Test Prep MCAT Section 1 Verbal Reasoning Exam Practice Questions (P. 5)

Muzak, the intentionally unobtrusive music that most people associate with elevators and dentists waiting rooms, represents the paradoxical success story of a product designed to be ignored. Although few people admit to enjoying its blandly melodic sounds, Muzak reaches over 100 million listeners in 14 countries and has played in the White House, the Apollo lunar spacecraft, and countless supermarkets, offices, and factories. This odd combination of criticism and widespread acceptance is not surprising, however, when one considers that Muzak is not created for the enjoyment of its listeners: rather, its purpose is to modify physiological and psychological aspects of an environment.
In the workplace, Muzak is credited with increasing both productivity and profitability. Research into the relationship between music and productivity can be traced to the earliest days of the Muzak Corporation. Developed by a military officer in 1922 as a way of transmitting music through electrical wires, Muzak blossomed in the 1930s following a study which reported that people work harder when they listen to certain kinds of music. Impressed by these findings, the BBC began to broadcast music in English munitions factories during World War II in an effort to combat fatigue. When workers assembling weapons increased their output by 6 percent, the U.S. War Production Board contracted the Muzak Corporation to provide uplifting music to American factories. Today, the corporation broadcasts its
"Environmental Music" to countless businesses and institutions throughout the world. And while most people claim to dislike Muzak’s discreet cadences, it seems to positively influence both productivity and job satisfaction.
Researchers speculate that listening to Muzak and other soft music improves morale and reduces stress by modifying our physiology. Physiological changes such as lowered heart rate and decreased blood pressure have been documented in hospital studies testing the effect of calming music on cardiac patients. In addition, certain kinds of music seem to effect ones sense of emotional, as well as physical, well being. It is just this sort of satisfaction which is thought to result in increased performance in the workplace. In a study of people performing repetitive clerical tasks, those who listened to music performed more accurately and quickly than those who worked in silence; those who listened to Muzak did better still. Moreover, while Muzak was conceived as a tool for productivity, it also seems to influence a business profitability. In an experiment in which supermarket shoppers shopped to the mellow sounds of Muzak, sales were increased by as much as 12 percent.
What makes Muzak unique is a formula by which familiar tunes are modified and programmed. Careful instrumentation adds to an overall sound that is neither monotonous nor rousing. But it is the precisely timed programming that separates Muzak from other "easy listening" formats. At the core of the programming is the concept of the "Stimulus Progression." Muzak programs are divided into quarter-hour groupings of songs, and are specifically planned for the time of day at which they will be heard. Each composition is assigned a mood rating between 1 and 6 called a stimulus value; a song with a rating of 2, for example, is slower and less invigorating than one with a value of 5. Approximately six compositions with ascending stimulus values play during any given quarter hour; each 15 minute segment ends in silence. Each segment of a 24-hour program is carefully planned. Segments that are considered more stimulating air at 11 a.m. and 3 p.m. (the times when workers typically tire), while more soothing segments play just after lunchtime and towards the end of the day, when workers are likely to be restless.
From the point of view of management, then, Muzak is a useful tool in the effort to maximize both productivity and profits. However, some people object to its presence, labeling it as a type of unregulated air pollution. Still others see it as an Orwellian nightmare, a manipulation of the subconscious. But Muzaks effectiveness seems to lie in the fact that most people never really listen to it. While it may be true that no one actually likes this carefully crafted aural atmosphere, many simply ignore it, allowing its forgettable sounds to soften the contours of the day.
According to the passage, a 15-minute segment of Muzak with an average stimulus value of 5 would most likely be broadcast at:

Muzak, the intentionally unobtrusive music that most people associate with elevators and dentists waiting rooms, represents the paradoxical success story of a product designed to be ignored. Although few people admit to enjoying its blandly melodic sounds, Muzak reaches over 100 million listeners in 14 countries and has played in the White House, the Apollo lunar spacecraft, and countless supermarkets, offices, and factories. This odd combination of criticism and widespread acceptance is not surprising, however, when one considers that Muzak is not created for the enjoyment of its listeners: rather, its purpose is to modify physiological and psychological aspects of an environment.
In the workplace, Muzak is credited with increasing both productivity and profitability. Research into the relationship between music and productivity can be traced to the earliest days of the Muzak Corporation. Developed by a military officer in 1922 as a way of transmitting music through electrical wires, Muzak blossomed in the 1930s following a study which reported that people work harder when they listen to certain kinds of music. Impressed by these findings, the BBC began to broadcast music in English munitions factories during World War II in an effort to combat fatigue. When workers assembling weapons increased their output by 6 percent, the U.S. War Production Board contracted the Muzak Corporation to provide uplifting music to American factories. Today, the corporation broadcasts its
"Environmental Music" to countless businesses and institutions throughout the world. And while most people claim to dislike Muzak’s discreet cadences, it seems to positively influence both productivity and job satisfaction.
Researchers speculate that listening to Muzak and other soft music improves morale and reduces stress by modifying our physiology. Physiological changes such as lowered heart rate and decreased blood pressure have been documented in hospital studies testing the effect of calming music on cardiac patients. In addition, certain kinds of music seem to effect ones sense of emotional, as well as physical, well being. It is just this sort of satisfaction which is thought to result in increased performance in the workplace. In a study of people performing repetitive clerical tasks, those who listened to music performed more accurately and quickly than those who worked in silence; those who listened to Muzak did better still. Moreover, while Muzak was conceived as a tool for productivity, it also seems to influence a business profitability. In an experiment in which supermarket shoppers shopped to the mellow sounds of Muzak, sales were increased by as much as 12 percent.
What makes Muzak unique is a formula by which familiar tunes are modified and programmed. Careful instrumentation adds to an overall sound that is neither monotonous nor rousing. But it is the precisely timed programming that separates Muzak from other "easy listening" formats. At the core of the programming is the concept of the "Stimulus Progression". Muzak programs are divided into quarter-hour groupings of songs, and are specifically planned for the time of day at which they will be heard. Each composition is assigned a mood rating between 1 and 6 called a stimulus value; a song with a rating of 2, for example, is slower and less invigorating than one with a value of 5. Approximately six compositions with ascending stimulus values play during any given quarter hour; each 15-minute segment ends in silence. Each segment of a 24-hour program is carefully planned. Segments that are considered more stimulating air at 11 a.m. and 3 p.m. (the times when workers typically tire), while more soothing segments play just after lunchtime and towards the end of the day, when workers are likely to be restless.
From the point of view of management, then, Muzak is a useful tool in the effort to maximize both productivity and profits. However, some people object to its presence, labeling it as a type of unregulated air pollution. Still others see it as an Orwellian nightmare, a manipulation of the subconscious. But Muzaks effectiveness seems to lie in the fact that most people never really listen to it. While it may be true that no one actually likes this carefully crafted aural atmosphere, many simply ignore it, allowing its forgettable sounds to soften the contours of the day.
Of the following, the author is most interested in discussing:

Muzak, the intentionally unobtrusive music that most people associate with elevators and dentists waiting rooms, represents the paradoxical success story of a product designed to be ignored. Although few people admit to enjoying its blandly melodic sounds, Muzak reaches over 100 million listeners in 14 countries and has played in the White House, the Apollo lunar spacecraft, and countless supermarkets, offices, and factories. This odd combination of criticism and widespread acceptance is not surprising, however, when one considers that Muzak is not created for the enjoyment of its listeners: rather, its purpose is to modify physiological and psychological aspects of an environment.
In the workplace, Muzak is credited with increasing both productivity and profitability. Research into the relationship between music and productivity can be traced to the earliest days of the Muzak Corporation. Developed by a military officer in 1922 as a way of transmitting music through electrical wires, Muzak blossomed in the 1930s following a study which reported that people work harder when they listen to certain kinds of music. Impressed by these findings, the BBC began to broadcast music in English munitions factories during World War II in an effort to combat fatigue. When workers assembling weapons increased their output by 6 percent, the U.S. War Production Board contracted the Muzak Corporation to provide uplifting music to American factories. Today, the corporation broadcasts its
"Environmental Music" to countless businesses and institutions throughout the world. And while most people claim to dislike Muzak’s discreet cadences, it seems to positively influence both productivity and job satisfaction.
Researchers speculate that listening to Muzak and other soft music improves morale and reduces stress by modifying our physiology. Physiological changes such as lowered heart rate and decreased blood pressure have been documented in hospital studies testing the effect of calming music on cardiac patients. In addition, certain kinds of music seem to effect ones sense of emotional, as well as physical, well being. It is just this sort of satisfaction which is thought to result in increased performance in the workplace. In a study of people performing repetitive clerical tasks, those who listened to music performed more accurately and quickly than those who worked in silence; those who listened to Muzak did better still. Moreover, while Muzak was conceived as a tool for productivity, it also seems to influence a business profitability. In an experiment in which supermarket shoppers shopped to the mellow sounds of Muzak, sales were increased by as much as 12 percent.
What makes Muzak unique is a formula by which familiar tunes are modified and programmed. Careful instrumentation adds to an overall sound that is neither monotonous nor rousing. But it is the precisely timed programming that separates Muzak from other "easy listening" formats. At the core of the programming is the concept of the "Stimulus Progression". Muzak programs are divided into quarter-hour groupings of songs, and are specifically planned for the time of day at which they will be heard. Each composition is assigned a mood rating between 1 and 6 called a stimulus value; a song with a rating of 2, for example, is slower and less invigorating than one with a value of 5. Approximately six compositions with ascending stimulus values play during any given quarter hour; each 15-minute segment ends in silence. Each segment of a 24-hour program is carefully planned. Segments that are considered more stimulating air at 11 a.m. and 3 p.m. (the times when workers typically tire), while more soothing segments play just after lunchtime and towards the end of the day, when workers are likely to be restless.
From the point of view of management, then, Muzak is a useful tool in the effort to maximize both productivity and profits. However, some people object to its presence, labeling it as a type of unregulated air pollution. Still others see it as an Orwellian nightmare, a manipulation of the subconscious. But Muzaks effectiveness seems to lie in the fact that most people never really listen to it. While it may be true that no one actually likes this carefully crafted aural atmosphere, many simply ignore it, allowing its forgettable sounds to soften the contours of the day.
According to the passage, Muzak may provide all of the following benefits EXCEPT:

Muzak, the intentionally unobtrusive music that most people associate with elevators and dentists waiting rooms, represents the paradoxical success story of a product designed to be ignored. Although few people admit to enjoying its blandly melodic sounds, Muzak reaches over 100 million listeners in 14 countries and has played in the White House, the Apollo lunar spacecraft, and countless supermarkets, offices, and factories. This odd combination of criticism and widespread acceptance is not surprising, however, when one considers that Muzak is not created for the enjoyment of its listeners: rather, its purpose is to modify physiological and psychological aspects of an environment.
In the workplace, Muzak is credited with increasing both productivity and profitability. Research into the relationship between music and productivity can be traced to the earliest days of the Muzak Corporation. Developed by a military officer in 1922 as a way of transmitting music through electrical wires, Muzak blossomed in the 1930s following a study which reported that people work harder when they listen to certain kinds of music. Impressed by these findings, the BBC began to broadcast music in English munitions factories during World War II in an effort to combat fatigue. When workers assembling weapons increased their output by 6 percent, the U.S. War Production Board contracted the Muzak Corporation to provide uplifting music to American factories. Today, the corporation broadcasts its
"Environmental Music" to countless businesses and institutions throughout the world. And while most people claim to dislike Muzak’s discreet cadences, it seems to positively influence both productivity and job satisfaction.
Researchers speculate that listening to Muzak and other soft music improves morale and reduces stress by modifying our physiology. Physiological changes such as lowered heart rate and decreased blood pressure have been documented in hospital studies testing the effect of calming music on cardiac patients. In addition, certain kinds of music seem to effect ones sense of emotional, as well as physical, well being. It is just this sort of satisfaction which is thought to result in increased performance in the workplace. In a study of people performing repetitive clerical tasks, those who listened to music performed more accurately and quickly than those who worked in silence; those who listened to Muzak did better still. Moreover, while Muzak was conceived as a tool for productivity, it also seems to influence a business profitability. In an experiment in which supermarket shoppers shopped to the mellow sounds of Muzak, sales were increased by as much as 12 percent.
What makes Muzak unique is a formula by which familiar tunes are modified and programmed. Careful instrumentation adds to an overall sound that is neither monotonous nor rousing. But it is the precisely timed programming that separates Muzak from other "easy listening" formats. At the core of the programming is the concept of the "Stimulus Progression". Muzak programs are divided into quarter-hour groupings of songs, and are specifically planned for the time of day at which they will be heard. Each composition is assigned a mood rating between 1 and 6 called a stimulus value; a song with a rating of 2, for example, is slower and less invigorating than one with a value of 5. Approximately six compositions with ascending stimulus values play during any given quarter hour; each 15-minute segment ends in silence. Each segment of a 24-hour program is carefully planned. Segments that are considered more stimulating air at 11 a.m. and 3 p.m. (the times when workers typically tire), while more soothing segments play just after lunchtime and towards the end of the day, when workers are likely to be restless.
From the point of view of management, then, Muzak is a useful tool in the effort to maximize both productivity and profits. However, some people object to its presence, labeling it as a type of unregulated air pollution. Still others see it as an Orwellian nightmare, a manipulation of the subconscious. But Muzaks effectiveness seems to lie in the fact that most people never really listen to it. While it may be true that no one actually likes this carefully crafted aural atmosphere, many simply ignore it, allowing its forgettable sounds to soften the contours of the day.
It can be inferred from the passage that some critics of Muzak believe that Muzak:

Muzak, the intentionally unobtrusive music that most people associate with elevators and dentists waiting rooms, represents the paradoxical success story of a product designed to be ignored. Although few people admit to enjoying its blandly melodic sounds, Muzak reaches over 100 million listeners in 14 countries and has played in the White House, the Apollo lunar spacecraft, and countless supermarkets, offices, and factories. This odd combination of criticism and widespread acceptance is not surprising, however, when one considers that Muzak is not created for the enjoyment of its listeners: rather, its purpose is to modify physiological and psychological aspects of an environment.
In the workplace, Muzak is credited with increasing both productivity and profitability. Research into the relationship between music and productivity can be traced to the earliest days of the Muzak Corporation. Developed by a military officer in 1922 as a way of transmitting music through electrical wires, Muzak blossomed in the 1930s following a study which reported that people work harder when they listen to certain kinds of music. Impressed by these findings, the BBC began to broadcast music in English munitions factories during World War II in an effort to combat fatigue. When workers assembling weapons increased their output by 6 percent, the U.S. War Production Board contracted the Muzak Corporation to provide uplifting music to American factories. Today, the corporation broadcasts its
"Environmental Music" to countless businesses and institutions throughout the world. And while most people claim to dislike Muzak’s discreet cadences, it seems to positively influence both productivity and job satisfaction.
Researchers speculate that listening to Muzak and other soft music improves morale and reduces stress by modifying our physiology. Physiological changes such as lowered heart rate and decreased blood pressure have been documented in hospital studies testing the effect of calming music on cardiac patients. In addition, certain kinds of music seem to effect ones sense of emotional, as well as physical, well being. It is just this sort of satisfaction which is thought to result in increased performance in the workplace. In a study of people performing repetitive clerical tasks, those who listened to music performed more accurately and quickly than those who worked in silence; those who listened to Muzak did better still. Moreover, while Muzak was conceived as a tool for productivity, it also seems to influence a business profitability. In an experiment in which supermarket shoppers shopped to the mellow sounds of Muzak, sales were increased by as much as 12 percent.
What makes Muzak unique is a formula by which familiar tunes are modified and programmed. Careful instrumentation adds to an overall sound that is neither monotonous nor rousing. But it is the precisely timed programming that separates Muzak from other "easy listening" formats. At the core of the programming is the concept of the "Stimulus Progression". Muzak programs are divided into quarter-hour groupings of songs, and are specifically planned for the time of day at which they will be heard. Each composition is assigned a mood rating between 1 and 6 called a stimulus value; a song with a rating of 2, for example, is slower and less invigorating than one with a value of 5. Approximately six compositions with ascending stimulus values play during any given quarter hour; each 15-minute segment ends in silence. Each segment of a 24-hour program is carefully planned. Segments that are considered more stimulating air at 11 a.m. and 3 p.m. (the times when workers typically tire), while more soothing segments play just after lunchtime and towards the end of the day, when workers are likely to be restless.
From the point of view of management, then, Muzak is a useful tool in the effort to maximize both productivity and profits. However, some people object to its presence, labeling it as a type of unregulated air pollution. Still others see it as an Orwellian nightmare, a manipulation of the subconscious. But Muzaks effectiveness seems to lie in the fact that most people never really listen to it. While it may be true that no one actually likes this carefully crafted aural atmosphere, many simply ignore it, allowing its forgettable sounds to soften the contours of the day.
According to the passage, Muzak differs from other "easy listening" formats in that Muzak:
I. produces measurable health benefits.
II. improves workers job performances.
III. is programmed in order to effect behavioral changes.