I.

Read the passage given below and answer the questions that follow:
I. Incredible though it may seem, while the percentage of literacy in India has been going up, the
number of illiterates has also been increasing. Thus, according to the 1966 figures there were 353
million illiterates in the country- 20 million more than in 1961.During the same period the
percentage of literacy went up from 24 to 29 percent. The explanation for this paradox lies in the
rapid growth of population which has outpaced whatever little progress has been achieved in
literacy. For instance from 1951 to 1961, literacy increased at an annual average rate of 0.7 %
while the countrys population grew by 2.15 % every year. But the population explosion is not
entirely responsible for the growing number of illiterates. The apathy of most states in failing to
tackle the problem of adult literacy is also partly to blame. Till now, they have shown little
awareness of the magnitude of the problem. Moreover, follow up measures to prevent neo-
literates from relapsing into illiteracy is just as important as the initial adult literacy campaigns.
Here too, the state education authorities have been negligent. Not sufficient provision has been
made for continued education. This can be done by setting up more rural libraries, adult schools
and correspondence courses.
1. Which of the following is as important as the literacy campaign?
A. A new policy on education
B. Vocational education system
C. Prevention of neo-literates dropping into illiteracy
D. Opening more universities.
Ans: C
2. In this passage what is one of the steps for continued education
A. Starting short-term courses
B. Opening more rural libraries
C. Making education a fundamental right
D. Making education a subject in the Union List
Ans: B
3. What was the number of illiterates in 1961?
A. 37.3 crore
B. 35.3 crore
C. 33.3 crore
D. 2 crore
Ans: C
4. What is the paradox referred to in the passage?
A. The number of illiterates has decreased while the percentage of literacy has increased
B. The number of literates has increased while the percentage of literacy has gone down
C. The number of literates and the percentage of illiterates have both decreased
D. The number of illiterates and the percentage of literacy have both increased
Ans: D

5. What was the percentage of literacy in 1961?
A. 5
B. 19
C. 20
D. 24
Ans: D
6. What has been the annual average rate of increase in literacy from 1951 to 1961?
A. 0.7%
B. 2.15%
C. 5.0%
D. 7.0%
Ans: A
7. What is meant by neo-literates?
A. Potential literate person
B. University teachers
C. Research Scholars
D. People who become newly literate

Ans: A

8. What is the cause of the paradox referred to in the passage?
A. Shortage of funds for the education sector
B. Absence of jobs for the educated
C. Rapid increase in population
D. No follow up measures for continued education
Ans: C
9. Which of the statements is/are correct?
A. Population explosion is entirely responsible for the growing number of illiterates
B. The indifference on the part of the Central Government to tackle the problem of adult
literacy has been the main culprit
Select the correct answer by using the code below
A. 1 only
B. 2only
C. Both 1 & 2
D. Neither 1 nor 2
Ans: D
10. Incredible though it may seem, while the percentage of literacy in India has been going up,
the number of illiterates has also been increasing.
What is the meaning of Incredible?
A. Credible
B. Unbelievable
C. Difficult
D. Simple
Ans: B

II. 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, organizing, 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 percent
leadership and only 10 to 30 percent management. Yet for historical reasons, many
organizations today dont have much leadership. And almost everyone thinks about the
problem 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 didnt have enough good managers to keep all those
bureaucracies function. So many companies and universities developed management
programs, 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 its easier to teach than leadership. But even more
so; management was the main item on the twentieth century agenda because thats 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
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 organizations to break out of the morass
1. Which of the following is not the characteristic of bureaucratic culture?
A. Managers listen poorly and learn slowly.
B. Managerial competencies are nurtured.
C. Employee clearly see the forces that present threats and opportunities
D. Prevalence of unhealthy arrogance.
E. Managers tend to stifle initiative and innovation.
Ans : C
2. Which of the following statements is NOT TRUE in the context of the passage?
A. Bureaucratic culture smoother those who want to respond to changing conditions.
B. Leadership produces change and has the potential to establish direction.
C. Pressure on Manager come mostly from within.
D. Leadership centres on carrying out important functions such as planning and problem
solving.
E. Managers believe that they are the best and that their idiosyncratic traditions are superior.
Ans. C
3. Why did companies and universities develop programs to prepare managers in such a large
number?
A. Companies and Universities wanted to generate funds through these programs.
B. The large numbers of organizations were created and they needed managers in good
number.
C. Organizations did not want to spend their scarce resources in training managers.
D. Organizations wanted to create communication network through trained managers.
Ans: B
4. Management education was emphasized in the management programs because:
A. Establishing direction was the main focus of organizations.
B. Motivating employees was thought to be done by managers.
C. Strategies for producing change were the main focus of organizations.
D. Organizations wanted to create powerful guiding coalition.
E. Management was the main item of agenda in organizations
Ans: E
5. Which of the following is similar in meaning of the word smother as used in the passage?
A. Suppress
B. Encourage
C. Instigate
D. Criticize
E. Attack
Ans: A
6. Why according to the author, a distinction between management and leadership is crucial?
A. Leaders are reactive whereas managers are proactive.
B. Organizations are facing problems of not getting good managers.
C. Organizations are pursuing the strategy of status quo.
D. In todays context organizations need leaders much more than managers in transforming
them.
E. None of these
Ans: D
7. What, according to the author, is leadership?
A. Process which keeps system of people and technology running smoothly.
B. Planning the future and budgeting resources of the organization.
C. Inspiring people to realize the vision
D. Carrying out the crucial functions of management.
E. None of these.
Ans: B
8. 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
What is the meaning of Syndrome?
A. Symptom.
B. Disease.
C. Reason.
D. Cure.
E. None of these.
Ans: B
9. Why were the people taught little about leadership in management programs?
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 this program was on developing managers.
D. Leadership was considered only political managers
E. None of these.
Ans: C
10. What is the historical reason for many organizations not having leadership?
A. A view that leaders are born, they are not made.
B. Leaders lack managerial skills and organizations need managers.
C. Leaders are weak in carrying out traditional functions of management
D. Leaders allow too much complacency in organizations.
E. None of these.
Ans: B
11. Which of the following characteristics help organizations in their transformation efforts?
A. Emphasis on leadership but not 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,
Ans: A
12. Which of the following statements is/are definitely true in the context of the passage?
a. Bureaucracy fosters strong and arrogant culture.
b. Leadership competencies are nurtured in large size organizations.
c. Successful transformation in organizations is 70 to 90 percent leadership.
A. Only A & B
B. Only A & C
C. Only B & C
D. Only B
E. Only C
Ans : C
13. In the passage , management is equated with:
A. Organization
B. Leadership
C. Organizational Vision
D. Bureaucracy
E. Managerial training
Ans: D
14. 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
Ans: B
15. Why does the attention of large organizations 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.
Ans: A