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Preparing for CAT 2020? Confused on how to prepare? Ask the experts! InterYOU brings a free webinar with Piyush Rath, an IIM Bangalore alumnus on "How to prepare for CAT. Join us at 12:00 PM, on 7 June.
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CAT LRDI | Trial and Error | Pattern Recognition | Quant Based Reasoning | Quiz Scores | Lengthy
A classic CAT LRDI Set trial and error set with Quant based reasoning thrown in. We solve this by pattern recognition rather than trial and error. How did you solve it?
CAT LRDI – Quiz Scores
CAT LRDI | Games and Tournaments | Quant Based Reasoning | Singing Competition | Moderate
A CAT LRDI Set that looks like a Games and Tournament set, but actually is a moderate level Quant Based Reasoning / Numerical Ability Set.
CAT LRDI – Singing Competition
Any group/partner willing to study together and have given cat earlier and scored 90+
CAT LRDI | Quant Based Reasoning | Match the following | Kindergarten Mix Up | Difficult
This matching data CAT LRDI Set, requires you to use math concepts as well logical deductions to solve. A set with a lot of data and requires patience to solve.
CAT LRDI – Kindergarten Mix-Up
can anyone tell me the important topics of quant and reasoning for cat 2020 ?
RC Practice - 28th May 2020
In recent years much attention has been paid to distilling those factors that create a positive work environment for corporate employees. The goal ultimately is to discover what allows some companies to foster high employee morale while other companies struggle with poor productivity and high managerial turnover. Several theories have been posited, but none has drawn as much interest from the corporate world, or has as much promise, as value congruence, which measures the "fit" between an employee's values and those of co-workers and the company itself.
The concept of value congruence is generally intuitive – when there is a match between employee and organization value systems, positive outcomes will result. Although the link between value congruence and positive organizational outcomes has been firmly established, until recently it was not clear why this process takes place. Rather than directly causing positive outcomes, value congruence primarily leads to positive outcomes through the enhancement of communication and trust between the organization and the employee. Value Congruence -> Trust + Communication -> Positive Outcomes That is, when value congruence between an employee and the organization is high, there tends to be high levels of trust and communication between the two parties.
Value congruence can be broken into three main subcategories: person-environment ("P-E"), person-person ("P-P"), and perceptual fit ("PF"). Person-environment congruence refers to a harmony between the personal values of the employee and corporate culture of the company in which he or she works. Someone with a high P-E congruence feels personally in tune with his company's stated policies and goals. Conversely, someone with a low P-E congruence feels a sense of disharmony between his own values and the stated policies and goals of his company. A high P-P congruence indicates a sense of solidarity with one's co-workers in terms of shared values and goals. A low P-P congruence indicates a sense of isolation from co-workers brought about by an absence of shared values. Finally, strong PF suggests a strong correspondence between the values that an employee perceives his company to have (whether or not the company actually does) and the values that his co-workers perceive the company to have (again, whether or not it actually does). A weak PF implies that an employee's perception of his company's values differs significantly from that of his co-workers.
Research has shown that P-E and PF congruence are important measures of employee satisfaction, commitment, and likelihood of turnover, although P-P congruence has little bearing on these parameters. Moreover, PF is especially important in establishing harmonious relations between workers and managers. These measures give corporations a robust paradigm on the basis of which to create long-term personnel plans and productivity growth targets: in particular, P-E and PF congruence allow companies to discover dysfunctional work relationships and clarify misperceived company policies and goals. With these tools in hand, companies can look forward to increased employee satisfaction and, ultimately, improved company performance
1. The passage suggests that perceptual fit congruence would be most useful in determining which of the following?
A. whether a company ought to make its policies and goals more transparent
B. whether a company ought to provide sensitivity training for its management
C. whether a company ought to create more opportunities for interaction among workers
D. whether a company ought to address employee grievances more directly
2. Which of the following correctly represents the relationship between value-fit, communication and outcomes for a corporate in context of the passage?
A. lack of communication between employee and organization could be a sign of low value-fit
B. transparency in peer-to-peer communication brings about positive outcomes
C. the policy statement of an organization enhances trust in the company and brings about positive results
D. there is no way to enhance outcomes for a company without fostering employee trust.
3. According to the passage, which of the following was a motivation in the creation of the system of value congruence?
A. a desire to minimize the liability of upper management for employee dissatisfaction
B. a desire to help companies to improve their internal harmony
C. a desire to foster awareness of factors influencing managerial success
D. a desire to eliminate discrepancies between a company’s goals and the values of its employees
4. The primary focus of the passage is on which of the following?
A. Comparing a new theory of corporate performance to a discredited theory and predicting the usefulness of the new theory.
B. Illustrating a new approach to measuring employee satisfaction through a detailed analysis of a particular case.
C. Challenging an old view of employee commitment and suggesting that a new paradigm is necessary.
D. Promoting a new method of measuring the likelihood of corporate success by explaining its benefits.