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. 

How does the author foresee the future globalization as an analogy to Henry Ford's example?
(A) Car companies would start selling cars in developing countries as well.
(B) By paying the developing world the developed world would increase its own profit, in turn bring in affluence to developing world as well.
(C) To earn profit, the companies in developing countries would move to foreign land. 

Read the following passage carefully and give answer the following questions.
Two hundred years after Malthus predicted that population growth would overtake food production by a margin of 256 to 9, the simple fact is that food production had always been ahead of the population growth. Malthus’ doomsday prediction simply did not come true due to two major reasons: first, population did not grow geometrically and birth rates in all Western countries fell during the 20- Century, resulting in very slow population growth. Over the past quarter century, birth rates have been falling in the developing countries too. Second, modern agricultural practices and better irrigation have resulted in tremendous growth in food production in almost all parts of the globe, with the notable exception of sub-Saharan Africa. Therefore, at the global level, the Malthusian doomsday never befell on us.
India’s population grew by about two and a half times in the past 45 years — from 361 million in 1951 to an estimated 916 million in 1995. But during the same period, India’s food grain production grew by nearly four times — from 51 million tonnes in 1951 to 191 million tonnes in 1995. As a result, the per capita food grain availability in India has gone up considerably since the Independence. That is, the Malthusian prediction has not come true even in India.

In the developing countries, the birth rate is

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 OPPOSITE in meaning to the word printed in bold as used in the passage.
Relying

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

A passage is given with five questions following it. Read the passage carefully and select the best answer to each question out of the given four alternatives.

Teaching about compassion and empathy in schools can help deal with problems of climate change and environmental degradation,” says Barbara Maas, secretary, Standing Committee for Environment and Conservation, International Buddhist Confederation (IBC). She was in New Delhi to participate in the IBC’s governing council meeting, December 10-11, 2017. “We started an awareness campaign in the year 2005-2006 with H H The Dalai Lama when we learnt that tiger skins were being traded in China and Tibet. At that time, I was not a Buddhist; I wrote to the Dalai Lama asking him to say that ‘this is harmful’ and he wrote back to say, “We will stop this.” He used very strong words during the Kalachakra in 2006, when he said, ‘If he sees people wearing fur and skins, he doesn’t feel like living. ‘This sent huge shock waves in the Himalayan community. Within six months, in Lhasa, people ripped the fur trim of their tubba, the traditional Tibetan dress.
 The messenger was ideal and the audience was receptive,” says Maas who is a conservationist. She has studied the battered fox’s behavioral ecology in Serengeti, Africa. She heads the endangered species conservation at the Nature and Biodiversity Conservation Union (NABU) International Foundation for Nature, Berlin. “I met Samdhong Rinpoche, The Karmapa, HH the Dalai Lama and Geshe Lhakdor and I thought, if by being a Buddhist, you become like this, I am going for it, “says Maas, who led the IBC initiative for including the Buddhist perspective to the global discourse on climate change by presenting the statement, ‘The Time to Act is Now: a Buddhist Declaration on Climate Change,’ at COP21 in Paris.
 “It was for the first time in the history of Buddhism that leaders of different sanghas came together to take a stand on anything! The statement lists a couple of important things: the first is that we amass things that we don’t need; there is overpopulation; we need to live with contentment and deal with each other and the environment with love and compassion,” elaborates Maas. She is an ardent advocate of a vegan diet because “consuming meat and milk globally contributes more to climate change than all "transport in the world.”
 Turning vegetarian or vegan usually requires complete change of perspective before one gives up eating their favorite food. What are the Buddhist ways to bring about this kind of change at the individual level? “To change our behavior, Buddhism is an ideal vehicle; it made me a more contented person,” says Maas, who grew up in Germany, as a sausage chomping, meat-loving individual. She says, “If I can change, so can anybody.

Why did Ms. Barbara Mass say “If I can change, so can anybody”?

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. 

Directions: Choose the word/phrase which is most opposite in meaning to the word printed in bold as used in the passage.  
PROSPEROUSTI 

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).

What is the meaning of the phrase “full steam ahead”?

A vexed problem facing us is the clamour to open more colleges and to reserve more seats for backward classes. But it will be a sheer folly to expand such facilities recklessly without giving any thought to the quality of education imparted. If admissions are made far more selective, it will automatically reduced the number of entrants. This should apply particularly colleges, many of which are little more than degree factories. Only then can the authorities hope to bring down the teacher-student ratio to manageable proportion. What is more, teachers should be given refresher courses, every summer to brush up their knowledge. Besides, if college managements increase their library budget it will help both the staff and the to new students a great deal. 
At the same time, however, it will be unfair to deny college education to thousands of young men and women, unless employers stop insisting on degrees even for clerical jobs. For a start, why can't the Government disqualify graduates from securing certain jobs, say class III and IV posts? Once the link between degrees and jobs is severed at least in some important departments, in will make young people think twice before joining college. 

How can teachers are –