Read the passage carefully and choose the best answer to each question out of the four alternatives.

Doing an internship at the University of Lille in France, I almost always found myself stuck whenever I had to speak to non-Indians about India or on anything 'Indian'. This was more because of the subtle differences in the way the French understood India in comparison to what I thought was 'Indian'. For instance, when I, or any Indian for that matter, say 'Hindi' is an Indian language, what it means is that it is one of the languages widely spoken in India. This need not be similar to the understanding that the French would have when they hear of 'Hindi' as an Indian language. Because for them Hindi then becomes the only language spoken in India. This is a natural inference that the French, Germans, Italians and many other European nationals would tend to make, because that is generally how it is in their own respective countries. The risk of such inappropriate generalisations made about 'Indian' is not restricted to language alone but also for India's landscape, cuisine, movies, music, climate, economic development and even political ideologies. The magnitude of diversity of one European country can be easily compared to that of one of the Indian State, isn't it? Can they imagine that India is one country whose diversity can be equated to that of the entire European continent? The onus is upon us to go ahead and clarify the nuances in 'Indianness' while we converse. But why should one do so? How does it even matter to clarify?

What wrong with respect to India are the Europeans responsible for?

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.

What should be the most appropriate title of this 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.

According to the passage what physical qualities are required to become CEO of a company?

What, one wonders, is the lowest common denominator of Indian culture today? The attractive Hema Malini ? The songs of Vinidh Barati? The attractive Hema Malini? The sons of Vinidh Barati?
 Or the mouth-watering Masala Dosa? Delectable as these may be, each yield pride of place to that false (?) symbol of a new era-the synthetic fibre. In less than twenty years the nylon sari and the terylene shirt have swept the countryside, penetrated to the farthest corners of the land and persuaded every common man, woman and child that the key to success in the present day world lie in artificial fibers: glass nylon, crepe nylon, tery mixes, polyesters and what have you. More than the bicycles, the wristwatch or the transistor radio, synthetic clothes have come to represent the first step away form the village square. The village lass treasures the flashy nylon sari in her trousseau most delay; the village youth gets a great kick out of his cheap terrycot shirt and trousers, the nearest he can approximate to the expensive synthetic sported by his wealthy citybred contemporaries. And the Neo-rich craze for ‘phoren’ is nowhere more apparent than in the price that people will pay for smuggled, stolen, begged borrowed second hand or thrown away synthetics. Alas, even the uniformity of nylon. 

‘The lowest common denominator’ of the Indian culture today 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.
Spread

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. 5.

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 – 

Read the passage carefully and answer the question accordingly.

The saddest part of life lies not in the act of dying, but in failing to truly live while we are alive. Too many of us play small with our lives, never letting the fullness of our humanity see the light of day. I’ve learned that what really counts in life, in the end, is not how many toys we have collected or how much money we’ve accumulated, but how many of our talents we have liberated and used for a purpose that adds value to this world. What truly matters most are the lives we have touched and the legacy that we have left. Tolstoy put it so well when he wrote: “We live for ourselves only when we live for others.” It took me forty years to discover this simple point of wisdom.

Forty long years to discover that success cannot really be pursued. Success ensues and flows into your life as the unintended yet inevitable byproduct of a life spent enriching the lives of other people. When you shift your daily focus from a compulsion to survive towards a lifelong commitment to serve, your existence cannot help but explode into success. I still can’t believe that I had to wait until the “half-time” of my life to figure out that true fulfillment as a human being comes not from achieving those grand gestures that put us on the front pages of the newspapers and business magazines, but instead from those basic and incremental acts of decency that each one of us has the privilege to practice each and every day if we simply make the choice to do so. Mother Teresa, a great leader of human hearts if ever there was one, said it best: “There are no great acts, only small acts done with great love.” I learned this the hard way in my life. Until recently, I had been so busy striving, I had missed out on living. I was so busy chasing life’s big pleasures that I had missed out on the little ones, those micro joys that weave themselves in and out of our lives on a daily basis but often go unnoticed. My days were overscheduled, my mind was overworked and my spirit was underfed.

According to the passage, what took Tolstoy forty years to discover?