Contents I. INTRODUCTION II. THE CASE STUDY III. THE FIVE-STEP PROCESS IV. THE WALKTHROUGH V. SOLVED EXAMPLES A. INDIVIDUAL QUESTIONS FROM XAT 2008 B. GROUPED QUESTION FROM XAT 2008 C. GROUPED QUESTIONS FROM XAT 2009 VI. REASONS BEHIND ELIMINATING OPTIONS VII. PRACTICAL VS. IDEAL Decision Making I. INTRODUCTION The Analytical Reasoning section in the XAT exam has a typical question type called decision making. The questions feature word-based case studies as opposed to mathematical
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Abbasali.Ayyubali.Poonawala. Room. No.27‚ 3rd Floor‚ 50/52 Good Luck Building‚ Samvel Street ‚Dongri‚ Mumbai -400009. 3.Abbas.Fakhruddin.Maskati. 2/2102‚Challenger Tower‚ Opp Thakur Tower‚‚Thakur Village‚ Kandivili(E)‚Mumbai-400101 4.Abbasbhai.M.Lala C/0.Standard Tin Works Pvt. Ltd. 5‚ Amar
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known through some other action. Whether openly expressed or not‚ a perception can lead a person towards a certain decision even without his being aware of it. Dr. Nutan Thakur‚ a social activist has highlighted a male perception that can easily play havoc in delivering justice to the women‚ as follows: (Dr Nutan Thakur is the Editor‚ Nutan Satta Pravah; Secretary‚ Institute for Research and Documentation in Social Sciences (IRDS)‚ Convener‚ National RTI Forum; Coordinator Indian Public Academy
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A. P. J. Abdul Kalam Former President of India Avul Pakir Jainulabdeen Abdul Kalam usually referred to as Dr. A. P. J. Abdul Kalam‚ is an Indian scientist and administrator who served as the 11th President of India from 2002 to 2007. Wikipedia Born: October 15‚ 1931 (age 81)‚ Rameswaram Full name: Avul Pakir Jainulabdeen Abdul Kalam Awards: Bharat Ratna‚ Padma Bhushan‚ Padma Vibhushan‚ More Education: Madras Institute of Technology (1955–1960)‚ St. Joseph’s College‚ Tiruchirapalli (1954)
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Altaf Shaikh Raman Khanna‚ a young manager‚ who has an engineering background and has also successfully completed an Executive management course from the prestigious Synthetic Institute of Business Studies‚ Amritabad‚ - with a specialization in strategic human resource management‚ now works for an eminent manufacturing company – Rail Coach Factory (RCF)‚ Boregaon‚ as the HR cum Factory Manager. Raman Khanna’s passion to contribute to India’s growth was the single most important factor in
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cost-of-revenues‚ and low debt as well. Shangri-LA’s Current Ratio is 1.77 compared to 0.74 of Starwood‚ 1.53 of Hyatt‚ and 0.71of Intercontinental. On the other hand its Gross Profit Margin is 59.24% compared to 53.86% of Starwood‚ 23.84% of Hyatt‚ and 49.48% of Intercontinental. And its Debt-to-Asset ratio is 0.31 compared to 0.68 of Starwood‚ 0.45 of Hyatt‚ and 0.64 of Intercontinental. Shangri-La’s other strengths are the good occupancy rate which reached to 73 percent in 2005‚ the broad experience in
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N2trillion‚ 9 subsidiaries (7 inside the Sub-Saharan Africa‚ one in the UK‚ and one in Dubai)‚ and a representative office in China. In 2011‚ Access Bank set out on the seamless acquisition of Intercontinental Bank‚ following Nigeria’s 2009 banking crisis. Intercontinental’s
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trajectory is an unpowered and governed by the gravity and the air resistance if it is in the atmosphere. This is a contrast to a cruise missile which is an aerodynamically guided into the powered flight. For proceed of a long range there is intercontinental ballistic missiles are launched on a sub or vital flight trajectory and spend off most of their flight out of the atmosphere. For proceed of a shorter range ballistic missiles that are stay within the Earth’s
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Case #26 THE HOME DEPOT In 2000‚ the new CEO of The Home Depot entered into an employment contract that eventually awarded him more than $200 million during a five-year period. A portion of this amount was given to the CEO in the form of a guaranteed annual bonus of at least $3 million a year. The provision of a guaranteed minimum annual bonus is considered rare by industry standards — a study by the Delves Group indicates that The Home Depot CEO was the only CEO of the 200 largest U.S. revenue
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Rashmi) and Dinesh Thakur (whistle blower in this case and subordinate to Kumar)‚ who were celebrated leaders of the company‚ in quick succession. Their exit signaled that something was wrong. Assume that independent directors had taken notice of that and arranged exit-interview and interacted with the employees at random to know the cause of their exit. I guess that process would have been futile‚ as none would have blown the whistle in the absence of protection to whistle-blowers. Thakur had blown the
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