Previous Year Questions

Management
(PFRDA, SEBI, NPS)
2021 - 2025
Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

PFRDA Grade A, SEBI Grade A, NPS Grade A/B

Management

Past year questions from 2021 to 2025

Syllabus

Past Trend of questions in PFRDA, SEBI, NPS

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

Past Year Questions

PFRDA

1. Which of the following motivation theory is based on the concept of homeostasis?

a. ERG Theory
b. Equity Theory
c. Drive reduction theory
d. Reinforcement theory
e. Path goal theory

Ans. C

The Drive-Reduction Theory, developed by Clark L. Hull, focuses on how motivation originates from
biological needs or drives. A “drive” is a state of arousal or tension triggered by a person’s
physiological or biological needs. These needs include hunger, thirst, need for warmth, etc. In this
theory, Hull stated that drives give rise to an individual’s motivation. His theory is grounded on the
principle of homeostasis, believing that behaviour is one of the ways in which a person can
maintain the state of homeostasis or balance.

2. Which of the needs as per Maslow Hierarchy of needs relates to the need for knowledge,
meaning and understanding?
a. Esteem needs
b. Cognitive needs
c. Aesthetic needs
d. self-actualization needs
e. Transcendence needs

Ans. B

Maslow’s Hierarchy of needs consisted of five basic needs; however, Maslow had modified the
hierarchy later to include three other needs at the top taking the total to eight. As per the extended
model of Maslow’s motivation theory, the growth needs include the cognitive needs, aesthetic needs,
self-actualisation needs and transcendence needs.

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Cognitive needs: Maslow believed that humans have the need to increase their intelligence and
thereby chase knowledge. Cognitive needs is the expression of the natural human need to learn,
explore, discover and create to get a better understanding of the world around them.

3. Which of the following best describes a leader who makes subordinates feel that they are
participating in decision making process even though he has already taken the decision?
a. Hard boiled autocratic leader
b. Manipulative autocratic leader
c. Benevolent autocratic leader
d. Participative leader
e. Bureaucratic leader

Ans. B

Autocratic leadership may be divided into three classes:

- The hard-boiled autocrat who relies mainly on negative influences uses the force of fear and
punishment in directing his subordinates towards the organisational goals. This is likely to
result in employees becoming resentful.
- The benevolent autocrat who relies mainly on positive influences uses the reward and
incentives in directing his subordinates towards the organisational goals. By using praise and
pats on the back he secures the loyalty of subordinates who accept his decisions.
- The manipulative autocrat who makes the employees feels that they are participating in
decision-making though the manager himself has taken the decision. McGregor labels this
style as Theory X.

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

4. The HRD function that focus on training given to employees for and up-skilling to achieve
career goals is known as _________
a. Career Path
b. Career Planning
c. Career Management
d. Career Development
e. Career Ladder

Ans. D

Career development is the process of choosing a career, improving your skills, and advancing along
a career path. It's a lifelong process of learning and decision-making that brings you closer to one’s
career goal.

Career planning is the process of selecting career goals and the path to these goals

Career management refers to designing and implementing goals, plans, and strategies to enable an
employee to achieve career goals while satisfying organisational needs.

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

5. Under which of the following network model of communication, anyone can talk to anyone?
a. Chain network
b. circuit network
c. Wheel network
d. Star network
e. vertical network

Ans. D

Under star or all channel communication network, all members of the group communicate with each
other and exchange information. This network is a must for group communication or where teamwork
is involved.

6. Which of the following role of management fills employees with the pride of working towards
betterment of the society?
a. Synergy role
b. Linkage building role
c. Figurehead role
d. Resource allocator role
e. Disseminator role

Ans. B

7. Which of the following characteristic of management formalises a standard set of rules and
procedure to be followed by the subordinates and ensures their compliance with the rules and
regulations?
a. Management as a universal activity
b. Management as a process
c. Management as a system of authority
d. management as decision making
e. management as goal oriented activity

Ans. C

Management is a system of authority. Authority means power to make others act in a

predetermined manner. Management formalises a standard set of rules and procedure to be
followed by the subordinates and ensures their compliance with the rules and regulations. Since
management is a process of directing men to perform a task, authority to extract the work from
others is implied in the very concept of management.

1. Under which communication network every employee can talk to every other employee
in an organisation organization?
a. Chain network
b. Vertical network
c. Wheel network
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d. Star network
e. Circuit network
Ans. D
Star or all-channel Network:
Under star communication network all members of the group communicate with each other and
exchange information. This network is a must for group communication or where teamwork is
involved.

2. Which of the following function of management requires intellectual ability?

a. Planning
b. Organising
c. Staffing
d. Controlling
e. Directing
Ans. A
Planning means looking ahead and chalking out future courses of action to be followed. Planning is
an intellectual process involving creative thinking, sound judgement and imagination and rational
thinking.

3. Which of the following strategy is made by the senior most management in large
corporates?
a. Corporate strategy
b. Business Strategy
c. Functional Strategy
d. Operational Strategy
e. Competitive strategy
Ans. A
Strategy is at the foundation of every decision that has to be made within an organization.
• Corporate Strategy - It is about selecting an optimal set of businesses and determining how
they should be integrated into a corporate whole. Typically, major investment and divestment
decisions are made at this level by top management.
• Business level strategy or competitive strategy - business-level strategy is aimed at
gaining a competitive advantage by offering true value for customers while being a unique and

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

hard-to-imitate player within the competitive landscape. These are also done at top level but
below corporate strategy.
• Functional strategy - These strategies are often aimed at improving the effectiveness of a
company’s operations within departments. Within these department, workers often refer to
their ‘Marketing Strategy’, ‘Human Resource Strategy’, etc.
• Operational strategy - It gives form to the operating units of an organization. An operating
strategy is put across at the field level, usually to achieve on-hand objectives.

4. Which of the following is an interpersonal role of manager as per Mintzberg?

a. Leader
b. Spokesperson
c. Disseminator
d. Negotiator
e. Entrepreneur
Ans. A
According to Henry Mintzberg, a manager has 10 roles sub-divided into three categories:

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

5. A managerial approach that entails a dominant authoritative personality and at the

same time leader is sensitive about followers feeling is __________
a) Democratic leadership style
b) Paternalistic Leadership Style
c) Charismatic Leadership
d) Servant Leadership
e) Transactional Leadership

Ans: B

Paternalistic leadership is a managerial approach that entails a dominant authoritative personality

who acts as a matriarch or patriarch and treats partners and employees just like they are members of
large extended families. In turn, the leaders expect trust, obedience and loyalty from the employees.

A Paternalistic Leader creates such an amicable ambience at the workplace that employees consider
their team as a family. Yearning to belong to a group is a natural human tendency. Just like families
have a head; organizations have leaders, who occupy an authoritative position to determine what’s
best for the team. Paternalistic leadership is an approach, where a leader is equipped to adhere to
the interests of the employees and the organization.

6. _____________ is the process of choosing a career, improving one’s skills, and

advancing along a career path.
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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

a. Career planning
b. Career management
c. Career development
d. Career ladder
e. Career progression
Ans. C

Career development is the process of choosing a career, improving one’s skills, and advancing along
a career path. Career development starts with career planning (Process of selecting career goals and
the path to these goals) and then career management (designing and implementing goals, plans, and
strategies to enable an employee to achieve career goals while satisfying organisational needs).

7. Which motivation theory centres on the idea that people are driven to engage in
activities to develop or demonstrate their skills?
a. Competence Motivation theory
b. Drive reduction theory
c. Attribution theory
d. Aggression Theory of motivation
e. Intrinsic motivation theory

Ans. A

Competence motivation is a theory that centers on the idea that people are driven to engage in
activities to develop or demonstrate their skills. If someone successfully performs a challenging task
and receives praise from family or peers for it, then they will experience a belief in their competence
in that achievement domain.

This theory was given by Susan Harter which suggests that people (in her case, she was specifically
referencing children) will move toward activities they feel a greater competency in and shun subjects
that are more challenging. She developed an instrument, called the 'Perceived Competence Scale for
Children,' which distinguished areas of competence. The scale has four domains:

• physical
• cognitive
• social
• Self-worth

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

1. Which of the following style of leadership is characterised by high relationship

orientation and high task orientation?
a. Country club
b. Impoverished
c. Task management
d. Team management
e. Compromising

Ans. D

As per the Blake and Mouton’s Managerial grid, when a leader has high concern for relationship and
task, it is the team management style.

Coverage – multiple

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

2. The whole is greater than the sum of the parts is emphasised in which of the following
theory of management thought?
a. Administrative
b. Scientific
c. Contingency
d. Systems
e. Human
Ans. D

The whole is greater than the sum of the parts and that the parts or subsystems are related to each
other and to the whole are emphasised in the

Systems Theory states that an organization is a system consisting of a number of interdependent

parts functioning as a whole for some purpose. These parts might include: inputs, a transformation
process, outputs, feedback, and the environment. An organization is generally considered to be open
and organic with the subpart or subsystem interacting.

Coverage – multiple

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

3. Transformational leadership
4. Transactional Leadership

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5. Roles of Manager – 3 questions

6. Roles of Manager
7. Roles of Manager

Multiple coverage in videos, notes, tests, class discussions

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SEBI

8. Which of the following best describes Transactional leadership theory?

a. Autocratic leadership
b. Participative leadership
c. Managerial leadership
d. Transformational leadership
e. Situational leadership

Ans. C
Transactional leadership, also known as managerial leadership, focuses on the role of supervision,
organization, and group performance. Leaders who implement this style focus on specific tasks and
use rewards and punishments to motivate followers.

Snapshot from study notes of the ixamBee SEBI course covering topic in detail

9. Which of the following is closest to directing function of management?

a. Supervision
b. Control
c. Staffing
d. Delegation
e. Budgeting
Ans. A

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Directing is the managerial function concerned with the interpersonal aspect of managing by
which subordinates are led to understand and contribute effectively and efficiently to the
attainment of enterprise objectives.
It deals directly with influencing, guiding, supervising, motivating sub-ordinates

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10. Which of the following principle of HRD, the top management defining the distribution of
authorities and responsibilities to the subordinates so that a cohesive and congenial environment
could be developed in an organisation?
a. Maximisation of employee potential
b. Delegation
c. Annual evaluation
d. Absoluteness of responsibility
e. None of the above
Ans. B
The process of delegation enables a person to assign work task to his subordinate and give them
necessary authority to accomplish it successfully. Some of the principles of delegation are:-
• Principle of Unity of Command
• Principle of Parity of Authority and Responsibility
• Principle of Absoluteness of Responsibility
• Principle of Delegation by Results
• Principle of Limitations of Authority

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

• Principle of Effective Communication

• Principle of Proper Motivation
• Principle of Clear Chain of Command
• Principle of Competence
• Delegation should be Need Based

Discussed in live classes many times

11. Which role is the manager playing when he communicates within and outside the organization
to maintain healthy relationship both within and outside the organisation?
a. Networker
b. Motivator
c. Strategist
d. Communicator
e. Role Model

Ans. A
This is close to an interpersonal role of a liaison. A liaison officer is an employee who builds and
maintains mutually beneficial relationships, facilitates communications and coordinates activities
among two or more people. As such, the best option is Networker and not communicator.

Concept discussed in classes

12. Which role is the manager playing when brings together man, machine and material and creates
a favorable environment so that the employees can contribute their best?
a. Enabling role
b. Synergy role
c. Balancing role
d. Linking role
e. Creating role

Ans. A

13. The stage of communication model in which easy and less technical jargons are used before the
communication for smooth flow of communication is ______
a. Identifying the target audience
b. Pretesting and developing the message
c. Decoding the message
d. Choosing a channel for sending message

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e. Creating feedback loop

Ans.A

In this stage the sender first identifies the target audience in simple language to be able to encode the
message in a manner that results in smooth flow of information.

Discussed in live classes many times

14. Which of the following will result from high morale in an organisation?
a. Inter group conflict
b. Delay in decision making
c. Timely resolution of conflicts
d. Defying hierarchy
e. None of the above

Ans. C
Morale is an attitude of an employee towards job, colleagues, his superior, his organization, and the
environment. High morale will be achieved if conflicts are resolved in a timely manner.

Snapshot from study notes of the ixamBee SEBI course covering topic in detail. Discussed in multiple
live classes and in recorded video.

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15. In which of the following leadership style, a leaders is considered genuine and honest and cares
for the employees’ opinion?
a. Participative style
b. Paternalistic style
c. Authentic style
d. Genuine style
e. Supportive style

Ans. C
Authentic leadership emphasizes transparency, genuineness and honesty. Authentic leaders build
authentic relationships and inspire trust and motivation in their employees. Authentic leadership has
four major components:
• Self-awareness
• Balanced processing
• Relational transparency
• Internalised moral perspective

1. Anger, frustration, humor etc. are which types of barriers to the effective communication?
a) Mental
b) Emotional
c) Perceptual
d) Physiological
e) Personal
Ans – b

An emotional barrier is a mental limitation that prevents you from openly communicating your
thoughts and feelings. It has the potential of preventing you from being your authentic self as it affects
your emotions and feelings.

Examples of emotional barriers that prevent individuals from effective communication include:

• Anger - Anger can affect the way your brain processes information given to you. For
example, angry people have difficulty processing logical statements, limiting their ability to
accept explanations and solutions offered by others
• Pride - The need to be right all the time will not only annoy others, it can shut down
effective communication. For example, you might focus only on your perspective, or you
might come up with ways to shoot down other people before you even listen to their
points.
• Anxiousness - Anxiety has a negative impact on the part of your brain that manages
creativity and communication skills. For example, your constant worries can hinder your
ability to concentrate on the information you are giving or receiving.

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Emotional barriers are a type of psychological barrier. Other psychological barrier include poor
retention, premature evaluation, distrust, resistance to change, etc.

2. Identify the HRD Sub-System where in employee performance is increased with increase
in knowledge and ability?
a) Training and development
b) Performance Appraisal
c) Employee engagement
d) Recruitment and Selection
e) None of the above
Ans – a

Training and development of employees in an attempt to improve current or future employees’

performance by increasing an employee’s ability to perform through learning usually by changing
the employee’s attitude or increasing his or her knowledge.

3. In which of the following leadership style the leader has an inspirational and charismatic
approach?
a) Transactional leadership
b) Transformational leadership
c) Delegative leadership
d) Participative leadership
e) None of the above
Ans – b

Transformational leadership focuses on increasing employee motivation and engagement and

attempts to link employees’ sense of self with organizational values.

This leadership style emphasizes leading by example, so followers can identify with the leader’s
vision and values. They inspire the followers by their vision and charisma.

4. Which of the following role is a manager performing where manager solves the problem,
provide feedback, duly recognizes his employees, provides training and development and
monitors the work?
a) Performance Management
b) Effective supervision
c) Training and Development
d) Talent Management
e) None of the above
Ans – a

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Performance management encompasses activities such as joint goal setting, continuous

progress review and frequent communication, feedback and coaching for improved performance,
implementation of employee development programmes and rewarding achievements.

Performance management can be regarded as a systematic process by which the overall

performance of an organization can be improved by improving the performance of individuals
within a team framework.

5. Which of the following is a feature of an incentive and not a reward?

a) Given to stimulate greater production
b) Recognition of past performance
c) Forward looking
d) Providing cash for something done in past
e) None of the above
Ans – c

An incentive is a motivating factor that encourages one to do something or perform. A reward is

something given on achievement of a target/performance/ recognition of good behaviour.

As such, incentive is forward looking and a promise for future, while reward is actual benefit
received.

6. Which of the following is related to organization morale?

a) Work Environment
b) Compensation
c) Individual motivation
d) Both b and c
e) None of the above
Ans – a

Morale is an attitude of an employee towards job, colleagues, his superior, his organization, and
the work environment. Morale is the spirit a group has that makes them want to contribute and
feel associated with the organisation.

7. Which of the following HRD principle focusses on development of human resources,

development of organizational health, improvement of problem-solving capabilities,
development of diagnostic ability and increased employee productivity and commitment?
a) Focus on Enabling capabilities
b) Balancing adaptation and change in orgnaisation culture
c) Attention to contextual factors
d) Building linkages with other functions
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e) All of the above

Ans. A

The HRD principles include:

a) Focus on enabling capabilities: The primary purpose of HRD is to help the organisation to increase
its “enabling” capabilities. These include development of human resources, development of
organisational health, improvement of problem solving capabilities, development of diagnostic ability
(so that problems can be located quickly and effectively), and increased employee productivity and
commitment.

b) Balancing adaptation and change in the organisational culture: Although HRD systems are
designed to suit the organisational culture, the role of HRD may be to modify that culture to increase
the effectiveness of the organisation. There always has been a controversy between those who
believe that HRD should be designed to suit the culture and those who believe that HRD should be
able to change the culture. Both positions seem to be extreme. HRD should take the organisation
forward, and this can be done only if its design anticipates change and evolution in the future.

c) Attention to contextual factors: What is to be included in the HRD systems, how is it to be sub-
divided, what designations and titles will be used, and similar issues should be settled after
consideration of the various contextual factors of the organisation—its culture and tradition, size,
technology, levels of existing skills, available support for the function, availability of outside help and
so on.

d) Building linkages with other functions: Human resource development systems should be designed
to strengthen other functions in the company such as long-range corporate planning, budgeting and
finance, marketing, production, and other similar functions. These linkages are extremely important.

e) Balancing specialisation and diffusion of the function: Although HRD involves specialised functions,
line people should be involved in various aspects of HRD. Action is the sole responsibility of the line
people, and HRD should strengthen their roles

8. Improving the employee performance is a key part of human resource development.

Which of the following helps in achieving this by increasing employee’s knowledge and
ability?
a. Potential Appraisal
b. Employee engagement
c. Counselling
d. Training and development
e. Recruitment and Selection
Ans – D

Training and development of employees to improve current or future employees’ performance by

increasing an employee’s ability to perform through learning usually by changing the employee’s

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

attitude or increasing his or her knowledge. Training process include acquiring skills, concepts,
attitudes for increasing effectiveness in doing a specific job or jobs. Training provides necessary
impetus to implement change, improve efficiency, managerial effectiveness and increase productivity.

1. What type of leadership involves a leader who can change the perception, behavior, and
expectations of followers and direct them towards a common goal, leading to the
accomplishment of the leader's vision?

A) Autocratic Leadership

B) Transactional Leadership

C) Transformational Leadership

D) Laissez-faire Leadership

E) Servant Leadership

Answer: C) Transformational Leadership

Transformational leadership involves a leader who can inspire and motivate followers to change their
perceptions, behavior, and expectations. This type of leader explains the importance of the
organization's plans and work to the employees, helping them understand and align with the common
goal. Transformational leaders are visionary and focus on the growth and development of their
followers to achieve the overall vision of the leader and the organization.

Coverage:

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2. What type of barriers occur when individuals have varying perspectives and mindsets due to
their diverse backgrounds?

A) Physical Barriers

B) Language Barriers

C) Psychological Barriers

D) Cultural Barriers

E) Organizational Barriers

Answer: D) Cultural Barriers

Cultural barriers occur when individuals have different perspectives and mindsets due to their diverse
cultural backgrounds, such as differences in ethnicity, nationality, religion, or social norms. These
barriers can lead to misunderstandings and miscommunications because people may interpret
information and behavior differently based on their cultural perspectives. Recognizing and addressing
cultural barriers is crucial for effective communication and collaboration in diverse settings.

Coverage:

3. Which school of management focuses on teaching concepts related to transforming global

impact?

A) Integrated School

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B) Behavioral School

C) Situational School

D) Contemporary School

E) Classical School

Answer: D) Contemporary School

The Contemporary School of Management focuses on teaching concepts that address the dynamic
and complex nature of modern global business environments. This approach includes various
modern theories and practices that emphasize adaptability, innovation, and the ability to create a
significant global impact. The contemporary school integrates insights from various management
disciplines to prepare leaders who can navigate and transform the global business landscape
effectively.

Coverage:

4. What is the management function that involves coordinating human efforts and resources to
achieve organizational goals?

A) Planning

B) Organizing

C) Leading

D) Controlling

E) Directing

Answer: B) Organizing
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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

Organizing is the process of aligning human efforts with resources, assigning tasks, and establishing
procedures to ensure efficient collaboration and resource utilization to achieve the organization's
objectives.

Coverage:

5. What is the process called that involves identifying and improving the skills of individuals for
promotion and organizational development?

A) Performance Appraisal

B) Training and Development

C) Potential Appraisal

D) Succession Planning

E) Career Planning

Answer: C) Potential Appraisal

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

Potential appraisal is the process of identifying and improving the skills of individuals with the
potential for future promotions and organizational development. It focuses on assessing employees'
capabilities and preparing them for higher responsibilities within the organization.

Coverage:

6. What role does a leader play when they select the best course of action from multiple
alternatives?

A) Planner

B) Organizer

C) Decision Maker

D) Controller

E) Facilitator

Answer: C) Decision Maker

As a decision maker, a leader evaluates various alternatives and makes informed choices that align
with the organization's goals, using critical thinking, analysis, and judgment.

Coverage: similar questions discussions

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

7. What is the term for the process related to the start and ending of work?
A) Planning
B) Scheduling
C) Monitoring
D) Controlling
E) Executing

Answer: B) Scheduling
Scheduling is the process of planning and organizing the start and ending times of work tasks. It
ensures that work is completed within the designated time frames and resources are allocated
efficiently.

8. What is the term for competencies measured by organizations to define and assess technical
and specialized abilities required for specific roles?
A) Behavioral Competencies
B) Managerial Competencies
C) Functional Competencies
D) Core Competencies
E) Leadership Competencies

Answer: C) Functional Competencies

Functional competencies are the specific technical and specialized abilities required for particular

roles within an organization. These competencies are measured to ensure that individuals have the

necessary skills to perform their job functions effectively

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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

NPS

1. Which of the following is a lower-order need(s) as per Alderfer’s ERG Theory?

a. Existence
b. Relatedness
c. Growth
d. A and B
e. B and C
Ans. A

In Clayton Alderfer's ERG theory, "lower-order needs" correspond to existence needs, which
encompass physiological and safety needs. These needs are similar to the foundational levels of
Maslow's hierarchy and focus on basic survival and security.

2. Which of the following best describes Whistle blowing?

a. Reporting unethical issues to internal agencies
b. Reporting unethical issues to external agencies
c. Reporting confidential information to external agencies
d. Reporting confidential information to internal agencies
e. All of the above
Ans. B

Whistleblowing involves disclosing information about illegal, unethical, or unsafe practices

within an organization, often by an employee, to an external agency like the regulatory bodies,
law enforcement agencies, or the public.

The practices that usually involve whistle blowing would relate to

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• Fraud and corruption: Financial irregularities, embezzlement, bribery.

• Health and safety violations: Negligence leading to potential harm to employees or the
public.

• Discrimination and harassment: Unfair treatment or abuse based on protected

characteristics.

• Environmental damage: Illegal pollution or misuse of resources.

The malpractices are disclosed with an intent of larger public interest.

3. The basis of Contingency leadership theory is _________

a. Traits
b. Behaviour
c. Situational Factors
d. Power position
e. Inherent qualities
Ans. C

Contingency theory (e.g., Fiedler’s Model, Path-Goal Theory) argues that no single leadership
style is optimal. Instead, effective leadership depends on situational variables, such as:

• Task structure (clear vs. ambiguous tasks)

• Leader-member relations (trust and rapport with the team)

• Position power (authority level of the leader)

• Team maturity (experience and competence and willingness of followers)

• Organizational Culture: The overall environment and norms of the organization

4. Which of the following describes personal, psychological tendencies that can

significantly influence what information we pay attention to and what we ignore
when perceiving others or situations?
a. Personality
b. Organisation Behaviour
c. Culture
d. Perceptual biases
e. Social biases
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Management Past Year Questions 2021-2025 (PFRDA, SEBI, NPS)

Ans. D

Perceptual biases are personal, psychological tendencies that can significantly influence what
information we pay attention to and what we ignore when perceiving others or situations. These
biases, often subconscious, stem from our beliefs, experiences, and expectations, leading to
selective perception and potentially inaccurate judgments.

5. Conceptual skills enable a _______ to understand how different parts of a company

affect each other.

A) Frontline employee
B) Manager
C) Customer
D) Supplier
E) Intern

Ans. B

Conceptual skills refer to the ability to analyze complex situations, understand

interdependencies between departments, and align organizational goals. These skills
are critical for managers (especially top-level executives) because they need to:

• See the "big picture" of how finance, operations, and marketing interact.

• Make strategic decisions that balance short-term and long-term impacts.

• Solve problems by considering cross-functional ripple effects.

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