Question 1

A city hospital is facing a critical shortage of blood units in its emergency ward. The hospital has only 15 units of O-negative blood left, but demand is expected to increase by 40% next week due to a major accident reported in the media. The hospital's blood bank can produce only 10 new units per week. Which of the following should be the MOST IMMEDIATE course of action?

Accepted Answer

This question tests the ability to identify the most urgent and practical course of action when resources are insufficient to meet expected demand. The key is recognizing that immediate action must address the imminent shortage before it becomes critical.

Question 2

A hospital is facing a critical shortage of beds during peak patient admission hours. The emergency ward is overcrowded, and patients are waiting for hours. Which of the following is the most appropriate course of action?

Accepted Answer

This question tests the ability to identify the most practical and immediate solution to an urgent problem.

Question 3

A company's customer service team receives numerous complaints about delayed product delivery. The complaints have increased by 40% in the last month. What should the company do?

Accepted Answer

This question assesses the ability to identify root-cause-focused actions rather than symptom management.

Question 4

A school observes that student attendance has dropped significantly, and academic performance is declining. Teachers report that many students are disengaged in class. What is the best course of action?

Accepted Answer

This question evaluates the ability to identify comprehensive solutions that address underlying causes rather than surface symptoms.

Question 5

A bank notices that customer complaints about incorrect billing have tripled in the last quarter. The IT department reports that the billing software was recently updated. What should the bank do?

Accepted Answer

This question tests the ability to connect cause and effect, and to prioritize verification before implementing solutions.

Question 6

A manufacturing plant experiences a sudden increase in product defects. Quality control reports show that defects began appearing after a new batch of raw materials was received from a supplier. What is the most appropriate course of action?

Accepted Answer

This question assesses the ability to identify the most logical and immediate investigative step when a clear temporal correlation exists.

Question 7

A city hospital is facing a critical shortage of blood units during the monsoon season. Blood donation camps have seen a 40% drop in voluntary donors due to weather conditions. The hospital's emergency ward requires a minimum of 200 units weekly, but current donations provide only 120 units. Which of the following courses of action should be taken?

I. Conduct mobile blood donation camps in office complexes and residential societies to increase accessibility.
II. Reduce the number of beds in the emergency ward to match available blood supply.
III. Launch an awareness campaign highlighting the critical need and safety of blood donation during monsoon.
IV. Impose penalties on blood banks that fail to meet donation targets.

A) Only I and III
B) Only II and IV
C) Only I, III, and IV
D) All of I, II, III, and IV

Accepted Answer

The question tests the ability to distinguish between practical, ethical, and effective courses of action in a critical healthcare scenario.

Question 8

A manufacturing company has noticed a 25% increase in product defects over the last quarter. Quality inspectors report that the inspection process takes 8 hours per batch, but production timelines require batches to be released every 6 hours. Workers claim they lack proper training on new machinery introduced 3 months ago. Which course of action should the company prioritize?

I. Immediately extend the inspection timeline to 10 hours per batch to ensure thorough quality checks.
II. Provide comprehensive training to workers on the new machinery and updated quality standards.
III. Reduce the number of quality inspectors to cut costs and improve production speed.
IV. Conduct a root-cause analysis to identify whether defects stem from machinery, training, or process design.

A) Only I and IV
B) Only II and IV
C) Only I, II, and IV
D) Only III and IV

Accepted Answer

This question evaluates the ability to identify root causes and prioritize actions that address underlying problems rather than symptoms.

Question 9

A university library has observed a 35% decline in student visits over two years. A survey reveals that 60% of students prefer accessing study materials online, 25% cite inconvenient opening hours (library closes at 6 PM), and 15% mention lack of quiet study spaces. The library director proposes the following measures:

I. Extend library operating hours until 10 PM on weekdays to accommodate working students and evening study sessions.
II. Digitize all study materials and provide free online access to reduce the need for physical visits.
III. Renovate the library to create dedicated quiet zones with noise-dampening features.
IV. Reduce library staff to offset the costs of extended hours and renovations.

A) Only I and III
B) Only II and III
C) Only I, II, and III
D) Only II and IV

Accepted Answer

This question tests the ability to prioritize multiple courses of action based on survey data and to avoid cost-cutting measures that undermine the solution.

Question 10

A retail chain has experienced a 30% drop in foot traffic at its urban stores over the past year. Market research indicates that 50% of lost customers shifted to online shopping, 35% cite high in-store prices compared to competitors, and 15% mention poor customer service experiences. The store manager considers these actions:

I. Launch an aggressive online platform to compete with e-commerce competitors and capture the 50% who prefer online shopping.
II. Conduct staff training programs focused on customer service excellence and product knowledge.
III. Implement a dynamic pricing strategy to match or undercut competitor prices on key products.
IV. Close underperforming urban stores and relocate inventory to suburban locations with lower rent.

A) Only I and III
B) Only II and III
C) Only I, II, and III
D) Only III and IV

Accepted Answer

This question tests the ability to evaluate courses of action that address identified customer concerns while avoiding actions that abandon the core market segment.

Question 11

A government school in a rural area reports a 40% dropout rate among students aged 14-16. Teachers identify that 55% of dropouts cite the need to work and support families, 30% cite lack of interest in academics, and 15% cite distance and transportation challenges. The education officer proposes:

I. Establish a scholarship program that provides financial incentives to economically disadvantaged students to offset the need to work.
II. Introduce vocational training courses alongside academics to engage students with practical skills and career prospects.
III. Arrange school transport services from nearby villages to address transportation barriers.
IV. Implement stricter attendance policies and penalties for parents who allow children to drop out.

A) Only I and III
B) Only I, II, and III
C) Only II and III
D) Only I and IV

Accepted Answer

This question evaluates the ability to address root causes of dropout through supportive measures rather than punitive approaches, and to match solutions to identified barriers.

Question 12

A bank's customer service department receives 500 complaints monthly, with an average resolution time of 45 days. Analysis shows: 60% of complaints are about incorrect billing, 25% are about delayed loan approvals, and 15% are about ATM malfunctions. The bank's management proposes: (I) Hire 50 additional customer service representatives, (II) Implement automated billing verification system to catch errors before they reach customers, (III) Establish a dedicated fast-track team for loan approvals. Which course of action will MOST DIRECTLY reduce the complaint volume and resolution time?

Accepted Answer

This question tests the ability to distinguish between treating SYMPTOMS (hiring more staff) versus treating ROOT CAUSES (fixing the systems that generate complaints). Hiring more staff (I) increases capacity but doesn't reduce the underlying complaint generation rate—it's a symptom treatment. Action II directly addresses the root cause of 60% of complaints (incorrect billing) by preventing errors upstream. Action III addresses 25% of complaints by accelerating approvals. The MOST DIRECT approach is II because it prevents complaints rather than just resolving them faster, and it targets the largest complaint category. Combining II and III would be ideal, but the question asks for the MOST DIRECT single action.

Question 13

A software company's employee turnover rate is 35% annually, significantly above the industry average of 15%. Exit interviews reveal: 40% leave due to limited career growth opportunities, 35% cite inadequate compensation relative to market rates, and 25% mention poor work-life balance. The company's leadership considers: (I) Implement a structured mentorship and promotion program tied to skill development, (II) Conduct a market salary survey and adjust compensation to competitive levels, (III) Introduce flexible working hours and remote work options. Which course of action should be PRIORITIZED to address the root cause of attrition MOST EFFECTIVELY?

Accepted Answer

This question tests the ability to identify the PRIMARY root cause among multiple contributing factors and prioritize accordingly. While all three actions address real issues, the question asks which should be PRIORITIZED. Career growth (40%) is the largest single factor, making Action I the primary priority. However, the question's phrasing 'root cause' is critical—career growth and compensation are often intertwined; employees may leave due to low compensation because it signals lack of investment in their growth. Action II (compensation) is a necessary but insufficient condition; without career growth, even higher pay won't retain ambitious employees. Action I directly addresses the largest complaint category AND creates a framework for long-term retention. Actions II and III are important but secondary.

Question 14

A hospital's emergency department faces a critical problem: average patient wait time is 6 hours, and 20% of patients leave without receiving treatment. Investigation reveals: (1) The ED has only 8 doctors for 200 daily patients, (2) 40% of patients have non-emergency conditions that could be treated at urgent care clinics, (3) The hospital's triage system is manual and takes 15 minutes per patient, (4) There is no dedicated pediatric section, causing delays for children. The hospital administration proposes: (I) Hire 4 additional doctors, (II) Implement an automated digital triage system, (III) Establish a partnership with nearby urgent care clinics to redirect non-emergency cases, (IV) Create a separate pediatric treatment area. Which combination of actions will MOST EFFICIENTLY reduce wait times and patient abandonment within 6 months?

Accepted Answer

This question tests the ability to evaluate MULTIPLE constraints and identify the HIGHEST-IMPACT, FASTEST-IMPLEMENTING solutions within a time constraint. Action I (hiring doctors) takes 2-3 months for recruitment and onboarding. Action II (digital triage) can be implemented in 1-2 months and reduces wait time by 15 minutes per patient (12.5% improvement). Action III (urgent care partnership) can be implemented in 1-2 months and removes 40% of patients from the ED, dramatically reducing load. Action IV (pediatric section) requires space reorganization and takes 2-3 months. The MOST EFFICIENT combination within 6 months is II + III because: (1) Both are implementable in 1-2 months, (2) Together they address the core problem (triage bottleneck + patient mix), (3) They reduce load without hiring (faster and cheaper), (4) They free up capacity for the remaining 60% of genuine emergency cases. Action I is slower and more expensive; Action IV is lower priority.

Question 15

A manufacturing company faces declining productivity due to outdated machinery and low worker morale. The HR department reports that 40% of skilled workers plan to leave within 6 months. The production manager suggests three possible courses of action: (I) Immediately replace all machinery with the latest models at a cost of ₹5 crores, (II) Conduct exit interviews to understand worker grievances and address root causes, (III) Offer a 15% salary hike to all employees without investigating underlying issues. Which course of action should be taken FIRST to address the core problem most effectively?

Accepted Answer

The question tests the ability to identify the PRIMARY cause and prioritize actions accordingly. While machinery replacement and salary increases are tempting, the immediate threat is worker attrition (40% leaving in 6 months). Exit interviews (II) directly address the root cause by gathering intelligence before committing large resources. A salary hike without understanding grievances may not retain workers if issues are non-monetary (work environment, management style, career growth). Machinery replacement (I) is expensive and premature without first stabilizing the workforce.

IBPS RRB PO Course of Action

Course of Action— Rules & Concept

Key Points to Remember

Exam-Specific Tips

Course of Action — Practice Questions

60-Second Revision — Course of Action