................the good reviews, the film was a box office failure ?->(Show Answer!)

1. ................the good reviews, the film was a box office failure

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MCQ-> Read the following passage carefully and answer the questions given below it. Certain words/phrases have been printed in bold to help you locate them while answering some of the questions. The wisdom of learning from failure is incontrovertible. Yet organisations that do it well are extraordinarily rare. This gap is not due to a lack of commitment to learning. Managers in the vast majority of enterprises that I have studied over the past 20 years —pharmaceutical. financial services, product design, telecommunications, and construction companies: hospitals; and NASA’s space shuttle program, among others— genuinely wanted to help their organisations learn from failures to improve future performance. In some cases they and their teams had devoted many hours to afteraction reviews, postmortems, and the like. But time after time I saw that these painstaking efforts led to no real change. The reason: Those managers were thinking about failure the wrong way. Most executives I’ve talked to believe that failure is bad (of course!). They also believe that learning from it is pretty straightforward: Ask people to reflect on what they did wrong and exhort them to avoid similar mistakes in the future—or, better yet, assign a team to review and write a report on what happened and then distribute it throughout the organisation. These widely held beliefs are misguided. First, failure is not always bad. In organisational life it is sometimes bad, sometimes inevitable, and sometimes even good. Second, learning from organisational failures is anything but straightforward. The attitudes and activities required to effectively detect and analyze failures are in short supply in most companies, and the need for context-specific learning strategies is underappreciated. Or – ganisations need new and better ways to go beyond lessons that are superficial (“Procedures weren’t followed”) or self-serving (“The market just wasn’t ready for our great new product”). That means jettisoning old cultural beliefs and stereotypical notions of success and embracing failure’s lessons. Leaders can begin by understanding how the blame game gets in the way. The Blame Game Failure and fault are virtually inseparable in most households. organisations, and cultures. Every child learns at some point that admitting failure means taking the blame. That is why so few organisations have shifted to a culture of psychological safety in which the rewards of learning from failure can be fully realised. Executives I’ve interviewed in organisations as different as hospitals and investment banks admit to being torn: How can they respond constructively to failures without giving rise to an anything-goes attitude? If people aren’t blamed for failures, what will ensure that they try as hard as possible to do their best work? This concern is based on a false dichotomy. In actuality, a culture that makes it safe to admit and report on failure can—and in some organisational contexts must–coexist with high standards for performance. To understand why, look at the exhibit “A Spectrum of Reasons for Failure,” which lists causes ranging from deliberate deviation to thoughtful experimentation. Which of these causes involve blameworthy actions? Deliberate deviance, first on the list, obviously warrants blame. But inattention might not. If it results from a lack of effort, perhaps it’s blameworthy. But if it results from fatigue near the end of an overly long shift, the manager who assigned the shift is more at fault than the employee. As we go down the list, it gets more and more difficult to find blameworthy acts. In fact, a failure resulting from thoughtful experimentation that generates valuable information may actually be praiseworthy. When I ask executives to consider this spectrum and then to estimate how many of the failures in their organisations are truly blameworthy, their answers are usually in single digits—perhaps 2% to 5%. But when I ask how many are treated as blameworthy, they say (after a pause or a laugh) 70% to 90%. The unfortunate consequence is that many failures go unreported and their lessons are lost. Question : sophisticated understanding of failure’s causes and contexts will help to avoid the blame game and institute an effective strategy for learning from failure. Although an infinite number of things can go wrong in organisations, mistakes fall into three broad categories: preventable, complexity-related, and intelligent.Which of the following statement (s) is/are true in the context of the given passage ? I. Most executives believe that failure is bad and learning from it is pretty straightforward. II. The wisdom of learning from failure is disputable. III. Deliberate deviance, first on the list of the exhibit, “A Spectrum of Reasons for Failure” obviously warrants blame.....

MCQ-> Read the following information and answer the questions given below it. For selection of films produced before December 2007 for the national film festival of India, following criteria are given. 1. The film must be submitted to the National Film Development Corporation (NFDC) by 31.10.2007. 2. The production cost of the film should not exceed Rupees Five crores. 3. The director of the film should have passed a three year course either from the Film and Television Institute of India (FTII) or from Satyajit Ray Film & Television Institute. 4. The length of the film should not exceed 150 minutes. 5. The film must have been approved by the film censor board of India. 6. However, if the film fulfils all the above criteria except (a) criteria 2 above, it must be sent to the finance secretary (b) criteria 3 above, the director has done at least a one year course from FTII or Satyajit Ray Film & Television Institute, the film is kept as a stand-bye On the basis of above information and information provided below, decide the course of action in each case. No further information is available. You are not to assume anything. Mark answer: I.if the film is to be selected II.if the film is not to be selected III.if the film should be sent to the finance secretary IV.if the film should be kept as a stand-bye V.if the data given about the film are not adequate to make a decision.Film Dainandini was produced at the cost of Rupees 2.5 crore. It was submitted to the NFDC on 29th September 2007. The director of the film Govind Chadha passed a 3-year course from FTII. Length of film was 120 minutes and has been approved by the censor board of India.
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MCQ-> Study the given information carefully to answer the given questions. Seven boxes A, B, C, D, E, F and G are kept one above the other, but not necessarily in the same order. Each box contains different items Shoes, Papers, Bands, Medicines, Ribbons, Creams and Phones, but not necessarily in the same order. Only three boxes are kept between D and G. The Ribbon box is kept immediately above G. Only one box is kept between the Ribbon box and A. The Ribbon box is not the second from the bottom of the stack, Only one box is kept between E and A. E is kept above A. The Medicine box is kept immediately above E. Only three boxes are kept between the Medicine box and the Shoe box. The Paper Box is immediately above the Phone box. G is not the Paper box. F is kept immediately below the Cream box. Only one box is kept between B and the Cream box.Four of the following five are alike in a certain way and hence form a group. Which of the following does not belong to the group ?
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MCQ-> Study the given information carefully to answer the given questions. Seven boxes— J, K, L; M, N, 0 and P are kept one above the other, but not necessarily in the same order. Each box contains different elements — Cookies, Pencils, Spoons, Diaries, Colours, Jewellery and Watches, but not necessarily in the same order. Only two boxes are kept between M and N. The Pencil box is kept immediately below M. Only two boxes are kept between the Pencil box and the Watch box. N is kept above the Watch box. The Diary box is kept immediately below the Watch box. Only three boxes are kept between the Diary box and J. The Jewellery box is kept immediately above J. 0 is kept immediately above K. 0 is not a Pencil box. P is kept immediately above the Cookie box. Only one box is kept between P and the Spoon box.Which of the following boxes is kept immediately above M ?
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MCQ-> Study the given information carefully to answer the given questions. Seven boxes— R, S, T, U, V, W and X, are kept one above the other, but not necessarily in the same order. Each box contains different elements Chocolates, Accessories, Ribbons, Balloons, Keys, Pins and Nuts, but not necessarily in the same order. Only three boxes are kept between U and V. The ribbon box is kept immediately above U. Only one box is kept between the ribbon box and the nuts box. The nuts box is kept below the ribbon box. Only two boxes are kept between the nuts box and R. S is kept immediately below X. S is not kept immediately above V. Only two boxes are kept between X and the Balloon box. V does not contain balloons. The chocolate box is kept immediately above W. Only three boxes are kept between the chocolates box and the accessories box. W does not contain Keys.How many boxes are kept between T and the nuts box?
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