Senior-Pre Employment Test
Instructions on taking the General Takaful Senior Pre Employment Test
Step 1. Please ensure that all windows are closed other than the test window to ensure ethics in taking the test.
Step 2. Do Not Use the "Back" Button on Your Browser during the Test once you have begun taking the quiz. Instead, use the scroll bar to move back to check earlier questions.
Don't close the window of the test for any reason.
If something goes wrong, please don’t hesitate to contact the person in charge.
Step 3. Review All of Your Answers Before Submitting the Quiz. Make sure you have not accidentally changed your response to a question.
Step 4. When you are satisfied with the result make sure you finish by clicking the SUBMIT button at the bottom of the screen. Click the Submit Button ONLY ONCE!.
The test is divided into Sections; after you finish each section you can find the instructions to begin the next part of the test.
When you answer the questionnaire, please remember the following:
- Make sure that you answer all the questions.
- Even if a question does not seem entirely relevant, give the answer you consider would be most like you.
This test is timed; it should take approximately 60 minutes to complete.
Good luck!!
Instructions on taking the General Takaful Senior Pre Employment Test
Step 1. Please ensure that all windows are closed other than the test window to ensure ethics in taking the test.
Step 2. Do Not Use the "Back" Button on Your Browser during the Test once you have begun taking the quiz. Instead, use the scroll bar to move back to check earlier questions.
Don't close the window of the test for any reason.
If something goes wrong, please don’t hesitate to contact the person in charge.
Step 3. Review All of Your Answers Before Submitting the Quiz. Make sure you have not accidentally changed your response to a question.
Step 4. When you are satisfied with the result make sure you finish by clicking the SUBMIT button at the bottom of the screen. Click the Submit Button ONLY ONCE!.
The test is divided into Sections; after you finish each section you can find the instructions to begin the next part of the test.
When you answer the questionnaire, please remember the following:
- Make sure that you answer all the questions.
- Even if a question does not seem entirely relevant, give the answer you consider would be most like you.
This test is timed; it should take approximately 60 minutes to complete.
Good luck!!
What percentage of rice was imported in April ? ( may use calculator)
19%
17%
21%
None of the Above
What was the average Total cost of wheat imports in the 5 month period ?
27500
25000
22000
None of the Above
Which month showed the largest total decrease in imports over the previous months ?
April
May
March
None of the Above
People-oriented behaviors include all of the following except :
Listening to employee suggestions
Showing trust for employee
Demonstrating genuine concern for employees
Looking out for employee welfare
Clarifying work duties and procedures
The practical application of the collaborating and compromising approaches to conflict management is known as:
Negotiating
Arbitration
Meditation
None of the Above
Read the following short passage and say whether or not the statements are true
Read the following short passage and say whether or not the statements are true
There are seven species of deer living wild in Britain. The Red Deer and the Roe Deer are native species. Fallow Deer were introduced by the Romans and, since the seventeenth century, have been joined by three other non-native species: Sika, Muntjac and Chinese Water Deer which have escaped from parks. In addition, a herd of Reindeer was established in Scotland in 1952. Most of the Red Deer in Britain are found in Scotland, but there are significant wild populations in south-west and north-west England, East Anglia and the north Midlands. Red deer can interbreed with the introduced Japanese Sika deer and in some areas, hybrids are common
All of the Red Deer in Britain are found in Scotland ?
True
False
Cant say
There are seven species of deer living wild in Britain. The Red Deer and the Roe Deer are native species. Fallow Deer were introduced by the Romans and, since the seventeenth century, have been joined by three other non-native species: Sika, Muntjac and Chinese Water Deer which have escaped from parks. In addition, a herd of Reindeer was established in Scotland in 1952. Most of the Red Deer in Britain are found in Scotland, but there are significant wild populations in south-west and north-west England, East Anglia and the north Midlands. Red deer can interbreed with the introduced Japanese Sika deer and in some areas, hybrids are common
Red Deer can interbreed with Fallow Deer?
Question 2: Red Deer can interbreed with Fallow Deer.
True
False
Can't Say
Read the following short passage and say whether or not the statements are true.
There are seven species of deer living wild in Britain. The Red Deer and the Roe Deer are native species. Fallow Deer were introduced by the Romans and, since the seventeenth century, have been joined by three other non-native species: Sika, Muntjac and Chinese Water Deer which have escaped from parks. In addition, a herd of Reindeer was established in Scotland in 1952. Most of the Red Deer in Britain are found in Scotland, but there are significant wild populations in south-west and north-west England, East Anglia and the north Midlands. Red deer can interbreed with the introduced Japanese Sika deer and in some areas, hybrids are common.
The Fallow Deer is not native to Britain.
True
False
Can't say
Read the following short passage and say whether or not the statements are true.
There are seven species of deer living wild in Britain. The Red Deer and the Roe Deer are native species. Fallow Deer were introduced by the Romans and, since the seventeenth century, have been joined by three other non-native species: Sika, Muntjac and Chinese Water Deer which have escaped from parks. In addition, a herd of Reindeer was established in Scotland in 1952. Most of the Red Deer in Britain are found in Scotland, but there are significant wild populations in south-west and north-west England, East Anglia and the north Midlands. Red deer can interbreed with the introduced Japanese Sika deer and in some areas, hybrids are common.
There are no Reindeer in England?
True
False
Can't Say
Each of these are one of the seven competency characteristics of effective leaders, EXCEPT:
Intelligence
Emotional intelligence
Drive
Authority
Self-confidence
The contingency perspective of leadership requires leaders to be both insightful and flexible so that:
They can work with employees that don't like them and reduce turnover
They can learn new competencies
They can adapt their behaviors & styles to the immediate situation.
They can find employees that like them and work with these employees to improve the environment
They can add these skills to their resume
Which of these words is the odd one out?
Verify
Authenticate
Substantiate
Confirm
Ask
Read the following case and choose the best alternative (Question 15 to 20 ):
Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company. The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings, he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognize and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in night shift with that of supervisors of the day shift.
For several days Ram Lal, a night shift supervisor, had been trying to seek and appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him. Mr.Thakur’s secretary refused his request on the grounds that Mr. Thakur was busy. Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr. Thakur, with stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.
The most important causal factor for this entire episode could be :
Trying to follow a divide-and-rule policy in his dealings with the Supervisors
Inconsistent dealings of Mr. Thakur with Supervisors
Paternalistic approach towards mature individuals in the organisation
Legalistic approach to employee problems.
Inadequate standards for measurement of supervisors on the job Performance
Read the following case and choose the best alternative (Question 15 to 20):
Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company. The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings, he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognize and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in night shift with that of supervisors of the day shift.
For several days Ram Lal, a night shift supervisor, had been trying to seek and appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him. Mr.Thakur’s secretary refused his request on the grounds that Mr. Thakur was busy. Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr. Thakur, with stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.
Question 16: The situation with Mr.Lal could have been avoided if Mr. Thakur had -
1. Delegated the task of negotiation of wage contracts for night shift employees to Personnel department.
2. Created a process for supervisors working the night shift so that they could have and opportunity to interact with him.
3. Created an open door policy that would have allowed employees to see him without any appointment.
4. Postponed the decision of wage revision for supervisors in the night shift for two months, since supervisors were rotated on different shifts after every two months.
The option that best arranges the above managerial interventions in decreasing order of organisational impact is:
1. Delegated the task of negotiation of wage contracts for night shift employees to Personnel department.
2. Created a process for supervisors working the night shift so that they could have and opportunity to interact with him.
3. Created an open door policy that would have allowed employees to see him without any appointment.
4. Postponed the decision of wage revision for supervisors in the night shift for two months, since supervisors were rotated on different shifts after every two months.
The option that best arranges the above managerial interventions in decreasing order of organisational impact is:
4, 2, 3, 1
4, 3, 2, 1
4, 3, 1, 2
4, 1, 2, 3
2, 3, 1, 4
Read the following caselet and choose the best alternative (Question 15 to 20):
Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company. The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings, he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognize and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in night shift with that of supervisors of the day shift.
For several days Ram Lal, a night shift supervisor, had been trying to seek and appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him. Mr.Thakur’s secretary refused his request on the grounds that Mr. Thakur was busy. Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr. Thakur, with stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.
The most likely premise behind Mr. Thakur’s initiative regarding individualized meetings with the supervisors seems to be
Employee related policies should allow scope for bargaining by employees
Involvement of company’s president in wage problems of employees will lead to a better goodwill towards the management among the workers
Individual agreements with supervisors would allow the management to prevent any possible
Management will be able to force supervisors to accept lesser wages individually in this way.
He would be able to know who the trouble makers in the plant are by interacting with the supervisors.
Read the following caselet and choose the best alternative (Question 15 to 20):
Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company. The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings, he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognize and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in night shift with that of supervisors of the day shift.
For several days Ram Lal, a night shift supervisor, had been trying to seek and appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him. Mr.Thakur’s secretary refused his request on the grounds that Mr. Thakur was busy. Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr. Thakur, with stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.
Out of the following, which one seems to be the most likely cause of Ram Lal’s grievance?
His disappointment with the management’s philosophy of having one to one interaction as the supervisors were in a way being forced to accept the wage contracts
His being in the night shift had worked to his disadvantage as he could not interact with the management regarding his problem.
He was not allowed to meet chairman of the board of directors of the company
Employment in the night shift forced him to stay away from his family during the day time and therefore he could not interact with his family members much.
All of these
Read the following caselet and choose the best alternative (Question 15 to 20):
Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company. The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings, he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognize and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in night shift with that of supervisors of the day shift.
For several days Ram Lal, a night shift supervisor, had been trying to seek and appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him. Mr.Thakur’s secretary refused his request on the grounds that Mr. Thakur was busy. Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr. Thakur, with stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.
Question 19 : Apart from the supervisors working the night shift, executives of which department will have most justified reasons to be disgruntled with Mr. Thakur’s initiative?
1. Production department - for not being consulted regarding the behaviour of the supervisors on the shop floor.
2. Finance department - for not taken into confidence regarding the financial consequences of the wage contracts.
3. Marketing department - for not being consulted on the likely impact of the wage contracts on the image of the company.
4. Quality control - for not being able to give inputs to Mr. Thakur on how to improve quality of steel making process.
5. Personnel department - for it was their work to oversee wage policies for employees and they had been ignored by Mr. Thakur.
1 + 2 + 3
1 + 4 + 5
1 + 2 + 5
1 + 3 + 4
3 + 4 + 5
Read the following caselet and choose the best alternative (Question 15 to 20):
Mr. Rajiv Singhal, Chairman of the Board of Directors of Loha India Ltd., (a steel manufacturing company) had just been visited by several other directors of the company. The directors were upset with recent actions of the company president, Mr. Ganesh Thakur. They demanded that the board consider firing the president.
Mr. Thakur, recently appointed as president, had undertaken to solve some of the management-employees problems by dealing directly with the individuals, as often as possible. The company did not have a history of strikes or any other form of collective action and was considered to have good work culture. However, Mr. Thakur felt that by dealing directly with individuals, he could portray the management’s concern for the employees. An important initiative of Mr. Thakur was to negotiate wages of the supervisors with each supervisor. In these negotiation meetings, he would not involve anyone else, including the Personnel Department which reported to him, so as to take an unbiased decision. After negotiation, a wage contract would be drawn up for each supervisor. This, he felt, would recognize and reward the better performers. Mr. Thakur successfully implemented the process for most of the supervisors, except those working in night shift with that of supervisors of the day shift.
For several days Ram Lal, a night shift supervisor, had been trying to seek and appointment with Mr. Thakur about his wages. He was disgruntled, not only over his failure to see the president, but also over the lack of discussions about his wage contract prior to its being effected. As a family man with six dependents, he felt his weekly wage should be higher than that granted to him.
Last Thursday afternoon Ram Lal stopped by the president’s office and tried to see him. Mr.Thakur’s secretary refused his request on the grounds that Mr. Thakur was busy. Infuriated, Ram Lal stormed into the president’s office and confronted the startled Mr. Thakur, with stood up and told Ram Lal to get out of his office and express his grievance through official channel. Ram Lal took a swing at the president, who in turn punched Ram Lal on the jaw and knocked him unconscious.
Which of the following managerial attributes does Mr. Thakur seem to lack the most?
Emotional instability under pressure.
Proactive problem solving.
Ethical behaviour
Emotional stability under pressure.
Independent decision making.
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