lacked an airport. For those wanting to fly, the nearest airport was in Michaelganj, 100 kms from Kasta. To reach the airport, people rented taxi services available at Kasta, and Prabhu was one such taxi-service provider. Prabhu's rates were reasonable — a trip to airport cost Rs. 2200, but for a round trip, the fare was Rs. 3000. Yet, it was not just the affordability that made him popular, his reputation for punctuality and reliability was unmatched. When it came to ensuring the safety of women travelling alone, he would always be the first choice. Such was his trustworthiness that even the steel plant would solicit his services when expecting solo female visitors. Moreover, whenever residents encountered issues with their personal cars, they would turn to Prabhu for help. However, the world shifted when the COVID-19 pandemic struck. Travel restrictions and safety concerns limited Prabhu's trips to Michaelganj for over a year and a half. Financial strain followed, with accumulating interest on his home loan. He was weighed down by debt, but things improved once COVID-19 travel restrictions were lifted. Having faced financial hardships during COVID-19, he sought to offset his losses by raising the fare. Yet, he was aware of the stiff competition in town, where many others offered services at a similar fare as his.

Read the following scenario and answer the THREE questions that follow. Kasta, a small industrial town hosted a steel plant and its associated ancillary companies. Most of its residents were steel plant employees from different states of the country. While the town offered employment opportunities, it lacked an airport. For those wanting to fly, the nearest airport was in Michaelganj, 100 kms from Kasta. To reach the airport, people rented taxi services available at Kasta, and Prabhu was one such taxi-service provider. Prabhu's rates were reasonable — a trip to airport cost Rs. 2200, but for a round trip, the fare was Rs. 3000. Yet, it was not just the affordability that made him popular, his reputation for punctuality and reliability was unmatched. When it came to ensuring the safety of women travelling alone, he would always be the first choice. Such was his trustworthiness that even the steel plant would solicit his services when expecting solo female visitors. Moreover, whenever residents encountered issues with their personal cars, they would turn to Prabhu for help. However, the world shifted when the COVID-19 pandemic struck. Travel restrictions and safety concerns limited Prabhu's trips to Michaelganj for over a year and a half. Financial strain followed, with accumulating interest on his home loan. He was weighed down by debt, but things improved once COVID-19 travel restrictions were lifted. Having faced financial hardships during COVID-19, he sought to offset his losses by raising the fare. Yet, he was aware of the stiff competition in town, where many others offered services at a similar fare as his.

Read the following scenario and answer the THREE questions that follow. Kasta, a small industrial town hosted a steel plant and its associated ancillary companies. Most of its residents were steel plant employees from different states of the country. While the town offered employment opportunities, it lacked an airport. For those wanting to fly, the nearest airport was in Michaelganj, 100 kms from Kasta. To reach the airport, people rented taxi services available at Kasta, and Prabhu was one such taxi-service provider. Prabhu's rates were reasonable — a trip to airport cost Rs. 2200, but for a round trip, the fare was Rs. 3000. Yet, it was not just the affordability that made him popular, his reputation for punctuality and reliability was unmatched. When it came to ensuring the safety of women travelling alone, he would always be the first choice. Such was his trustworthiness that even the steel plant would solicit his services when expecting solo female visitors. Moreover, whenever residents encountered issues with their personal cars, they would turn to Prabhu for help. However, the world shifted when the COVID-19 pandemic struck. Travel restrictions and safety concerns limited Prabhu's trips to Michaelganj for over a year and a half. Financial strain followed, with accumulating interest on his home loan. He was weighed down by debt, but things improved once COVID-19 travel restrictions were lifted. Having faced financial hardships during COVID-19, he sought to offset his losses by raising the fare. Yet, he was aware of the stiff competition in town, where many others offered services at a similar fare as his.

Read the following scenario and answer the THREE questions that follow. Ms. Vineeta Lama, a respected figure in the small town of Jampur, found herself stranded on the road, once again, when her old small hatchback car broke down. Finding herself alone on the deserted road with no one to help, Vineeta, in desperation called Shyam Saigal, the General Manager of Balaji Motors − the only dealership in Jampur that sells Diplomatico cars, the brand that Vineeta drives. Vineeta knew Shyam from her frequent visits for getting her hatchback car serviced. Surprisingly, he arrived within fifteen minutes, accompanied by a mechanic from his dealership. Further, he arranged for the vehicle to be towed and kindly offered Vineeta a ride home. On the way back, he advised Vineeta to exchange her old car with a new Sports Utility Vehicle (SUV) on a good discount from his dealership. He assured her that he would add several additional services to ensure her SUV remained in excellent condition for many years ahead.

Read the following scenario and answer the THREE questions that follow. Ms. Vineeta Lama, a respected figure in the small town of Jampur, found herself stranded on the road, once again, when her old small hatchback car broke down. Finding herself alone on the deserted road with no one to help, Vineeta, in desperation called Shyam Saigal, the General Manager of Balaji Motors − the only dealership in Jampur that sells Diplomatico cars, the brand that Vineeta drives. Vineeta knew Shyam from her frequent visits for getting her hatchback car serviced. Surprisingly, he arrived within fifteen minutes, accompanied by a mechanic from his dealership. Further, he arranged for the vehicle to be towed and kindly offered Vineeta a ride home. On the way back, he advised Vineeta to exchange her old car with a new Sports Utility Vehicle (SUV) on a good discount from his dealership. He assured her that he would add several additional services to ensure her SUV remained in excellent condition for many years ahead.

Read the following scenario and answer the THREE questions that follow. Ms. Vineeta Lama, a respected figure in the small town of Jampur, found herself stranded on the road, once again, when her old small hatchback car broke down. Finding herself alone on the deserted road with no one to help, Vineeta, in desperation called Shyam Saigal, the General Manager of Balaji Motors − the only dealership in Jampur that sells Diplomatico cars, the brand that Vineeta drives. Vineeta knew Shyam from her frequent visits for getting her hatchback car serviced. Surprisingly, he arrived within fifteen minutes, accompanied by a mechanic from his dealership. Further, he arranged for the vehicle to be towed and kindly offered Vineeta a ride home. On the way back, he advised Vineeta to exchange her old car with a new Sports Utility Vehicle (SUV) on a good discount from his dealership. He assured her that he would add several additional services to ensure her SUV remained in excellent condition for many years ahead.

Read the following scenario and answer the THREE questions that follow. ABC Business School was a school with a difference. Regarded as one of the top business schools in western India, but relatively unknown beyond that, the school catered to smaller organizations seeking to hire students for sales and marketing positions, with occasional openings in HR roles. These students were open to secure job opportunities, even if they offered relatively lower salaries. The organizations, that recruited from ABC, did not really care for the talent, but appreciated the students' ability to follow orders without questioning them. The school's strength laid in its alumni, who consistently returned to the institution for recruitment, thereby ensuring the school's continued existence. Given the placement record, the school attracted a specific segment of business school aspirants, who wanted a solid job but were not excited about learning.

Read the following scenario and answer the THREE questions that follow. ABC Business School was a school with a difference. Regarded as one of the top business schools in western India, but relatively unknown beyond that, the school catered to smaller organizations seeking to hire students for sales and marketing positions, with occasional openings in HR roles. These students were open to secure job opportunities, even if they offered relatively lower salaries. The organizations, that recruited from ABC, did not really care for the talent, but appreciated the students' ability to follow orders without questioning them. The school's strength laid in its alumni, who consistently returned to the institution for recruitment, thereby ensuring the school's continued existence. Given the placement record, the school attracted a specific segment of business school aspirants, who wanted a solid job but were not excited about learning.

Read the following scenario and answer the THREE questions that follow. ABC Business School was a school with a difference. Regarded as one of the top business schools in western India, but relatively unknown beyond that, the school catered to smaller organizations seeking to hire students for sales and marketing positions, with occasional openings in HR roles. These students were open to secure job opportunities, even if they offered relatively lower salaries. The organizations, that recruited from ABC, did not really care for the talent, but appreciated the students' ability to follow orders without questioning them. The school's strength laid in its alumni, who consistently returned to the institution for recruitment, thereby ensuring the school's continued existence. Given the placement record, the school attracted a specific segment of business school aspirants, who wanted a solid job but were not excited about learning.

Read the following scenario and answer the THREE questions that follow. DeepSea is a natural gas extraction company that retrieves natural gas from rock formations beneath the seabed. This gas is then transported through its extensive pipeline network to a bottling plant, located at the sea surface, for processing. The gas in rock formations is pressurized, enabling it to flow to the surface and reach the bottling plant. Yet, excessive pressure can cause bursts in the pipeline, leading to uncontrolled gas release, known as blowout. A blowout carries a staggering cost, encompassing not only environmental damage but also reputation loss and financial losses totaling crores of rupees. Additionally, the impacted section of the pipeline requires a complete replacement. Industry safety regulations divide the pipeline network into three levels: Level 3 is the part under the seabed, Level 2 is the part above the seabed but in the deep sea, while Level 1 is near the surface. The safety regulations require multiple blowout preventer valves, from now on simply referred to as valves, to be placed at the three different levels of the pipeline network. The valves are normally kept closed, but when the pressure in any part of the pipeline rises beyond a critical level, nearby valves are opened remotely to release the pressure in a controlled manner to prevent blowout. The number of valves across the pipeline helps localize the pressure release, with a greater number of valves providing a backup mechanism, helping in improving pressure localization in case of a blowout. Given that the valves themselves can occasionally malfunction and not release the pressure when needed, using a higher number of valves ensures that a malfunctioning valve can seek the safety of a nearby functioning valve. A valve can malfunction in two ways: it may fail to release pressure when needed, as previously mentioned, or it can leak gas during regular operation, resulting in unwanted losses. When a valve malfunctions, it necessitates manual replacement. In the DeepSea Network, 30% of the valves are located at Level 3, which is the deepest level. The remaining valves are evenly distributed between the top two levels. These valves are critical to ensuring safety and are exclusively supplied by GoValve, a highly specialized manufacturer that holds a monopoly in the country's market.

Read the following scenario and answer the THREE questions that follow. DeepSea is a natural gas extraction company that retrieves natural gas from rock formations beneath the seabed. This gas is then transported through its extensive pipeline network to a bottling plant, located at the sea surface, for processing. The gas in rock formations is pressurized, enabling it to flow to the surface and reach the bottling plant. Yet, excessive pressure can cause bursts in the pipeline, leading to uncontrolled gas release, known as blowout. A blowout carries a staggering cost, encompassing not only environmental damage but also reputation loss and financial losses totaling crores of rupees. Additionally, the impacted section of the pipeline requires a complete replacement. Industry safety regulations divide the pipeline network into three levels: Level 3 is the part under the seabed, Level 2 is the part above the seabed but in the deep sea, while Level 1 is near the surface. The safety regulations require multiple blowout preventer valves, from now on simply referred to as valves, to be placed at the three different levels of the pipeline network. The valves are normally kept closed, but when the pressure in any part of the pipeline rises beyond a critical level, nearby valves are opened remotely to release the pressure in a controlled manner to prevent blowout. The number of valves across the pipeline helps localize the pressure release, with a greater number of valves providing a backup mechanism, helping in improving pressure localization in case of a blowout. Given that the valves themselves can occasionally malfunction and not release the pressure when needed, using a higher number of valves ensures that a malfunctioning valve can seek the safety of a nearby functioning valve. A valve can malfunction in two ways: it may fail to release pressure when needed, as previously mentioned, or it can leak gas during regular operation, resulting in unwanted losses. When a valve malfunctions, it necessitates manual replacement. In the DeepSea Network, 30% of the valves are located at Level 3, which is the deepest level. The remaining valves are evenly distributed between the top two levels. These valves are critical to ensuring safety and are exclusively supplied by GoValve, a highly specialized manufacturer that holds a monopoly in the country's market.

Read the following scenario and answer the THREE questions that follow. DeepSea is a natural gas extraction company that retrieves natural gas from rock formations beneath the seabed. This gas is then transported through its extensive pipeline network to a bottling plant, located at the sea surface, for processing. The gas in rock formations is pressurized, enabling it to flow to the surface and reach the bottling plant. Yet, excessive pressure can cause bursts in the pipeline, leading to uncontrolled gas release, known as blowout. A blowout carries a staggering cost, encompassing not only environmental damage but also reputation loss and financial losses totaling crores of rupees. Additionally, the impacted section of the pipeline requires a complete replacement. Industry safety regulations divide the pipeline network into three levels: Level 3 is the part under the seabed, Level 2 is the part above the seabed but in the deep sea, while Level 1 is near the surface. The safety regulations require multiple blowout preventer valves, from now on simply referred to as valves, to be placed at the three different levels of the pipeline network. The valves are normally kept closed, but when the pressure in any part of the pipeline rises beyond a critical level, nearby valves are opened remotely to release the pressure in a controlled manner to prevent blowout. The number of valves across the pipeline helps localize the pressure release, with a greater number of valves providing a backup mechanism, helping in improving pressure localization in case of a blowout. Given that the valves themselves can occasionally malfunction and not release the pressure when needed, using a higher number of valves ensures that a malfunctioning valve can seek the safety of a nearby functioning valve. A valve can malfunction in two ways: it may fail to release pressure when needed, as previously mentioned, or it can leak gas during regular operation, resulting in unwanted losses. When a valve malfunctions, it necessitates manual replacement. In the DeepSea Network, 30% of the valves are located at Level 3, which is the deepest level. The remaining valves are evenly distributed between the top two levels. These valves are critical to ensuring safety and are exclusively supplied by GoValve, a highly specialized manufacturer that holds a monopoly in the country's market.

In a small college, students are allowed to take only one specialization. Traditionally, only two specializations are offered: Science and Arts. Students enrolled to specialize in Science must take Physics and Mathematics subjects, while students enrolled to specialize in Arts must take Economics and Political Science subjects. Students enrolled in Science are not allowed to take either Economics or Political Science, while students enrolled in Arts are not allowed to take either Physics or Mathematics. Recently, the college has started a third specialization called MatEco that requires students to take Economics and Mathematics. However, MatEco students would not be allowed to take either Physics or Political Science. When the college opens this new specialization for enrolment, it allows students, originally enrolled in Science or Arts, to switch to MatEco. From among the students originally enrolled in Arts, 20 students switch to MatEco. This makes the number of Science students twice the number of Arts students. After this, from among the students who originally enrolled in Science, 45 students switch to MatEco. This makes the number of Arts students twice the number of Science students.

FS food stall sells only chicken biryani. If FS fixes a selling price of Rs. 160 per plate, 300 plates of biriyani are sold. For each increase in the selling price by Rs. 10 per plate, 10 fewer plates are sold. Similarly, for each decrease in the selling price by Rs. 10 per plate, 10 more plates are sold. FS incurs a cost of Rs. 120 per plate of biriyani, and has decided that the selling price will never be less than the cost price. Moreover, due to capacity constraints, more than 400 plates cannot be produced in a day.

A farmer has a triangular plot of land. One side of the plot, henceforth called the base, is 300 feet long and the other two sides are equal. The perpendicular distance, from the corner of the plot, where the two equal sides meet, to the base, is 200 feet. To counter the adverse effect of climate change, the farmer wants to dig a circular pond. He plans that half of the circular area will be inside the triangular plot and the other half will be outside, which he will purchase at the market rate from his neighbour. The diameter of the circular plot is entirely contained in the base and the circumference of the pond touches the two equal sides of the triangle from inside.

A local restaurant has 16 vegetarian items and 9 non-vegetarian items in their menu. Some items contain gluten, while the rest are gluten-free. One evening, Rohit and his friends went to the restaurant. They planned to choose two different vegetarian items and three different non-vegetarian items from the entire menu. Later, Bela and her friends also went to the same restaurant: they planned to choose two different vegetarian items and one non-vegetarian item only from the gluten-free options. The number of item combinations that Rohit and his friends could choose from, given their plan, was 12 times the number of item combinations that Bela and her friends could choose from, given their plan.

Read the following scenario and answer the TWO questions that follow. Aman has come to the market with Rs. 100. If he buys 5 kilograms of cabbage and 4 kilograms of potato, he will have Rs. 20 left; or else, if he buys 4 kilograms of cabbage and 5 kilograms of onion, he will have Rs. 7 left. The per kilogram prices of cabbage, onion and potato are positive integers (in rupees), and any type of these vegetables can only be purchased in positive integer kilogram, or none at all.

Read the following scenario and answer the TWO questions that follow. Aman has come to the market with Rs. 100. If he buys 5 kilograms of cabbage and 4 kilograms of potato, he will have Rs. 20 left; or else, if he buys 4 kilograms of cabbage and 5 kilograms of onion, he will have Rs. 7 left. The per kilogram prices of cabbage, onion and potato are positive integers (in rupees), and any type of these vegetables can only be purchased in positive integer kilogram, or none at all.

Read the following scenario and answer the TWO questions that follow. 41 applicants have been shortlisted for interviews for some data analyst positions. Some of the applicants have advanced expertise in one or more fields among the following: data analysis, database handling and coding. The numbers of applicants with different advanced expertise are given in the 2 × 8 table below. The number of applicants with advanced expertise in all three fields is given as x in the table, where x is a non-negative integer.

Read the following scenario and answer the TWO questions that follow. 41 applicants have been shortlisted for interviews for some data analyst positions. Some of the applicants have advanced expertise in one or more fields among the following: data analysis, database handling and coding. The numbers of applicants with different advanced expertise are given in the 2 × 8 table below. The number of applicants with advanced expertise in all three fields is given as x in the table, where x is a non-negative integer.

Read the following scenario and answer the THREE questions that follow. The upper hinge of a dataset is the median of all the values to the right of the median of the dataset in an ascending arrangement, while the lower hinge of the dataset is the median of all the values to the left of the median of the dataset in the same arrangement. For example, consider the dataset 4, 3, 2, 6, 4, 2, 7. When arranged in the ascending order, it becomes 2, 2, 3, 4, 4, 6, 7. The median is 4 (the bold value), and hence the upper hinge is the median of 4, 6, 7, i.e., 6. Similarly, the lower hinge is 2. A student has surveyed thirteen of her teachers, and recorded their work experience (in integer years). Two of the values recorded by the student got smudged, and she cannot recall those values. All she remembers is that those two values were unequal, so let us write them as A and B, where A < B. The remaining eleven values, as recorded, are: 5, 6, 7, 8, 12, 16, 19, 21, 21, 27, 29. Moreover, the student also remembers the following summary measures, calculated based on all the thirteen values: Minimum: 2 Lower Hinge: 6.5 Median: 12 Upper Hinge: 21 Maximum: 29

Read the following scenario and answer the THREE questions that follow. The upper hinge of a dataset is the median of all the values to the right of the median of the dataset in an ascending arrangement, while the lower hinge of the dataset is the median of all the values to the left of the median of the dataset in the same arrangement. For example, consider the dataset 4, 3, 2, 6, 4, 2, 7. When arranged in the ascending order, it becomes 2, 2, 3, 4, 4, 6, 7. The median is 4 (the bold value), and hence the upper hinge is the median of 4, 6, 7, i.e., 6. Similarly, the lower hinge is 2. A student has surveyed thirteen of her teachers, and recorded their work experience (in integer years). Two of the values recorded by the student got smudged, and she cannot recall those values. All she remembers is that those two values were unequal, so let us write them as A and B, where A < B. The remaining eleven values, as recorded, are: 5, 6, 7, 8, 12, 16, 19, 21, 21, 27, 29. Moreover, the student also remembers the following summary measures, calculated based on all the thirteen values: Minimum: 2 Lower Hinge: 6.5 Median: 12 Upper Hinge: 21 Maximum: 29

Read the following scenario and answer the THREE questions that follow. The upper hinge of a dataset is the median of all the values to the right of the median of the dataset in an ascending arrangement, while the lower hinge of the dataset is the median of all the values to the left of the median of the dataset in the same arrangement. For example, consider the dataset 4, 3, 2, 6, 4, 2, 7. When arranged in the ascending order, it becomes 2, 2, 3, 4, 4, 6, 7. The median is 4 (the bold value), and hence the upper hinge is the median of 4, 6, 7, i.e., 6. Similarly, the lower hinge is 2. A student has surveyed thirteen of her teachers, and recorded their work experience (in integer years). Two of the values recorded by the student got smudged, and she cannot recall those values. All she remembers is that those two values were unequal, so let us write them as A and B, where A < B. The remaining eleven values, as recorded, are: 5, 6, 7, 8, 12, 16, 19, 21, 21, 27, 29. Moreover, the student also remembers the following summary measures, calculated based on all the thirteen values: Minimum: 2 Lower Hinge: 6.5 Median: 12 Upper Hinge: 21 Maximum: 29

Read the following scenario and answer the THREE questions that follow. A T20 cricket match consists of two teams playing twenty overs each, numbered 1 to 20. The runs scored in any over is a non-negative integer. The run rate at the end of any over is the average runs scored up to and including that over, i.e., the run rate at the end of the k-th over is the average number of runs scored in overs numbered 1, 2, …, k, where 1 ≤ k ≤ 20, k a positive integer. The following table indicates the run rate of a team at the end of some of the overs during a T20 cricket match (correct up to 2 decimal places), where 1 ≤ N – 2 < N + 6 ≤ 20, N a positive integer. It is also known that the team did not score less than 6 runs and more than 15 runs in any over.

Read the following scenario and answer the THREE questions that follow. A T20 cricket match consists of two teams playing twenty overs each, numbered 1 to 20. The runs scored in any over is a non-negative integer. The run rate at the end of any over is the average runs scored up to and including that over, i.e., the run rate at the end of the k-th over is the average number of runs scored in overs numbered 1, 2, …, k, where 1 ≤ k ≤ 20, k a positive integer. The following table indicates the run rate of a team at the end of some of the overs during a T20 cricket match (correct up to 2 decimal places), where 1 ≤ N – 2 < N + 6 ≤ 20, N a positive integer. It is also known that the team did not score less than 6 runs and more than 15 runs in any over.

Read the following scenario and answer the THREE questions that follow. A T20 cricket match consists of two teams playing twenty overs each, numbered 1 to 20. The runs scored in any over is a non-negative integer. The run rate at the end of any over is the average runs scored up to and including that over, i.e., the run rate at the end of the k-th over is the average number of runs scored in overs numbered 1, 2, …, k, where 1 ≤ k ≤ 20, k a positive integer. The following table indicates the run rate of a team at the end of some of the overs during a T20 cricket match (correct up to 2 decimal places), where 1 ≤ N – 2 < N + 6 ≤ 20, N a positive integer. It is also known that the team did not score less than 6 runs and more than 15 runs in any over.

Read the following scenario and answer the THREE questions that follow. A store offers a choice of five different discount coupons to its customers, described as follows: Coupon A: A flat discount of Rs. 250 on a minimum spend of Rs. 1200 in one transaction. Coupon B: A 15% discount on a minimum spend of Rs. 500 in one transaction, up to a maximum discount of Rs. 300. Coupon C: A flat discount of Rs. 100 on a minimum spend of Rs. 600 in one transaction. Coupon D: A 10% discount on a minimum spend of Rs. 250 in one transaction, up to a maximum discount of Rs. 100. Coupon E: A flat discount of Rs. 50 on a minimum spend of Rs. 200 in one transaction. The customers are allowed to use at most one coupon in one transaction, i.e., two or more coupons cannot be combined for the same transaction.

Read the following scenario and answer the THREE questions that follow. A store offers a choice of five different discount coupons to its customers, described as follows: Coupon A: A flat discount of Rs. 250 on a minimum spend of Rs. 1200 in one transaction. Coupon B: A 15% discount on a minimum spend of Rs. 500 in one transaction, up to a maximum discount of Rs. 300. Coupon C: A flat discount of Rs. 100 on a minimum spend of Rs. 600 in one transaction. Coupon D: A 10% discount on a minimum spend of Rs. 250 in one transaction, up to a maximum discount of Rs. 100. Coupon E: A flat discount of Rs. 50 on a minimum spend of Rs. 200 in one transaction. The customers are allowed to use at most one coupon in one transaction, i.e., two or more coupons cannot be combined for the same transaction.

Read the following scenario and answer the THREE questions that follow. A store offers a choice of five different discount coupons to its customers, described as follows: Coupon A: A flat discount of Rs. 250 on a minimum spend of Rs. 1200 in one transaction. Coupon B: A 15% discount on a minimum spend of Rs. 500 in one transaction, up to a maximum discount of Rs. 300. Coupon C: A flat discount of Rs. 100 on a minimum spend of Rs. 600 in one transaction. Coupon D: A 10% discount on a minimum spend of Rs. 250 in one transaction, up to a maximum discount of Rs. 100. Coupon E: A flat discount of Rs. 50 on a minimum spend of Rs. 200 in one transaction. The customers are allowed to use at most one coupon in one transaction, i.e., two or more coupons cannot be combined for the same transaction.