QUES: In the first volume of his Parerga and Paralipomena, Schopenhauer wrote his "Sketch of a History of the Doctrine of the Ideal and the Real". He defined the ideal as being mental pictures that constitute subjective knowledge. The ideal, for him, is what can be attributed to our own minds. The images in our head are what comprise the ideal. Schopenhauer emphasized that we are restricted to our own consciousness. The world that appears is only a representation or mental picture of objects. We directly and immediately know only representations. All objects that are external to the mind are known indirectly through the mediation of our mind. He offered a history of the concept of the "ideal" as "ideational" or "existing in the mind as an image".

According to Schopenhauer, to what can the ideal be attributed?
What is the answer?
ANS: our own minds
QUES: Robert Plutchik agreed with Ekman's biologically driven perspective but developed the "wheel of emotions", suggesting eight primary emotions grouped on a positive or negative basis: joy versus sadness; anger versus fear; trust versus disgust; and surprise versus anticipation. Some basic emotions can be modified to form complex emotions. The complex emotions could arise from cultural conditioning or association combined with the basic emotions. Alternatively, similar to the way primary colors combine, primary emotions could blend to form the full spectrum of human emotional experience. For example, interpersonal anger and disgust could blend to form contempt. Relationships exist between basic emotions, resulting in positive or negative influences.

How many nonmain emotions exist in Plutchik's theory?
What is the answer?
ANS: unanswerable
QUES: Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.

In what way did the business paradigm of Shell's downstream operations begin to change?
What is the answer?
ANS:
the independence of operating companies around the world was gradually reduced