Personal Effectiveness 3rd Edition Murdock, Alexander, Scutt, Carol N. - Solutions

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A and B are two natural numbers, each divisible by 5.Which of the following is not necessarily true?(a) A + B is divisibly by 5(b) A + B is divisible by 10(c) A – B is divisible by 5(d) All of these are definitely true.
How many zeroes will be there at the end of the number: 11(5!)! – 1?(a) 0 (b) 1(c) 11 (d) 49
Four bells toll at regular interval of 24 sec, 36 sec, 40 sec and 48 sec, respectively.How many times they next toll together in 1 hour (not counting T = 0 situation)?(a) 10 (b) 4(c) 5 (d) 6
Find the number of pairs of two natural numbers having product = 3600 and HCF= 30.(a) 0 (b) 1 (c) 2 (d) 5
What is the least number of soldiers in a regiment, such that they stand in rows of 18, 15 and 25 and also form a solid square?(a) 1800 (b) 225(c) 900 (d) None of these.
Determine the HCF of 25ab2c3, 80ab3c2 and 12a2b2c.(a) 10a2b2c3 (b) 5ab2c(c) ab2c (d) 10ab2c2
Find out the number of children.(a) 12 (b) 24(c) 18 (d) 35
Find out the number of fruits that each child will get:(a) 12 (b) 24(c) 18 (d) 6
N = 2x+1 × 3x+4 × 5x+4 × 7x+7. If N ends with six zeroes, then what is the minimum value of x?(a) 5 (b) 6(c) 4 (d) None of these
How many natural numbers between 100 and 300 are divisible by 11?(a) 11 (b) 10(c) 12 (d) 18
How many natural numbers up to 200 are divisible 2 and 3 both?(a) 35 (b) 33(c) 29 (d) 27
How many natural numbers up to 500 are divisible by 23?(a) 23 (b) 27(c) 21 (d) 19
How many natural numbers up to 200 are divisible by 7?(a) 28 (b) 29(c) 27 (d) 100
When you reverse the digits of the number 13, the number increases by 18.How many total two-digit numbers increase by 18 when their digits are reversed?(a) 5 (b) 6(c) 7 (d) 8
Anil had to do a multiplication. Instead of taking 35 as one of the multipliers, he took 53.As a result, the product went up by 540.What is the new product?(a) 1050 (b) 540 (c) 1440 (d) 1590
Let x, y and z be distinct integers, that are odd and positive. Which of the following statements is not true?(a) xyz2 is odd(b) (x – y)2 z is even(c) (x + y – z) (x + y) is even(d) (y + z) (x + y – z) is odd
If the number 13915 can be factorized as xy2 z, where x, y and z are prime numbers, then what is the value of x + y + z?(a) 28 (b) 39(c) 49 (d) None of these.
The square of any natural number cannot be in the form of:(a) 5m(b) 5m + 1(c) 5m + 3(d) 5m + 4
If N = (n – 1) (n + 1) is divisible by 8, then n is certainly:(a) An even natural number(b) An odd natural number(c) Any natural number(d) Any rational number
HCF of any two consecutive odd natural numbers = 1.
HCF of any two consecutive even natural numbers = 2.
HCF of any two consecutive natural numbers = 1.
Answer is: xHCF of 24, 16 and 12– yHCF of 24, 16 and 12 = x4 – y4 Note: You may use the solution given above as a rule also.Rule: HCF of (xn – yn) and (xm – ym)= xHCF of n and m – yHCF of n and m.
We can take out only ‘x’ common out of the given numbers. Hence, HCF = x.
Answer is 1.There is no number other than 1 common in all the numbers. In other words, 1 is the largest number that will divide all the numbers.
(i) Step 1 goes like →12 = 22 × 31; 15 = 31 × 51;18 = 21 × 32; 21 = 31 × 71 Step 2 goes like → 3 (only prime factor that is common across all the numbers).Step 3 goes like → 31 (minimum power of 3 = 1). Hence, HCF = 3.(ii) 30
To solve this question, we just have to understand that which factors (of numbers exceeding 10) will be multiplied to the LCM of first 10 natural numbers.So, what numbers should be multiplied?Did you get 11 × 13 × 17 × 19?Observe once again, LCM of the first 10 natural numbers will have 23 only,
We will have to see which new prime numbers are occurring after 10 till 15.Those are 11 and 13.Hence, new LCM = N × 11 × 13.
(i) 36 × 23 × 7 × 2 × 19(ii) 22 × 16 × 21 × 13(iii) 19 × 7 × 8 × 13 × 3 × 41
What is the HCF of any two consecutive odd natural numbers?
What is the HCF of any two consecutive even natural numbers?
What is the HCF of any two consecutive natural numbers?
What is the HCF of (x24 – y24), (x16 – y16),(x12 – y12)?
What is the HCF of x2, x4, x5?
What is the HCF of 72, 47, 78, 46?
What is the HCF of:(i) 12, 15, 18, 21(ii) 120, 150, 180, 210?
What is the ratio of the LCM of the first 20 natural numbers and the first 10 natural numbers?(i) 11 × 13 × 17 × 19(ii) 2 × 11 × 13 × 17 × 19(iii) 11 × 13 × 17(iv) 2 × 11 × 13 × 17 × 19(v) None of these.
LCM of the first 10 natural numbers is N.What is the LCM of the first 15 natural numbers?
Find the LCM of:(i) 36, 46, 56, 76(ii) 22, 32, 42, 52(iii) 38, 56, 78, 82
One does not necessarily require the title of manager in order to manage, and the less obvious the process of management is, the more effective it appears be—a debate that is likely to continue between practitioners for some time yet.An interesting exercise might be for you and a team of your
You may have a new ‘project’ to undertake at work, or at least there will be something non-programmed emerging with which you will need to apply participative decision-making techniques.Try applying the various roles and approaches (combining concepts from Chapter 1) to team collaboration in
Making use of linear and lateral thinking, as well as convergent and divergent problem-solving, analyse the environment within which you currently work to determine how you and your colleagues may be able to apply these techniques and improve your approaches to problem-solving and decision-making.
Based on the discussion above, how might you endeavour to introduce a more creative way of thinking when faced with problems requiring resolution in the future? Take existing or previous examples to help you in this.
Take a current or recent situation from your own working environment, or one with which you are familiar, where a problem emerged and analyse into which category or categories it fitted. Did you ask enough questions before making judgements?How might you deal with such a situation in the future?
Take this opportunity to plan, implement and monitor the progress of a change strategy for your own organization (or personal‘strategy’) as appropriate.
Extend your results from the previous exercise to include a SWOT analysis using some or all of the ideas included here.
Use the table shown in Figure 9.3 as a template for your own analysis. This could relate to the industry within which you are working, your current organization, a previous one, or some other aspect of your life.
Plan and prepare ways of allocating your time and recording actual time spent that are appropriate to your situation.
Try it again, only this time apply it to something which you have felt uncomfortable about. Here are several suggestions in case you find it hard to think of a situation:& You are asked to take on a new job responsibility but you feel that you have not had sufficient training or preparation.& You
How many of these signs do you recognize in yourself or others in you workplace?
You may find it helpful at this point to review the answers you wrote to the earlier questions. Can you fit your answers into the categories that have been identified?
On a sheet of paper complete the following sentences. There is no right or wrong answer. Photocopy the page to make it easier.& I find I get most stressed when . . .& The last time I felt under stress was because of . . .& The most stressful thing about my particular job is . . .& The most
In order to start you thinking about stress, try to list at least three different sources of stress (other than those already listed above) in the everyday life of yourself or of a person familiar to you:
What all the implications for your learning and development(CPD) when analysing the results of the environmental analyses you carried out in Chapter 7?
Choose a particular situation and look for and accept help from others (this is not always easy). Identify who these people are(they may be inside or outside work) and how they may help you, for example:& Recognize and use learning opportunities.& Provide and encourage a learning environment.& Give
Identify any situation with which you have been involved and analyse your and others’ behaviour in terms of assertiveness, aggression, handling conflict, etc. How positive or negative were the outcomes of this situation and why do you think this?
Think of a situation where you to had to take a leading role in initiating and taking action (preferably at work—but any area of your social life will also be appropriate). Did you also have to control people’s behaviour to ensure an effective outcome? If so, how did you achieve this? Consider
Consider the varying ‘cultures’ with which you have had experience(race, religion, ethnicity, gender, education, geography, language, accents, etc.). How do you see the people from these various groups? How do they perceive themselves within the working context (develop your empathy towards
What are your ‘behavioural’ strengths and weaknesses? How might you develop your strengths further and start to overcome some of your weaknesses? Ask your close friends and colleagues what they think and then ask yourself what, if anything, you might want to do to improve yourself. How might
Adopt whatever methods of analyses you prefer and provide yourself with some insights to what might happen to your organization as well as to the trade or profession within which you operate. Try producing some templates with headings to facilitate this.
Identify current or potential changes, or changing situations, influencing your organization and decide how you might personally contribute to these developments.
In the following box, list those individuals and groups with which you do and/or should be developing relationships and the purpose of such involvement (add rows and columns as needed). You should involve your immediate colleagues in this exercise. How might you improve your approach to
Identify a situation in which you have recently negotiated, or otherwise convinced people. What were the outcomes? Did you behave appropriately? What might you do differently under similar circumstances in the future?
Study your own organization and/or team (internal or external to the organization) in terms of its prevailing culture. What are the difficulties? How might a change in culture meet organizational objectives more effectively (now or in the future as appropriate to you)?
Identify a situation in which you have recently dealt with aggressive behaviour (your own or someone else’s will do). What were the outcomes? What might you do differently under similar circumstances in the future?
Identify a situation in which you have recently had problems influencing the behaviour of another/others. What were the circumstances?What were the outcomes? Did you behave appropriately?What might you do differently under similar circumstances in the future?
Identify a situation in which you have recently found it necessary to exert your influence. What were the circumstances and the outcomes? Did you behave appropriately? What might you do differently under similar circumstances in the future?
What kinds of influencing techniques do you employ? Are they always appropriate? Identify and compare various situations.How might you behave differently in the future?
Try planning how you might improve your use of time by employing some of the suggestions contained here.
Use Figure 4.5 to produce your own time log. How much time do you spend on unnecessary detail? Perhaps you are the sort of person who tries to be accurate to five decimal places when one is quite sufficient?
As an exercise to focus your mind you may wish to calculate your hourly cost to your employer.
Using the concepts presented, develop an objectives setting and prioritizing plan to suit your working environment.
Use the table in Figure 3.1 to analyse an activity familiar to you on the basis of primary impact and secondary and tertiary consequences.
Analyse any recent events that you or your colleagues have dealt with for mistakes that were, or could have been, made;how these mistakes were actually dealt with; how you/they were able to learn from them or could learn from similar situations in the future.
Use the following questions to determine ethical approaches to your dealings with customers. It is helpful to put yourself into the frame of mind of your customer (to have empathy—seeing things from their point of view) and to ask yourself some searching questions:& If I were buying or using this
Attempt to draw up a ‘Code of ethics’ for your organization, based on the industry within which it operates.
Identify a recent ethical dilemma (or potential ethical dilemma) you have experienced and analyse it for any moral obligation reasoning or outcome reasoning which you believe may have been employed. Would you recommend a different approach in the future—taking both a relativist and broad/narrow
Ask a colleague to observe your behaviour at the next meeting you run. Ask for feedback on your effectiveness:& Was the agenda covered in time?& Did you contribute appropriately and effectively?& Did you make it possible for all attending to contribute?& Did you handle any disagreements and how
Taking a report that you have, or a colleague has, written recently—on the basis of the above discussion—rewrite it to be more attractive to the reader.
Who has the responsibility for communicating within your organization?Analyse the effectiveness of the various modes of communication and determine how you might improve them.
From the previous discussions relating to team-building—including leadership, motivation and delegation—determine from your own team interaction at work whether improvements can be made in the commitment to achieve organizational outcomes.
If you would like to determine your dominant team strengths in more detail and identify how you might improve in your less dominant ‘team roles’, complete Belbin’s ‘Self Assessment Inventory’ (see Belbin, 2002). Note that this inventory focuses on Belbin’s original eight roles devised
& Discuss the value of participate decision-making.
& Present some convergent and divergent problem-solving strategies.
Define vertical and lateral thinking and discuss their uses and value.
& Discuss ways to generate creative thought.
Present an overview of the problem-solving notion.
& Show how to implement decisions.
& Introduce methods to assess the organization.
& Discuss ways to examine the environment.
Introduce strategy and the manager.
& Discuss the idea of continuous personal development (CPD)and the notion of personal commitment.
& Present concepts and theories and how people learn and what enables personal change.
& Discuss stress, how it occurs, how to deal with it and how to prevent it.
Introduce the concept of self-management and identify ways to develop self-help techniques.
& Define conflict and present ways to handle it.
& Discuss assertiveness and how to develop it.
& Introduce the concept of managing cultural diversity.
& Present ways to analyse individual behaviour and approaches to developing self-confidence and personal drive.
Introduce the notion of ‘change’ and present techniques for the identification and analysis of changes that have occurred, or could occur, inside and outside the organization.

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Personal Effectiveness 3rd Edition Murdock, Alexander, Scutt, Carol N. - Solutions

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