XAT 2025 answer key with solutions

Read the following sentences carefully. A. The dean asked for additional funding. B. The boss discussed about the new project with his team. C. Radhika is good in data interpretation. D. Neil is transitioning into a new phase of life. E. Rajat emphasized on the need for consistency in XAT preparation. F. This car is superior to the previous one in terms of efficiency.

Read the following sentences carefully. A. There are less cars on the road today. B. She is nicer than her sister. C. I have been here from Monday. D. I know how to swim. E. She is the girl that won the case competition. F. The media are divided on the issue.

Read the following statements and answer the question that follows. A. Whatever that might be on Europa—far from the Sun, and beneath kilometers of ice —it will not be sunlight. B. The final ingredient for a habitable world is a source of energy for life to exploit. C. On Earth almost every living thing ultimately depends on photosynthesis for its energy, including the rich ecosystems in the ocean depths, discovered in the 1980s and which helped the idea of life on Europa gain a foothold. D. Their inhabitants do not benefit from sunlight directly, but their metabolisms are powered by chemicals created in the photosynthesizing, oxygen-rich surface oceans far above. E. That is a bit of a problem.

Read the following passage and answer the question that follows. No man knows how bad he is till he has tried very hard to be good. A silly idea is current that good people do not know what temptation means. This is an obvious lie. Only those who try to resist temptation know how strong it is. After all, you find out the strength of the German army by fighting against it, not by giving in. You find out the strength of a wind by trying to walk against it, not by lying down. A man who gives in to temptation after five minutes simply does not know what it would have been like an hour later. That is why bad people, in one sense, know very little about badness — they have lived a sheltered life by always giving in.

Read the following statements and answer the question that follows. A. The treaty tests of a budget deficit no bigger than 3% of the GDP and a public debt converging towards a ceiling of 60% of a GDP seemed impossible for Italy to pass by 1999. B. That Belgium also had a public debt above 100 percent of GDP helped, as did a special euro tax Mr. Prodi introduced. C. Into the uncompromising environment came the first of a series of external shocks. One of the earliest was entry into the European single currency, the euro, in 1999. D. But when it became clear in 1997 that Spain was determined to join from the start, Romano Prodi, then Italian prime minister, decided that Italy, as a founder member of the bloc, must be there too. E. Germany had more or less designed the 1992 Maastricht treaty’s convergence criteria to keep out a profligate, chronically indebted Italy.

Read the following passage and answer the question that follows. The lovely thing about the unsayable is that it is unsaid. As soon as it is said, it is sayable and loses all its mystery and ambiguity. Art exists so that the unsayable can be said without having to actually say it. We cloud it in secrecy and obfuscation. The mind is free to roam and all things can be imagined, under the cover of darkness. How nice that is. The unsayable. How tired we are of having things explained to us. Having things said. How nice it is when people just shut … up."

Read the following passage and answer the question that follows. Employees complaining about mundane tasks are often ignored. There is a listlessness that settles around them. A bored employee may continue to produce good results, but that can also be because the tasks are repetitive, and the outcomes are expected.

Comprehension: You may laugh at a hat, but what you are making fun of, in this case, is not the piece of felt or straw, but the shape that men have given it, -- the human caprice whose mould it has assumed. It is strange that so important a fact, and such a simple one too, has not attracted to a greater degree the attention of philosophers. Several have defined man as "an animal which laughs." They might equally well have defined him as an animal which is laughed at; for if any other animal, or some lifeless object, produces the same effect, it is always because of some resemblance to man, of the stamp he gives it or the use he puts it to. Here I would point out, as a symptom equally worthy of notice, the ABSENCE OF FEELING which usually accompanies laughter. It seems as though the comic could not produce its disturbing effect unless it fell, so to say, on the surface of a soul that is thoroughly calm and unruffled. Indifference is its natural environment, for laughter has no greater foe than emotion. I do not mean that we could not laugh at a person who inspires us, with pity, for instance, or even with affection, but in such a case we must, for the moment, put our affection out of court and impose silence upon our pity. In a society composed of pure intelligences there would probably be no more tears, though perhaps there would still be laughter; whereas highly emotional souls, in tune and unison with life, in whom every event would be sentimentally prolonged and re-echoed, would neither know nor understand laughter. Try, for a moment, to become interested in everything that is being said and done; act, in imagination, with those who act, and feel with those who feel; in a word, give your sympathy its widest expansion: as though at the touch of a fairy wand you will see the flimsiest of objects assume importance, and a gloomy hue spread over everything. Now step aside, look upon life as a disinterested spectator: many a drama will turn into a comedy. It is enough for us to stop our ears to the sound of music, in a room where dancing is going on, for the dancers at once to appear ridiculous. How many human actions would stand a similar test? Should we not see many of them suddenly pass from grave to gay, on isolating them from the accompanying music of sentiment? To produce the whole of its effect, then, the comic demands something like a momentary anesthesia of the heart. Its appeal is to intelligence, pure and simple.

Comprehension: You may laugh at a hat, but what you are making fun of, in this case, is not the piece of felt or straw, but the shape that men have given it, -- the human caprice whose mould it has assumed. It is strange that so important a fact, and such a simple one too, has not attracted to a greater degree the attention of philosophers. Several have defined man as "an animal which laughs." They might equally well have defined him as an animal which is laughed at; for if any other animal, or some lifeless object, produces the same effect, it is always because of some resemblance to man, of the stamp he gives it or the use he puts it to. Here I would point out, as a symptom equally worthy of notice, the ABSENCE OF FEELING which usually accompanies laughter. It seems as though the comic could not produce its disturbing effect unless it fell, so to say, on the surface of a soul that is thoroughly calm and unruffled. Indifference is its natural environment, for laughter has no greater foe than emotion. I do not mean that we could not laugh at a person who inspires us, with pity, for instance, or even with affection, but in such a case we must, for the moment, put our affection out of court and impose silence upon our pity. In a society composed of pure intelligences there would probably be no more tears, though perhaps there would still be laughter; whereas highly emotional souls, in tune and unison with life, in whom every event would be sentimentally prolonged and re-echoed, would neither know nor understand laughter. Try, for a moment, to become interested in everything that is being said and done; act, in imagination, with those who act, and feel with those who feel; in a word, give your sympathy its widest expansion: as though at the touch of a fairy wand you will see the flimsiest of objects assume importance, and a gloomy hue spread over everything. Now step aside, look upon life as a disinterested spectator: many a drama will turn into a comedy. It is enough for us to stop our ears to the sound of music, in a room where dancing is going on, for the dancers at once to appear ridiculous. How many human actions would stand a similar test? Should we not see many of them suddenly pass from grave to gay, on isolating them from the accompanying music of sentiment? To produce the whole of its effect, then, the comic demands something like a momentary anesthesia of the heart. Its appeal is to intelligence, pure and simple.

Comprehension: You may laugh at a hat, but what you are making fun of, in this case, is not the piece of felt or straw, but the shape that men have given it, -- the human caprice whose mould it has assumed. It is strange that so important a fact, and such a simple one too, has not attracted to a greater degree the attention of philosophers. Several have defined man as "an animal which laughs." They might equally well have defined him as an animal which is laughed at; for if any other animal, or some lifeless object, produces the same effect, it is always because of some resemblance to man, of the stamp he gives it or the use he puts it to. Here I would point out, as a symptom equally worthy of notice, the ABSENCE OF FEELING which usually accompanies laughter. It seems as though the comic could not produce its disturbing effect unless it fell, so to say, on the surface of a soul that is thoroughly calm and unruffled. Indifference is its natural environment, for laughter has no greater foe than emotion. I do not mean that we could not laugh at a person who inspires us, with pity, for instance, or even with affection, but in such a case we must, for the moment, put our affection out of court and impose silence upon our pity. In a society composed of pure intelligences there would probably be no more tears, though perhaps there would still be laughter; whereas highly emotional souls, in tune and unison with life, in whom every event would be sentimentally prolonged and re-echoed, would neither know nor understand laughter. Try, for a moment, to become interested in everything that is being said and done; act, in imagination, with those who act, and feel with those who feel; in a word, give your sympathy its widest expansion: as though at the touch of a fairy wand you will see the flimsiest of objects assume importance, and a gloomy hue spread over everything. Now step aside, look upon life as a disinterested spectator: many a drama will turn into a comedy. It is enough for us to stop our ears to the sound of music, in a room where dancing is going on, for the dancers at once to appear ridiculous. How many human actions would stand a similar test? Should we not see many of them suddenly pass from grave to gay, on isolating them from the accompanying music of sentiment? To produce the whole of its effect, then, the comic demands something like a momentary anesthesia of the heart. Its appeal is to intelligence, pure and simple.

Read the following passage and answer the THREE questions that follow. Recently, a team of social scientists launched an experiment to test that hypothesis. They recruited 1,500 entrepreneurs in West Africa—a mix of women and men in their 30s, 40s, and 50s—who were running small startups in manufacturing, service, and commerce. They randomly assigned the founders to one of three groups. One was a control group: they went about their business as usual. The other two were training groups: they spent a week learning new concepts, analyzing them in case studies of other entrepreneurs, and applying them to their own startups through role-play and reflection exercises. What differed was whether the training focused on cognitive skills or character skills. In cognitive skills training, the founders took an accredited business course created by the International Finance Corporation. They studied finance, accounting, HR, marketing, and pricing, and practiced using what they learned to solve challenges and seize opportunities. In character skills training, the founders attended a class designed by psychologists to teach personal initiative. They studied proactivity, discipline, and determination, and practiced putting those qualities into action. Character skills training had a dramatic impact. After founders had spent merely five days working on these skills, their firms’ profits grew by an average of 30 percent over the next two years. That was nearly triple the benefit of training in cognitive skills. Finance and marketing knowledge might have equipped founders to capitalize on opportunities, but studying proactivity and discipline enabled them to generate opportunities. They learned to anticipate market changes rather than react to them. They developed more creative ideas and introduced more new products. When they encountered financial obstacles, instead of giving up, they were more resilient and resourceful in seeking loans. Along with demonstrating that character skills can propel us to achieve greater things, this evidence reveals that it’s never too late to build them … Character doesn’t set like plaster—it retains its plasticity. Character is often confused with personality, but they’re not the same. Personality is your predisposition—your basic instincts for how to think, feel, and act. Character is your capacity to prioritize your values over your instincts. Knowing your principles doesn’t necessarily mean you know how to practice them, particularly under stress or pressure. It’s easy to be proactive and determined when things are going well. The true test of character is whether you manage to stand by those values when the deck is stacked against you. If personality is how you respond on a typical day, character is how you show up on a hard day. Personality is not your destiny—it’s your tendency. Character skills enable you to transcend that tendency to be true to your principles. It’s not about the traits you have—it’s what you decide to do with them. Wherever you are today, there’s no reason why you can’t grow your character skills starting now.

Read the following passage and answer the THREE questions that follow. Recently, a team of social scientists launched an experiment to test that hypothesis. They recruited 1,500 entrepreneurs in West Africa—a mix of women and men in their 30s, 40s, and 50s—who were running small startups in manufacturing, service, and commerce. They randomly assigned the founders to one of three groups. One was a control group: they went about their business as usual. The other two were training groups: they spent a week learning new concepts, analyzing them in case studies of other entrepreneurs, and applying them to their own startups through role-play and reflection exercises. What differed was whether the training focused on cognitive skills or character skills. In cognitive skills training, the founders took an accredited business course created by the International Finance Corporation. They studied finance, accounting, HR, marketing, and pricing, and practiced using what they learned to solve challenges and seize opportunities. In character skills training, the founders attended a class designed by psychologists to teach personal initiative. They studied proactivity, discipline, and determination, and practiced putting those qualities into action. Character skills training had a dramatic impact. After founders had spent merely five days working on these skills, their firms’ profits grew by an average of 30 percent over the next two years. That was nearly triple the benefit of training in cognitive skills. Finance and marketing knowledge might have equipped founders to capitalize on opportunities, but studying proactivity and discipline enabled them to generate opportunities. They learned to anticipate market changes rather than react to them. They developed more creative ideas and introduced more new products. When they encountered financial obstacles, instead of giving up, they were more resilient and resourceful in seeking loans. Along with demonstrating that character skills can propel us to achieve greater things, this evidence reveals that it’s never too late to build them … Character doesn’t set like plaster—it retains its plasticity. Character is often confused with personality, but they’re not the same. Personality is your predisposition—your basic instincts for how to think, feel, and act. Character is your capacity to prioritize your values over your instincts. Knowing your principles doesn’t necessarily mean you know how to practice them, particularly under stress or pressure. It’s easy to be proactive and determined when things are going well. The true test of character is whether you manage to stand by those values when the deck is stacked against you. If personality is how you respond on a typical day, character is how you show up on a hard day. Personality is not your destiny—it’s your tendency. Character skills enable you to transcend that tendency to be true to your principles. It’s not about the traits you have—it’s what you decide to do with them. Wherever you are today, there’s no reason why you can’t grow your character skills starting now.

Read the following passage and answer the THREE questions that follow. Recently, a team of social scientists launched an experiment to test that hypothesis. They recruited 1,500 entrepreneurs in West Africa—a mix of women and men in their 30s, 40s, and 50s—who were running small startups in manufacturing, service, and commerce. They randomly assigned the founders to one of three groups. One was a control group: they went about their business as usual. The other two were training groups: they spent a week learning new concepts, analyzing them in case studies of other entrepreneurs, and applying them to their own startups through role-play and reflection exercises. What differed was whether the training focused on cognitive skills or character skills. In cognitive skills training, the founders took an accredited business course created by the International Finance Corporation. They studied finance, accounting, HR, marketing, and pricing, and practiced using what they learned to solve challenges and seize opportunities. In character skills training, the founders attended a class designed by psychologists to teach personal initiative. They studied proactivity, discipline, and determination, and practiced putting those qualities into action. Character skills training had a dramatic impact. After founders had spent merely five days working on these skills, their firms’ profits grew by an average of 30 percent over the next two years. That was nearly triple the benefit of training in cognitive skills. Finance and marketing knowledge might have equipped founders to capitalize on opportunities, but studying proactivity and discipline enabled them to generate opportunities. They learned to anticipate market changes rather than react to them. They developed more creative ideas and introduced more new products. When they encountered financial obstacles, instead of giving up, they were more resilient and resourceful in seeking loans. Along with demonstrating that character skills can propel us to achieve greater things, this evidence reveals that it’s never too late to build them … Character doesn’t set like plaster—it retains its plasticity. Character is often confused with personality, but they’re not the same. Personality is your predisposition—your basic instincts for how to think, feel, and act. Character is your capacity to prioritize your values over your instincts. Knowing your principles doesn’t necessarily mean you know how to practice them, particularly under stress or pressure. It’s easy to be proactive and determined when things are going well. The true test of character is whether you manage to stand by those values when the deck is stacked against you. If personality is how you respond on a typical day, character is how you show up on a hard day. Personality is not your destiny—it’s your tendency. Character skills enable you to transcend that tendency to be true to your principles. It’s not about the traits you have—it’s what you decide to do with them. Wherever you are today, there’s no reason why you can’t grow your character skills starting now.

Read the following passage and answer the THREE questions that follow. Comprehension: This fluidity and situational dependence is uniquely human. In other species, in-group/outgroup distinctions reflect degrees of biological relatedness, or what evolutionary biologists call “kin selection.” Rodents distinguish between a sibling, a cousin, and a stranger by smell—fixed, genetically determined pheromonal signatures—and adapt their cooperation accordingly. Those murderous groups of chimps are largely made up of brothers or cousins who grew up together and predominantly harm outsiders. Humans are plenty capable of kin-selective violence themselves, yet human group mentality is often utterly independent of such instinctual familial bonds. Most modern human societies rely instead on cultural kin selection, a process allowing people to feel closely related to what are, in a biological sense, total strangers. Often, this requires a highly active process of inculcation, with its attendant rituals and vocabularies. Consider military drills producing “bands of brothers,” unrelated college freshmen becoming sorority “sisters,” or the bygone value of welcoming immigrants into “the American family.” This malleable, rather than genetically fixed, path of identity formation also drives people to adopt arbitrary markers that enable them to spot their cultural kin in an ocean of strangers—hence the importance various communities attach to flags, dress, or facial hair. The hipster beard, the turban, and the “Make America Great Again” hat all fulfill this role by sending strong signals of tribal belonging. Moreover, these cultural communities are arbitrary when compared to the relatively fixed logic of biological kin selection. Few things show this arbitrariness better than the experience of immigrant families, where the randomness of a visa lottery can radically reshuffle a child’s education, career opportunities, and cultural predilections. Had my grandparents and father missed the train out of Moscow that they instead barely made, maybe I’d be a chain-smoking Russian academic rather than a Birkenstock-wearing American one, moved to tears by the heroism during the Battle of Stalingrad rather than that at Pearl Harbor. Scaled up from the level of individual family histories, our big-picture group identities—the national identities and cultural principles that structure our lives—are just as arbitrary and subject to the vagaries of history.

Read the following passage and answer the THREE questions that follow. Comprehension: This fluidity and situational dependence is uniquely human. In other species, in-group/outgroup distinctions reflect degrees of biological relatedness, or what evolutionary biologists call “kin selection.” Rodents distinguish between a sibling, a cousin, and a stranger by smell—fixed, genetically determined pheromonal signatures—and adapt their cooperation accordingly. Those murderous groups of chimps are largely made up of brothers or cousins who grew up together and predominantly harm outsiders. Humans are plenty capable of kin-selective violence themselves, yet human group mentality is often utterly independent of such instinctual familial bonds. Most modern human societies rely instead on cultural kin selection, a process allowing people to feel closely related to what are, in a biological sense, total strangers. Often, this requires a highly active process of inculcation, with its attendant rituals and vocabularies. Consider military drills producing “bands of brothers,” unrelated college freshmen becoming sorority “sisters,” or the bygone value of welcoming immigrants into “the American family.” This malleable, rather than genetically fixed, path of identity formation also drives people to adopt arbitrary markers that enable them to spot their cultural kin in an ocean of strangers—hence the importance various communities attach to flags, dress, or facial hair. The hipster beard, the turban, and the “Make America Great Again” hat all fulfill this role by sending strong signals of tribal belonging. Moreover, these cultural communities are arbitrary when compared to the relatively fixed logic of biological kin selection. Few things show this arbitrariness better than the experience of immigrant families, where the randomness of a visa lottery can radically reshuffle a child’s education, career opportunities, and cultural predilections. Had my grandparents and father missed the train out of Moscow that they instead barely made, maybe I’d be a chain-smoking Russian academic rather than a Birkenstock-wearing American one, moved to tears by the heroism during the Battle of Stalingrad rather than that at Pearl Harbor. Scaled up from the level of individual family histories, our big-picture group identities—the national identities and cultural principles that structure our lives—are just as arbitrary and subject to the vagaries of history.

Read the following passage and answer the THREE questions that follow. Comprehension: This fluidity and situational dependence is uniquely human. In other species, in-group/outgroup distinctions reflect degrees of biological relatedness, or what evolutionary biologists call “kin selection.” Rodents distinguish between a sibling, a cousin, and a stranger by smell—fixed, genetically determined pheromonal signatures—and adapt their cooperation accordingly. Those murderous groups of chimps are largely made up of brothers or cousins who grew up together and predominantly harm outsiders. Humans are plenty capable of kin-selective violence themselves, yet human group mentality is often utterly independent of such instinctual familial bonds. Most modern human societies rely instead on cultural kin selection, a process allowing people to feel closely related to what are, in a biological sense, total strangers. Often, this requires a highly active process of inculcation, with its attendant rituals and vocabularies. Consider military drills producing “bands of brothers,” unrelated college freshmen becoming sorority “sisters,” or the bygone value of welcoming immigrants into “the American family.” This malleable, rather than genetically fixed, path of identity formation also drives people to adopt arbitrary markers that enable them to spot their cultural kin in an ocean of strangers—hence the importance various communities attach to flags, dress, or facial hair. The hipster beard, the turban, and the “Make America Great Again” hat all fulfill this role by sending strong signals of tribal belonging. Moreover, these cultural communities are arbitrary when compared to the relatively fixed logic of biological kin selection. Few things show this arbitrariness better than the experience of immigrant families, where the randomness of a visa lottery can radically reshuffle a child’s education, career opportunities, and cultural predilections. Had my grandparents and father missed the train out of Moscow that they instead barely made, maybe I’d be a chain-smoking Russian academic rather than a Birkenstock-wearing American one, moved to tears by the heroism during the Battle of Stalingrad rather than that at Pearl Harbor. Scaled up from the level of individual family histories, our big-picture group identities—the national identities and cultural principles that structure our lives—are just as arbitrary and subject to the vagaries of history.

Comprehension: Work, for many on the career track, is greedy. The individual who puts in overtime, weekend time, or evening time will earn a lot more—so much more that, even on an hourly basis, the person is earning more.… The greediness of work means that couples with children or other care responsibilities would gain by doing a bit of specialization. This specialization doesn’t mean catapulting back to the world of Leave It to Beaver. Women will still pursue demanding careers. But one member of the couple will be on call at home, ready to leave the office or workplace at a moment’s notice. That person will have a position with considerable flexibility and will ordinarily not be expected to answer an e-mail or a call at ten p. m. That parent will not have to cancel an appearance at soccer practice for an M&A. The other parent, however, will be on call at work and do just the opposite. The potential impact on promotion, advancement, and earnings is obvious. The work of professionals and managers has always been greedy. Lawyers have always burned the midnight oil. Academics have always been judged for their cerebral output and are expected not to turn their brains off in the evenings. Most doctors and veterinarians were once on call 247. The value of greedy jobs has greatly increased with rising income inequality, which has soared since the early 1980s. Earnings at the very upper end of the income distribution have ballooned. The worker who jumps the highest gets an ever-bigger reward. The jobs with the greatest demands for long hours and the least flexibility have paid disproportionately more, while earnings in other employments have stagnated. Thus, positions that have been more difficult for women to enter in the first place, such as those in finance, are precisely the ones that have seen the greatest increases in income in the last several decades. The private equity associate who sees the deal through from beginning to end, who did the difficult modeling, and who went to every meeting and late-night dinner, will have maximum chance for a big bonus and the sought-after promotion. Rising inequality in earnings may be one important reason why the gender pay gap among college graduates has remained flat in the last several decades, despite improvements in women’s credentials and positions. It may be the reason why the gender earnings gap for college graduates became larger than that between men and women in the entire population in the late 1980s and early 1990s. Women have been swimming upstream, holding their own but going against a strong current of endemic income inequality. Greedy work also means that couple equity has been, and will continue to be, jettisoned for increased family income. And when couple equity is thrown out the window, gender equality generally goes with it, except among same-sex unions. Gender norms that we have inherited get reinforced in a host of ways to allot more of the childcare responsibility to mothers, and more of the family care to grown daughters.

Comprehension: Work, for many on the career track, is greedy. The individual who puts in overtime, weekend time, or evening time will earn a lot more—so much more that, even on an hourly basis, the person is earning more.… The greediness of work means that couples with children or other care responsibilities would gain by doing a bit of specialization. This specialization doesn’t mean catapulting back to the world of Leave It to Beaver. Women will still pursue demanding careers. But one member of the couple will be on call at home, ready to leave the office or workplace at a moment’s notice. That person will have a position with considerable flexibility and will ordinarily not be expected to answer an e-mail or a call at ten p. m. That parent will not have to cancel an appearance at soccer practice for an M&A. The other parent, however, will be on call at work and do just the opposite. The potential impact on promotion, advancement, and earnings is obvious. The work of professionals and managers has always been greedy. Lawyers have always burned the midnight oil. Academics have always been judged for their cerebral output and are expected not to turn their brains off in the evenings. Most doctors and veterinarians were once on call 247. The value of greedy jobs has greatly increased with rising income inequality, which has soared since the early 1980s. Earnings at the very upper end of the income distribution have ballooned. The worker who jumps the highest gets an ever-bigger reward. The jobs with the greatest demands for long hours and the least flexibility have paid disproportionately more, while earnings in other employments have stagnated. Thus, positions that have been more difficult for women to enter in the first place, such as those in finance, are precisely the ones that have seen the greatest increases in income in the last several decades. The private equity associate who sees the deal through from beginning to end, who did the difficult modeling, and who went to every meeting and late-night dinner, will have maximum chance for a big bonus and the sought-after promotion. Rising inequality in earnings may be one important reason why the gender pay gap among college graduates has remained flat in the last several decades, despite improvements in women’s credentials and positions. It may be the reason why the gender earnings gap for college graduates became larger than that between men and women in the entire population in the late 1980s and early 1990s. Women have been swimming upstream, holding their own but going against a strong current of endemic income inequality. Greedy work also means that couple equity has been, and will continue to be, jettisoned for increased family income. And when couple equity is thrown out the window, gender equality generally goes with it, except among same-sex unions. Gender norms that we have inherited get reinforced in a host of ways to allot more of the childcare responsibility to mothers, and more of the family care to grown daughters.

Comprehension: Work, for many on the career track, is greedy. The individual who puts in overtime, weekend time, or evening time will earn a lot more—so much more that, even on an hourly basis, the person is earning more.… The greediness of work means that couples with children or other care responsibilities would gain by doing a bit of specialization. This specialization doesn’t mean catapulting back to the world of Leave It to Beaver. Women will still pursue demanding careers. But one member of the couple will be on call at home, ready to leave the office or workplace at a moment’s notice. That person will have a position with considerable flexibility and will ordinarily not be expected to answer an e-mail or a call at ten p. m. That parent will not have to cancel an appearance at soccer practice for an M&A. The other parent, however, will be on call at work and do just the opposite. The potential impact on promotion, advancement, and earnings is obvious. The work of professionals and managers has always been greedy. Lawyers have always burned the midnight oil. Academics have always been judged for their cerebral output and are expected not to turn their brains off in the evenings. Most doctors and veterinarians were once on call 247. The value of greedy jobs has greatly increased with rising income inequality, which has soared since the early 1980s. Earnings at the very upper end of the income distribution have ballooned. The worker who jumps the highest gets an ever-bigger reward. The jobs with the greatest demands for long hours and the least flexibility have paid disproportionately more, while earnings in other employments have stagnated. Thus, positions that have been more difficult for women to enter in the first place, such as those in finance, are precisely the ones that have seen the greatest increases in income in the last several decades. The private equity associate who sees the deal through from beginning to end, who did the difficult modeling, and who went to every meeting and late-night dinner, will have maximum chance for a big bonus and the sought-after promotion. Rising inequality in earnings may be one important reason why the gender pay gap among college graduates has remained flat in the last several decades, despite improvements in women’s credentials and positions. It may be the reason why the gender earnings gap for college graduates became larger than that between men and women in the entire population in the late 1980s and early 1990s. Women have been swimming upstream, holding their own but going against a strong current of endemic income inequality. Greedy work also means that couple equity has been, and will continue to be, jettisoned for increased family income. And when couple equity is thrown out the window, gender equality generally goes with it, except among same-sex unions. Gender norms that we have inherited get reinforced in a host of ways to allot more of the childcare responsibility to mothers, and more of the family care to grown daughters.

Read the following poem and answer the TWO questions that follow. Comprehension: Look how you turned on the ceiling fan—it’s too high, see how it shakes and trembles. You walk into this room with your hot ideas and the ceiling fan has to work harder to cool down the room for us. You walk into this room with your crazy eyes and the ceiling fan wants to fly loose. It dreams of becoming a spider lily.

Read the following poem and answer the TWO questions that follow. Comprehension: Look how you turned on the ceiling fan—it’s too high, see how it shakes and trembles. You walk into this room with your hot ideas and the ceiling fan has to work harder to cool down the room for us. You walk into this room with your crazy eyes and the ceiling fan wants to fly loose. It dreams of becoming a spider lily.

Read the following passage and answer the THREE questions that follow. No one argues that the rich should be rich because they were born to wealthy parents. Critics of inequality may complain that those who would abolish inheritance taxes, say, are implicitly endorsing hereditary privilege. But no one defends hereditary privilege outright or disputes the principle that careers should be open to talents. Most of our debates about access to jobs, education, and public office proceed from the premise of equal opportunity. Our disagreements are less about the principle itself than about what it requires. For example, critics of affirmative action in hiring and college admissions argue that such policies are inconsistent with equality of opportunity, because they judge applicants on factors other than merit. Defenders of affirmative action reply that such policies are necessary to make equality of opportunity a reality for members of groups that have suffered discrimination or disadvantage. At the level of principle at least, and political rhetoric, meritocracy has won the day. In democracies throughout the world, politicians of the center-left and center-right claim that their policies are the ones that will enable all citizens, whatever their race or ethnicity, gender or class, to compete on equal terms and to rise as far as their efforts and talents will take them. When people complain about meritocracy, the complaint is usually not about the ideal but about our failure to live up to it: The wealthy and powerful have rigged the system to perpetuate their privilege; the professional classes have figured out how to pass their advantages on to their children, converting the meritocracy into a hereditary aristocracy; colleges that claim to select students on merit give an edge to the sons and daughters of the wealthy and the well-connected. According to this complaint, meritocracy is a myth, a distant promise yet to be redeemed.

Read the following passage and answer the THREE questions that follow. No one argues that the rich should be rich because they were born to wealthy parents. Critics of inequality may complain that those who would abolish inheritance taxes, say, are implicitly endorsing hereditary privilege. But no one defends hereditary privilege outright or disputes the principle that careers should be open to talents. Most of our debates about access to jobs, education, and public office proceed from the premise of equal opportunity. Our disagreements are less about the principle itself than about what it requires. For example, critics of affirmative action in hiring and college admissions argue that such policies are inconsistent with equality of opportunity, because they judge applicants on factors other than merit. Defenders of affirmative action reply that such policies are necessary to make equality of opportunity a reality for members of groups that have suffered discrimination or disadvantage. At the level of principle at least, and political rhetoric, meritocracy has won the day. In democracies throughout the world, politicians of the center-left and center-right claim that their policies are the ones that will enable all citizens, whatever their race or ethnicity, gender or class, to compete on equal terms and to rise as far as their efforts and talents will take them. When people complain about meritocracy, the complaint is usually not about the ideal but about our failure to live up to it: The wealthy and powerful have rigged the system to perpetuate their privilege; the professional classes have figured out how to pass their advantages on to their children, converting the meritocracy into a hereditary aristocracy; colleges that claim to select students on merit give an edge to the sons and daughters of the wealthy and the well-connected. According to this complaint, meritocracy is a myth, a distant promise yet to be redeemed.

Read the following passage and answer the THREE questions that follow. No one argues that the rich should be rich because they were born to wealthy parents. Critics of inequality may complain that those who would abolish inheritance taxes, say, are implicitly endorsing hereditary privilege. But no one defends hereditary privilege outright or disputes the principle that careers should be open to talents. Most of our debates about access to jobs, education, and public office proceed from the premise of equal opportunity. Our disagreements are less about the principle itself than about what it requires. For example, critics of affirmative action in hiring and college admissions argue that such policies are inconsistent with equality of opportunity, because they judge applicants on factors other than merit. Defenders of affirmative action reply that such policies are necessary to make equality of opportunity a reality for members of groups that have suffered discrimination or disadvantage. At the level of principle at least, and political rhetoric, meritocracy has won the day. In democracies throughout the world, politicians of the center-left and center-right claim that their policies are the ones that will enable all citizens, whatever their race or ethnicity, gender or class, to compete on equal terms and to rise as far as their efforts and talents will take them. When people complain about meritocracy, the complaint is usually not about the ideal but about our failure to live up to it: The wealthy and powerful have rigged the system to perpetuate their privilege; the professional classes have figured out how to pass their advantages on to their children, converting the meritocracy into a hereditary aristocracy; colleges that claim to select students on merit give an edge to the sons and daughters of the wealthy and the well-connected. According to this complaint, meritocracy is a myth, a distant promise yet to be redeemed.

Read the following scenario and answer the THREE questions that follow. Aarya had always been a mediocre student. Luckily, after finishing her undergraduate degree from a tier-two engineering college, she secured a decent but modestly paying job at a reputable IT company. However, after a year on the job, Aarya found her role mundane. When her best friend at the company, Shruti, left to pursue an MBA from a top-tier business school, citing significant career growth and potential salary increase upon graduation, Aarya felt intrigued and inspired to follow the same path. Shruti appreciated Aarya’s aspirations, telling her that doing an MBA from a top-tier business school could not only land Aarya a lucrative job but also it could fast-track her career progression. However, Aarya was concerned whether she would be able to balance between her MBA entrance exam preparation and her current job. Aarya considered resigning to focus entirely on MBA entrance exam preparation, but Shruti cautioned her that top-tier business schools might view a career break unfavourably, as they prefer continuous professional engagement.

Read the following scenario and answer the THREE questions that follow. Aarya had always been a mediocre student. Luckily, after finishing her undergraduate degree from a tier-two engineering college, she secured a decent but modestly paying job at a reputable IT company. However, after a year on the job, Aarya found her role mundane. When her best friend at the company, Shruti, left to pursue an MBA from a top-tier business school, citing significant career growth and potential salary increase upon graduation, Aarya felt intrigued and inspired to follow the same path. Shruti appreciated Aarya’s aspirations, telling her that doing an MBA from a top-tier business school could not only land Aarya a lucrative job but also it could fast-track her career progression. However, Aarya was concerned whether she would be able to balance between her MBA entrance exam preparation and her current job. Aarya considered resigning to focus entirely on MBA entrance exam preparation, but Shruti cautioned her that top-tier business schools might view a career break unfavourably, as they prefer continuous professional engagement.

Read the following scenario and answer the THREE questions that follow. Aarya had always been a mediocre student. Luckily, after finishing her undergraduate degree from a tier-two engineering college, she secured a decent but modestly paying job at a reputable IT company. However, after a year on the job, Aarya found her role mundane. When her best friend at the company, Shruti, left to pursue an MBA from a top-tier business school, citing significant career growth and potential salary increase upon graduation, Aarya felt intrigued and inspired to follow the same path. Shruti appreciated Aarya’s aspirations, telling her that doing an MBA from a top-tier business school could not only land Aarya a lucrative job but also it could fast-track her career progression. However, Aarya was concerned whether she would be able to balance between her MBA entrance exam preparation and her current job. Aarya considered resigning to focus entirely on MBA entrance exam preparation, but Shruti cautioned her that top-tier business schools might view a career break unfavourably, as they prefer continuous professional engagement.

Read the following scenario and answer the THREE questions that follow. Comprehension: Ned Flanders and Homer Simpson Partners Limited is a law firm, known for its unwavering commitment to client satisfaction. They treat the clients as family members who have grown along with the firm. Further, they are highly regarded in the industry, consulted by the country’s top organizations. Among the founders, Homer Simpson is flamboyant, while Ned Flanders is serious. Together, they bring a dynamic balance to the team. The organization believes in a strong socialization ritual that bonds the new lawyers (newcomers) with the existing members. Also, the socialization ritual ensures that newcomers fully understand the nature of their work and integrate seamlessly into the company’s culture. During their first week, newcomers are overloaded with a barrage of artificial tasks, unexpected client calls, and a challenging meeting with the founders. This results in newcomers getting overwhelmed, and doubting their decision to join the firm, only for the founders to meet them and reveal that this is one big prank and a way to welcome them to the organization. This socialization ritual has served them well for the past two decades. However, not all the newcomers appreciate the utility of this ritual. One of the lawyers, Ms. Lisa Simpleton, who joined in 2023 and went through the same socialization ritual, found it unwelcoming. She believes that other newcomers might also share the same opinion. Lisa thinks that the current generation, especially post-COVID, needs more friendly welcome, and the firm must put an end to this ritual.

Read the following scenario and answer the THREE questions that follow. Comprehension: Ned Flanders and Homer Simpson Partners Limited is a law firm, known for its unwavering commitment to client satisfaction. They treat the clients as family members who have grown along with the firm. Further, they are highly regarded in the industry, consulted by the country’s top organizations. Among the founders, Homer Simpson is flamboyant, while Ned Flanders is serious. Together, they bring a dynamic balance to the team. The organization believes in a strong socialization ritual that bonds the new lawyers (newcomers) with the existing members. Also, the socialization ritual ensures that newcomers fully understand the nature of their work and integrate seamlessly into the company’s culture. During their first week, newcomers are overloaded with a barrage of artificial tasks, unexpected client calls, and a challenging meeting with the founders. This results in newcomers getting overwhelmed, and doubting their decision to join the firm, only for the founders to meet them and reveal that this is one big prank and a way to welcome them to the organization. This socialization ritual has served them well for the past two decades. However, not all the newcomers appreciate the utility of this ritual. One of the lawyers, Ms. Lisa Simpleton, who joined in 2023 and went through the same socialization ritual, found it unwelcoming. She believes that other newcomers might also share the same opinion. Lisa thinks that the current generation, especially post-COVID, needs more friendly welcome, and the firm must put an end to this ritual.

Read the following scenario and answer the THREE questions that follow. Comprehension: Ned Flanders and Homer Simpson Partners Limited is a law firm, known for its unwavering commitment to client satisfaction. They treat the clients as family members who have grown along with the firm. Further, they are highly regarded in the industry, consulted by the country’s top organizations. Among the founders, Homer Simpson is flamboyant, while Ned Flanders is serious. Together, they bring a dynamic balance to the team. The organization believes in a strong socialization ritual that bonds the new lawyers (newcomers) with the existing members. Also, the socialization ritual ensures that newcomers fully understand the nature of their work and integrate seamlessly into the company’s culture. During their first week, newcomers are overloaded with a barrage of artificial tasks, unexpected client calls, and a challenging meeting with the founders. This results in newcomers getting overwhelmed, and doubting their decision to join the firm, only for the founders to meet them and reveal that this is one big prank and a way to welcome them to the organization. This socialization ritual has served them well for the past two decades. However, not all the newcomers appreciate the utility of this ritual. One of the lawyers, Ms. Lisa Simpleton, who joined in 2023 and went through the same socialization ritual, found it unwelcoming. She believes that other newcomers might also share the same opinion. Lisa thinks that the current generation, especially post-COVID, needs more friendly welcome, and the firm must put an end to this ritual.

Read the following scenario and answer the THREE questions that follow. Comprehension: Mr. Zubin Mistry is the owner and the chief editor of the newspaper The Pluralist, renowned for its high reporting standards and outstanding writing quality. The Pluralist’s authentic reporting distinguishes it from other newspapers that sensationalize news. They are responsible employers, known to be highly supportive towards their employees. Its news editing team is led by Ms. Ramya Kattabomman, a respected veteran in the newspaper reporting industry, wellknown for her stringent adherence to the ethical standards of newspaper reporting. Mr. Aditya Swaroop Verma, an award-winning senior journalist, has brought in an exposé into the activities of a mining company, operating in an ecologically vulnerable area. In his hardhitting reporting style, he has presented interviews with tens of people, delineating how the mining company has used illegal means to start mining in that area. These mining activities may lead to the destruction of the local ecological balance. However, Aditya Swaroop is unable to obtain an interview with the management of the mining company. Aditya Swaroop’s investigative report article offers significant revelations about the alleged illegal activities of the mining company which were hardly covered in the media otherwise. Nevertheless, his sources have requested for complete anonymity.

Read the following scenario and answer the THREE questions that follow. Comprehension: Mr. Zubin Mistry is the owner and the chief editor of the newspaper The Pluralist, renowned for its high reporting standards and outstanding writing quality. The Pluralist’s authentic reporting distinguishes it from other newspapers that sensationalize news. They are responsible employers, known to be highly supportive towards their employees. Its news editing team is led by Ms. Ramya Kattabomman, a respected veteran in the newspaper reporting industry, wellknown for her stringent adherence to the ethical standards of newspaper reporting. Mr. Aditya Swaroop Verma, an award-winning senior journalist, has brought in an exposé into the activities of a mining company, operating in an ecologically vulnerable area. In his hardhitting reporting style, he has presented interviews with tens of people, delineating how the mining company has used illegal means to start mining in that area. These mining activities may lead to the destruction of the local ecological balance. However, Aditya Swaroop is unable to obtain an interview with the management of the mining company. Aditya Swaroop’s investigative report article offers significant revelations about the alleged illegal activities of the mining company which were hardly covered in the media otherwise. Nevertheless, his sources have requested for complete anonymity.

Read the following scenario and answer the THREE questions that follow. Comprehension: Mr. Zubin Mistry is the owner and the chief editor of the newspaper The Pluralist, renowned for its high reporting standards and outstanding writing quality. The Pluralist’s authentic reporting distinguishes it from other newspapers that sensationalize news. They are responsible employers, known to be highly supportive towards their employees. Its news editing team is led by Ms. Ramya Kattabomman, a respected veteran in the newspaper reporting industry, wellknown for her stringent adherence to the ethical standards of newspaper reporting. Mr. Aditya Swaroop Verma, an award-winning senior journalist, has brought in an exposé into the activities of a mining company, operating in an ecologically vulnerable area. In his hardhitting reporting style, he has presented interviews with tens of people, delineating how the mining company has used illegal means to start mining in that area. These mining activities may lead to the destruction of the local ecological balance. However, Aditya Swaroop is unable to obtain an interview with the management of the mining company. Aditya Swaroop’s investigative report article offers significant revelations about the alleged illegal activities of the mining company which were hardly covered in the media otherwise. Nevertheless, his sources have requested for complete anonymity.

Read the following scenario and answer the THREE questions that follow. Comprehension: Humane Dynamix is a leadership training organization based in Mumbai. Established in 2015, the organization is gradually becoming a leader in behavioral training. In the organization, trainers are assigned to training projects based on their expertise. Corporates seek behavioral training services on a regular basis, from Humane Dynamix, for upskilling their executives. Humane Dynamix is headed by the Chief Executive Officer (CEO), to whom the Training Assignment Officer (TAO) reports. The TAO position rotates among the senior trainers for a fixed tenure; the CEO assigns this position to a senior trainer. Companies, desirous of hiring Humane Dynamix, share their training needs with the organization. The TAO assigns a trainer to the client. Typically, the satisfied client requests for a particular trainer that the client is satisfied, giving repeat business to Humane Dynamix from the same client company. However, the TAO takes the final call. Years of training experience plays a big role in client satisfaction, and hence, senior trainers conduct most training programs while the newly recruited trainers apprentice with them. However, the senior trainers have the autonomy to decide on who they want to accept as an apprentice. Further, during a training program, the senior trainer takes most of the sessions, if not all, while the apprentice helps the senior trainers to organize their sessions, and occasionally take a few sessions. As the apprentices gain experience, they start getting their own independent projects, but that typically takes quite some time. Dheeraj, a senior trainer, takes over as the TAO. As soon as he assumes the office, the CEO shares a concern with him: “We have a lot of young trainers who we have recently recruited. Since they are not known to the outside world, they do not get enough opportunities. Many of them are impatient to prove their mettle. Unless they are assigned more programs, we risk losing them rapidly.”

Read the following scenario and answer the THREE questions that follow. Comprehension: Humane Dynamix is a leadership training organization based in Mumbai. Established in 2015, the organization is gradually becoming a leader in behavioral training. In the organization, trainers are assigned to training projects based on their expertise. Corporates seek behavioral training services on a regular basis, from Humane Dynamix, for upskilling their executives. Humane Dynamix is headed by the Chief Executive Officer (CEO), to whom the Training Assignment Officer (TAO) reports. The TAO position rotates among the senior trainers for a fixed tenure; the CEO assigns this position to a senior trainer. Companies, desirous of hiring Humane Dynamix, share their training needs with the organization. The TAO assigns a trainer to the client. Typically, the satisfied client requests for a particular trainer that the client is satisfied, giving repeat business to Humane Dynamix from the same client company. However, the TAO takes the final call. Years of training experience plays a big role in client satisfaction, and hence, senior trainers conduct most training programs while the newly recruited trainers apprentice with them. However, the senior trainers have the autonomy to decide on who they want to accept as an apprentice. Further, during a training program, the senior trainer takes most of the sessions, if not all, while the apprentice helps the senior trainers to organize their sessions, and occasionally take a few sessions. As the apprentices gain experience, they start getting their own independent projects, but that typically takes quite some time. Dheeraj, a senior trainer, takes over as the TAO. As soon as he assumes the office, the CEO shares a concern with him: “We have a lot of young trainers who we have recently recruited. Since they are not known to the outside world, they do not get enough opportunities. Many of them are impatient to prove their mettle. Unless they are assigned more programs, we risk losing them rapidly.”

Read the following scenario and answer the THREE questions that follow. Comprehension: Humane Dynamix is a leadership training organization based in Mumbai. Established in 2015, the organization is gradually becoming a leader in behavioral training. In the organization, trainers are assigned to training projects based on their expertise. Corporates seek behavioral training services on a regular basis, from Humane Dynamix, for upskilling their executives. Humane Dynamix is headed by the Chief Executive Officer (CEO), to whom the Training Assignment Officer (TAO) reports. The TAO position rotates among the senior trainers for a fixed tenure; the CEO assigns this position to a senior trainer. Companies, desirous of hiring Humane Dynamix, share their training needs with the organization. The TAO assigns a trainer to the client. Typically, the satisfied client requests for a particular trainer that the client is satisfied, giving repeat business to Humane Dynamix from the same client company. However, the TAO takes the final call. Years of training experience plays a big role in client satisfaction, and hence, senior trainers conduct most training programs while the newly recruited trainers apprentice with them. However, the senior trainers have the autonomy to decide on who they want to accept as an apprentice. Further, during a training program, the senior trainer takes most of the sessions, if not all, while the apprentice helps the senior trainers to organize their sessions, and occasionally take a few sessions. As the apprentices gain experience, they start getting their own independent projects, but that typically takes quite some time. Dheeraj, a senior trainer, takes over as the TAO. As soon as he assumes the office, the CEO shares a concern with him: “We have a lot of young trainers who we have recently recruited. Since they are not known to the outside world, they do not get enough opportunities. Many of them are impatient to prove their mettle. Unless they are assigned more programs, we risk losing them rapidly.”

Read the following scenario and answer the THREE questions that follow. Comprehension: TrueColor, an event management company in eastern India, had been in a business of inviting Tollywood singers to a city called Tivanna, and made money out of selling tickets of their concerts. The stars were paid a fixed fee regardless of the number of tickets sold. The company had a specialized team that negotiated the singers’ fee with their managers. However, for selling the tickets of such events, they were reliant on an external media agency called Zedius. Zedius had a long-standing relationship with TrueColor, and had been instrumental in achieving a target of 50,000 tickets for each of the flagship events. Mr. Sukanta Rao joined TrueColor as an inhouse sales and marketing manager, a position exclusively created for him. The CEO, Mr. Adil Banerjee, had assigned a task of increasing the sales of tickets to 100,000. In Sukanta’s earlier stint, he had seen that similar cities sell more than 75,000 tickets for such events. He felt that, over time, reaching 100,000 was plausible for TrueColor.

Read the following scenario and answer the THREE questions that follow. Comprehension: TrueColor, an event management company in eastern India, had been in a business of inviting Tollywood singers to a city called Tivanna, and made money out of selling tickets of their concerts. The stars were paid a fixed fee regardless of the number of tickets sold. The company had a specialized team that negotiated the singers’ fee with their managers. However, for selling the tickets of such events, they were reliant on an external media agency called Zedius. Zedius had a long-standing relationship with TrueColor, and had been instrumental in achieving a target of 50,000 tickets for each of the flagship events. Mr. Sukanta Rao joined TrueColor as an inhouse sales and marketing manager, a position exclusively created for him. The CEO, Mr. Adil Banerjee, had assigned a task of increasing the sales of tickets to 100,000. In Sukanta’s earlier stint, he had seen that similar cities sell more than 75,000 tickets for such events. He felt that, over time, reaching 100,000 was plausible for TrueColor.

Read the following scenario and answer the THREE questions that follow. Comprehension: TrueColor, an event management company in eastern India, had been in a business of inviting Tollywood singers to a city called Tivanna, and made money out of selling tickets of their concerts. The stars were paid a fixed fee regardless of the number of tickets sold. The company had a specialized team that negotiated the singers’ fee with their managers. However, for selling the tickets of such events, they were reliant on an external media agency called Zedius. Zedius had a long-standing relationship with TrueColor, and had been instrumental in achieving a target of 50,000 tickets for each of the flagship events. Mr. Sukanta Rao joined TrueColor as an inhouse sales and marketing manager, a position exclusively created for him. The CEO, Mr. Adil Banerjee, had assigned a task of increasing the sales of tickets to 100,000. In Sukanta’s earlier stint, he had seen that similar cities sell more than 75,000 tickets for such events. He felt that, over time, reaching 100,000 was plausible for TrueColor.

Read the following scenario and answer the THREE questions that follow. Comprehension: KindCare hospital, located in the small industrial town of Chinar, is one of the largest hospitals within 50-kilometers radius. It is well-regarded among the locals for emergency services. However, for critical surgeries, they prefer to travel to the nearest city Shamili, which is 100 kilometers away. When KindCare was established 50 years ago, the town was still in its early stages of development. Consequently, the hospital needed to incorporate several facilities within its premises, including a 24-hour cafeteria, to accommodate needs of the patients and their relatives who would come from nearby places. Another facility that KindCare built and takes pride in is its state-of-the-art testing lab. It is the most sought-after testing lab in Chinar even today when many independent labs have come up around KindCare. Moreover, many other facilities have also come up in the surrounding area of the hospital such as pharmacies, food joints, hotels etc. Further, a standalone pharmacy chain has gained a strong foothold in Chinar as they expand their reach into Tier-3 cities. When it comes to KindCare, a significant proportion of its patients are outpatients with a substantial number seeking emergency services. As the sole 600-bed hospital in the region, KindCare plays a crucial role in medical services, and receives generous funding from two major corporations operating locally, further enabling KindCare to cater to the growing medical needs of the community. During the COVID-19 pandemic, KindCare made significant investment in enhancing internet connectivity, enabling many doctors, and the majority of administrative staff, to seamlessly work remotely. This investment also allowed KindCare to bring in doctors from other cities through remote care. Further, COVID-19 was a wakeup call for KindCare to enhance their infrastructure. Though KindCare made significant improvements, they kept the major renovations on hold due to the constant flow of patients. KindCare believes that if the held renovations are not taken up on an urgent basis now, the operations at the hospital will get obstructed.

Read the following scenario and answer the THREE questions that follow. Comprehension: KindCare hospital, located in the small industrial town of Chinar, is one of the largest hospitals within 50-kilometers radius. It is well-regarded among the locals for emergency services. However, for critical surgeries, they prefer to travel to the nearest city Shamili, which is 100 kilometers away. When KindCare was established 50 years ago, the town was still in its early stages of development. Consequently, the hospital needed to incorporate several facilities within its premises, including a 24-hour cafeteria, to accommodate needs of the patients and their relatives who would come from nearby places. Another facility that KindCare built and takes pride in is its state-of-the-art testing lab. It is the most sought-after testing lab in Chinar even today when many independent labs have come up around KindCare. Moreover, many other facilities have also come up in the surrounding area of the hospital such as pharmacies, food joints, hotels etc. Further, a standalone pharmacy chain has gained a strong foothold in Chinar as they expand their reach into Tier-3 cities. When it comes to KindCare, a significant proportion of its patients are outpatients with a substantial number seeking emergency services. As the sole 600-bed hospital in the region, KindCare plays a crucial role in medical services, and receives generous funding from two major corporations operating locally, further enabling KindCare to cater to the growing medical needs of the community. During the COVID-19 pandemic, KindCare made significant investment in enhancing internet connectivity, enabling many doctors, and the majority of administrative staff, to seamlessly work remotely. This investment also allowed KindCare to bring in doctors from other cities through remote care. Further, COVID-19 was a wakeup call for KindCare to enhance their infrastructure. Though KindCare made significant improvements, they kept the major renovations on hold due to the constant flow of patients. KindCare believes that if the held renovations are not taken up on an urgent basis now, the operations at the hospital will get obstructed.

Read the following scenario and answer the THREE questions that follow. Comprehension: KindCare hospital, located in the small industrial town of Chinar, is one of the largest hospitals within 50-kilometers radius. It is well-regarded among the locals for emergency services. However, for critical surgeries, they prefer to travel to the nearest city Shamili, which is 100 kilometers away. When KindCare was established 50 years ago, the town was still in its early stages of development. Consequently, the hospital needed to incorporate several facilities within its premises, including a 24-hour cafeteria, to accommodate needs of the patients and their relatives who would come from nearby places. Another facility that KindCare built and takes pride in is its state-of-the-art testing lab. It is the most sought-after testing lab in Chinar even today when many independent labs have come up around KindCare. Moreover, many other facilities have also come up in the surrounding area of the hospital such as pharmacies, food joints, hotels etc. Further, a standalone pharmacy chain has gained a strong foothold in Chinar as they expand their reach into Tier-3 cities. When it comes to KindCare, a significant proportion of its patients are outpatients with a substantial number seeking emergency services. As the sole 600-bed hospital in the region, KindCare plays a crucial role in medical services, and receives generous funding from two major corporations operating locally, further enabling KindCare to cater to the growing medical needs of the community. During the COVID-19 pandemic, KindCare made significant investment in enhancing internet connectivity, enabling many doctors, and the majority of administrative staff, to seamlessly work remotely. This investment also allowed KindCare to bring in doctors from other cities through remote care. Further, COVID-19 was a wakeup call for KindCare to enhance their infrastructure. Though KindCare made significant improvements, they kept the major renovations on hold due to the constant flow of patients. KindCare believes that if the held renovations are not taken up on an urgent basis now, the operations at the hospital will get obstructed.

Read the following scenario and answer the THREE questions that follow. Comprehension: Sundaram Stores operated in a gated community, situated about 30 Kilometers away from the main town. The store owner Mr. Sundareswaran Pichaimuthu, or Sundaram as he was called by everyone, secured a space in the gated society through a competitive bidding process. The residents’ association, led by Mr. Thangamoorthy Selvaganapathy, selected Sundaram over three other bidders, based on his willingness to pay the highest rent. Desperate to augment his post-retirement income, Sundaram agreed to pay a very high rent, banking on the prospect of generating exceptional revenue from the gated community. Sundaram was awarded the contract to establish the store, with provisions for a review every three years. Feeling elated during the meeting with the residents’ association to finalize the contract, he enthusiastically committed to offering a 15% discount on all groceries and stationary, cementing goodwill and reinforcing the partnership established through the contract. The association was delightedly taken aback by his generous assurance. Sundaram hoped to make up the difference through volume. Although his sales were strong during the initial months, he soon realized that the SUV-owning residents of the gated community primarily made their purchases at large, branded retail chains in the main town. These stores offered deeper discounts, which he could not afford to compete with. However, gradually, Sundaram store became their go-to store for daily essentials and occasional urgent big purchases such as replacing a broken mixer-grinder.

Read the following scenario and answer the THREE questions that follow. Comprehension: Sundaram Stores operated in a gated community, situated about 30 Kilometers away from the main town. The store owner Mr. Sundareswaran Pichaimuthu, or Sundaram as he was called by everyone, secured a space in the gated society through a competitive bidding process. The residents’ association, led by Mr. Thangamoorthy Selvaganapathy, selected Sundaram over three other bidders, based on his willingness to pay the highest rent. Desperate to augment his post-retirement income, Sundaram agreed to pay a very high rent, banking on the prospect of generating exceptional revenue from the gated community. Sundaram was awarded the contract to establish the store, with provisions for a review every three years. Feeling elated during the meeting with the residents’ association to finalize the contract, he enthusiastically committed to offering a 15% discount on all groceries and stationary, cementing goodwill and reinforcing the partnership established through the contract. The association was delightedly taken aback by his generous assurance. Sundaram hoped to make up the difference through volume. Although his sales were strong during the initial months, he soon realized that the SUV-owning residents of the gated community primarily made their purchases at large, branded retail chains in the main town. These stores offered deeper discounts, which he could not afford to compete with. However, gradually, Sundaram store became their go-to store for daily essentials and occasional urgent big purchases such as replacing a broken mixer-grinder.

Read the following scenario and answer the THREE questions that follow. Comprehension: Sundaram Stores operated in a gated community, situated about 30 Kilometers away from the main town. The store owner Mr. Sundareswaran Pichaimuthu, or Sundaram as he was called by everyone, secured a space in the gated society through a competitive bidding process. The residents’ association, led by Mr. Thangamoorthy Selvaganapathy, selected Sundaram over three other bidders, based on his willingness to pay the highest rent. Desperate to augment his post-retirement income, Sundaram agreed to pay a very high rent, banking on the prospect of generating exceptional revenue from the gated community. Sundaram was awarded the contract to establish the store, with provisions for a review every three years. Feeling elated during the meeting with the residents’ association to finalize the contract, he enthusiastically committed to offering a 15% discount on all groceries and stationary, cementing goodwill and reinforcing the partnership established through the contract. The association was delightedly taken aback by his generous assurance. Sundaram hoped to make up the difference through volume. Although his sales were strong during the initial months, he soon realized that the SUV-owning residents of the gated community primarily made their purchases at large, branded retail chains in the main town. These stores offered deeper discounts, which he could not afford to compete with. However, gradually, Sundaram store became their go-to store for daily essentials and occasional urgent big purchases such as replacing a broken mixer-grinder.

Eight employees of an organization have been rated on a scale of 1 to 50 for their performance. All ratings are integers. The overall average rating of the eight employees is 30. While the five employees with the highest ratings average 38, the five employees with the lowest ratings average 25.

Read the following scenario and answer the THREE questions that follow. Comprehension: In an 8-week course, a professor administered a test at the end of each week. Each of the eight tests was scored out of 4 marks, and a student could only receive a non-negative integer score. Two students, Ravi and Sumana, took the eight tests. In the first test, Ravi and Sumana scored the same marks. From the second to eighth tests, Ravi scored the exact same non-zero marks. Sumana scored the same marks as Ravi from the fifth test onwards. Ravi’s total marks in the first three tests was the same as Sumana’s total marks in the first two tests. Also, Sumana’s marks in the first test, total marks of the first two tests, and total marks of the eight tests are in a geometric progression.

Read the following scenario and answer the THREE questions that follow. Comprehension: In an 8-week course, a professor administered a test at the end of each week. Each of the eight tests was scored out of 4 marks, and a student could only receive a non-negative integer score. Two students, Ravi and Sumana, took the eight tests. In the first test, Ravi and Sumana scored the same marks. From the second to eighth tests, Ravi scored the exact same non-zero marks. Sumana scored the same marks as Ravi from the fifth test onwards. Ravi’s total marks in the first three tests was the same as Sumana’s total marks in the first two tests. Also, Sumana’s marks in the first test, total marks of the first two tests, and total marks of the eight tests are in a geometric progression.

Read the following scenario and answer the THREE questions that follow. Comprehension: In an 8-week course, a professor administered a test at the end of each week. Each of the eight tests was scored out of 4 marks, and a student could only receive a non-negative integer score. Two students, Ravi and Sumana, took the eight tests. In the first test, Ravi and Sumana scored the same marks. From the second to eighth tests, Ravi scored the exact same non-zero marks. Sumana scored the same marks as Ravi from the fifth test onwards. Ravi’s total marks in the first three tests was the same as Sumana’s total marks in the first two tests. Also, Sumana’s marks in the first test, total marks of the first two tests, and total marks of the eight tests are in a geometric progression.