Finance Management (FM) Questions for RBI Grade B Phase 2 | Test-15

1. Read the given passage and answer the questions that follow based on the information mentioned in it.
Carol Jarrett uses the teaching as inquiry approach in her department to investigate what she labels “problems of practice”. Carol shares her experiences in the classroom with colleagues, encouraging an environment where teachers feel safe to talk about their practice. They reframe the conversation using the teaching as inquiry tool – describe the problem, identify possible solutions, make a change, evaluate. Carol recognizes that teachers need to take ownership of the process if the change is to be successful. She says it is important for participants to understand the change – what it is and why it is being prioritized. We think about our practice in terms of problems of practice. Not as a problem in a negative sense or a pejorative sense, but as a problem to be solved, a challenge. Then suddenly the conversation changes. So you’re moving away from ‘I’m failing, I’m not a particularly effective teacher’ into ‘Well this is quite interesting isn’t it? So how can we get around that?’ The benefits for teachers, when you look at problems of practice in a positive way, are that it actually then become safe to try things. It also surfaces what’s going on for them in their practice. They don’t have to hide things. They don’t have to revert to practice that perhaps isn’t effective. They can actually try things knowing that if it doesn’t work out, that’s OK, they’re going to have a safe conversation, it’s going to be about their learning, and then we look at solutions to how we move it forward.
Which of the following is NOT true about Servant leadership?

1. A leadership style marked by going beyond the leader’s own self-interest and instead focusing on opportunities to help followers grow and develop.
2. These leaders go beyond their self-interest and focus on opportunities to help followers grow and develop.
3. Servant leadership may be more prevalent and more effective in certain cultures.
4. Servant leadership is not value-free.
5. This leadership increases team potency, which in turn leads to higher levels of group performance.

2. Read the given passage and answer the questions that follow based on the information mentioned in it.
Carol Jarrett uses the teaching as inquiry approach in her department to investigate what she labels “problems of practice”. Carol shares her experiences in the classroom with colleagues, encouraging an environment where teachers feel safe to talk about their practice. They reframe the conversation using the teaching as inquiry tool – describe the problem, identify possible solutions, make a change, evaluate. Carol recognizes that teachers need to take ownership of the process if the change is to be successful. She says it is important for participants to understand the change – what it is and why it is being prioritized. We think about our practice in terms of problems of practice. Not as a problem in a negative sense or a pejorative sense, but as a problem to be solved, a challenge. Then suddenly the conversation changes. So you’re moving away from ‘I’m failing, I’m not a particularly effective teacher’ into ‘Well this is quite interesting isn’t it? So how can we get around that?’ The benefits for teachers, when you look at problems of practice in a positive way, are that it actually then become safe to try things. It also surfaces what’s going on for them in their practice. They don’t have to hide things. They don’t have to revert to practice that perhaps isn’t effective. They can actually try things knowing that if it doesn’t work out, that’s OK, they’re going to have a safe conversation, it’s going to be about their learning, and then we look at solutions to how we move it forward.
Which of the following is the most important strength of leadership?

1. Focus
2. Strategic planning
3. Courage
4. Cooperation
5. Patience

3. Read the given passage and answer the question that follow based on the information mentioned in it.
Although HRM has been considered as a key element in organizational success, its alignment to organizational strategic objectives has been confutative. The resource-based view emphasizes the need for this strategic alignment to gain competitive advantage through human resource competencies (O’Reilly & Pfeffer 2000; Wright, Dunford & Snell 2001). The behavioral perspective also argues that HR processes should be harmonized with the required employee behaviors to exceed organizational strategic objectives (Wright & McMahan 1992). Performance management is regarded as the key function in the discipline of HRM as organizational success relies on this evaluative aspect (Muczyk & Gable 1987). Performance management has evolved to be a broader organizational concept whereas individual evaluative measures are commonly described as performance appraisal (PA). The important role PA can play in influencing organizational outcomes has led researchers to explore new horizons in this discipline in the 21st century. Budworth and Mann (2011) report that PA has been one of the most researched disciplines in papers published in the Journal of Psychology between 2003 and 2007. Evaluating employees’ performance on pre-defined parameters (Armstrong 2009) has been highlighted as a differentiating factor among the market leaders and survivors (Lawler & Worley 2011).

Among the options given below who plays a vital role from beginning to end when it comes to decision making with regards to performance appraisal?

1. Human Resource Development Department
2. Strategic managers
3. Human Resource Managers
4. Employee’s immediate supervisor
5. Line managers