Directions: Read the following passage carefully and answer the questions given below it. Certain words have been printed in bold to help you locate them while answering some of the questions.
   
Indeed the western recession is really the beginning of good news for India! But to understand that we will have to move away for a while from the topic of western recession . . . . . . . to the Japanese recession! For years the Japanese style of management has been admired. However, over the last decade or so, one key question has sprung up ‘if Japanese management style is as wonderful as described then why has Japan been in a recession for more than a decade?'
The answer to this question is very simple. Culture plays a very important part in shaping up economies. What succeeds in one culture fails in another. Japanese are basically nonmaterialistic. And however rich they become, unlike others, they cannot just keep throwing and buying endlessly. And once they have everything they need; there is a saturation point. It was only when companies like Toyota realized that they cannot keep selling cars endlessly to their home market that they went really aggressive in the western markets-and the rest is history. Japanese companies grew bigger by catering to the world markets when their home markets shrunk.

served equally well. They were lured through advertising and marketing techniques of ‘dustbinisation' of the customer; and then finally, once they became ready customers, they were given loans and credits to help them buy more and more. When all the creditworthy people were given loans to a logical limit, they ceased to be a part of the market. Even this would have been understandable if it could work as an eye-opener. Instead of taking the 'Right Step' as Toyota did, they preferred to take a 'shortcut'. Now banks went to the noncredit worthy people and gave them loans. The people expectedly defaulted and the entire system collapsed.

Now like Toyota western companies will learn to find new markets. They will now lean towards India because of its common man! The billion-plus population in the next 25 years will become, a consuming middle-class. Finally, there will be a real surge in income of these people and in the next fifty odd years, one can really hope to see an equal world in terms of material plenty, with poverty being almost nonexistent! And this will happen not by selling more cars to Americans and Europeans. It will happen by creating markets in India, China, Latin America and Africa, by giving their people purchasing power and by making products for them.
The recession has made us realize that it is not because of worse management techniques, but because of limits to growth. And they will realize that it is great for planet earth. After all, how many cars and houses must the rich own before calling it enough? It's time for them to look at others as well. Many years back, to increase his own profits, Henry Ford had started paying his workers more, so that they could buy his cars. In similar fashion, now the developed world will pay the developing world people so that they can buy their cars and washing machines.
The recession will kick - start the process of making the entire world more prosperous, and lay the foundation of limits to growth in the west and the foundation of real globalization in the world - of the globalization of prosperity. And one of its first beneficiaries will be India. 

Direction: Choose the word which is most similar in meaning to the word printed in bold as used in the passage.
AGGRESSIVE 

Most people who bother with the matter at all would admit that the English language is in a bad way, but it is generally assumed that we cannot by conscious action do anything about it. Our civilization is decadent and our language-so the argument runs-must inevitably share in the general collapse. It follows that any struggle against the abuse of language is a sentimental archaism, like preferring candles to electric light or hansom cabs to aeroplanes. Underneath this lies the half-conscious belief that language is natural growth and not an instrument which we shape for our own purposes. 
Now it is clear that the decline of a language must ultimately have political and economic causes it is not due simply to the bad influence of this or that individual writer. But an effect can become a cause, reinforcing the original cause and producing the same effect in an intensified form, and so on indefinitely. A man may take to drink because he feels himself to be a failure, and then fail all the more completely because he drinks. It is rather the same thing that is happening to the English language. It becomes ugly and inaccurate because our thoughts are foolish, but the slovenliness of our language makes it easier for us to have foolish thoughts. The point is that the process is reversible. Modern English, especially written English, is full of bad habits which spread by imitation and which can be avoided if one is willing to take the necessary trouble. If one gets rid of these habits, one can think more clearly, and to think clearly is a necessary first step towards political regeneration: so that the fight against bad English is not frivolous and is not the exclusive concern of professional writers. 

The author believes that -

Direction: Read the following passage carefully and answer the questions given below it. Certain words / phrases have been printed in bold to help you locate them while answering some of the questions.

Princess Chandravati was very beautiful. She loved all kinds of ornaments and always wanted to wear the most precious and lovely jewels. Once, a jeweler came to the palace and gifted the King a wonderful diamond necklace. It glittered with big and small diamonds. It was certainly a very expensive necklace. The princess fell in love with it as soon as she saw it. So, the king presented it to her.
 From that day on, the princess always wore that necklace, wherever she went. One day before, going for a swim in the pond, she took the necklace off and put in the hands of her oldest and the most trustworthy servant. "Hold this and be careful. This is the most precious necklace in the whole world, " she said. The Servant was an old woman. She sat under tree, holding the ornament tightly and waited for the princess. It was a hot afternoon and the servant was very tired so she dozed off under the tree. Suddenly the servant felt that someone was tugging at the necklace and she woke up with a start. She looked around but it no one was there and the necklace was gone. Scared out of her wits, the old servant started screaming. On hearing her scream the royal guards rushed to her. She pointed towards the direction in which the thief may have gone and the guards ran off that way.
 There was a poor and dim-witted farmer walking on the same road. As soon as he saw the royal guards running towards him, he thought that they wanted to catch him and started running. But he was not a strong man and could not outrun the hefty guards. The royal guards caught him in no time. “Where is it? " they demanded. shaking him. “Where is what? " the poor farmer stammered back. The necklace you stole!" thundered one of the royal guards. The farmer had no idea what they were talking about. He only understood that some precious necklace was lost and he was supposed to have it. He quickly replied, " I don't know where it is now. I gave it to my landlord.”

The guards ran towards the landlord 's house. "Give us the necklace right now ! " the guards demanded of the at landlord. "Necklace? I don’t have any!" the stunned landlord replied. Then tell us quickly who “does demanded the soldiers. In order to get the royal guards off his back, the landlord pointed towards a priest who was walking by his house and said, "He does." The guards now caught hold of the priest who was walking towards the temple and thinking about the lunch he had just eaten. The priest was stunned when one of the burly guards jumped on him and asked about the necklace. He remembered that the minister, Bhupathi, was at the temple. He took the guards to the temple and pointed towards the praying minister, “I gave it to him, "he said. Bhupati too was caught and all four men were thrown in jail. The Chief Minister of the kingdom knew Bhupati well and was sure that Bhupati would never steal. He decided to find out who the culprit was. He hid near the jail where all four men were put and heard them talking First, Bhupati asked the priest, “Panditji, why did you say that you gave the necklace to me? I was quietly praying at the temple and now you have landed me in jail for no fault of mine.” The priest looked apologetic. He pointed towards the landlord and said, " I didn’t know what to say. He set the " guards on me. I was simply passing by his house and was on my way to the temple." The landlord looked at the priest sheepishly. Then he turned towards the poor farmer and yelled. “You lazy good-for-nothing man! Why did you say that I had the necklace? " The farmer, trembling under the angry gaze of all three men, said, " I was just walking home. The guards caught me and I did not know what to say." On hearing, this conversation, he Chief Minister understood that all the four men were innocent. He immediately ordered the royal guards to search thoroughly, near the pond. The guards searched high and low till they saw something clinging the tree. On the tree sat a monkey with the princess’ favorite necklace around his neck. It took a lot of coxing and bananas before the monkey threw the necklace on the ground. The’ king apologized to at the four men and gave them gold coins as compensation. He requested his daughter to wear the necklace only indoors.

What did the old servant realize when she woke up?

In the following passage some words have been deleted. Fill in the blanks with the help of the alternatives given. Select the most appropriate option for each blank.

China is the largest producer of pork, but it (1) ______ a big problem at the moment. There is an epidemic (2) _____ is killing its pigs. The virus was first (3) _____ in August last year, but one million pigs have died by now. It is a (4) ______ virus and when a pig catches it, it dies. China thinks that one third of (5) ______ pigs are going to die by the end of this year.

Select the most appropriate option for blank No. 3.

Read the following passage and answer the questions that follow-
Parents all over Iceland’s capital Reykjavik embark on a two-hour evening walk around their neighbourhood every weekend, checking on youth hangouts as a 10 pm curfew approaches.The walk in Reykjavik is one step toward Iceland’s success into turning around a crisis in teenage drinking.Focusing on local participation and promoting more music and sports options for students, the island nation in the North Atlantic has dried up a teenage culture of drinking and smoking. Icelandic teenagers now have one of the lowest rates of substance abuse in Europe.The Icelandic Centre for Social Research and Analysis, the institute pioneering the project for the past two decades, says it currently advises 100 communities in 23 countries, from Finland to Chile, on cutting teenage substance abuse. “The key to success is to create healthy communities and by that get healthy individuals, ” said Inga Dora Sigfusdottir, a sociology professor who founded the Youth of Iceland programme, which now has rebranded as Planet Youth.The secret, she says, is to keep young people busy and parents engaged without talking much about drugs or alcohol. That stands in sharp contrast to other anti-abuse programmes which try to sway teenagers with school lectures and scary, disgusting ads showing smokers’ rotten lungs or eggs in a frying pan to represent an intoxicated brain.
“Telling teenagers not to use drugs can backlash and actually get them curious to try them,” Ms Sigfusdottir said. In 1999, when thousands of teenagers would gather in Reykjavik every weekend, surveys showed 56% of Icelandic 16-year-olds drank alcohol and about as many had tried smoking.
Years later, Iceland has the lowest rates for drinking and smoking among the 35 countries measured in the 2015 European School Survey Project on Alcohol and Other Drugs. On average, 80% of European 16-year-olds have tasted alcohol at least once, compared with 35% in Iceland, the only country where more than half of those students completely abstains from alcohol.
Denmark, another wealthy Nordic country, has the highest rates of teenage drinking, along with Greece, Hungary and the Czech Republic, where 92% to 96% have consumed alcohol. In the US, teen drinking is a significant health concern, because many US teenagers are driving cars and do not have access to good public transport like teenagers in Europe.
Reykjavik mayor Dagur B. Eggertsson said the Icelandic plan “is all about society giving better options” for teens than substance abuse. He believes the wide variety of opportunities that now keep students busy and inspired has dramatically altered the country’s youth culture. Local municipalities like Reykjavik have invested in sport halls, music schools and youth centres.To make the programmes widely available, parents are offered a 500 US dollar
annual voucher toward sports or music programmes for their children.

Researchers say the Planet Youth prevention model is evolving constantly because it is based on annual surveys to detect trends and measure policy effectiveness. By law, introduced when Icelandic police routinely dealt with alcohol-fuelled street gatherings, children under 12 are not allowed to be outside after 8pm without parents and those 13 to 16 not past 10pm. “We tell the kids if they are out too late, polite and nice, and then they go home,” said Heidar Atlason, a veteran member of the patrol. Over Iceland’s harsh winter, one parent admits, evenings sometimes pass without running into any students.

Which of the following does not contribute to the success of Planet Youth programme?

Directions:- Read the following passage and answer the following questions based on the given passage. Some of the words are highlighted which would help you to answer some of the questions given.
For years, world-wide organisations have become increasingly excited about the prospect of a cloud-based future. As the dream becomes an ever closer reality for many kinds of business and, Forrester predicted that enterprise spending on cloud services is set to surge. IDC also predicted that global spending on public cloud services and infrastructure would reach $210bn in 2019, an increase of 24% from 2018. But one obstacle stands create friction and introduce risk: the process of migration.
 As all indications point to a massive shift in data deployments to the cloud, it is more important than ever that the transition from on-premises to Cloud is as risk free as possible. In today's climate any loss or disruption to data can have a huge business impact. It’s a complex process, is frequently underestimated and many organisations have found there’s lots that can go wrong that can impact the business. Organisations across the globe have found the cloud to be an ideal place to run modern data applications due to big data’s elastic resource requirements. Furthermore, with the lack of data talent an ever-looming issue for most companies today they have been determined to adopt a cloud-first strategy to ensure business operations are accessible for a range of employees.
 The cloud offers great promise for developers especially, as it can increase the speed at which they develop software features and increase the resilience of applications once they are deployed - along with enhanced security through the use of multiple server locations. With all this considered, it is no surprise that 42% of UK businesses leverage some kind of cloud service, according to Eurostat.
 However, all the perceived benefits of leveraging the cloud are redundant if organisations come up against barriers to accessing cloud services. Cloud-based data pipelines still suffer from complexity challenges at the moment, along with the lack of visibility into cost and resource usage at the application and user level. The answer to this is automation fueled by robust Machine learning training models and artificial intelligence. These concepts and the tools that enable them can determine the prerequisites of cloud infrastructure, application dependencies,the appropriate target cloud instance profiles, and provide troubleshooting in real-time
 To summarise, the promise of the cloud has created a sense of excitement amongst enterprises, however, they have proceeded to go full steam ahead into adopting a cloud service, without sufficient data to ensure performance service level agreements (SLAs).

Which of the following words is most OPPOSITE to the word “MASSIVE” as given in the passage?

Directions: Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions.

Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control.

As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. 

There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees.

Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation, although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. 

In the case of product markets, buyers and sellers usually suffer from a severe dearth of information for three reasons. First, the communications infrastructure in emerging markets is often under-developed. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. 

Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer - information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. 

Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often capricious and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. 

As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in anyone business because they will pay the price in their other businesses as well.

Which of the following statements is correct in regard to the given passage? 

Directions: Read the passage given below and answer the questions that follow based on the information given in the passage.

IN GORILLA society, power belongs to silverback males. These splendid creatures have numerous status markers besides their back hair: they are bigger than the rest of their band, strike space-filling postures, produce deeper sounds, thump their chests lustily and, in general, exude an air of physical fitness. Things are not that different in the corporate world. The typical chief executive is more than six feet tall, has a deep voice, a good posture, a touch of grey in his thick, lustrous hair and, for his age, a fit body. Bosses spread themselves out behind their large desks. They stand tall when talking to subordinates. Their conversation is laden with prestige pauses and declarative statements. The big difference between gorillas and humans is, of course, that human society changes rapidly. The past few decades have seen a striking change in the distribution of power—between men and women, the West and the emerging world and geeks and non-geeks.

Women run some of America’s largest firms, such as General Motors (Mary Barra) and IBM (Virginia Rometty). More than half of the world’s biggest 2,500 public companies have their headquarters outside the West. Geeks barely out of short trousers run some of the world’s most dynamic businesses. Peter The, one of Silicon Valley’s leading investors, has introduced a blanket rule: never invest in a CEO who wears a suit. Yet it is remarkable, in this supposed age of diversity, how many bosses still conform to the stereotype. First, they are tall: in research for his 2005 book, “Blink”, Malcolm Gladwell found that 30% of CEOs of Fortune 500 companies are 6 feet 2 inches or taller, compared with 3.9% of the American population. People who “sound right” also have a marked advantage in the race for the top. Quantified Communications, a Texas-based company, asked people to evaluate speeches delivered by 120 executives. They found that voice quality accounted for 23% of listeners’ evaluations and the content of the speech only accounted for 11%.
 Academics from the business schools of the University of California, San Diego and Duke University listened to 792 male CEOs giving presentations to investors and found that those with the deepest voices earned $187,000 a year more than the average.
 Physical fitness seems to matter too: a study published this month, by Peter Limbach of the Karlsruhe Institute of Technology and Florian Sonnenburg of the University of Cologne, found that companies in America’s S&P 1500 index whose CEOs had finished a marathon were worth 5% more on average than those whose bosses had not.

Choose the word which is most nearly the SAME in meaning to the word printed in bold as used in the passage.
Stereotype