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

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

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

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

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

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

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

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

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

Which of the following sentence(s) is/are correct in the context of the given passage?
I. Consultants and foreign investors argue that the conglomerate is the dinosaur of organisational design too unwieldly and slow to compete in today's fast-paced markets  
II. Core competencies and focus are now the mantras of corporate strategists in western economies.
III. Due to lack of information required, companies in emerging markets face much higher costs in building credible brands in comparison to their counterparts in advanced economies. 

Directions: Read the following passage carefully and answer the questions given below it. Certain words have been printed in bold to help you locate them, while answering some of the questions.
Among those suffering from the global recession are millions of workers who are not even included in the official statistics : urban recyclers – the trash pickers, sorters, traders and reprocesses who extricate paper, cardboard and plastics from garbage heaps and prepare them for reuse. Their work is both unrecorded and largely unrecognized, even though in some parts of the World they handle as much as 20% of all waste.
The World’s 15 million informal recyclers clean up cities, prevent some trash from ending in landfills and thus, reduce climate change by saving energy on waste disposal techniques like incineration. In the developed countries they are the preferred ones since they recycle waste much more cheaply and efficiently than governments or private corporations can. In the developing World, on the other hand, they provide the only recycling services except for a few big cities. But as recession hits the markets Worldwide, the price of scrap metal, paper and plastic has also fallen. Recyclers throughout the World are experiencing a sharp drop in income. Trash pickers and scrap dealers saw a decline of as much as 80% in the price of scrap from October 2007 to October 2009. In some countries scrap dealers have shuttered so quickly that researchers at the Solid Waste Management Association didn’t have a chance to record their losses. In Delhi, some 80% of families in the informal recycling business surveyed by an organization said they had cut back on “luxury foods,” which they defined as fruit, milk and meat. About 41% had stopped buying milk for their children. By this summer, most of those children, already malnourished, hadn’t had a glass of milk in nine months. Many of these children have also cut down on hours spent in school to work alongside their parents. Families have liquidated their most valuable assets – primarily copper from electrical wires – and have stopped sending remittances back to their rural villages. Many have also sold their emergency stores of grain. Their misery is not as familiar as that of the laid-off workers of big name but imploding, service sector corporation, but it is often more tragic. Few countries have adopted emergency measures to help trash pickers. Brazil, for one, is  providing recyclers, or “catadores,” with cheaper food, both through arrangements with local farmers and by offering food subsidies. Other countries, with the support of non-governmental organizations  and donor agencies are following Brazil’s example. Unfortunately, most trash pickers operate outside official notice and end up falling through the cracks of programmes like these. In the long run,  though, these invisible workers will remain especially vulnerable to economic slowdowns unless they are integrated into the formal business sector, where they can have insurance and reliable wages. This is not hard to accomplish. Informal junk shops should have to apply for licences, and governments should create or expand doorstep waste collection programmes to employ trash pickers. Instead of sorting through haphazard trash heaps and landfills, the pickers would have access to the cleaner scrap that comes from households.

The need of the hour, however, is a more immediate solution. An efficient but temporary solution would be for governments where they’d have to pay a small subsidy to waste dealers so they could purchase scrap from trash pickers at about 20% above the current price. This increase, if well advertised and broadky utilized, would bring recyclers a higher price and eventually bring them back from the brink. Trash pickers make our cities healthier and more liveable. We all stand to gain by making sure that the work of recycling remains sustainable for years to come.

Choose the word/group of words which is most similar in meaning to the word printed in bold as used in the passage.

Shuttered

You have eight brief passages with 10 questions following each passage. Read the passages carefully and choose the best answer to each question out of the four alternatives 

A farmer accompanied by his young son was driving his ass to the market in the hope of selling the ass for a good price. On the road, they met a bevy of girls who laughed and exclaimed, “See this pair of fools ? They are trudging along the dusty road, when they can be riding !” The man thought that there was sense in what they were saying. So he mounted his son on the ass and he walked at the side. Presently, they met some of his old friends, who greeted him and said, “You’ll spoil your son, by letting him ride while you toil along on foot! Make him walk. It’ll be good for him.” The farmer followed their advice and took his son’s place on the back of the ass while the boy trudged along behind. They would not have gone far, they were seen by women and children. The farmer heard them say, “What a selfish old man ! He rides in comfort, but lets his poor little fellow walk the distance.” So he asked his son to get up behind him. Further along the road, they met some travellers. They asked the farmer whether the ass was his property or was it hired for the purpose. The farmer told them that he was taking his ass to the market to sell it. The travellers said, “Good Heavens ! With the load like this, the poor beast will look exhausted and no one would like to purchase him. Why don’t you carry him.” Immediately, the farmer got off the ass, tied its legs with the rope and slung him on a pole and carried him in between them. This was such an absurd sight that people laughed at it. They called the farmer and his son lunatics. They had then reached a bridge over a river. Frightened by the noise around, the ass struggled, kicked, broke the pole, fell into the river and died. The farmer returned home vexed and ashamed. In trying to please all, he in fact, had pleased none and he had lost the ass in the transaction. 

The word trudged means  

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

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

Select the most appropriate option for blank No. 4.

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

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

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

Which of the following statement is false in the context of the passage?

Read the passage carefully and give the answer of following questions.

The interview may be conducted by letter and by telephone, as well as in person. Letter and telephone interviews are less satisfactory. Direct contact with an individual and a face-to-face relationship often provide a stimulating situation for both interviewer and interviewee. Personal reaction and interaction aid not only in rapport but also in obtaining nuances and additional information by the reactions which are more fully observed in a face-to-face relationship.

Adequate preparation for the interview is a “must”. Careful planning saves not only time but also energy of both parties concerned. The interview is used to obtain facts or subjective data such as individual opinions, attitudes, and preferences. Interviews are used to check on questionnaires which may have been used to obtain data, or when a problem being investigated is complex, or when the information needed to solve it cannot be secured easily in any other way. People will often give information orally but will not put it in writing.

According to the author the best way to conduct interviews is

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

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

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

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

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

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

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