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SBI PO Superb 30 Quizzes: Day 24 - RC & Cloze Test
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Question 1
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
When choosing a CEO, boards typically take into account the particular circumstances the company faces: Is it in need of a turnaround, say, or will it be scaling for growth? For a CFO position, they might ask, are we about to do an initial public offering, or are we planning to grow by acquisition? In such cases, boards generally favor candidates with direct experience leading organizations through the situation at hand. But when hiring for and promoting people into lower-level leadership jobs, companies typically don’t pay much attention to the contextual challenges specific to the role. They tend to prefer jack-of-all-trades candidates with varied backgrounds—a tack some in HR dub the “best athlete” approach.
A broad new quantitative study from the Washington-based research and advisory firm CEB (recently acquired by Gartner) suggests that companies will be more successful if they consider the particular leadership context when hiring for every level. Instead of taking on generalists trained to meet any management test, the researchers say, firms should use an assessment system that identifies candidates whose personality attributes and experience are custom-tailored to the contextual challenges of the position.
This conclusion is based on a three-year study of 9,000 leaders at 85 global companies. The researchers assessed leaders’ personality attributes, tracked relevant experience, and solicited opinions about behaviour, performance, and effectiveness from supervisors and direct reports. They also coded 60 variables that inform context, such as whether the job involves a high degree of uncertainty, requires managing a geographically dispersed team, or calls for cost cutting. As they crunched the data and worked to understand why some leaders succeeded while others underperformed, the biggest factor that emerged was how well a leader’s personality, skills, and experience meshed with the specific challenges of the job. From an initial list of 300 contextual challenges, CEB identified the 27 that matter most. Some, such as growing market share and leading M&A, involve the external competitive landscape. Some, such as managing a broad portfolio of products and services, are related to company-wide issues or strategies. Some, such as transforming a high-conflict culture, apply at the team level. And some are confined to the position itself.
“Companies have been hiring and developing these generic workhorse leaders when what they really need is a thoroughbred whose strengths are specifically suited to a particular racetrack,” says Jean Martin, CEB’s talent solutions architect. CEB says that the need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred. The study was inspired by input CEB received five years ago. Companies and recruiters were increasingly using assessment tools and analytics to make hiring more data-driven and objective and less reliant on hiring managers’ subjective judgments. But CEB began hearing that when it came time to make a final decision on a candidate, managers were overriding the assessment results and falling back on intuition. When CEB asked why they were ignoring their analytics, some said that the results were too general and didn’t match candidates with the challenges they would actually have to confront. “There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right”.
On the basis of that feedback, CEB’s researchers began to look closely at whether context really matters. They found that it is an important and underrated predictor of leaders’ success; in fact, the context-specific approach yields predictions that are three times as accurate, on average, as those from a one-size-fits-all approach. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests likely to be encountered in a given position. Recruiters can then search for candidates with the right mix of personality attributes (as measured by assessments) and experience.
Source: https://hbr.org
When choosing a CEO, boards typically take into account the particular circumstances the company faces: Is it in need of a turnaround, say, or will it be scaling for growth? For a CFO position, they might ask, are we about to do an initial public offering, or are we planning to grow by acquisition? In such cases, boards generally favor candidates with direct experience leading organizations through the situation at hand. But when hiring for and promoting people into lower-level leadership jobs, companies typically don’t pay much attention to the contextual challenges specific to the role. They tend to prefer jack-of-all-trades candidates with varied backgrounds—a tack some in HR dub the “best athlete” approach.
A broad new quantitative study from the Washington-based research and advisory firm CEB (recently acquired by Gartner) suggests that companies will be more successful if they consider the particular leadership context when hiring for every level. Instead of taking on generalists trained to meet any management test, the researchers say, firms should use an assessment system that identifies candidates whose personality attributes and experience are custom-tailored to the contextual challenges of the position.
This conclusion is based on a three-year study of 9,000 leaders at 85 global companies. The researchers assessed leaders’ personality attributes, tracked relevant experience, and solicited opinions about behaviour, performance, and effectiveness from supervisors and direct reports. They also coded 60 variables that inform context, such as whether the job involves a high degree of uncertainty, requires managing a geographically dispersed team, or calls for cost cutting. As they crunched the data and worked to understand why some leaders succeeded while others underperformed, the biggest factor that emerged was how well a leader’s personality, skills, and experience meshed with the specific challenges of the job. From an initial list of 300 contextual challenges, CEB identified the 27 that matter most. Some, such as growing market share and leading M&A, involve the external competitive landscape. Some, such as managing a broad portfolio of products and services, are related to company-wide issues or strategies. Some, such as transforming a high-conflict culture, apply at the team level. And some are confined to the position itself.
“Companies have been hiring and developing these generic workhorse leaders when what they really need is a thoroughbred whose strengths are specifically suited to a particular racetrack,” says Jean Martin, CEB’s talent solutions architect. CEB says that the need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred. The study was inspired by input CEB received five years ago. Companies and recruiters were increasingly using assessment tools and analytics to make hiring more data-driven and objective and less reliant on hiring managers’ subjective judgments. But CEB began hearing that when it came time to make a final decision on a candidate, managers were overriding the assessment results and falling back on intuition. When CEB asked why they were ignoring their analytics, some said that the results were too general and didn’t match candidates with the challenges they would actually have to confront. “There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right”.
On the basis of that feedback, CEB’s researchers began to look closely at whether context really matters. They found that it is an important and underrated predictor of leaders’ success; in fact, the context-specific approach yields predictions that are three times as accurate, on average, as those from a one-size-fits-all approach. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests likely to be encountered in a given position. Recruiters can then search for candidates with the right mix of personality attributes (as measured by assessments) and experience.
Source: https://hbr.org
Which of the following is false with reference to the passage?
I. The need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred.
II. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests unlikely to be encountered in a given position.
III. There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right.
I. The need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred.
II. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests unlikely to be encountered in a given position.
III. There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right.
Question 2
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
When choosing a CEO, boards typically take into account the particular circumstances the company faces: Is it in need of a turnaround, say, or will it be scaling for growth? For a CFO position, they might ask, are we about to do an initial public offering, or are we planning to grow by acquisition? In such cases, boards generally favor candidates with direct experience leading organizations through the situation at hand. But when hiring for and promoting people into lower-level leadership jobs, companies typically don’t pay much attention to the contextual challenges specific to the role. They tend to prefer jack-of-all-trades candidates with varied backgrounds—a tack some in HR dub the “best athlete” approach.
A broad new quantitative study from the Washington-based research and advisory firm CEB (recently acquired by Gartner) suggests that companies will be more successful if they consider the particular leadership context when hiring for every level. Instead of taking on generalists trained to meet any management test, the researchers say, firms should use an assessment system that identifies candidates whose personality attributes and experience are custom-tailored to the contextual challenges of the position.
This conclusion is based on a three-year study of 9,000 leaders at 85 global companies. The researchers assessed leaders’ personality attributes, tracked relevant experience, and solicited opinions about behaviour, performance, and effectiveness from supervisors and direct reports. They also coded 60 variables that inform context, such as whether the job involves a high degree of uncertainty, requires managing a geographically dispersed team, or calls for cost cutting. As they crunched the data and worked to understand why some leaders succeeded while others underperformed, the biggest factor that emerged was how well a leader’s personality, skills, and experience meshed with the specific challenges of the job. From an initial list of 300 contextual challenges, CEB identified the 27 that matter most. Some, such as growing market share and leading M&A, involve the external competitive landscape. Some, such as managing a broad portfolio of products and services, are related to company-wide issues or strategies. Some, such as transforming a high-conflict culture, apply at the team level. And some are confined to the position itself.
“Companies have been hiring and developing these generic workhorse leaders when what they really need is a thoroughbred whose strengths are specifically suited to a particular racetrack,” says Jean Martin, CEB’s talent solutions architect. CEB says that the need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred. The study was inspired by input CEB received five years ago. Companies and recruiters were increasingly using assessment tools and analytics to make hiring more data-driven and objective and less reliant on hiring managers’ subjective judgments. But CEB began hearing that when it came time to make a final decision on a candidate, managers were overriding the assessment results and falling back on intuition. When CEB asked why they were ignoring their analytics, some said that the results were too general and didn’t match candidates with the challenges they would actually have to confront. “There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right”.
On the basis of that feedback, CEB’s researchers began to look closely at whether context really matters. They found that it is an important and underrated predictor of leaders’ success; in fact, the context-specific approach yields predictions that are three times as accurate, on average, as those from a one-size-fits-all approach. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests likely to be encountered in a given position. Recruiters can then search for candidates with the right mix of personality attributes (as measured by assessments) and experience.
Source: https://hbr.org
When choosing a CEO, boards typically take into account the particular circumstances the company faces: Is it in need of a turnaround, say, or will it be scaling for growth? For a CFO position, they might ask, are we about to do an initial public offering, or are we planning to grow by acquisition? In such cases, boards generally favor candidates with direct experience leading organizations through the situation at hand. But when hiring for and promoting people into lower-level leadership jobs, companies typically don’t pay much attention to the contextual challenges specific to the role. They tend to prefer jack-of-all-trades candidates with varied backgrounds—a tack some in HR dub the “best athlete” approach.
A broad new quantitative study from the Washington-based research and advisory firm CEB (recently acquired by Gartner) suggests that companies will be more successful if they consider the particular leadership context when hiring for every level. Instead of taking on generalists trained to meet any management test, the researchers say, firms should use an assessment system that identifies candidates whose personality attributes and experience are custom-tailored to the contextual challenges of the position.
This conclusion is based on a three-year study of 9,000 leaders at 85 global companies. The researchers assessed leaders’ personality attributes, tracked relevant experience, and solicited opinions about behaviour, performance, and effectiveness from supervisors and direct reports. They also coded 60 variables that inform context, such as whether the job involves a high degree of uncertainty, requires managing a geographically dispersed team, or calls for cost cutting. As they crunched the data and worked to understand why some leaders succeeded while others underperformed, the biggest factor that emerged was how well a leader’s personality, skills, and experience meshed with the specific challenges of the job. From an initial list of 300 contextual challenges, CEB identified the 27 that matter most. Some, such as growing market share and leading M&A, involve the external competitive landscape. Some, such as managing a broad portfolio of products and services, are related to company-wide issues or strategies. Some, such as transforming a high-conflict culture, apply at the team level. And some are confined to the position itself.
“Companies have been hiring and developing these generic workhorse leaders when what they really need is a thoroughbred whose strengths are specifically suited to a particular racetrack,” says Jean Martin, CEB’s talent solutions architect. CEB says that the need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred. The study was inspired by input CEB received five years ago. Companies and recruiters were increasingly using assessment tools and analytics to make hiring more data-driven and objective and less reliant on hiring managers’ subjective judgments. But CEB began hearing that when it came time to make a final decision on a candidate, managers were overriding the assessment results and falling back on intuition. When CEB asked why they were ignoring their analytics, some said that the results were too general and didn’t match candidates with the challenges they would actually have to confront. “There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right”.
On the basis of that feedback, CEB’s researchers began to look closely at whether context really matters. They found that it is an important and underrated predictor of leaders’ success; in fact, the context-specific approach yields predictions that are three times as accurate, on average, as those from a one-size-fits-all approach. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests likely to be encountered in a given position. Recruiters can then search for candidates with the right mix of personality attributes (as measured by assessments) and experience.
Source: https://hbr.org
Which of the following statement(s) can be inferred from the passage?
I. Contextual challenges specific to the role is important only for hiring people in senior leadership positions.
II. Out of 300 contextual challenges identified by the firm CEB, there are 27 matter the most.
III. Generic workhorse leaders are less effective than custom – tailored leaders, as per the situation or context.
I. Contextual challenges specific to the role is important only for hiring people in senior leadership positions.
II. Out of 300 contextual challenges identified by the firm CEB, there are 27 matter the most.
III. Generic workhorse leaders are less effective than custom – tailored leaders, as per the situation or context.
Question 3
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
When choosing a CEO, boards typically take into account the particular circumstances the company faces: Is it in need of a turnaround, say, or will it be scaling for growth? For a CFO position, they might ask, are we about to do an initial public offering, or are we planning to grow by acquisition? In such cases, boards generally favor candidates with direct experience leading organizations through the situation at hand. But when hiring for and promoting people into lower-level leadership jobs, companies typically don’t pay much attention to the contextual challenges specific to the role. They tend to prefer jack-of-all-trades candidates with varied backgrounds—a tack some in HR dub the “best athlete” approach.
A broad new quantitative study from the Washington-based research and advisory firm CEB (recently acquired by Gartner) suggests that companies will be more successful if they consider the particular leadership context when hiring for every level. Instead of taking on generalists trained to meet any management test, the researchers say, firms should use an assessment system that identifies candidates whose personality attributes and experience are custom-tailored to the contextual challenges of the position.
This conclusion is based on a three-year study of 9,000 leaders at 85 global companies. The researchers assessed leaders’ personality attributes, tracked relevant experience, and solicited opinions about behaviour, performance, and effectiveness from supervisors and direct reports. They also coded 60 variables that inform context, such as whether the job involves a high degree of uncertainty, requires managing a geographically dispersed team, or calls for cost cutting. As they crunched the data and worked to understand why some leaders succeeded while others underperformed, the biggest factor that emerged was how well a leader’s personality, skills, and experience meshed with the specific challenges of the job. From an initial list of 300 contextual challenges, CEB identified the 27 that matter most. Some, such as growing market share and leading M&A, involve the external competitive landscape. Some, such as managing a broad portfolio of products and services, are related to company-wide issues or strategies. Some, such as transforming a high-conflict culture, apply at the team level. And some are confined to the position itself.
“Companies have been hiring and developing these generic workhorse leaders when what they really need is a thoroughbred whose strengths are specifically suited to a particular racetrack,” says Jean Martin, CEB’s talent solutions architect. CEB says that the need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred. The study was inspired by input CEB received five years ago. Companies and recruiters were increasingly using assessment tools and analytics to make hiring more data-driven and objective and less reliant on hiring managers’ subjective judgments. But CEB began hearing that when it came time to make a final decision on a candidate, managers were overriding the assessment results and falling back on intuition. When CEB asked why they were ignoring their analytics, some said that the results were too general and didn’t match candidates with the challenges they would actually have to confront. “There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right”.
On the basis of that feedback, CEB’s researchers began to look closely at whether context really matters. They found that it is an important and underrated predictor of leaders’ success; in fact, the context-specific approach yields predictions that are three times as accurate, on average, as those from a one-size-fits-all approach. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests likely to be encountered in a given position. Recruiters can then search for candidates with the right mix of personality attributes (as measured by assessments) and experience.
Source: https://hbr.org
When choosing a CEO, boards typically take into account the particular circumstances the company faces: Is it in need of a turnaround, say, or will it be scaling for growth? For a CFO position, they might ask, are we about to do an initial public offering, or are we planning to grow by acquisition? In such cases, boards generally favor candidates with direct experience leading organizations through the situation at hand. But when hiring for and promoting people into lower-level leadership jobs, companies typically don’t pay much attention to the contextual challenges specific to the role. They tend to prefer jack-of-all-trades candidates with varied backgrounds—a tack some in HR dub the “best athlete” approach.
A broad new quantitative study from the Washington-based research and advisory firm CEB (recently acquired by Gartner) suggests that companies will be more successful if they consider the particular leadership context when hiring for every level. Instead of taking on generalists trained to meet any management test, the researchers say, firms should use an assessment system that identifies candidates whose personality attributes and experience are custom-tailored to the contextual challenges of the position.
This conclusion is based on a three-year study of 9,000 leaders at 85 global companies. The researchers assessed leaders’ personality attributes, tracked relevant experience, and solicited opinions about behaviour, performance, and effectiveness from supervisors and direct reports. They also coded 60 variables that inform context, such as whether the job involves a high degree of uncertainty, requires managing a geographically dispersed team, or calls for cost cutting. As they crunched the data and worked to understand why some leaders succeeded while others underperformed, the biggest factor that emerged was how well a leader’s personality, skills, and experience meshed with the specific challenges of the job. From an initial list of 300 contextual challenges, CEB identified the 27 that matter most. Some, such as growing market share and leading M&A, involve the external competitive landscape. Some, such as managing a broad portfolio of products and services, are related to company-wide issues or strategies. Some, such as transforming a high-conflict culture, apply at the team level. And some are confined to the position itself.
“Companies have been hiring and developing these generic workhorse leaders when what they really need is a thoroughbred whose strengths are specifically suited to a particular racetrack,” says Jean Martin, CEB’s talent solutions architect. CEB says that the need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred. The study was inspired by input CEB received five years ago. Companies and recruiters were increasingly using assessment tools and analytics to make hiring more data-driven and objective and less reliant on hiring managers’ subjective judgments. But CEB began hearing that when it came time to make a final decision on a candidate, managers were overriding the assessment results and falling back on intuition. When CEB asked why they were ignoring their analytics, some said that the results were too general and didn’t match candidates with the challenges they would actually have to confront. “There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right”.
On the basis of that feedback, CEB’s researchers began to look closely at whether context really matters. They found that it is an important and underrated predictor of leaders’ success; in fact, the context-specific approach yields predictions that are three times as accurate, on average, as those from a one-size-fits-all approach. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests likely to be encountered in a given position. Recruiters can then search for candidates with the right mix of personality attributes (as measured by assessments) and experience.
Source: https://hbr.org
Which of the following could be an apt title for the passage?
Question 4
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
When choosing a CEO, boards typically take into account the particular circumstances the company faces: Is it in need of a turnaround, say, or will it be scaling for growth? For a CFO position, they might ask, are we about to do an initial public offering, or are we planning to grow by acquisition? In such cases, boards generally favor candidates with direct experience leading organizations through the situation at hand. But when hiring for and promoting people into lower-level leadership jobs, companies typically don’t pay much attention to the contextual challenges specific to the role. They tend to prefer jack-of-all-trades candidates with varied backgrounds—a tack some in HR dub the “best athlete” approach.
A broad new quantitative study from the Washington-based research and advisory firm CEB (recently acquired by Gartner) suggests that companies will be more successful if they consider the particular leadership context when hiring for every level. Instead of taking on generalists trained to meet any management test, the researchers say, firms should use an assessment system that identifies candidates whose personality attributes and experience are custom-tailored to the contextual challenges of the position.
This conclusion is based on a three-year study of 9,000 leaders at 85 global companies. The researchers assessed leaders’ personality attributes, tracked relevant experience, and solicited opinions about behaviour, performance, and effectiveness from supervisors and direct reports. They also coded 60 variables that inform context, such as whether the job involves a high degree of uncertainty, requires managing a geographically dispersed team, or calls for cost cutting. As they crunched the data and worked to understand why some leaders succeeded while others underperformed, the biggest factor that emerged was how well a leader’s personality, skills, and experience meshed with the specific challenges of the job. From an initial list of 300 contextual challenges, CEB identified the 27 that matter most. Some, such as growing market share and leading M&A, involve the external competitive landscape. Some, such as managing a broad portfolio of products and services, are related to company-wide issues or strategies. Some, such as transforming a high-conflict culture, apply at the team level. And some are confined to the position itself.
“Companies have been hiring and developing these generic workhorse leaders when what they really need is a thoroughbred whose strengths are specifically suited to a particular racetrack,” says Jean Martin, CEB’s talent solutions architect. CEB says that the need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred. The study was inspired by input CEB received five years ago. Companies and recruiters were increasingly using assessment tools and analytics to make hiring more data-driven and objective and less reliant on hiring managers’ subjective judgments. But CEB began hearing that when it came time to make a final decision on a candidate, managers were overriding the assessment results and falling back on intuition. When CEB asked why they were ignoring their analytics, some said that the results were too general and didn’t match candidates with the challenges they would actually have to confront. “There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right”.
On the basis of that feedback, CEB’s researchers began to look closely at whether context really matters. They found that it is an important and underrated predictor of leaders’ success; in fact, the context-specific approach yields predictions that are three times as accurate, on average, as those from a one-size-fits-all approach. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests likely to be encountered in a given position. Recruiters can then search for candidates with the right mix of personality attributes (as measured by assessments) and experience.
Source: https://hbr.org
When choosing a CEO, boards typically take into account the particular circumstances the company faces: Is it in need of a turnaround, say, or will it be scaling for growth? For a CFO position, they might ask, are we about to do an initial public offering, or are we planning to grow by acquisition? In such cases, boards generally favor candidates with direct experience leading organizations through the situation at hand. But when hiring for and promoting people into lower-level leadership jobs, companies typically don’t pay much attention to the contextual challenges specific to the role. They tend to prefer jack-of-all-trades candidates with varied backgrounds—a tack some in HR dub the “best athlete” approach.
A broad new quantitative study from the Washington-based research and advisory firm CEB (recently acquired by Gartner) suggests that companies will be more successful if they consider the particular leadership context when hiring for every level. Instead of taking on generalists trained to meet any management test, the researchers say, firms should use an assessment system that identifies candidates whose personality attributes and experience are custom-tailored to the contextual challenges of the position.
This conclusion is based on a three-year study of 9,000 leaders at 85 global companies. The researchers assessed leaders’ personality attributes, tracked relevant experience, and solicited opinions about behaviour, performance, and effectiveness from supervisors and direct reports. They also coded 60 variables that inform context, such as whether the job involves a high degree of uncertainty, requires managing a geographically dispersed team, or calls for cost cutting. As they crunched the data and worked to understand why some leaders succeeded while others underperformed, the biggest factor that emerged was how well a leader’s personality, skills, and experience meshed with the specific challenges of the job. From an initial list of 300 contextual challenges, CEB identified the 27 that matter most. Some, such as growing market share and leading M&A, involve the external competitive landscape. Some, such as managing a broad portfolio of products and services, are related to company-wide issues or strategies. Some, such as transforming a high-conflict culture, apply at the team level. And some are confined to the position itself.
“Companies have been hiring and developing these generic workhorse leaders when what they really need is a thoroughbred whose strengths are specifically suited to a particular racetrack,” says Jean Martin, CEB’s talent solutions architect. CEB says that the need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred. The study was inspired by input CEB received five years ago. Companies and recruiters were increasingly using assessment tools and analytics to make hiring more data-driven and objective and less reliant on hiring managers’ subjective judgments. But CEB began hearing that when it came time to make a final decision on a candidate, managers were overriding the assessment results and falling back on intuition. When CEB asked why they were ignoring their analytics, some said that the results were too general and didn’t match candidates with the challenges they would actually have to confront. “There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right”.
On the basis of that feedback, CEB’s researchers began to look closely at whether context really matters. They found that it is an important and underrated predictor of leaders’ success; in fact, the context-specific approach yields predictions that are three times as accurate, on average, as those from a one-size-fits-all approach. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests likely to be encountered in a given position. Recruiters can then search for candidates with the right mix of personality attributes (as measured by assessments) and experience.
Source: https://hbr.org
Which of the following summarizes the 4th paragraph?
I. CEB’s results were not very reliable for the recruiters and companies to act upon them.
II. There is a greater need for assessment based hiring in today’s changing times.
III. Even though companies and recruiters were initially following the assessment method, when it came to the final step of hiring, they did not believe the assessment results.
I. CEB’s results were not very reliable for the recruiters and companies to act upon them.
II. There is a greater need for assessment based hiring in today’s changing times.
III. Even though companies and recruiters were initially following the assessment method, when it came to the final step of hiring, they did not believe the assessment results.
Question 5
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
When choosing a CEO, boards typically take into account the particular circumstances the company faces: Is it in need of a turnaround, say, or will it be scaling for growth? For a CFO position, they might ask, are we about to do an initial public offering, or are we planning to grow by acquisition? In such cases, boards generally favor candidates with direct experience leading organizations through the situation at hand. But when hiring for and promoting people into lower-level leadership jobs, companies typically don’t pay much attention to the contextual challenges specific to the role. They tend to prefer jack-of-all-trades candidates with varied backgrounds—a tack some in HR dub the “best athlete” approach.
A broad new quantitative study from the Washington-based research and advisory firm CEB (recently acquired by Gartner) suggests that companies will be more successful if they consider the particular leadership context when hiring for every level. Instead of taking on generalists trained to meet any management test, the researchers say, firms should use an assessment system that identifies candidates whose personality attributes and experience are custom-tailored to the contextual challenges of the position.
This conclusion is based on a three-year study of 9,000 leaders at 85 global companies. The researchers assessed leaders’ personality attributes, tracked relevant experience, and solicited opinions about behaviour, performance, and effectiveness from supervisors and direct reports. They also coded 60 variables that inform context, such as whether the job involves a high degree of uncertainty, requires managing a geographically dispersed team, or calls for cost cutting. As they crunched the data and worked to understand why some leaders succeeded while others underperformed, the biggest factor that emerged was how well a leader’s personality, skills, and experience meshed with the specific challenges of the job. From an initial list of 300 contextual challenges, CEB identified the 27 that matter most. Some, such as growing market share and leading M&A, involve the external competitive landscape. Some, such as managing a broad portfolio of products and services, are related to company-wide issues or strategies. Some, such as transforming a high-conflict culture, apply at the team level. And some are confined to the position itself.
“Companies have been hiring and developing these generic workhorse leaders when what they really need is a thoroughbred whose strengths are specifically suited to a particular racetrack,” says Jean Martin, CEB’s talent solutions architect. CEB says that the need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred. The study was inspired by input CEB received five years ago. Companies and recruiters were increasingly using assessment tools and analytics to make hiring more data-driven and objective and less reliant on hiring managers’ subjective judgments. But CEB began hearing that when it came time to make a final decision on a candidate, managers were overriding the assessment results and falling back on intuition. When CEB asked why they were ignoring their analytics, some said that the results were too general and didn’t match candidates with the challenges they would actually have to confront. “There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right”.
On the basis of that feedback, CEB’s researchers began to look closely at whether context really matters. They found that it is an important and underrated predictor of leaders’ success; in fact, the context-specific approach yields predictions that are three times as accurate, on average, as those from a one-size-fits-all approach. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests likely to be encountered in a given position. Recruiters can then search for candidates with the right mix of personality attributes (as measured by assessments) and experience.
Source: https://hbr.org
When choosing a CEO, boards typically take into account the particular circumstances the company faces: Is it in need of a turnaround, say, or will it be scaling for growth? For a CFO position, they might ask, are we about to do an initial public offering, or are we planning to grow by acquisition? In such cases, boards generally favor candidates with direct experience leading organizations through the situation at hand. But when hiring for and promoting people into lower-level leadership jobs, companies typically don’t pay much attention to the contextual challenges specific to the role. They tend to prefer jack-of-all-trades candidates with varied backgrounds—a tack some in HR dub the “best athlete” approach.
A broad new quantitative study from the Washington-based research and advisory firm CEB (recently acquired by Gartner) suggests that companies will be more successful if they consider the particular leadership context when hiring for every level. Instead of taking on generalists trained to meet any management test, the researchers say, firms should use an assessment system that identifies candidates whose personality attributes and experience are custom-tailored to the contextual challenges of the position.
This conclusion is based on a three-year study of 9,000 leaders at 85 global companies. The researchers assessed leaders’ personality attributes, tracked relevant experience, and solicited opinions about behaviour, performance, and effectiveness from supervisors and direct reports. They also coded 60 variables that inform context, such as whether the job involves a high degree of uncertainty, requires managing a geographically dispersed team, or calls for cost cutting. As they crunched the data and worked to understand why some leaders succeeded while others underperformed, the biggest factor that emerged was how well a leader’s personality, skills, and experience meshed with the specific challenges of the job. From an initial list of 300 contextual challenges, CEB identified the 27 that matter most. Some, such as growing market share and leading M&A, involve the external competitive landscape. Some, such as managing a broad portfolio of products and services, are related to company-wide issues or strategies. Some, such as transforming a high-conflict culture, apply at the team level. And some are confined to the position itself.
“Companies have been hiring and developing these generic workhorse leaders when what they really need is a thoroughbred whose strengths are specifically suited to a particular racetrack,” says Jean Martin, CEB’s talent solutions architect. CEB says that the need for more-tailored leaders results from greater complexity, a wider scope of responsibilities, and faster rates of company change than previously occurred. The study was inspired by input CEB received five years ago. Companies and recruiters were increasingly using assessment tools and analytics to make hiring more data-driven and objective and less reliant on hiring managers’ subjective judgments. But CEB began hearing that when it came time to make a final decision on a candidate, managers were overriding the assessment results and falling back on intuition. When CEB asked why they were ignoring their analytics, some said that the results were too general and didn’t match candidates with the challenges they would actually have to confront. “There was a mismatch between what the planning process was showing as the right answer and what the decision makers felt was right”.
On the basis of that feedback, CEB’s researchers began to look closely at whether context really matters. They found that it is an important and underrated predictor of leaders’ success; in fact, the context-specific approach yields predictions that are three times as accurate, on average, as those from a one-size-fits-all approach. The identification of 27 key contextual challenges helps hiring managers articulate the biggest tests likely to be encountered in a given position. Recruiters can then search for candidates with the right mix of personality attributes (as measured by assessments) and experience.
Source: https://hbr.org
Which of the following options if true, could be in agreement with the context of the passage?
I. Not focusing on who will thrive in specific contexts might make a company aware that it has many executives who are skilled at launching new products or competing for market share but very few who excel at cost-cutting or managing turnarounds.
II. By gaining an understanding of how well suited different types of managers are to various challenges, companies will begin to think less about a talent “pipeline” (with its implication that a single candidate is “in line” for the next assignment) and more about a “portfolio” from which to identify the best fit.
III. Chasing managerial agility instead of allowing for specialization is ineffective.
Question 6
Direction: In the following passage there are blanks each of which has been numbered. These numbers are printed below the pas-sage and against each, five words/phrases are suggested, one of which fits the blank appropriately.
Muslim Personal Law is already modern in the sense, that it has enshrined the individual rights to property since the 1930s, unlike Hindu law, in which the family’s natural condition is (6) to be “joint”. In the decades of the 1930s and 1940s, contrary to later discourses about Muslim law being 'backward', it was the Hindu law that was (7) “backward” and needed to be brought into the modern world of individual property rights. Also, the Muslim marriage as a contract protects women better in case of a divorce than the Hindu marriages. All marriages are considered as a (8), along with being a civil contract. Mehr, in Muslim Personal Law, is paid by the husband’s family to the wife upon marriage, is the (9) property of the wife and it is hers upon divorce, offering her a protection thereafter which Hindu women do not have. So, it is plausible that the Uniform Civil Code would make the practice of 'mehr' compulsory for all while abolishing dowry.
It is absurd to think that a “Uniform Civil Code” has nothing to do with gender justice. Nevertheless, it also has a Hindu nationalist agenda along with the cult of the 'beef-ban' and the construction of the Ayodhya temple. A Uniform Civil Code in this sense of the term is meant to (10) Muslims, teach them (if they didn’t know it already) that they are second-class citizens, and that they live at the mercy of “the national race” (the Hindus), as M.S. Golwalkar decreed.
Muslim Personal Law is already modern in the sense, that it has enshrined the individual rights to property since the 1930s, unlike Hindu law, in which the family’s natural condition is (6) to be “joint”. In the decades of the 1930s and 1940s, contrary to later discourses about Muslim law being 'backward', it was the Hindu law that was (7) “backward” and needed to be brought into the modern world of individual property rights. Also, the Muslim marriage as a contract protects women better in case of a divorce than the Hindu marriages. All marriages are considered as a (8), along with being a civil contract. Mehr, in Muslim Personal Law, is paid by the husband’s family to the wife upon marriage, is the (9) property of the wife and it is hers upon divorce, offering her a protection thereafter which Hindu women do not have. So, it is plausible that the Uniform Civil Code would make the practice of 'mehr' compulsory for all while abolishing dowry.
It is absurd to think that a “Uniform Civil Code” has nothing to do with gender justice. Nevertheless, it also has a Hindu nationalist agenda along with the cult of the 'beef-ban' and the construction of the Ayodhya temple. A Uniform Civil Code in this sense of the term is meant to (10) Muslims, teach them (if they didn’t know it already) that they are second-class citizens, and that they live at the mercy of “the national race” (the Hindus), as M.S. Golwalkar decreed.
Find out the appropriate word in each case.
Question 7
Direction: In the following passage there are blanks each of which has been numbered. These numbers are printed below the pas-sage and against each, five words/phrases are suggested, one of which fits the blank appropriately.
Muslim Personal Law is already modern in the sense, that it has enshrined the individual rights to property since the 1930s, unlike Hindu law, in which the family’s natural condition is (6) to be “joint”. In the decades of the 1930s and 1940s, contrary to later discourses about Muslim law being 'backward', it was the Hindu law that was (7) “backward” and needed to be brought into the modern world of individual property rights. Also, the Muslim marriage as a contract protects women better in case of a divorce than the Hindu marriages. All marriages are considered as a (8), along with being a civil contract. Mehr, in Muslim Personal Law, is paid by the husband’s family to the wife upon marriage, is the (9) property of the wife and it is hers upon divorce, offering her a protection thereafter which Hindu women do not have. So, it is plausible that the Uniform Civil Code would make the practice of 'mehr' compulsory for all while abolishing dowry.
It is absurd to think that a “Uniform Civil Code” has nothing to do with gender justice. Nevertheless, it also has a Hindu nationalist agenda along with the cult of the 'beef-ban' and the construction of the Ayodhya temple. A Uniform Civil Code in this sense of the term is meant to (10) Muslims, teach them (if they didn’t know it already) that they are second-class citizens, and that they live at the mercy of “the national race” (the Hindus), as M.S. Golwalkar decreed.
Muslim Personal Law is already modern in the sense, that it has enshrined the individual rights to property since the 1930s, unlike Hindu law, in which the family’s natural condition is (6) to be “joint”. In the decades of the 1930s and 1940s, contrary to later discourses about Muslim law being 'backward', it was the Hindu law that was (7) “backward” and needed to be brought into the modern world of individual property rights. Also, the Muslim marriage as a contract protects women better in case of a divorce than the Hindu marriages. All marriages are considered as a (8), along with being a civil contract. Mehr, in Muslim Personal Law, is paid by the husband’s family to the wife upon marriage, is the (9) property of the wife and it is hers upon divorce, offering her a protection thereafter which Hindu women do not have. So, it is plausible that the Uniform Civil Code would make the practice of 'mehr' compulsory for all while abolishing dowry.
It is absurd to think that a “Uniform Civil Code” has nothing to do with gender justice. Nevertheless, it also has a Hindu nationalist agenda along with the cult of the 'beef-ban' and the construction of the Ayodhya temple. A Uniform Civil Code in this sense of the term is meant to (10) Muslims, teach them (if they didn’t know it already) that they are second-class citizens, and that they live at the mercy of “the national race” (the Hindus), as M.S. Golwalkar decreed.
Find out the appropriate word in each case.
Question 8
Direction: In the following passage there are blanks each of which has been numbered. These numbers are printed below the pas-sage and against each, five words/phrases are suggested, one of which fits the blank appropriately.
Muslim Personal Law is already modern in the sense, that it has enshrined the individual rights to property since the 1930s, unlike Hindu law, in which the family’s natural condition is (6) to be “joint”. In the decades of the 1930s and 1940s, contrary to later discourses about Muslim law being 'backward', it was the Hindu law that was (7) “backward” and needed to be brought into the modern world of individual property rights. Also, the Muslim marriage as a contract protects women better in case of a divorce than the Hindu marriages. All marriages are considered as a (8), along with being a civil contract. Mehr, in Muslim Personal Law, is paid by the husband’s family to the wife upon marriage, is the (9) property of the wife and it is hers upon divorce, offering her a protection thereafter which Hindu women do not have. So, it is plausible that the Uniform Civil Code would make the practice of 'mehr' compulsory for all while abolishing dowry.
It is absurd to think that a “Uniform Civil Code” has nothing to do with gender justice. Nevertheless, it also has a Hindu nationalist agenda along with the cult of the 'beef-ban' and the construction of the Ayodhya temple. A Uniform Civil Code in this sense of the term is meant to (10) Muslims, teach them (if they didn’t know it already) that they are second-class citizens, and that they live at the mercy of “the national race” (the Hindus), as M.S. Golwalkar decreed.
Muslim Personal Law is already modern in the sense, that it has enshrined the individual rights to property since the 1930s, unlike Hindu law, in which the family’s natural condition is (6) to be “joint”. In the decades of the 1930s and 1940s, contrary to later discourses about Muslim law being 'backward', it was the Hindu law that was (7) “backward” and needed to be brought into the modern world of individual property rights. Also, the Muslim marriage as a contract protects women better in case of a divorce than the Hindu marriages. All marriages are considered as a (8), along with being a civil contract. Mehr, in Muslim Personal Law, is paid by the husband’s family to the wife upon marriage, is the (9) property of the wife and it is hers upon divorce, offering her a protection thereafter which Hindu women do not have. So, it is plausible that the Uniform Civil Code would make the practice of 'mehr' compulsory for all while abolishing dowry.
It is absurd to think that a “Uniform Civil Code” has nothing to do with gender justice. Nevertheless, it also has a Hindu nationalist agenda along with the cult of the 'beef-ban' and the construction of the Ayodhya temple. A Uniform Civil Code in this sense of the term is meant to (10) Muslims, teach them (if they didn’t know it already) that they are second-class citizens, and that they live at the mercy of “the national race” (the Hindus), as M.S. Golwalkar decreed.
Find out the appropriate word in each case.
Question 9
Direction: In the following passage there are blanks each of which has been numbered. These numbers are printed below the pas-sage and against each, five words/phrases are suggested, one of which fits the blank appropriately.
Muslim Personal Law is already modern in the sense, that it has enshrined the individual rights to property since the 1930s, unlike Hindu law, in which the family’s natural condition is (6) to be “joint”. In the decades of the 1930s and 1940s, contrary to later discourses about Muslim law being 'backward', it was the Hindu law that was (7) “backward” and needed to be brought into the modern world of individual property rights. Also, the Muslim marriage as a contract protects women better in case of a divorce than the Hindu marriages. All marriages are considered as a (8), along with being a civil contract. Mehr, in Muslim Personal Law, is paid by the husband’s family to the wife upon marriage, is the (9) property of the wife and it is hers upon divorce, offering her a protection thereafter which Hindu women do not have. So, it is plausible that the Uniform Civil Code would make the practice of 'mehr' compulsory for all while abolishing dowry.
It is absurd to think that a “Uniform Civil Code” has nothing to do with gender justice. Nevertheless, it also has a Hindu nationalist agenda along with the cult of the 'beef-ban' and the construction of the Ayodhya temple. A Uniform Civil Code in this sense of the term is meant to (10) Muslims, teach them (if they didn’t know it already) that they are second-class citizens, and that they live at the mercy of “the national race” (the Hindus), as M.S. Golwalkar decreed.
Muslim Personal Law is already modern in the sense, that it has enshrined the individual rights to property since the 1930s, unlike Hindu law, in which the family’s natural condition is (6) to be “joint”. In the decades of the 1930s and 1940s, contrary to later discourses about Muslim law being 'backward', it was the Hindu law that was (7) “backward” and needed to be brought into the modern world of individual property rights. Also, the Muslim marriage as a contract protects women better in case of a divorce than the Hindu marriages. All marriages are considered as a (8), along with being a civil contract. Mehr, in Muslim Personal Law, is paid by the husband’s family to the wife upon marriage, is the (9) property of the wife and it is hers upon divorce, offering her a protection thereafter which Hindu women do not have. So, it is plausible that the Uniform Civil Code would make the practice of 'mehr' compulsory for all while abolishing dowry.
It is absurd to think that a “Uniform Civil Code” has nothing to do with gender justice. Nevertheless, it also has a Hindu nationalist agenda along with the cult of the 'beef-ban' and the construction of the Ayodhya temple. A Uniform Civil Code in this sense of the term is meant to (10) Muslims, teach them (if they didn’t know it already) that they are second-class citizens, and that they live at the mercy of “the national race” (the Hindus), as M.S. Golwalkar decreed.
Find out the appropriate word in each case.
Question 10
Direction: In the following passage there are blanks each of which has been numbered. These numbers are printed below the pas-sage and against each, five words/phrases are suggested, one of which fits the blank appropriately.
Muslim Personal Law is already modern in the sense, that it has enshrined the individual rights to property since the 1930s, unlike Hindu law, in which the family’s natural condition is (6) to be “joint”. In the decades of the 1930s and 1940s, contrary to later discourses about Muslim law being 'backward', it was the Hindu law that was (7) “backward” and needed to be brought into the modern world of individual property rights. Also, the Muslim marriage as a contract protects women better in case of a divorce than the Hindu marriages. All marriages are considered as a (8), along with being a civil contract. Mehr, in Muslim Personal Law, is paid by the husband’s family to the wife upon marriage, is the (9) property of the wife and it is hers upon divorce, offering her a protection thereafter which Hindu women do not have. So, it is plausible that the Uniform Civil Code would make the practice of 'mehr' compulsory for all while abolishing dowry.
It is absurd to think that a “Uniform Civil Code” has nothing to do with gender justice. Nevertheless, it also has a Hindu nationalist agenda along with the cult of the 'beef-ban' and the construction of the Ayodhya temple. A Uniform Civil Code in this sense of the term is meant to (10) Muslims, teach them (if they didn’t know it already) that they are second-class citizens, and that they live at the mercy of “the national race” (the Hindus), as M.S. Golwalkar decreed.
Muslim Personal Law is already modern in the sense, that it has enshrined the individual rights to property since the 1930s, unlike Hindu law, in which the family’s natural condition is (6) to be “joint”. In the decades of the 1930s and 1940s, contrary to later discourses about Muslim law being 'backward', it was the Hindu law that was (7) “backward” and needed to be brought into the modern world of individual property rights. Also, the Muslim marriage as a contract protects women better in case of a divorce than the Hindu marriages. All marriages are considered as a (8), along with being a civil contract. Mehr, in Muslim Personal Law, is paid by the husband’s family to the wife upon marriage, is the (9) property of the wife and it is hers upon divorce, offering her a protection thereafter which Hindu women do not have. So, it is plausible that the Uniform Civil Code would make the practice of 'mehr' compulsory for all while abolishing dowry.
It is absurd to think that a “Uniform Civil Code” has nothing to do with gender justice. Nevertheless, it also has a Hindu nationalist agenda along with the cult of the 'beef-ban' and the construction of the Ayodhya temple. A Uniform Civil Code in this sense of the term is meant to (10) Muslims, teach them (if they didn’t know it already) that they are second-class citizens, and that they live at the mercy of “the national race” (the Hindus), as M.S. Golwalkar decreed.
Find out the appropriate word in each case.
Question 11
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
India is technology-savvy to some extent. The onslaught of technology has hit every sphere in our life—we book food, cabs and plumbers through applications. There are applications for finding a date, checking into flights before you reach an airport, reading the news, budgeting your income and everything else. There have been initiatives to introduce technology into the realm of education, but those have been sporadic and unrelated. The urban population in India is expected to grow faster than its overall population by 2030, according to a report by a leading newspaper. This will put considerable pressure on the economy and education system. Our education system currently faces a few challenges, like the sheer capacity to deliver education to all sections of our society, and the quality of existing institutions.
There is a distinct gap in the education landscape. Frost & Sullivan reports that the quality of higher education is top notch in tier-1 universities, but not in tier-3 schools. The IIT has introduced the National Programme on Technology Enhanced Learning, a government-funded initiative to help students across the world learn concepts, and provide free access to videos on YouTube. Thus, it is quite clear that the introduction of technology is happening, but slowly and only in certain places.
A 2016 Annual States of Education Report (ASER) survey carried out among 5,60,000 children aged 3-16, in 589 districts in India showed that attendance in primary schools in Uttar Pradesh were as low as 56%, and attendance in upper primary schools in Bihar was 52%. The high dropout rates and low attendance rates are alarming. Will technology help in making the study-matter more interesting and engaging to restless students? Given that the majority of India’s population lives in rural and semi-urban areas, it only makes sense if the infusion of technology into education is done on a larger scale, and at the grass-root level.
Source: https://www.thebetterindia.com/
India is technology-savvy to some extent. The onslaught of technology has hit every sphere in our life—we book food, cabs and plumbers through applications. There are applications for finding a date, checking into flights before you reach an airport, reading the news, budgeting your income and everything else. There have been initiatives to introduce technology into the realm of education, but those have been sporadic and unrelated. The urban population in India is expected to grow faster than its overall population by 2030, according to a report by a leading newspaper. This will put considerable pressure on the economy and education system. Our education system currently faces a few challenges, like the sheer capacity to deliver education to all sections of our society, and the quality of existing institutions.
There is a distinct gap in the education landscape. Frost & Sullivan reports that the quality of higher education is top notch in tier-1 universities, but not in tier-3 schools. The IIT has introduced the National Programme on Technology Enhanced Learning, a government-funded initiative to help students across the world learn concepts, and provide free access to videos on YouTube. Thus, it is quite clear that the introduction of technology is happening, but slowly and only in certain places.
A 2016 Annual States of Education Report (ASER) survey carried out among 5,60,000 children aged 3-16, in 589 districts in India showed that attendance in primary schools in Uttar Pradesh were as low as 56%, and attendance in upper primary schools in Bihar was 52%. The high dropout rates and low attendance rates are alarming. Will technology help in making the study-matter more interesting and engaging to restless students? Given that the majority of India’s population lives in rural and semi-urban areas, it only makes sense if the infusion of technology into education is done on a larger scale, and at the grass-root level.
Source: https://www.thebetterindia.com/
Which of the following has been indicated in the passage?
Question 12
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
India is technology-savvy to some extent. The onslaught of technology has hit every sphere in our life—we book food, cabs and plumbers through applications. There are applications for finding a date, checking into flights before you reach an airport, reading the news, budgeting your income and everything else. There have been initiatives to introduce technology into the realm of education, but those have been sporadic and unrelated. The urban population in India is expected to grow faster than its overall population by 2030, according to a report by a leading newspaper. This will put considerable pressure on the economy and education system. Our education system currently faces a few challenges, like the sheer capacity to deliver education to all sections of our society, and the quality of existing institutions.
There is a distinct gap in the education landscape. Frost & Sullivan reports that the quality of higher education is top notch in tier-1 universities, but not in tier-3 schools. The IIT has introduced the National Programme on Technology Enhanced Learning, a government-funded initiative to help students across the world learn concepts, and provide free access to videos on YouTube. Thus, it is quite clear that the introduction of technology is happening, but slowly and only in certain places.
A 2016 Annual States of Education Report (ASER) survey carried out among 5,60,000 children aged 3-16, in 589 districts in India showed that attendance in primary schools in Uttar Pradesh were as low as 56%, and attendance in upper primary schools in Bihar was 52%. The high dropout rates and low attendance rates are alarming. Will technology help in making the study-matter more interesting and engaging to restless students? Given that the majority of India’s population lives in rural and semi-urban areas, it only makes sense if the infusion of technology into education is done on a larger scale, and at the grass-root level.
Source: https://www.thebetterindia.com/
India is technology-savvy to some extent. The onslaught of technology has hit every sphere in our life—we book food, cabs and plumbers through applications. There are applications for finding a date, checking into flights before you reach an airport, reading the news, budgeting your income and everything else. There have been initiatives to introduce technology into the realm of education, but those have been sporadic and unrelated. The urban population in India is expected to grow faster than its overall population by 2030, according to a report by a leading newspaper. This will put considerable pressure on the economy and education system. Our education system currently faces a few challenges, like the sheer capacity to deliver education to all sections of our society, and the quality of existing institutions.
There is a distinct gap in the education landscape. Frost & Sullivan reports that the quality of higher education is top notch in tier-1 universities, but not in tier-3 schools. The IIT has introduced the National Programme on Technology Enhanced Learning, a government-funded initiative to help students across the world learn concepts, and provide free access to videos on YouTube. Thus, it is quite clear that the introduction of technology is happening, but slowly and only in certain places.
A 2016 Annual States of Education Report (ASER) survey carried out among 5,60,000 children aged 3-16, in 589 districts in India showed that attendance in primary schools in Uttar Pradesh were as low as 56%, and attendance in upper primary schools in Bihar was 52%. The high dropout rates and low attendance rates are alarming. Will technology help in making the study-matter more interesting and engaging to restless students? Given that the majority of India’s population lives in rural and semi-urban areas, it only makes sense if the infusion of technology into education is done on a larger scale, and at the grass-root level.
Source: https://www.thebetterindia.com/
Which of the following statements is TRUE with reference to the given passage?
Question 13
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
India is technology-savvy to some extent. The onslaught of technology has hit every sphere in our life—we book food, cabs and plumbers through applications. There are applications for finding a date, checking into flights before you reach an airport, reading the news, budgeting your income and everything else. There have been initiatives to introduce technology into the realm of education, but those have been sporadic and unrelated. The urban population in India is expected to grow faster than its overall population by 2030, according to a report by a leading newspaper. This will put considerable pressure on the economy and education system. Our education system currently faces a few challenges, like the sheer capacity to deliver education to all sections of our society, and the quality of existing institutions.
There is a distinct gap in the education landscape. Frost & Sullivan reports that the quality of higher education is top notch in tier-1 universities, but not in tier-3 schools. The IIT has introduced the National Programme on Technology Enhanced Learning, a government-funded initiative to help students across the world learn concepts, and provide free access to videos on YouTube. Thus, it is quite clear that the introduction of technology is happening, but slowly and only in certain places.
A 2016 Annual States of Education Report (ASER) survey carried out among 5,60,000 children aged 3-16, in 589 districts in India showed that attendance in primary schools in Uttar Pradesh were as low as 56%, and attendance in upper primary schools in Bihar was 52%. The high dropout rates and low attendance rates are alarming. Will technology help in making the study-matter more interesting and engaging to restless students? Given that the majority of India’s population lives in rural and semi-urban areas, it only makes sense if the infusion of technology into education is done on a larger scale, and at the grass-root level.
Source: https://www.thebetterindia.com/
India is technology-savvy to some extent. The onslaught of technology has hit every sphere in our life—we book food, cabs and plumbers through applications. There are applications for finding a date, checking into flights before you reach an airport, reading the news, budgeting your income and everything else. There have been initiatives to introduce technology into the realm of education, but those have been sporadic and unrelated. The urban population in India is expected to grow faster than its overall population by 2030, according to a report by a leading newspaper. This will put considerable pressure on the economy and education system. Our education system currently faces a few challenges, like the sheer capacity to deliver education to all sections of our society, and the quality of existing institutions.
There is a distinct gap in the education landscape. Frost & Sullivan reports that the quality of higher education is top notch in tier-1 universities, but not in tier-3 schools. The IIT has introduced the National Programme on Technology Enhanced Learning, a government-funded initiative to help students across the world learn concepts, and provide free access to videos on YouTube. Thus, it is quite clear that the introduction of technology is happening, but slowly and only in certain places.
A 2016 Annual States of Education Report (ASER) survey carried out among 5,60,000 children aged 3-16, in 589 districts in India showed that attendance in primary schools in Uttar Pradesh were as low as 56%, and attendance in upper primary schools in Bihar was 52%. The high dropout rates and low attendance rates are alarming. Will technology help in making the study-matter more interesting and engaging to restless students? Given that the majority of India’s population lives in rural and semi-urban areas, it only makes sense if the infusion of technology into education is done on a larger scale, and at the grass-root level.
Source: https://www.thebetterindia.com/
Which of the following words is the most opposite in meaning to "sporadic" as used in the passage?
Question 14
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
India is technology-savvy to some extent. The onslaught of technology has hit every sphere in our life—we book food, cabs and plumbers through applications. There are applications for finding a date, checking into flights before you reach an airport, reading the news, budgeting your income and everything else. There have been initiatives to introduce technology into the realm of education, but those have been sporadic and unrelated. The urban population in India is expected to grow faster than its overall population by 2030, according to a report by a leading newspaper. This will put considerable pressure on the economy and education system. Our education system currently faces a few challenges, like the sheer capacity to deliver education to all sections of our society, and the quality of existing institutions.
There is a distinct gap in the education landscape. Frost & Sullivan reports that the quality of higher education is top notch in tier-1 universities, but not in tier-3 schools. The IIT has introduced the National Programme on Technology Enhanced Learning, a government-funded initiative to help students across the world learn concepts, and provide free access to videos on YouTube. Thus, it is quite clear that the introduction of technology is happening, but slowly and only in certain places.
A 2016 Annual States of Education Report (ASER) survey carried out among 5,60,000 children aged 3-16, in 589 districts in India showed that attendance in primary schools in Uttar Pradesh were as low as 56%, and attendance in upper primary schools in Bihar was 52%. The high dropout rates and low attendance rates are alarming. Will technology help in making the study-matter more interesting and engaging to restless students? Given that the majority of India’s population lives in rural and semi-urban areas, it only makes sense if the infusion of technology into education is done on a larger scale, and at the grass-root level.
Source: https://www.thebetterindia.com/
India is technology-savvy to some extent. The onslaught of technology has hit every sphere in our life—we book food, cabs and plumbers through applications. There are applications for finding a date, checking into flights before you reach an airport, reading the news, budgeting your income and everything else. There have been initiatives to introduce technology into the realm of education, but those have been sporadic and unrelated. The urban population in India is expected to grow faster than its overall population by 2030, according to a report by a leading newspaper. This will put considerable pressure on the economy and education system. Our education system currently faces a few challenges, like the sheer capacity to deliver education to all sections of our society, and the quality of existing institutions.
There is a distinct gap in the education landscape. Frost & Sullivan reports that the quality of higher education is top notch in tier-1 universities, but not in tier-3 schools. The IIT has introduced the National Programme on Technology Enhanced Learning, a government-funded initiative to help students across the world learn concepts, and provide free access to videos on YouTube. Thus, it is quite clear that the introduction of technology is happening, but slowly and only in certain places.
A 2016 Annual States of Education Report (ASER) survey carried out among 5,60,000 children aged 3-16, in 589 districts in India showed that attendance in primary schools in Uttar Pradesh were as low as 56%, and attendance in upper primary schools in Bihar was 52%. The high dropout rates and low attendance rates are alarming. Will technology help in making the study-matter more interesting and engaging to restless students? Given that the majority of India’s population lives in rural and semi-urban areas, it only makes sense if the infusion of technology into education is done on a larger scale, and at the grass-root level.
Source: https://www.thebetterindia.com/
Which of the following words is the most similar in meaning to "infusion" as used in the passage?
Question 15
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
India is technology-savvy to some extent. The onslaught of technology has hit every sphere in our life—we book food, cabs and plumbers through applications. There are applications for finding a date, checking into flights before you reach an airport, reading the news, budgeting your income and everything else. There have been initiatives to introduce technology into the realm of education, but those have been sporadic and unrelated. The urban population in India is expected to grow faster than its overall population by 2030, according to a report by a leading newspaper. This will put considerable pressure on the economy and education system. Our education system currently faces a few challenges, like the sheer capacity to deliver education to all sections of our society, and the quality of existing institutions.
There is a distinct gap in the education landscape. Frost & Sullivan reports that the quality of higher education is top notch in tier-1 universities, but not in tier-3 schools. The IIT has introduced the National Programme on Technology Enhanced Learning, a government-funded initiative to help students across the world learn concepts, and provide free access to videos on YouTube. Thus, it is quite clear that the introduction of technology is happening, but slowly and only in certain places.
A 2016 Annual States of Education Report (ASER) survey carried out among 5,60,000 children aged 3-16, in 589 districts in India showed that attendance in primary schools in Uttar Pradesh were as low as 56%, and attendance in upper primary schools in Bihar was 52%. The high dropout rates and low attendance rates are alarming. Will technology help in making the study-matter more interesting and engaging to restless students? Given that the majority of India’s population lives in rural and semi-urban areas, it only makes sense if the infusion of technology into education is done on a larger scale, and at the grass-root level.
Source: https://www.thebetterindia.com/
India is technology-savvy to some extent. The onslaught of technology has hit every sphere in our life—we book food, cabs and plumbers through applications. There are applications for finding a date, checking into flights before you reach an airport, reading the news, budgeting your income and everything else. There have been initiatives to introduce technology into the realm of education, but those have been sporadic and unrelated. The urban population in India is expected to grow faster than its overall population by 2030, according to a report by a leading newspaper. This will put considerable pressure on the economy and education system. Our education system currently faces a few challenges, like the sheer capacity to deliver education to all sections of our society, and the quality of existing institutions.
There is a distinct gap in the education landscape. Frost & Sullivan reports that the quality of higher education is top notch in tier-1 universities, but not in tier-3 schools. The IIT has introduced the National Programme on Technology Enhanced Learning, a government-funded initiative to help students across the world learn concepts, and provide free access to videos on YouTube. Thus, it is quite clear that the introduction of technology is happening, but slowly and only in certain places.
A 2016 Annual States of Education Report (ASER) survey carried out among 5,60,000 children aged 3-16, in 589 districts in India showed that attendance in primary schools in Uttar Pradesh were as low as 56%, and attendance in upper primary schools in Bihar was 52%. The high dropout rates and low attendance rates are alarming. Will technology help in making the study-matter more interesting and engaging to restless students? Given that the majority of India’s population lives in rural and semi-urban areas, it only makes sense if the infusion of technology into education is done on a larger scale, and at the grass-root level.
Source: https://www.thebetterindia.com/
With reference to the passage, which of the following statements has been mentioned by Frost and Sullivan?
Question 16
Direction: In the following passage, there are blanks each of which has been numbered. These numbers correspond to the question numbers; against each question, five words have been suggested, one of which fills the blanks appropriately.
All over the world, rights related to information technology that are already legally recognised are daily being violated, (16) in the name of economic advancement, political stability or for personal greed and interests. Violations of these rights have (17) new problems in human social systems, such as the digital divide, cybercrime, digital security and privacy concerns, all of which have affected people’s lives either directly or indirectly. It is important that countries come up with guidelines for action to (18) the incidences of malicious attacks on the confidentiality, integrity, and availability of electronic data and systems, computer-related crimes, content related offences and violations of intellectual property rights. (19), threats to critical infrastructure and national interests arising from the use of the internet for criminal and terrorist activities are a growing (20).
Find the appropriate word in each case.
Question 17
Direction: In the following passage, there are blanks each of which has been numbered. These numbers correspond to the question numbers; against each question, five words have been suggested, one of which fills the blanks appropriately.
All over the world, rights related to information technology that are already legally recognised are daily being violated, (16) in the name of economic advancement, political stability or for personal greed and interests. Violations of these rights have (17) new problems in human social systems, such as the digital divide, cybercrime, digital security and privacy concerns, all of which have affected people’s lives either directly or indirectly. It is important that countries come up with guidelines for action to (18) the incidences of malicious attacks on the confidentiality, integrity, and availability of electronic data and systems, computer-related crimes, content related offences and violations of intellectual property rights. (19), threats to critical infrastructure and national interests arising from the use of the internet for criminal and terrorist activities are a growing (20).
Find the appropriate word in each case.
Question 18
Direction: In the following passage, there are blanks each of which has been numbered. These numbers correspond to the question numbers; against each question, five words have been suggested, one of which fills the blanks appropriately.
All over the world, rights related to information technology that are already legally recognised are daily being violated, (16) in the name of economic advancement, political stability or for personal greed and interests. Violations of these rights have (17) new problems in human social systems, such as the digital divide, cybercrime, digital security and privacy concerns, all of which have affected people’s lives either directly or indirectly. It is important that countries come up with guidelines for action to (18) the incidences of malicious attacks on the confidentiality, integrity, and availability of electronic data and systems, computer-related crimes, content related offences and violations of intellectual property rights. (19), threats to critical infrastructure and national interests arising from the use of the internet for criminal and terrorist activities are a growing (20).
Find the appropriate word in each case.
Question 19
Direction: In the following passage, there are blanks each of which has been numbered. These numbers correspond to the question numbers; against each question, five words have been suggested, one of which fills the blanks appropriately.
All over the world, rights related to information technology that are already legally recognised are daily being violated, (16) in the name of economic advancement, political stability or for personal greed and interests. Violations of these rights have (17) new problems in human social systems, such as the digital divide, cybercrime, digital security and privacy concerns, all of which have affected people’s lives either directly or indirectly. It is important that countries come up with guidelines for action to (18) the incidences of malicious attacks on the confidentiality, integrity, and availability of electronic data and systems, computer-related crimes, content related offences and violations of intellectual property rights. (19), threats to critical infrastructure and national interests arising from the use of the internet for criminal and terrorist activities are a growing (20).
Find the appropriate word in each case.
Question 20
Direction: In the following passage, there are blanks each of which has been numbered. These numbers correspond to the question numbers; against each question, five words have been suggested, one of which fills the blanks appropriately.
All over the world, rights related to information technology that are already legally recognised are daily being violated, (16) in the name of economic advancement, political stability or for personal greed and interests. Violations of these rights have (17) new problems in human social systems, such as the digital divide, cybercrime, digital security and privacy concerns, all of which have affected people’s lives either directly or indirectly. It is important that countries come up with guidelines for action to (18) the incidences of malicious attacks on the confidentiality, integrity, and availability of electronic data and systems, computer-related crimes, content related offences and violations of intellectual property rights. (19), threats to critical infrastructure and national interests arising from the use of the internet for criminal and terrorist activities are a growing (20).
Find the appropriate word in each case.
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