List of top Questions asked in XAT

Read the following discussion/passage and provide an appropriate answer for the questions that follow.
Of the several features of the Toyota Production System that have been widely studied, most important is the mode of governance of the shop - oor at Toyota. Work and inter - relations between workers are highly scripted in extremely detailed ‘operating procedures’ that have to be followed rigidly, without any deviation at Toyota. Despite such rule - bound rigidity, however, Toyota does not become a ‘command - control system’. It is able to retain the character of a learning organization
In fact, many observers characterize it as a community of scientists carrying out several small experiments simultaneously. The design of the operating procedure is the key. Every principal must nd an expression in the operating procedure – that is how it has an effect in the domain of action. Workers on the shop - oor, often in teams, design the ‘operating procedure’ jointly with the supervisor through a series of hypothesis that are proposed and validated or refuted through experiments in action. The rigid and detailed ‘operating procedure’ speci cation throws up problems of the very minute kind; while its resolution leads to a reframing of the procedure and speci cations. This inter - temporal change (or exibility) of the speci cation (or operating procedure) is done at the lowest level of the organization; i.e. closest to the site of action.
One implication of this arrangement is that system design can no longer be rationally optimal and standardized across the organization. It is quite common to nd different work norms in contiguous assembly lines, because each might have faced a different set of problems and devised different counter - measures to tackle it. Design of the coordinating process that essentially imposes the discipline that is required in large - scale complex manufacturing systems is therefore customized to variations in man - machine context of the site of action. It evolves through numerous points of negotiation throughout the organization. It implies then that the higher levels of the hierarchy do not exercise the power of the at in setting work rules, for such work rules are no longer a standard set across the whole organization.
It might be interesting to go through the basic Toyota philosophy that underlines its system designing practices. The notion of the ideal production system in Toyota embraces the following -‘the ability to deliver just- in - time (or on demand) a customer order in the exact speci cation demanded, in a batch size of one (and hence an in nite proliferation of variants, models and speci cations), defect - free, without wastage of material, labour, energy or motion in a safe and (physically and emotionally) ful lling production environment’. It did not embrace the concept of a standardized product that can be cheap by giving up variations. Preserving consumption variety was seen, in fact, as one mode of serving society. It is interesting to note that the articulation of the Toyota philosophy was made around roughly the same time that the Fordist system was establishing itself in the US automotive industry.

Analyse the following passage and provide appropriate answers that follow. 
We can answer Fermi’s Paradox in two ways. Perhaps our current science over - estimates the likelihood of extraterrestrial intelligence evolving. Or, perhaps, evolved technical intelligence has some deep tendency to be self - limiting, even self - exterminating. After Hiroshima, some suggested that any aliens bright enough to make colonizing space ships would be bright enough to make thermonuclear bombs, and would use them on each other sooner or later.
I suggest a different, even darker solution to the Paradox. Basically, I think the aliens forget to send radio signals or colonize space because they’re too busy with runaway consumerism and virtual - reality narcissism. Once they turn inwards to chase their shiny pennies of pleasure, they lose the cosmic plot.
The fundamental problem is that an evolved mind must pay attention to indirect cues of biological tness, rather than tracking tness itself. This was a key insight of evolutionary psychology in the early 1990s; although evolution favours brains that tend to maximize tness (as measured by numbers of great - grandkids), no brain has capacity enough to do so under every possible circumstance. As a result, brains must evolve shortcuts: tness - promoting tricks, cons, recipes and heuristics that work, on an average, under ancestrally normal conditions. Technology is fairly good at controlling external reality to promote real biological tness, but it’s even better at delivering fake tness - subjective cues of survival and reproduction without the real - world effects.
Fitness - faking technology tends to evolve much faster than our psychological resistance to it. With the invention of Xbox 360, people would rather play a high - resolution virtual ape in Peter Jackson’s King Kong than be a perfect – resolution real human. Teens today must nd their way through a carnival of addictively tness faking entertainment products. The traditional staples of physical, mental and social development - athletics, homework dating - are neglected. The few young people with the self - control to pursue the meritocratic path often get distracted at the last minute.
Around 1900, most inventions concerned physical reality and in 2005 focus shifted to virtual entertainment. Freud’s pleasure principle triumphs over the reality principle. Today we narrow - cast human - interest stories to each other, rather than broadcasting messages of universal peace and progress to other star systems. Maybe the bright aliens did the same. I suspect that a certain period of tness - faking narcissism is inevitable after any intelligent life evolves. This is the Great Temptation for any technological species – to shape their subjective reality to provide the cues of survival and reproductive success without the substance. Most bright alien species probably go extinct gradually, allocating more time and resources to their pleasures and less to their children.
Heritable variation in personality might allow some lineages to resist the Great Temptation and last longer. Some individuals and families may start with an “irrational” Luddite abhorrence of entertainment technology, and they may evolve ever more self - control, conscientiousness and pragmatism by combining the family values of the religious right with the sustainability values of the Greenpeace. They wait patiently for our tness faking narcissism to go extinct. Those practical - minded breeders will inherit the Earth as like - minded aliens may have inherited a few other planets. When they nally achieve contacts, it will not be a meeting of novel readers and game - players. It will be a meeting of dead - serious super - parents who congratulate each other on surviving not just the Bomb, but the Xbox.

Chetan Textile Mills (CTM) has initiated various employee welfare schemes for its employees since the day the mill began its operations. Due to its various welfare initiatives and socially responsible business practices, the organisation has developed an impeccable reputation. Majority of the regular workers in Chetan Mills had membership of Chetan Mills Mazdoor Sangh (CMMS), a non political trade union. CMMS had the welfare of its member as its guiding principle. Both CTM and CMMS addressed various worker related issues on a proactive basis. As a result no industrial dispute had been reported from the organization in the recent past. 
These days majority of the employers deploy large number of contract labourers in their production processes. In an open economy survival of an organization depends on its competitiveness. In order to become competitive, an organization must be able to reduce cost and have exibility in employment of resources. Engaging workers through contractors (contract labourer) reduces the overall labour cost by almost 50%. Indian labour legislations make reduction of regular workers almost impossible, but organisations can overcome this limitation by employing contract labourers. Contract labourers neither get the same bene t as regular employees nor do they have any job security. According to various recent surveys, government owned public sector units and other departments are the biggest employers of contract labourers in the country. Contractors, as middle - men, often exploit the contract labourers, and these government organizations have failed to stop the exploitation.
Over time CTM started engaging a large number of contract labourers. At present, more than 35% of CM’s workers (total 5,000 in number) are contract labourers. CMMS leadership was wary about the slow erosion of its support base as regular workers slowly got replaced by contract workers and feared the day when regular workers would become a minority in the mill. So far, CMMS has refused to take contract labourers as members. Recently, based on rumours, CTM management started to investigate the alleged exploitation of contract labourers by certain contractors. Some contractors felt that such investigations may expose them and reduce their pro t margin. They instigated contract labourers to demand for better wages. Some of the contract labourers engaged in material handling and cleaning work started provoking CTM management by adopting violent tactics.
Today’s news - paper reports that police and CTM security guards red two or three rounds in air to quell the mob. The trouble started while a security guard allegedly slapped one of the contract labourers following a heated argument. Angry labourers set re to several vehicles parked inside the premises, and to the police jeeps.

In the country of Gagan, air travellers can buy their tickets either directly from the airlines or from three websites that are licensed to offer ticketing services online. In Gagan, most of the commercial transactions are done electronically, and all citizens have an account with its national bank, CeeCee. As a result, the three websites have become popular, and each transaction through these websites carries a surcharge of Gs. 250 (Gs. refers to Guppes, the currency of Gagan). Given below are four post new - year (January 2, 2011, to February 28, 2011) offers from three competing websites: 
Cozy _ travel Offer: Make a con rmed booking for any service ( ight ticket, hotel or rail tickets) through Cozy_travel.com from December 5, 2010 to February 8, 2011 and become eligible for two free air tickets (offer is limited to the base fare). Free tickets have to be booked through online request from January 1, 2011 to February 28, 2011. The request for free tickets should be submitted at least twenty-one days in advance. Free tickets are non-amendable (except the passenger's name) and cannot be cancelled. Free ticket cannot be exchanged for cash or kind with anybody. Cozy_travel will try its best to secure the free ticket as per the request. However, ticket con rmation is subject to airline schedule and set availability in airlines selected and nalized by Cozy_travel from speci c available airlines.
Cool_yatra Offer: Book any air ticket of any airline on Cool_yatra.com on or after December 21, 2010 and get your next ticket free. Under this offer, only the base fare of the free ticket will be refunded by Cool_Yatra.com. The customer will have to bear the rest of the charges (other fees and surcharges). The value of the base fare will be refunded to the passenger on/after March 1 or fteen days after completion of travel on the free ticket (whichever is later). The free ticket can be booked only on Gaga Air ights. The free ticket must be booked within fteen days of booking the original ticket, and the travel date of the free ticket must be fteen days after the booking date of the free ticket. There must be a seven-day gap between the travel date of the main/original ticket and the free ticket. The travel date of the free ticket should be on or before February 28, 2011. The free ticket cannot be transferred. On cancellation of the original ticket(s), you no longer remain eligible for the free ticket(s).
Easy_travel Cash Back Offer: Easy travel offers 25% cash back on all air ticket bookings between December 5, 2010 and February 28, 2011 using CeeCee net banking service or its debit/credit card. The cashback amount will be credited back to the customer's account within twenty-one days of making the transaction. Maximum cashback during the period is Gs. 400 per person per ticket, and the total amount that can be claimed by the customer is Gs. 2,400.
Ek Ke Sath Ek Offer from Easy_travel: Book an AirSpice ticket with Easy_travel using any credit/debit card, and get another ticket absolutely free. The free tickets will be issued on AirSpice on its entire network. The offer is valid for sale from January 11, 2011 to January 31, 2011. The free ticket must be booked at least fteen days prior to the date of travel and needs to be completed within the offer period. The promotion code for the free ticket will get activated only seven days after booking the main ticket. Easy_travel will charge a handling fee of Gs. 1000/- per person for any amendments made on the main ticket. Cancellations of tickets purchased under this offer are not permitted. The free ticket obtained under this offer can not be exchanged for cash and cannot be re-routed