Rules & Regulations
- Online Application and submission of all documents and payment of fee has to be made to appear in the GET for admission in BBA & MBA course at GLFBS.
A link for Online GET will be sent to each candidate after receiving the application form along with the documents and fee.
- The candidate will be able to log-in for GET from any computer or mobile of his/her convenience with a high speed internet connection.
- A candidate will appear in GET only once against his/her online application.
- Time allowed is 60 minutes to answer 100 marks divided in 25 questions each carrying equal marks. There will not be any negative marking for wrong answers. Questions are derived from Cases, samples are given in enclosure.
- The eligible candidates may be called for Group Discussion & Personal Interview round.
- Provisional Selection Letter is issued as per the merit rank and the selected candidates has to take admission in stipulated timeframe, otherwise their application will be cancelled and the GET score will not be carried forward to next admission session.
- Obtaining the qualifying marks in GET does not give any guarantee of admission in GLFBS for MBA course. It is just a part of the admission process which includes other criteria too. The decision and discretion of management of GLFBS is final in all cases.
SAMPLE QUESTIONS WITH ANSWERS
1. You have recently joined as HR Manager of XYZ Co. and are thinking of a new procedure that you believe would improve the work process. Some of the employees in your company agree with the change and some do not. A group of employees openly criticised the idea to the top management.
Question: What would you do and why? Choose the BEST option.
⃝ A. You decide not to respond to the critics in order to avoid unnecessary conflict.
⃝ B. You reprimand the employee for going over your head to the director and work to promote your idea with even more enthusiasm.
C. You meet the employee for a talk and explain that bypassing your authority is unacceptable.
⃝ D. Employee’s trust in their manager is important so you decide to implement only some of the changes to keep my employees satisfied.
2. You have been working as a salesperson for the past year and have consistently achieved great sales numbers. Due to personal reasons, you have recently been unfocused at work and as a result your work performance has declined. Additionally, due to changes in the market, the sales figures of your team have decreased as well. Your director does not seem to be taking the changes in the market into account and is blaming your poor performance on poor leadership on your part.
Question: What would you do and why? Choose the BEST and WORST options.
A. You explain your personal situation to the director and apologise for the decline in the performance of my team. You ask to take a few days off to recuperate.
B. You make a decision to put aside your personal situation and consult other sales directors regarding their ways of coping with a volatile market. You devote yourself entirely to your work.
C. You update the director on the changes in the market and explain that there is nothing that can be done at the moment to improve sales.
D. You scrolled your team members for their poor performance and set new, more attainable sales targets in line with the changes in the market.
A is BEST option & D is Worst Option
⃝ B is BEST option & C is Worst Option
⃝ D is BEST option & B is Worst Option
⃝ A is BEST option & E is Worst Option
3. After you have served several years as Sales Manager of a Pharmaceutical Company, the Director (Marketing) of your company appoints a new Deputy Manager (Sales). Although you have been able to work together, your impressions of this new recruitment are negative – you find him arrogant and disloyal. The Director (Marketing) has now considered sending him on a course that would create an opportunity for him relocation to a different Division within the company. However, it would also speed up his promotion.
Question: What would you do and why? RANK ORDER all responses (1=most effective to 4=least effective)
A. Since this course is likely to result in the relocation of the Deputy Manager, you approve his participation in the course.
B. You contact your Director immediately and ask that she be relocated to a different position, more suited to his capabilities.
C. You veto his participation in the course and discuss it with his. You express your concerns and you try to work out your differences. You update your Director.
D. You approve his participation in the course since it was offered by the Director. However, you voice your concerns to the Director.
4. You are working on an important client project. You have asked a colleague from another team to send you some key data. You need it before you can start the next phase of the project. However, she has not sent the data, despite you emailing her multiple times. You have decided to go and ask her personally. You arrive at her desk and explain the situation. She tells you that she doesn’t have time to get the data you need but will send you a high-level overview of it. She isn’t being particularly cooperative and doesn’t seem to want to help.
Please select the answer that you would be MOST LIKELY to Choose.
⃝ 1.Explain the reason why the detailed data is so important to the project and ask whether there is anything you could do to help her make time for it.
⃝ 2.Say that you really do understand that she is busy, and ask whether it might be possible to get the data sooner rather than later
⃝ 3.Politely explain that you don’t think her attitude is very helpful and suggest that perhaps she doesn’t want to support you in the project.
4. Say that you understand that she is busy, and offer to speak to her manager to see if there is anything he can do to free up some time.
5. Psychotherapists recognise that the law is generally in place to uphold client-therapist confidentially however, there are situations that may occur where the therapist is under obligation to break that confidence. This obligation can vary depending upon where the therapist is practising and it may occur as a result of their employment contract or of the law. Where such an issue does occur, the therapist is expected to firstly try and discuss the presenting issue with their client; however, in situations where the factors under consideration are particularly urgent, it is accepted that this cannot always be the case. Legitimate breaches of confidentiality relate to circumstances where the information the client has shared relates to acts of terrorism; information of this nature must be reported. There are other circumstances where breaching confidentiality may be considered legitimate, for example, in the case of serious crime or suspected child abuse. Individual employers and independent therapist have their own boundaries but must agree this contractually with their client at the outset of the therapeutic relationship.
Question: Being obliged to break confidentially in a therapeutic relationship is always a direct result of the law.