PT146.S3.Q3 > Question

SECTION 1 · lr

Question 1 Question 2 Question 3 Question 4 Question 5 Question 6 Question 7 Question 8 Question 9 Question 10 Question 11 Question 12 Question 13 Question 14 Question 15 Question 16 Question 17 Question 18 Question 19 Question 20 Question 21 Question 22 Question 23 Question 24 Question 25

SECTION 2 · lr

SECTION 3 · lr

SECTION 4 · rc

PASSAGE 1

Question 1 Question 2 Question 3 Question 4 Question 5 Question 6

PASSAGE 2

Question 7 Question 8 Question 9 Question 10 Question 11 Question 12 Question 13 Question 14

PASSAGE 3

Question 15 Question 16 Question 17 Question 18 Question 19 Question 20 Question 21 Question 22

PASSAGE 4

Question 23 Question 24 Question 25 Question 26 Question 27

Unsupported. We know that managers can improve performance of salespeople. But we don’t know whether this has to do with training. And we don’t know whether evaluation is less important than training.

Strongly supported. Natural superstars are rare, but good managers can make regular salespeople perform like superstars. This is a strong reason for companies to focus more on finding good managers.

Unsupported. The stimulus doesn’t provide evidence about the optimum number of people a manager should supervise. We don’t even know whether supervising a lot of people is a bad thing.

Unsupported. The stimulus doesn’t suggest that natural superstar salespeople will make better managers than regular salespeople.

Unsupported. The stimulus doesn’t discuss rewards or what high performers should get.

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