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Mega English Weekly Revision Quiz || MH-CET 2021 II 08 August

Attempt now to get your rank among 212 students!

Question 1

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 would fill the blank appropriately. Mark the suitable word as the answer.

Passengers of Udaipur-Mysuru Express (1) a protest at the Davangere Railway Station on Wednesday against water shortage in coaches and lack of cleanliness in toilets. After the train arrived at the station at 8.12 A.M., the passengers (2) slogans against the railway authorities and demanded that immediate steps be taken to provide water in their coaches. They also said that the authorities should arrange for cleaning toilets on the train. The railway authorities, who reached the spot, found that there was no water on the train. After they (3) the passengers that the problem would be resolved at one of the railway stations en route, the train left Davangere. As Davangere does not have a facility to provide water in coaches, staff from the immediate next junction Chikjajur, (4) the train with material to attend to the problem. Temporary arrangements were made for water there. Later, the coaches were provided with full water at the Arsikere Junction where there are ample arrangements for providing such amenities. In a press release here, the South Western Railway has said that (5) is on to find why there was shortage of water, though coaches had been provided with water in Hubballi.

Find out the appropriate word in each case.

Question 2

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 would fill the blank appropriately. Mark the suitable word as the answer.

Passengers of Udaipur-Mysuru Express (1) a protest at the Davangere Railway Station on Wednesday against water shortage in coaches and lack of cleanliness in toilets. After the train arrived at the station at 8.12 A.M., the passengers (2) slogans against the railway authorities and demanded that immediate steps be taken to provide water in their coaches. They also said that the authorities should arrange for cleaning toilets on the train. The railway authorities, who reached the spot, found that there was no water on the train. After they (3) the passengers that the problem would be resolved at one of the railway stations en route, the train left Davangere. As Davangere does not have a facility to provide water in coaches, staff from the immediate next junction Chikjajur, (4) the train with material to attend to the problem. Temporary arrangements were made for water there. Later, the coaches were provided with full water at the Arsikere Junction where there are ample arrangements for providing such amenities. In a press release here, the South Western Railway has said that (5) is on to find why there was shortage of water, though coaches had been provided with water in Hubballi.
Find out the appropriate word in each case.

Question 3

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 would fill the blank appropriately. Mark the suitable word as the answer.

Passengers of Udaipur-Mysuru Express (1) a protest at the Davangere Railway Station on Wednesday against water shortage in coaches and lack of cleanliness in toilets. After the train arrived at the station at 8.12 A.M., the passengers (2) slogans against the railway authorities and demanded that immediate steps be taken to provide water in their coaches. They also said that the authorities should arrange for cleaning toilets on the train. The railway authorities, who reached the spot, found that there was no water on the train. After they (3) the passengers that the problem would be resolved at one of the railway stations en route, the train left Davangere. As Davangere does not have a facility to provide water in coaches, staff from the immediate next junction Chikjajur, (4) the train with material to attend to the problem. Temporary arrangements were made for water there. Later, the coaches were provided with full water at the Arsikere Junction where there are ample arrangements for providing such amenities. In a press release here, the South Western Railway has said that (5) is on to find why there was shortage of water, though coaches had been provided with water in Hubballi.
Find out the appropriate word in each case.

Question 4

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 would fill the blank appropriately. Mark the suitable word as the answer.

Passengers of Udaipur-Mysuru Express (1) a protest at the Davangere Railway Station on Wednesday against water shortage in coaches and lack of cleanliness in toilets. After the train arrived at the station at 8.12 A.M., the passengers (2) slogans against the railway authorities and demanded that immediate steps be taken to provide water in their coaches. They also said that the authorities should arrange for cleaning toilets on the train. The railway authorities, who reached the spot, found that there was no water on the train. After they (3) the passengers that the problem would be resolved at one of the railway stations en route, the train left Davangere. As Davangere does not have a facility to provide water in coaches, staff from the immediate next junction Chikjajur, (4) the train with material to attend to the problem. Temporary arrangements were made for water there. Later, the coaches were provided with full water at the Arsikere Junction where there are ample arrangements for providing such amenities. In a press release here, the South Western Railway has said that (5) is on to find why there was shortage of water, though coaches had been provided with water in Hubballi.
Find out the appropriate word in each case.

Question 5

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 would fill the blank appropriately. Mark the suitable word as the answer.

Passengers of Udaipur-Mysuru Express (1) a protest at the Davangere Railway Station on Wednesday against water shortage in coaches and lack of cleanliness in toilets. After the train arrived at the station at 8.12 A.M., the passengers (2) slogans against the railway authorities and demanded that immediate steps be taken to provide water in their coaches. They also said that the authorities should arrange for cleaning toilets on the train. The railway authorities, who reached the spot, found that there was no water on the train. After they (3) the passengers that the problem would be resolved at one of the railway stations en route, the train left Davangere. As Davangere does not have a facility to provide water in coaches, staff from the immediate next junction Chikjajur, (4) the train with material to attend to the problem. Temporary arrangements were made for water there. Later, the coaches were provided with full water at the Arsikere Junction where there are ample arrangements for providing such amenities. In a press release here, the South Western Railway has said that (5) is on to find why there was shortage of water, though coaches had been provided with water in Hubballi.
Find out the appropriate word in each case.

Question 6

Direction: Rearrange the following six sentences A, B, C, D, E and F in the proper sequence to form a meaningful paragraph; then answer the questions given below them.

A) Cassini actually burned up like a meteor 83 minutes earlier as it dove through Saturn’s atmosphere, becoming one with the giant gas planet it set out in 1997 to explore.
B) NASA’s Cassini spacecraft disintegrated in the skies above Saturn early on September 15 in a final, fateful blaze of cosmic glory, following a remarkable journey of 20 years.
C) That’s when radio signals from the spacecraft its last scientific gifts to Earth came to an abrupt halt.
D) But it took that long for the news to arrive at Earth a billion miles away.
E) Confirmation of Cassini’s expected demise came about 7.55 a.m. EDT.
F) The radio waves went flat, and the spacecraft fell silent.
Which of the following sentences will be the FIRST sentence after the rearrangement?

Question 7

Direction: Rearrange the following six sentences a, b, c, d, e and f in the proper sequence to form a meaningful paragraph; then answer the questions given below them.
a) Cassini actually burned up like a meteor 83 minutes earlier as it dove through Saturn’s atmosphere, becoming one with the giant gas planet it set out in 1997 to explore.
b) NASA’s Cassini spacecraft disintegrated in the skies above Saturn early on September 15 in a final, fateful blaze of cosmic glory, following a remarkable journey of 20 years.
c) That’s when radio signals from the spacecraft its last scientific gifts to Earth came to an abrupt halt.
d) But it took that long for the news to arrive at Earth a billion miles away.
e) Confirmation of Cassini’s expected demise came about 7.55 a.m. EDT.
f) The radio waves went flat, and the spacecraft fell silent.
Which of the following sentences will be the LAST sentence after the rearrangement?

Question 8

Direction: Rearrange the following six sentences a, b, c, d, e and f in the proper sequence to form a meaningful paragraph; then answer the questions given below them.
a) Cassini actually burned up like a meteor 83 minutes earlier as it dove through Saturn’s atmosphere, becoming one with the giant gas planet it set out in 1997 to explore.
b) NASA’s Cassini spacecraft disintegrated in the skies above Saturn early on September 15 in a final, fateful blaze of cosmic glory, following a remarkable journey of 20 years.
c) That’s when radio signals from the spacecraft its last scientific gifts to Earth came to an abrupt halt.
d) But it took that long for the news to arrive at Earth a billion miles away.
e) Confirmation of Cassini’s expected demise came about 7.55 a.m. EDT.
f) The radio waves went flat, and the spacecraft fell silent.
Which of the following sentences will be the THIRD sentence after the rearrangement?

Question 9

Direction: Rearrange the following six sentences a, b, c, d, e and f in the proper sequence to form a meaningful paragraph; then answer the questions given below them.
a) Cassini actually burned up like a meteor 83 minutes earlier as it dove through Saturn’s atmosphere, becoming one with the giant gas planet it set out in 1997 to explore.
b) NASA’s Cassini spacecraft disintegrated in the skies above Saturn early on September 15 in a final, fateful blaze of cosmic glory, following a remarkable journey of 20 years.
c) That’s when radio signals from the spacecraft its last scientific gifts to Earth came to an abrupt halt.
d) But it took that long for the news to arrive at Earth a billion miles away.
e) Confirmation of Cassini’s expected demise came about 7.55 a.m. EDT.
f) The radio waves went flat, and the spacecraft fell silent.
Which of the following sentences will be the FOURTH sentence after the rearrangement?

Question 10

Which of the following sentences will be the FIFTH sentence after the rearrangement?

Question 11

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


As a nation, we perhaps suffer from a paucity of heroes. This is probably why, more than any other country in the world, we tend to embrace the success of our diaspora as our own. So, when an Indra Nooyi becomes head of PepsiCo, or a Satnam Singh Bhamra makes it to the world’s toughest professional basketball league, or now, when India-born Sundar Pichai takes over as Chief Executive Officer of Google, we rejoice in that success as an endorsement of the potential of India and of Indians to succeed on the world stage. Pichai is not the first Indian-origin executive to head a major global enterprise. In fact, even within the technology sector, more than a dozen biggies, ranging from Microsoft to Adobe to Cognizant to Nokia, are all headed by people who are of Indian origin. But even in this roster of remarkable achievements, Pichai’s success is noteworthy, and holds a couple of important learnings, not just for India Inc, but our policymakers as well.
The first is that Pichai, like many other successful India-born executives in global leadership positions, is a product of the much maligned Indian education system, the same system which has also produced domestic success stories like Infosys’ NR Narayana Murthy. Pichai was a student of Jawahar Vidyalaya and Vana Vani schools in Chennai — good schools no doubt, but not ones which figure in any listing of ‘star’ schools; and the Indian Institute of Technology, Kharagpur. The IITs, of course, have a much more stellar record in producing leaders for industry, both Indian and foreign, but the news of the success of yet another alumnus comes at a time when the entire IIT system is the subject of intense debate, after the expulsion and re-instatement of 73 students in Roorkee. Our school and higher education systems have been subject to massive tinkering over the past few years as the authorities struggle with the challenge of not only providing universal access to education, but an education which equips students with the skills necessary to play a productive role in India’s rapidly evolving economy. While change is unarguably necessary, mere change for the sake of change will not serve the purpose. As we work out how our education system can help the nation reap its demographic dividend, it is important to reflect on the success of Pichai and others like him, and examine what part of the system worked right, in order to produce winners like him.
India Inc also needs to learn a lesson — but it is not from Pichai, but Sergei Bin and Larry Paige, the founder-promoters of Google. They, like the leadership of so many successful global mega enterprises before them, have demonstrated not only the ability to spot talent, but the acumen and, dare one say, largeness of spirit, to allow that talent to flower. How many Indian enterprises can we stack up against Google or Microsoft, where ownership or ancestry has not been allowed to trump talent and ability? If Indian enterprises are to transform into global players, they need to first and foremost transform their mind-sets.

Which of the following statements can be inferred as TRUE according to the passage given above?
1) The Indian education system has not been able to provide universal access to education and the necessary skills to its nationals to play a productive role in the Indian economy.
2) Indians tend to embrace the success of Indian nationals globally in different fields as their own success.
3) The Indian education system is corrupted from its roots and needs to be mended completely.

Question 12

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


As a nation, we perhaps suffer from a paucity of heroes. This is probably why, more than any other country in the world, we tend to embrace the success of our diaspora as our own. So, when an Indra Nooyi becomes head of PepsiCo, or a Satnam Singh Bhamra makes it to the world’s toughest professional basketball league, or now, when India-born Sundar Pichai takes over as Chief Executive Officer of Google, we rejoice in that success as an endorsement of the potential of India and of Indians to succeed on the world stage. Pichai is not the first Indian-origin executive to head a major global enterprise. In fact, even within the technology sector, more than a dozen biggies, ranging from Microsoft to Adobe to Cognizant to Nokia, are all headed by people who are of Indian origin. But even in this roster of remarkable achievements, Pichai’s success is noteworthy, and holds a couple of important learnings, not just for India Inc, but our policymakers as well.
The first is that Pichai, like many other successful India-born executives in global leadership positions, is a product of the much maligned Indian education system, the same system which has also produced domestic success stories like Infosys’ NR Narayana Murthy. Pichai was a student of Jawahar Vidyalaya and Vana Vani schools in Chennai — good schools no doubt, but not ones which figure in any listing of ‘star’ schools; and the Indian Institute of Technology, Kharagpur. The IITs, of course, have a much more stellar record in producing leaders for industry, both Indian and foreign, but the news of the success of yet another alumnus comes at a time when the entire IIT system is the subject of intense debate, after the expulsion and re-instatement of 73 students in Roorkee. Our school and higher education systems have been subject to massive tinkering over the past few years as the authorities struggle with the challenge of not only providing universal access to education, but an education which equips students with the skills necessary to play a productive role in India’s rapidly evolving economy. While change is unarguably necessary, mere change for the sake of change will not serve the purpose. As we work out how our education system can help the nation reap its demographic dividend, it is important to reflect on the success of Pichai and others like him, and examine what part of the system worked right, in order to produce winners like him.
India Inc also needs to learn a lesson — but it is not from Pichai, but Sergei Bin and Larry Paige, the founder-promoters of Google. They, like the leadership of so many successful global mega enterprises before them, have demonstrated not only the ability to spot talent, but the acumen and, dare one say, largeness of spirit, to allow that talent to flower. How many Indian enterprises can we stack up against Google or Microsoft, where ownership or ancestry has not been allowed to trump talent and ability? If Indian enterprises are to transform into global players, they need to first and foremost transform their mind-sets.

What did the author suggests apart from improving the Indian education system?

Question 13

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


As a nation, we perhaps suffer from a paucity of heroes. This is probably why, more than any other country in the world, we tend to embrace the success of our diaspora as our own. So, when an Indra Nooyi becomes head of PepsiCo, or a Satnam Singh Bhamra makes it to the world’s toughest professional basketball league, or now, when India-born Sundar Pichai takes over as Chief Executive Officer of Google, we rejoice in that success as an endorsement of the potential of India and of Indians to succeed on the world stage. Pichai is not the first Indian-origin executive to head a major global enterprise. In fact, even within the technology sector, more than a dozen biggies, ranging from Microsoft to Adobe to Cognizant to Nokia, are all headed by people who are of Indian origin. But even in this roster of remarkable achievements, Pichai’s success is noteworthy, and holds a couple of important learnings, not just for India Inc, but our policymakers as well.
The first is that Pichai, like many other successful India-born executives in global leadership positions, is a product of the much maligned Indian education system, the same system which has also produced domestic success stories like Infosys’ NR Narayana Murthy. Pichai was a student of Jawahar Vidyalaya and Vana Vani schools in Chennai — good schools no doubt, but not ones which figure in any listing of ‘star’ schools; and the Indian Institute of Technology, Kharagpur. The IITs, of course, have a much more stellar record in producing leaders for industry, both Indian and foreign, but the news of the success of yet another alumnus comes at a time when the entire IIT system is the subject of intense debate, after the expulsion and re-instatement of 73 students in Roorkee. Our school and higher education systems have been subject to massive tinkering over the past few years as the authorities struggle with the challenge of not only providing universal access to education, but an education which equips students with the skills necessary to play a productive role in India’s rapidly evolving economy. While change is unarguably necessary, mere change for the sake of change will not serve the purpose. As we work out how our education system can help the nation reap its demographic dividend, it is important to reflect on the success of Pichai and others like him, and examine what part of the system worked right, in order to produce winners like him.
India Inc also needs to learn a lesson — but it is not from Pichai, but Sergei Bin and Larry Paige, the founder-promoters of Google. They, like the leadership of so many successful global mega enterprises before them, have demonstrated not only the ability to spot talent, but the acumen and, dare one say, largeness of spirit, to allow that talent to flower. How many Indian enterprises can we stack up against Google or Microsoft, where ownership or ancestry has not been allowed to trump talent and ability? If Indian enterprises are to transform into global players, they need to first and foremost transform their mind-sets.

What according to the passage has been suggested as a lesson to be taken from Sergei Bin and Larry Paige, the founder- promoters of Google?

Question 14

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


As a nation, we perhaps suffer from a paucity of heroes. This is probably why, more than any other country in the world, we tend to embrace the success of our diaspora as our own. So, when an Indra Nooyi becomes head of PepsiCo, or a Satnam Singh Bhamra makes it to the world’s toughest professional basketball league, or now, when India-born Sundar Pichai takes over as Chief Executive Officer of Google, we rejoice in that success as an endorsement of the potential of India and of Indians to succeed on the world stage. Pichai is not the first Indian-origin executive to head a major global enterprise. In fact, even within the technology sector, more than a dozen biggies, ranging from Microsoft to Adobe to Cognizant to Nokia, are all headed by people who are of Indian origin. But even in this roster of remarkable achievements, Pichai’s success is noteworthy, and holds a couple of important learnings, not just for India Inc, but our policymakers as well.
The first is that Pichai, like many other successful India-born executives in global leadership positions, is a product of the much maligned Indian education system, the same system which has also produced domestic success stories like Infosys’ NR Narayana Murthy. Pichai was a student of Jawahar Vidyalaya and Vana Vani schools in Chennai — good schools no doubt, but not ones which figure in any listing of ‘star’ schools; and the Indian Institute of Technology, Kharagpur. The IITs, of course, have a much more stellar record in producing leaders for industry, both Indian and foreign, but the news of the success of yet another alumnus comes at a time when the entire IIT system is the subject of intense debate, after the expulsion and re-instatement of 73 students in Roorkee. Our school and higher education systems have been subject to massive tinkering over the past few years as the authorities struggle with the challenge of not only providing universal access to education, but an education which equips students with the skills necessary to play a productive role in India’s rapidly evolving economy. While change is unarguably necessary, mere change for the sake of change will not serve the purpose. As we work out how our education system can help the nation reap its demographic dividend, it is important to reflect on the success of Pichai and others like him, and examine what part of the system worked right, in order to produce winners like him.
India Inc also needs to learn a lesson — but it is not from Pichai, but Sergei Bin and Larry Paige, the founder-promoters of Google. They, like the leadership of so many successful global mega enterprises before them, have demonstrated not only the ability to spot talent, but the acumen and, dare one say, largeness of spirit, to allow that talent to flower. How many Indian enterprises can we stack up against Google or Microsoft, where ownership or ancestry has not been allowed to trump talent and ability? If Indian enterprises are to transform into global players, they need to first and foremost transform their mind-sets.

What are the problems listed in the passage about the education system prevalent in India?

Question 15

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


As a nation, we perhaps suffer from a paucity of heroes. This is probably why, more than any other country in the world, we tend to embrace the success of our diaspora as our own. So, when an Indra Nooyi becomes head of PepsiCo, or a Satnam Singh Bhamra makes it to the world’s toughest professional basketball league, or now, when India-born Sundar Pichai takes over as Chief Executive Officer of Google, we rejoice in that success as an endorsement of the potential of India and of Indians to succeed on the world stage. Pichai is not the first Indian-origin executive to head a major global enterprise. In fact, even within the technology sector, more than a dozen biggies, ranging from Microsoft to Adobe to Cognizant to Nokia, are all headed by people who are of Indian origin. But even in this roster of remarkable achievements, Pichai’s success is noteworthy, and holds a couple of important learnings, not just for India Inc, but our policymakers as well.
The first is that Pichai, like many other successful India-born executives in global leadership positions, is a product of the much maligned Indian education system, the same system which has also produced domestic success stories like Infosys’ NR Narayana Murthy. Pichai was a student of Jawahar Vidyalaya and Vana Vani schools in Chennai — good schools no doubt, but not ones which figure in any listing of ‘star’ schools; and the Indian Institute of Technology, Kharagpur. The IITs, of course, have a much more stellar record in producing leaders for industry, both Indian and foreign, but the news of the success of yet another alumnus comes at a time when the entire IIT system is the subject of intense debate, after the expulsion and re-instatement of 73 students in Roorkee. Our school and higher education systems have been subject to massive tinkering over the past few years as the authorities struggle with the challenge of not only providing universal access to education, but an education which equips students with the skills necessary to play a productive role in India’s rapidly evolving economy. While change is unarguably necessary, mere change for the sake of change will not serve the purpose. As we work out how our education system can help the nation reap its demographic dividend, it is important to reflect on the success of Pichai and others like him, and examine what part of the system worked right, in order to produce winners like him.
India Inc also needs to learn a lesson — but it is not from Pichai, but Sergei Bin and Larry Paige, the founder-promoters of Google. They, like the leadership of so many successful global mega enterprises before them, have demonstrated not only the ability to spot talent, but the acumen and, dare one say, largeness of spirit, to allow that talent to flower. How many Indian enterprises can we stack up against Google or Microsoft, where ownership or ancestry has not been allowed to trump talent and ability? If Indian enterprises are to transform into global players, they need to first and foremost transform their mind-sets.

Which among the following is the most relevant theme of the passage given above?

Question 16

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


As a nation, we perhaps suffer from a paucity of heroes. This is probably why, more than any other country in the world, we tend to embrace the success of our diaspora as our own. So, when an Indra Nooyi becomes head of PepsiCo, or a Satnam Singh Bhamra makes it to the world’s toughest professional basketball league, or now, when India-born Sundar Pichai takes over as Chief Executive Officer of Google, we rejoice in that success as an endorsement of the potential of India and of Indians to succeed on the world stage. Pichai is not the first Indian-origin executive to head a major global enterprise. In fact, even within the technology sector, more than a dozen biggies, ranging from Microsoft to Adobe to Cognizant to Nokia, are all headed by people who are of Indian origin. But even in this roster of remarkable achievements, Pichai’s success is noteworthy, and holds a couple of important learnings, not just for India Inc, but our policymakers as well.
The first is that Pichai, like many other successful India-born executives in global leadership positions, is a product of the much maligned Indian education system, the same system which has also produced domestic success stories like Infosys’ NR Narayana Murthy. Pichai was a student of Jawahar Vidyalaya and Vana Vani schools in Chennai — good schools no doubt, but not ones which figure in any listing of ‘star’ schools; and the Indian Institute of Technology, Kharagpur. The IITs, of course, have a much more stellar record in producing leaders for industry, both Indian and foreign, but the news of the success of yet another alumnus comes at a time when the entire IIT system is the subject of intense debate, after the expulsion and re-instatement of 73 students in Roorkee. Our school and higher education systems have been subject to massive tinkering over the past few years as the authorities struggle with the challenge of not only providing universal access to education, but an education which equips students with the skills necessary to play a productive role in India’s rapidly evolving economy. While change is unarguably necessary, mere change for the sake of change will not serve the purpose. As we work out how our education system can help the nation reap its demographic dividend, it is important to reflect on the success of Pichai and others like him, and examine what part of the system worked right, in order to produce winners like him.
India Inc also needs to learn a lesson — but it is not from Pichai, but Sergei Bin and Larry Paige, the founder-promoters of Google. They, like the leadership of so many successful global mega enterprises before them, have demonstrated not only the ability to spot talent, but the acumen and, dare one say, largeness of spirit, to allow that talent to flower. How many Indian enterprises can we stack up against Google or Microsoft, where ownership or ancestry has not been allowed to trump talent and ability? If Indian enterprises are to transform into global players, they need to first and foremost transform their mind-sets.

Which among the following is most OPPOSITE in meaning to the word Endorsement?

Question 17

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


As a nation, we perhaps suffer from a paucity of heroes. This is probably why, more than any other country in the world, we tend to embrace the success of our diaspora as our own. So, when an Indra Nooyi becomes head of PepsiCo, or a Satnam Singh Bhamra makes it to the world’s toughest professional basketball league, or now, when India-born Sundar Pichai takes over as Chief Executive Officer of Google, we rejoice in that success as an endorsement of the potential of India and of Indians to succeed on the world stage. Pichai is not the first Indian-origin executive to head a major global enterprise. In fact, even within the technology sector, more than a dozen biggies, ranging from Microsoft to Adobe to Cognizant to Nokia, are all headed by people who are of Indian origin. But even in this roster of remarkable achievements, Pichai’s success is noteworthy, and holds a couple of important learnings, not just for India Inc, but our policymakers as well.
The first is that Pichai, like many other successful India-born executives in global leadership positions, is a product of the much maligned Indian education system, the same system which has also produced domestic success stories like Infosys’ NR Narayana Murthy. Pichai was a student of Jawahar Vidyalaya and Vana Vani schools in Chennai — good schools no doubt, but not ones which figure in any listing of ‘star’ schools; and the Indian Institute of Technology, Kharagpur. The IITs, of course, have a much more stellar record in producing leaders for industry, both Indian and foreign, but the news of the success of yet another alumnus comes at a time when the entire IIT system is the subject of intense debate, after the expulsion and re-instatement of 73 students in Roorkee. Our school and higher education systems have been subject to massive tinkering over the past few years as the authorities struggle with the challenge of not only providing universal access to education, but an education which equips students with the skills necessary to play a productive role in India’s rapidly evolving economy. While change is unarguably necessary, mere change for the sake of change will not serve the purpose. As we work out how our education system can help the nation reap its demographic dividend, it is important to reflect on the success of Pichai and others like him, and examine what part of the system worked right, in order to produce winners like him.
India Inc also needs to learn a lesson — but it is not from Pichai, but Sergei Bin and Larry Paige, the founder-promoters of Google. They, like the leadership of so many successful global mega enterprises before them, have demonstrated not only the ability to spot talent, but the acumen and, dare one say, largeness of spirit, to allow that talent to flower. How many Indian enterprises can we stack up against Google or Microsoft, where ownership or ancestry has not been allowed to trump talent and ability? If Indian enterprises are to transform into global players, they need to first and foremost transform their mind-sets.

Which among the following is most OPPOSITE in meaning to the word Expulsion?

Question 18

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


As a nation, we perhaps suffer from a paucity of heroes. This is probably why, more than any other country in the world, we tend to embrace the success of our diaspora as our own. So, when an Indra Nooyi becomes head of PepsiCo, or a Satnam Singh Bhamra makes it to the world’s toughest professional basketball league, or now, when India-born Sundar Pichai takes over as Chief Executive Officer of Google, we rejoice in that success as an endorsement of the potential of India and of Indians to succeed on the world stage. Pichai is not the first Indian-origin executive to head a major global enterprise. In fact, even within the technology sector, more than a dozen biggies, ranging from Microsoft to Adobe to Cognizant to Nokia, are all headed by people who are of Indian origin. But even in this roster of remarkable achievements, Pichai’s success is noteworthy, and holds a couple of important learnings, not just for India Inc, but our policymakers as well.
The first is that Pichai, like many other successful India-born executives in global leadership positions, is a product of the much maligned Indian education system, the same system which has also produced domestic success stories like Infosys’ NR Narayana Murthy. Pichai was a student of Jawahar Vidyalaya and Vana Vani schools in Chennai — good schools no doubt, but not ones which figure in any listing of ‘star’ schools; and the Indian Institute of Technology, Kharagpur. The IITs, of course, have a much more stellar record in producing leaders for industry, both Indian and foreign, but the news of the success of yet another alumnus comes at a time when the entire IIT system is the subject of intense debate, after the expulsion and re-instatement of 73 students in Roorkee. Our school and higher education systems have been subject to massive tinkering over the past few years as the authorities struggle with the challenge of not only providing universal access to education, but an education which equips students with the skills necessary to play a productive role in India’s rapidly evolving economy. While change is unarguably necessary, mere change for the sake of change will not serve the purpose. As we work out how our education system can help the nation reap its demographic dividend, it is important to reflect on the success of Pichai and others like him, and examine what part of the system worked right, in order to produce winners like him.
India Inc also needs to learn a lesson — but it is not from Pichai, but Sergei Bin and Larry Paige, the founder-promoters of Google. They, like the leadership of so many successful global mega enterprises before them, have demonstrated not only the ability to spot talent, but the acumen and, dare one say, largeness of spirit, to allow that talent to flower. How many Indian enterprises can we stack up against Google or Microsoft, where ownership or ancestry has not been allowed to trump talent and ability? If Indian enterprises are to transform into global players, they need to first and foremost transform their mind-sets.

Which among the following is most SIMILAR in meaning to the word Paucity?

Question 19

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


As a nation, we perhaps suffer from a paucity of heroes. This is probably why, more than any other country in the world, we tend to embrace the success of our diaspora as our own. So, when an Indra Nooyi becomes head of PepsiCo, or a Satnam Singh Bhamra makes it to the world’s toughest professional basketball league, or now, when India-born Sundar Pichai takes over as Chief Executive Officer of Google, we rejoice in that success as an endorsement of the potential of India and of Indians to succeed on the world stage. Pichai is not the first Indian-origin executive to head a major global enterprise. In fact, even within the technology sector, more than a dozen biggies, ranging from Microsoft to Adobe to Cognizant to Nokia, are all headed by people who are of Indian origin. But even in this roster of remarkable achievements, Pichai’s success is noteworthy, and holds a couple of important learnings, not just for India Inc, but our policymakers as well.
The first is that Pichai, like many other successful India-born executives in global leadership positions, is a product of the much maligned Indian education system, the same system which has also produced domestic success stories like Infosys’ NR Narayana Murthy. Pichai was a student of Jawahar Vidyalaya and Vana Vani schools in Chennai — good schools no doubt, but not ones which figure in any listing of ‘star’ schools; and the Indian Institute of Technology, Kharagpur. The IITs, of course, have a much more stellar record in producing leaders for industry, both Indian and foreign, but the news of the success of yet another alumnus comes at a time when the entire IIT system is the subject of intense debate, after the expulsion and re-instatement of 73 students in Roorkee. Our school and higher education systems have been subject to massive tinkering over the past few years as the authorities struggle with the challenge of not only providing universal access to education, but an education which equips students with the skills necessary to play a productive role in India’s rapidly evolving economy. While change is unarguably necessary, mere change for the sake of change will not serve the purpose. As we work out how our education system can help the nation reap its demographic dividend, it is important to reflect on the success of Pichai and others like him, and examine what part of the system worked right, in order to produce winners like him.
India Inc also needs to learn a lesson — but it is not from Pichai, but Sergei Bin and Larry Paige, the founder-promoters of Google. They, like the leadership of so many successful global mega enterprises before them, have demonstrated not only the ability to spot talent, but the acumen and, dare one say, largeness of spirit, to allow that talent to flower. How many Indian enterprises can we stack up against Google or Microsoft, where ownership or ancestry has not been allowed to trump talent and ability? If Indian enterprises are to transform into global players, they need to first and foremost transform their mind-sets.

Which among the following is most SIMILAR in meaning to the word Maligned?

Question 20

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


As a nation, we perhaps suffer from a paucity of heroes. This is probably why, more than any other country in the world, we tend to embrace the success of our diaspora as our own. So, when an Indra Nooyi becomes head of PepsiCo, or a Satnam Singh Bhamra makes it to the world’s toughest professional basketball league, or now, when India-born Sundar Pichai takes over as Chief Executive Officer of Google, we rejoice in that success as an endorsement of the potential of India and of Indians to succeed on the world stage. Pichai is not the first Indian-origin executive to head a major global enterprise. In fact, even within the technology sector, more than a dozen biggies, ranging from Microsoft to Adobe to Cognizant to Nokia, are all headed by people who are of Indian origin. But even in this roster of remarkable achievements, Pichai’s success is noteworthy, and holds a couple of important learnings, not just for India Inc, but our policymakers as well.
The first is that Pichai, like many other successful India-born executives in global leadership positions, is a product of the much maligned Indian education system, the same system which has also produced domestic success stories like Infosys’ NR Narayana Murthy. Pichai was a student of Jawahar Vidyalaya and Vana Vani schools in Chennai — good schools no doubt, but not ones which figure in any listing of ‘star’ schools; and the Indian Institute of Technology, Kharagpur. The IITs, of course, have a much more stellar record in producing leaders for industry, both Indian and foreign, but the news of the success of yet another alumnus comes at a time when the entire IIT system is the subject of intense debate, after the expulsion and re-instatement of 73 students in Roorkee. Our school and higher education systems have been subject to massive tinkering over the past few years as the authorities struggle with the challenge of not only providing universal access to education, but an education which equips students with the skills necessary to play a productive role in India’s rapidly evolving economy. While change is unarguably necessary, mere change for the sake of change will not serve the purpose. As we work out how our education system can help the nation reap its demographic dividend, it is important to reflect on the success of Pichai and others like him, and examine what part of the system worked right, in order to produce winners like him.
India Inc also needs to learn a lesson — but it is not from Pichai, but Sergei Bin and Larry Paige, the founder-promoters of Google. They, like the leadership of so many successful global mega enterprises before them, have demonstrated not only the ability to spot talent, but the acumen and, dare one say, largeness of spirit, to allow that talent to flower. How many Indian enterprises can we stack up against Google or Microsoft, where ownership or ancestry has not been allowed to trump talent and ability? If Indian enterprises are to transform into global players, they need to first and foremost transform their mind-sets.

Which among the following is most SIMILAR in meaning to the word Tinkering?
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Aug 8CAT & MBA