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May 2208:30 AM PDT
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For many Indian MBA applicants, the default dream has long been a top US MBA. But as career goals, visa considerations, timelines, and global mobility priorities evolve, more candidates are seriously considering MBA programs in Europe.
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Register for the GMAT Club Virtual MBA Spotlight Fair – the world’s premier event for serious MBA candidates. This is your chance to hear directly from Admissions Directors at nearly every Top 30 MBA program..
Updated on: 13 Feb 2024, 11:38
Originally posted by mrfrantic on 10 Feb 2024, 00:53.
Last edited by Sajjad1994 on 13 Feb 2024, 11:38, edited 1 time in total.
Last edited by Sajjad1994 on 13 Feb 2024, 11:38, edited 1 time in total.
Formatted
Kudos
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Question 1
C
Be sure to select an answer first to save it in the Error Log before revealing the correct answer (OA)!
Difficulty:
35%
(medium)
Question Stats:
66% (03:09) correct
34%
(02:50) wrong
based on 119
sessions
History
Date
Time
Result
Not Attempted Yet
Question 2
C
Be sure to select an answer first to save it in the Error Log before revealing the correct answer (OA)!
Difficulty:
55%
(hard)
Question Stats:
50% (01:16) correct 50%
(01:23) wrong
based on 121
sessions
History
Date
Time
Result
Not Attempted Yet
Question 3
C
Be sure to select an answer first to save it in the Error Log before revealing the correct answer (OA)!
Difficulty:
35%
(medium)
Question Stats:
65% (01:19) correct 35%
(01:25) wrong
based on 117
sessions
History
Date
Time
Result
Not Attempted Yet
Question 4
B
Be sure to select an answer first to save it in the Error Log before revealing the correct answer (OA)!
Difficulty:
25%
(medium)
Question Stats:
73% (00:59) correct 27%
(01:18) wrong
based on 111
sessions
History
Date
Time
Result
Not Attempted Yet
Question 5
D
Be sure to select an answer first to save it in the Error Log before revealing the correct answer (OA)!
Difficulty:
75%
(hard)
Question Stats:
40% (01:20) correct 60%
(01:07) wrong
based on 116
sessions
History
Date
Time
Result
Not Attempted Yet
As technological change continues at an unprecedented rate, we frequently find ourselves adrift amidst resultant discontinuous change. There is often no time to plan for change. Rather, as Stephen Hawking states, “change is”. As a result, twenty-first-century management cannot be guided by a set of concrete principles but must instead embrace new ways of being and thinking in order to keep pace with changing conditions and thrive amidst the unknown.
However, as we start to move away from old ways of thinking, some familiar ideas seem difficult to give up. One such concept is the rational view of causality in which the future is understood to be predetermined. Rationalism frames the organization as progressing toward goals preselected by the organization. (The rise and popularity of strategic planning in the twentieth century is a classic expression of rationalist thinking.)
From a transformative point of view, on the other hand, the future is under perpetual construction. In other words, human interaction in the here and now, or the living present, perpetually modifies and shapes the future. Rather than thinking of causality in a traditional, rational way (moving toward a mature state or pre-selected goal), focusing on the living present allows us to conceptualize causality in a transformative way. In this alternative view, our movement toward the future is movement toward an unfinished whole rather than a finished state.
Another outmoded organizational lens is systems thinking. Whether systems are viewed as machines or living systems, systems thinking shows an undesirable objectifying bias because the observer of the system necessarily views herself as external to that system. Although the role of ‘detached observer’ is easy and comfortable for those accustomed to organizational leadership tools developed in the twentieth century, detached views of organizational life fail to address the crux of leadership today, as twenty-first-century organizational life is highly complex and relational.
However, as we start to move away from old ways of thinking, some familiar ideas seem difficult to give up. One such concept is the rational view of causality in which the future is understood to be predetermined. Rationalism frames the organization as progressing toward goals preselected by the organization. (The rise and popularity of strategic planning in the twentieth century is a classic expression of rationalist thinking.)
From a transformative point of view, on the other hand, the future is under perpetual construction. In other words, human interaction in the here and now, or the living present, perpetually modifies and shapes the future. Rather than thinking of causality in a traditional, rational way (moving toward a mature state or pre-selected goal), focusing on the living present allows us to conceptualize causality in a transformative way. In this alternative view, our movement toward the future is movement toward an unfinished whole rather than a finished state.
Another outmoded organizational lens is systems thinking. Whether systems are viewed as machines or living systems, systems thinking shows an undesirable objectifying bias because the observer of the system necessarily views herself as external to that system. Although the role of ‘detached observer’ is easy and comfortable for those accustomed to organizational leadership tools developed in the twentieth century, detached views of organizational life fail to address the crux of leadership today, as twenty-first-century organizational life is highly complex and relational.
1. The primary purpose of the passage is to:
A) Demonstrate that “change is”.
B) Defend a particular definition of change.
C) Advocate a new way of viewing change.
D) Identify a set of concrete principles for managing change.
E) Explain a technique for reducing uncertainty in a rapidly changing environment.
A) Demonstrate that “change is”.
B) Defend a particular definition of change.
C) Advocate a new way of viewing change.
D) Identify a set of concrete principles for managing change.
E) Explain a technique for reducing uncertainty in a rapidly changing environment.
2. The author would likely agree with all of the following assertions EXCEPT:
A) It is appropriate to think of the future as something that is continuously being re-shaped by decisions made here and now.
B) The rationalist account of the concept of causality is fundamentally flawed.
C) Successful leadership today depends largely on creating a realistic plan to achieve a set of predetermined goals.
D) People today often experience change as a sudden disruption of familiar ways of thinking and behaving.
E) Managers should view the unknown not as something to be eliminated but as an opportunity to thrive through continual adaptation.
A) It is appropriate to think of the future as something that is continuously being re-shaped by decisions made here and now.
B) The rationalist account of the concept of causality is fundamentally flawed.
C) Successful leadership today depends largely on creating a realistic plan to achieve a set of predetermined goals.
D) People today often experience change as a sudden disruption of familiar ways of thinking and behaving.
E) Managers should view the unknown not as something to be eliminated but as an opportunity to thrive through continual adaptation.
3. According to the passage, a detached observer of a twenty-first-century organization:
A) Is not aware of the importance of organizational change.
B) Is in the best position to offer unbiased advice to leaders of the organization.
C) Is not likely to achieve an adequate understanding of organizational leadership.
D) Is more likely to view the organization as a machine rather than as a living system.
E) Is more likely to view the organization as a living system rather than a machine.
A) Is not aware of the importance of organizational change.
B) Is in the best position to offer unbiased advice to leaders of the organization.
C) Is not likely to achieve an adequate understanding of organizational leadership.
D) Is more likely to view the organization as a machine rather than as a living system.
E) Is more likely to view the organization as a living system rather than a machine.
4. The passage mentions strategic planning in order to
A) Discuss a new understanding of this concept.
B) Give an example of a certain view of causation.
C) Show that transformative thinking is impossible without effective long-range planning.
D) Correct a deficiency in systems thinking.
E) Refute the claim that “there is often no time to plan for change”.
A) Discuss a new understanding of this concept.
B) Give an example of a certain view of causation.
C) Show that transformative thinking is impossible without effective long-range planning.
D) Correct a deficiency in systems thinking.
E) Refute the claim that “there is often no time to plan for change”.
5. Which of the following management practices best exemplifies the new ways of thinking and being mentioned in the passage?
A) Adopting a consistent, objective approach to performance management.
B) Having a clear vision of what the team needs to achieve.
C) Keeping the team focused on progressing toward fixed goals.
D) Encouraging two-way communication with team members even in times of turmoil.
E) Acquiring relevant technical skills to be able to advise team members who encounter problems.
A) Adopting a consistent, objective approach to performance management.
B) Having a clear vision of what the team needs to achieve.
C) Keeping the team focused on progressing toward fixed goals.
D) Encouraging two-way communication with team members even in times of turmoil.
E) Acquiring relevant technical skills to be able to advise team members who encounter problems.
MartyMurray , Can you please check my reasoning for the question no. 5 of this official RC ? KarishmaB
Since in the last paragraph , it has been mentioned that "...detached views of organizational life fail to address the crux of leadership today,...." , encouraging two-way communication with team members even in times of turmoil should be in practice.
The leaders should not keep themselves detached from the system. The leaders should be friendly and encourage two communication with team members.
D) is the answer.
Since in the last paragraph , it has been mentioned that "...detached views of organizational life fail to address the crux of leadership today,...." , encouraging two-way communication with team members even in times of turmoil should be in practice.
The leaders should not keep themselves detached from the system. The leaders should be friendly and encourage two communication with team members.
D) is the answer.
23 May 2024, 06:52
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Why is the answer for question 1 c and not A? And for question 5 why is it D? How do we infer 2 way communication here? Lots of assumption if we are marking this option.
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Posted from my mobile device
