All questions are Multiple-Choice-Questions with only one option as the correct answer.

In the following question select the word which is OPPOSIT in the !eaning of the gi"en word. Q#. I$%ISC& T

a. relia'le '. honest c. prudent d. stupid ()c*s+csd+c"""""""""""""""""""""""""""""""",ccccccccccc,ccccccccccccccccccccccccccc Q-. SO.ICIT/% a. insouciance '. ingenuity c. propriety d. austerity Q0. In the sentence there is a 'old word or phrase. One of the words or phrases gi"en in the options con"eys al!ost the sa!e !eaning as the 'old word or phrase in the sentence. Select that option which is nearest in !eaning. It is preposterous on your part to loo1 for a 2o' without first co!pleting your education. a. 3ise '. I!perati"e c. Ad"isa'le d. Most ad!ira'le e. 4ery a'surd In the following questiones+ fill in the 'lan1 space. Q5. The success that he has gained+ though stri1ing enough+ does not+ howe"er+ co!!ensurate . . . . the efforts !ade 'y hi!. a. A'out '. 6ro! c. 3ith d. 7eside e. O"er Q8. 4inod too1 his !eals after he . . . . a. 9ad co!pleted his wor1

'. 9ad 'een co!pleting his wor1 c. 3as co!pleting his wor1 d. 9ad 'een co!pleted his wor1 e. 9ad got co!pleted his wor1 In the following questions+ select the word or phrase that is si!ilar in !eaning to the gi"en word. Q:. $onchalance a. $eutrality '. Indifference c. All-1nowing d. Ignorance e. /nti!eliness Q;. Conceal a. 9ide '. Seal c. Ceiling d. 9orrifying 2nc1s2dnc12sdc ccsn12nc<12nas"2n<d2nf"12nsn"sdcsdcdcShe ga"e !ost of her ti!e to !usic. a. spent '. lent c. de"oted d. $o i!pro"e!ent Q#=. The gi"en sentences when properly sequenced+ for! a coherent paragraph. ach sentence is la'elled with a nu!'er. Choose the !ost logical order of sentences fro! a!ong the four gi"en choices to construct a coherent paragraph. #. 9e was so 'usy with the! that he did not get ti!e to eat. -. Thousands of people ca!e to hi! and as1ed different types of questions. 0. $o one cared to see that he had his food or rest that night. 5. Swa!i 4i"e1anand once stayed in a s!all "illage. a. -05# '. 0-#5 c. 5-#0 d. 5-0# Answer the question 'ased on the gi"en passage Manage!ent is a set of processes that can 1eep a co!plicated syste! of people and technology running s!oothly. The !ost i!portant aspects of !anage!ent include planning+ 'udgeting+

organising+ staffing+ controlling+ and pro'le!-sol"ing. .eadership is a set of processes that creates organisations in the first place or adapts the! to significantly changing circu!stances. .eadership defines what the future should loo1 li1e+ aligns people with that "ision+ and inspires the! to !a1e it happen despite the o'stacles. This distinction is a'solutely crucial for our purposes here) Successful transfor!ation is ;= to >= per cent leadership and only #= to 0= percent !anage!ent. ?et for historical reasons+ !any organisations today don@t ha"e !uch leadership. And al!ost e"eryone thin1s a'out the pro'le! here as one of !anaging change. 6or !ost of this country+ as we created thousands and thousands of large organisations for the first ti!e in hu!an history+ we didn@t ha"e enough good !anagers to 1eep all those 'ureaucracies functioning. So !any co!panies and uni"ersities de"eloped !anage!ent progra!s and hundreds and thousands of people were encouraged to learn !anage!ent on the 2o'. And they did. 7ut+ people were taught little a'out leadership. To so!e degree+ !anage!ent was e!phasised 'ecause it@s easier to teach than leadership. 7ut e"en !ore so+ !anage!ent was the !ain ite! on the twentieth-century agenda 'ecause that@s what was needed. 6or e"ery entrepreneur or 'usiness 'uilder who was a leader+ we needed hundreds of !anagers to run their e"er-growing enterprises. /nfortunately for us today+ this e!phasis on !anage!ent has often 'een institutionalised in corporate cultures that discourage e!ployees fro! learning how to lead. Ironically+ past success is usually the 1ey ingredient in producing this outco!e. The syndro!e+ as I ha"e o'ser"ed it on !any occasions+ goes li1e this) success creates so!e degree of !ar1ed do!inance which in turn produces !uch growth. After a while 1eeping the e"er-larger organisation under control 'eco!es the pri!ary challenge. So attention turns inward and !anagerial co!petencies are nurtured. 3ith a strong e!phasis on !anage!ent 'ut not leadership+ 'ureaucracy and an inward focus ta1eo"er. 7ut with continued success+ the result !ostly of !ar1et do!inance+ the pro'le! often goes unaddressed and an unhealthy arrogance 'egins to e"ol"e. All of these characteristics then !a1e any transfor!ation effort !uch !ore difficult. Arrogant !anagers can o"er-e"aluate their current perfor!ance and co!petiti"e position+ listen poorly and learn slowly. Inwardly focused e!ployees can ha"e difficulty seeing the "ery forces that present threats and opportunities. 7ureaucratic cultures can s!other those who want to respond to shifting conditions. And the lac1 of leadership lea"es no force inside these organisations to 'rea1 out of the !orass. Q##. 3hy did co!panies and uni"ersities de"elop progra!!es to prepare !anagers in such a large nu!'erA a. BAC Co!panies and uni"ersities wanted to generate funds through these progra!!es '. B7C The large nu!'er of organisations were created as they needed !anagers in good nu!'er c. BCC Organisations did not want to spend their scarce resources in training !anagers d. B%C Organisations wanted to create co!!unication networ1 through trained !anagers Q#-. 9ow has the author defined !anage!entA a. It is the process of adapting organisations to changing circu!stances. '. It is the syste! of aligning people with the direction it has ta1en. c. It refers to creating a "ision to help direct the change effecti"ely. d. Creating 'etter perfor!ance through custo!er orientation.

Q#0. 3hat is the historical reason for !any organisations not ha"ing leadershipA a. A "iew that leaders are 'orn+ they are not !ade '. .eaders lac1 !anagerial s1ills and organisations need !anagers c. .eaders are wea1 in carrying out traditional functions of !anage!ent d. .eaders allow too !uch co!placency in organisations Q#5. 3hich of the following characteristics help organisations in their transfor!ation effortsA a. !phasis on leadership 'ut not !anage!ent '. A strong and dog!atic culture c. 7ureaucratic and inward loo1ing approach d. 6ailing to ac1nowledge the "alue of custo!ers and shareholders Q#8. 3hich of the following is si!ilar in !eaning of the word @s!other@ as used in the passageA a. Suppress '. ncourage c. Instigate d. Criticise