Directions (1-5): Pick out the most effective word
from the given words to fill in the blanks to make the sentence meaningfully
complete.
Q1. It is the _________
of selfishness for men, who fully________ in their own case the great
advantages of good education, to deny these advantages to women.
(a) parody –
demand
(b) height –
appreciate
(c)
height-assimilate
(d) degree –
appreciate
(e) level –
advance
Q2. The learner should be
________ to take a small first step-one that will provide immediate success and
________ the learning.
(a) encouraged –
reinforce
(b) forced – organise
(c) directed –
reorganise
(d) cautioned –
reinforce
(e) encouraged –
acknowledge
Q3. His death _________
more tributes than have been paid at the ________ of any other human being in history.
(a) brought –
passing
(b) directed –
helm
(c) delivered –
description
(d) invited-living
(e) acknowledged –
perpetuation
Q4. Only with executive
_________ can the organization concentrate its energies on ___________ competitive advantage over time.
(a) position –
embarking
(b) deployment –
directing
(c) contingent
-fabricating
(d) commitment –
sustaining
(e) satisfaction –
moulding
Q5. All the performances
of human art, at which we look with praise or wonder, are ________ of the
restless _______ of perseverance.
(a) manifestations
– pronouncement
(b) projections –
component
(c) instances –
force
(d) proofs –
humanity
(e) visions –
future
Directions (6-15): Read the following passage
carefully and answer the questions given below it. Certain , words are given in
bold to help you to locate them while answering some of the questions.
Management is a set of
processes that can keep a complicated system of people and technology running
smoothly. The most important aspects of management include planning, budgeting,
organising, staffing, controlling, and problem-solving. Leadership is a set of
processes that creates organizations in the first place or adapts them to
significantly changing circumstances. Leadership defines what the future should
look like, aligns people with that vision, and inspires them to make it happen
despite the obstacles. This distinction is absolutely crucial for our purposes
here: Successful transformation is 70 to 90 per cent leadership and only 10 to
30 per cent management. Yet for historical reasons, many organizations today
don’t have much leadership. And almost everyone thinks about the problems here
as one of managing change.
For
most of this century, as we created thousands and thousands of large
organizations for the first time in human history, we didn’t have enough good
managers to keep all those bureaucracies functioning. So many companies and
universities developed management programmes, and hundreds and thousands of
people were encouraged to learn management on the job. And they did. But,
people were taught little about leadership. To some degree, management was
emphasized because it’s easier to teach than leadership. But even more so,
management was the main item on the twentieth- century agenda because that’s
what was needed. For every entrepreneur or business builder who was a leader,
we needed hundreds of managers to run their ever growing enterprises.
Unfortunately
for us today, this emphasis on management has often been institutionalized in
corporate cultures that discourage employees from learning how to lead.
Ironically, past success is usually the key ingredient in producing this
outcome. The syndrome, as I have observed it on many occasions, goes like this:
success creates some degree of market dominance, which in turn produces much
growth. After a while keeping the ever larger organization under control
becomes the primary challenge. So attention turns inward, and managerial
competencies are nurtured. With a
strong emphasis on management but not on leadership, bureaucracy and an inward
focus take over. But with continued success, the result mostly of market
dominance, the problem often goes unaddressed and an unhealthy arrogance begins
to evolve. All of these characteristics then make any transformation effort
much more difficult.
Arrogant
managers can over-evaluate their current performance and competitive position,
listen poorly, and learn slowly. Inwardly focused employees can have difficulty
seeing the very forces that present threats and opportunities. Bureaucratic
cultures can smother those who want
to respond to shifting conditions. And the lack of leadership leaves no force
inside these organisations to break out of the morass.
Q6. Why, according to the
author, is a distinction between management and leadership crucial?
(a) Leaders are reactive whereas managers are
proactive.
(b) Organisations are facing problems of not
getting good managers.
(c) Organisations are pursuing the strategy of
status- quo.
(d) In today’s context, organisations need
leaders much more than managers in transforming them.
(e) None of these
Q7. Why did companies and
universities develop programmes to prepare managers in such a large number?
(a) Companies and universities wanted to generate
funds through these programmes.
(b) A large number of organisations were created
and they needed managers in good number.
(c) Organisations did not wants spend their
scarce resources in training managers.
(d) Organisations wanted to create communication
network through trained managers.
(e) None of these
Q8. Which of the
following is SIMILAR in meaning to
the word SMOTHER as used in the
passage?
(a)
suppress (b) encourage
(c)
instigate (d) criticise (e) attack
Q9. Management
education was emphasized in the management programmes because
(a) establishing direction was the main focus of
organisations
(b) motivating employees was thought to be done
by managers
(c) strategies for producing change was the main
focus of organisations
(d) organisations wanted to create powerful
guiding coalition
(e) management was the main item of agenda in
organisations
Q10. In the
passage, management is equated with
(a)
Organisation
(b)
Leadership
(c)
Organisational vision
(d)
Bureaucracy
(e)
Managerial training
Q11. Why does
the attention of large organisations turn inward?
(a) Their managers become arrogant.
(b) They have to keep themselves under control.
(c) Their success creates market dominance.
(d) They want to project their predictability.
(e) None of these
Q12. Which of the following is SIMILAR in meaning of the word NURTURED
as used in the passage?
(a)
created (b) developed
(c)
thwarted (d) surfaced
(e)
halted
Q13. What,
according to the author, is leadership?
(a) Process which keeps the system of people and
technology running smoothly
(b) Planning the future and budgeting resources
of the organisation
(c) Inspiring people to realise the vision
(d) Carrying out the crucial functions of
management
(e)
None of these
Q14. Which of the following
characteristics helps organisations in their transformation efforts?
(a) Emphasis on leadership but not on management
(b) A strong and dogmatic culture
(c) Bureaucratic and inward-looking approach
(d) Failing to acknowledge the value of customers
and shareholders
(e) None of these
Q15. Why were people taught
little about leadership in management programmes?
(a) Teachers were busy in understanding the
phenomenon of leadership.
(b) Enough study material was not available to
facilitate teaching of leadership.
(c) Focus of these programmes was on developing
managers.
(d) Leadership was considered only a political
phenomenon.
(e) None of these
SOLUTIONS:
S1. Ans. (b)
Sol. height – appreciate
S2. Ans. (a)
Sol. encouraged – reinforce
S3. Ans. (a)
Sol. brought – passing
S4. Ans. (d)
Sol. commitment – sustaining
S5.
Ans. (c)
Sol. instances
– force
S6. Ans. (d)
S7. Ans. (b)
S8. Ans. (d)
S9. Ans. (e)
S10. Ans. (d)
S11. Ans. (b)
S12. Ans. (b)
S13. Ans. (b)
S14. Ans. (e)
S15. Ans. (c)
English Language Notes for Competitive E...
