MEGHALAYA CIVIL SERVICE JUNIOR GRADE [PART B MAINS] (FEB 2022 AND JULY 2023)NO.MPSC/ADVT-54/1/2020-2021/53 — question paper

Write an essay in about 500 words on any one of the following topics:

Study note: The examination requires ONE essay from five alternatives, worth 150 marks in total for Question 1. These separate study entries provide models for each alternative, not five compulsory essays.

Social media in the 21st century is both a boon and a bane

Write an essay in about 500 words on any one of the following topics:

Study note: The examination requires ONE essay from five alternatives, worth 150 marks in total for Question 1. These separate study entries provide models for each alternative, not five compulsory essays.

Drug addiction—a rising menace in our society

Write an essay in about 500 words on any one of the following topics:

Study note: The examination requires ONE essay from five alternatives, worth 150 marks in total for Question 1. These separate study entries provide models for each alternative, not five compulsory essays.

The role of technology in modern classrooms and its effects on teaching and learning

Write an essay in about 500 words on any one of the following topics:

Study note: The examination requires ONE essay from five alternatives, worth 150 marks in total for Question 1. These separate study entries provide models for each alternative, not five compulsory essays.

Gender inequality in family business

Write an essay in about 500 words on any one of the following topics:

Study note: The examination requires ONE essay from five alternatives, worth 150 marks in total for Question 1. These separate study entries provide models for each alternative, not five compulsory essays.

Childhood memories

Read the following passage carefully and answer the questions given below:

Can India make it to a leadership position in the new millennium or will it retain the 'fast-train-going-slow' image of the last 50 odd years?

Most people believe that the potential for our country to succeed is huge. They are also disappointed at the inability to convert the natural advantages we possess into tangible benefits. The recent success of our infotech industry globally has reinforced the belief that when we put our mind to it, we can and do succeed. Now, the expectation is that this success will be replicated in other areas.

There is no doubt that India's future will be driven by the intellectual capital of its people. Even though many of the billion Indian people are and will continue for the foreseeable future to live in a third-world setting, there are many Indians with the skills, ability and aspiration to prosper and flourish in a first-world environment. It is, therefore, likely that India will, at the same time, belong to both the first and third worlds.

That first-world environment will be powered increasingly by knowledge workers and brainware. India clearly has the numbers. It needs to invest in training and skill-building and also encourage entrepreneurship and risk-taking.

I have no magic recipe to convert India's people power into a competitive advantage on global basis. Also, I am nowhere near qualified to address macro issues like universal education and school curricula. Therefore, I have to shrink the issue into a familiar framework of 'growing our people'.

It is imperative that Indian businesses pay more than lip service to the empowerment of their employees. We have to break the 'do-as-you-are-told' mentality which inhibits creativity and promotes the culture of servitude long after our 'foreign masters' are gone. Together with empowerment, there has to be a culture of personal accountability so that everyone realizes the necessity of valuing commitment.

In all areas of activity, seniority and hierarchies (if any) must be based purely on merit. Seniority, like respect, must be earned and not 'termed', i.e., based on the length of service.

Future organizations will be based on communities and interaction between individuals and teams both within and outside the organization. The work environment, both with respect to physical space as well as culture, must be barrierless/boundaryless, allowing the impromptu and regular interaction across work groups/teams.

Organizations must accept that empowerment and personal accountability should go hand in hand with a degree of tolerance for mistakes and failures. Mistakes and failures are good learning opportunities for our people and should be regarded as such, unless repeated. Tolerance would also provide a safety net for those prepared to take risks, a quality rarely seen among Indian executives today but crucial to succeed in the new economy.

Organizations must be as transparent as possible with their employees. Both good and bad news must be shared. Often organizations and their leadership wrongly believe that the employees aren't interested in certain information or, more arrogantly, decide that information is best withheld as it is beyond the comprehension of their employees.

Knowledge sharing must be pushed at all levels through a carrot-and-stick approach. Those who continuously hoard knowledge must be weeded out. Everyone must come to work thinking that he will learn and add to his skills.

Performance management must be institutionalized to give everyone a clear understanding of organizational goals, team goals, the individual's role or goals within a team, rewards which follow from meeting goals, and career opportunities in the organization.

Encourage a sense of commitment to the community among your employees. Apart from making them feel good about themselves, it also affords opportunities for them to work as teams in a non-work environment.

Above all, make work fun. If people, however talented, show up at work because it is a job, then they are unlikely to realize their full potential.

The above is not an exhaustive list for each organization to get the best out of its people. But if each organization addresses some of these issues then people will grow individually and collectively. This is bound to have a beneficial effect on harnessing and driving their intellectual capital.

Choose the correct answer from the options given below:

Printed options (1)-(4) are displayed as A-D respectively.

The author attributes success of India in infotech industry to

Read the following passage carefully and answer the questions given below:

Can India make it to a leadership position in the new millennium or will it retain the 'fast-train-going-slow' image of the last 50 odd years?

Most people believe that the potential for our country to succeed is huge. They are also disappointed at the inability to convert the natural advantages we possess into tangible benefits. The recent success of our infotech industry globally has reinforced the belief that when we put our mind to it, we can and do succeed. Now, the expectation is that this success will be replicated in other areas.

There is no doubt that India's future will be driven by the intellectual capital of its people. Even though many of the billion Indian people are and will continue for the foreseeable future to live in a third-world setting, there are many Indians with the skills, ability and aspiration to prosper and flourish in a first-world environment. It is, therefore, likely that India will, at the same time, belong to both the first and third worlds.

That first-world environment will be powered increasingly by knowledge workers and brainware. India clearly has the numbers. It needs to invest in training and skill-building and also encourage entrepreneurship and risk-taking.

I have no magic recipe to convert India's people power into a competitive advantage on global basis. Also, I am nowhere near qualified to address macro issues like universal education and school curricula. Therefore, I have to shrink the issue into a familiar framework of 'growing our people'.

It is imperative that Indian businesses pay more than lip service to the empowerment of their employees. We have to break the 'do-as-you-are-told' mentality which inhibits creativity and promotes the culture of servitude long after our 'foreign masters' are gone. Together with empowerment, there has to be a culture of personal accountability so that everyone realizes the necessity of valuing commitment.

In all areas of activity, seniority and hierarchies (if any) must be based purely on merit. Seniority, like respect, must be earned and not 'termed', i.e., based on the length of service.

Future organizations will be based on communities and interaction between individuals and teams both within and outside the organization. The work environment, both with respect to physical space as well as culture, must be barrierless/boundaryless, allowing the impromptu and regular interaction across work groups/teams.

Organizations must accept that empowerment and personal accountability should go hand in hand with a degree of tolerance for mistakes and failures. Mistakes and failures are good learning opportunities for our people and should be regarded as such, unless repeated. Tolerance would also provide a safety net for those prepared to take risks, a quality rarely seen among Indian executives today but crucial to succeed in the new economy.

Organizations must be as transparent as possible with their employees. Both good and bad news must be shared. Often organizations and their leadership wrongly believe that the employees aren't interested in certain information or, more arrogantly, decide that information is best withheld as it is beyond the comprehension of their employees.

Knowledge sharing must be pushed at all levels through a carrot-and-stick approach. Those who continuously hoard knowledge must be weeded out. Everyone must come to work thinking that he will learn and add to his skills.

Performance management must be institutionalized to give everyone a clear understanding of organizational goals, team goals, the individual's role or goals within a team, rewards which follow from meeting goals, and career opportunities in the organization.

Encourage a sense of commitment to the community among your employees. Apart from making them feel good about themselves, it also affords opportunities for them to work as teams in a non-work environment.

Above all, make work fun. If people, however talented, show up at work because it is a job, then they are unlikely to realize their full potential.

The above is not an exhaustive list for each organization to get the best out of its people. But if each organization addresses some of these issues then people will grow individually and collectively. This is bound to have a beneficial effect on harnessing and driving their intellectual capital.

Choose the correct answer from the options given below:

Printed options (1)-(4) are displayed as A-D respectively.

Which of the following is the best way for organizations to be transparent?

Read the following passage carefully and answer the questions given below:

Can India make it to a leadership position in the new millennium or will it retain the 'fast-train-going-slow' image of the last 50 odd years?

Most people believe that the potential for our country to succeed is huge. They are also disappointed at the inability to convert the natural advantages we possess into tangible benefits. The recent success of our infotech industry globally has reinforced the belief that when we put our mind to it, we can and do succeed. Now, the expectation is that this success will be replicated in other areas.

There is no doubt that India's future will be driven by the intellectual capital of its people. Even though many of the billion Indian people are and will continue for the foreseeable future to live in a third-world setting, there are many Indians with the skills, ability and aspiration to prosper and flourish in a first-world environment. It is, therefore, likely that India will, at the same time, belong to both the first and third worlds.

That first-world environment will be powered increasingly by knowledge workers and brainware. India clearly has the numbers. It needs to invest in training and skill-building and also encourage entrepreneurship and risk-taking.

I have no magic recipe to convert India's people power into a competitive advantage on global basis. Also, I am nowhere near qualified to address macro issues like universal education and school curricula. Therefore, I have to shrink the issue into a familiar framework of 'growing our people'.

It is imperative that Indian businesses pay more than lip service to the empowerment of their employees. We have to break the 'do-as-you-are-told' mentality which inhibits creativity and promotes the culture of servitude long after our 'foreign masters' are gone. Together with empowerment, there has to be a culture of personal accountability so that everyone realizes the necessity of valuing commitment.

In all areas of activity, seniority and hierarchies (if any) must be based purely on merit. Seniority, like respect, must be earned and not 'termed', i.e., based on the length of service.

Future organizations will be based on communities and interaction between individuals and teams both within and outside the organization. The work environment, both with respect to physical space as well as culture, must be barrierless/boundaryless, allowing the impromptu and regular interaction across work groups/teams.

Organizations must accept that empowerment and personal accountability should go hand in hand with a degree of tolerance for mistakes and failures. Mistakes and failures are good learning opportunities for our people and should be regarded as such, unless repeated. Tolerance would also provide a safety net for those prepared to take risks, a quality rarely seen among Indian executives today but crucial to succeed in the new economy.

Organizations must be as transparent as possible with their employees. Both good and bad news must be shared. Often organizations and their leadership wrongly believe that the employees aren't interested in certain information or, more arrogantly, decide that information is best withheld as it is beyond the comprehension of their employees.

Knowledge sharing must be pushed at all levels through a carrot-and-stick approach. Those who continuously hoard knowledge must be weeded out. Everyone must come to work thinking that he will learn and add to his skills.

Performance management must be institutionalized to give everyone a clear understanding of organizational goals, team goals, the individual's role or goals within a team, rewards which follow from meeting goals, and career opportunities in the organization.

Encourage a sense of commitment to the community among your employees. Apart from making them feel good about themselves, it also affords opportunities for them to work as teams in a non-work environment.

Above all, make work fun. If people, however talented, show up at work because it is a job, then they are unlikely to realize their full potential.

The above is not an exhaustive list for each organization to get the best out of its people. But if each organization addresses some of these issues then people will grow individually and collectively. This is bound to have a beneficial effect on harnessing and driving their intellectual capital.

Choose the correct answer from the options given below:

Printed options (1)-(4) are displayed as A-D respectively.

What does the word 'impromptu' communicate in the passage?

Read the following passage carefully and answer the questions given below:

Can India make it to a leadership position in the new millennium or will it retain the 'fast-train-going-slow' image of the last 50 odd years?

Most people believe that the potential for our country to succeed is huge. They are also disappointed at the inability to convert the natural advantages we possess into tangible benefits. The recent success of our infotech industry globally has reinforced the belief that when we put our mind to it, we can and do succeed. Now, the expectation is that this success will be replicated in other areas.

There is no doubt that India's future will be driven by the intellectual capital of its people. Even though many of the billion Indian people are and will continue for the foreseeable future to live in a third-world setting, there are many Indians with the skills, ability and aspiration to prosper and flourish in a first-world environment. It is, therefore, likely that India will, at the same time, belong to both the first and third worlds.

That first-world environment will be powered increasingly by knowledge workers and brainware. India clearly has the numbers. It needs to invest in training and skill-building and also encourage entrepreneurship and risk-taking.

I have no magic recipe to convert India's people power into a competitive advantage on global basis. Also, I am nowhere near qualified to address macro issues like universal education and school curricula. Therefore, I have to shrink the issue into a familiar framework of 'growing our people'.

It is imperative that Indian businesses pay more than lip service to the empowerment of their employees. We have to break the 'do-as-you-are-told' mentality which inhibits creativity and promotes the culture of servitude long after our 'foreign masters' are gone. Together with empowerment, there has to be a culture of personal accountability so that everyone realizes the necessity of valuing commitment.

In all areas of activity, seniority and hierarchies (if any) must be based purely on merit. Seniority, like respect, must be earned and not 'termed', i.e., based on the length of service.

Future organizations will be based on communities and interaction between individuals and teams both within and outside the organization. The work environment, both with respect to physical space as well as culture, must be barrierless/boundaryless, allowing the impromptu and regular interaction across work groups/teams.

Organizations must accept that empowerment and personal accountability should go hand in hand with a degree of tolerance for mistakes and failures. Mistakes and failures are good learning opportunities for our people and should be regarded as such, unless repeated. Tolerance would also provide a safety net for those prepared to take risks, a quality rarely seen among Indian executives today but crucial to succeed in the new economy.

Organizations must be as transparent as possible with their employees. Both good and bad news must be shared. Often organizations and their leadership wrongly believe that the employees aren't interested in certain information or, more arrogantly, decide that information is best withheld as it is beyond the comprehension of their employees.

Knowledge sharing must be pushed at all levels through a carrot-and-stick approach. Those who continuously hoard knowledge must be weeded out. Everyone must come to work thinking that he will learn and add to his skills.

Performance management must be institutionalized to give everyone a clear understanding of organizational goals, team goals, the individual's role or goals within a team, rewards which follow from meeting goals, and career opportunities in the organization.

Encourage a sense of commitment to the community among your employees. Apart from making them feel good about themselves, it also affords opportunities for them to work as teams in a non-work environment.

Above all, make work fun. If people, however talented, show up at work because it is a job, then they are unlikely to realize their full potential.

The above is not an exhaustive list for each organization to get the best out of its people. But if each organization addresses some of these issues then people will grow individually and collectively. This is bound to have a beneficial effect on harnessing and driving their intellectual capital.

Choose the correct answer from the options given below:

Printed options (1)-(4) are displayed as A-D respectively.

To realize the full potential of the talent, what is the recommendation in the passage?

Read the following passage carefully and answer the questions given below:

Can India make it to a leadership position in the new millennium or will it retain the 'fast-train-going-slow' image of the last 50 odd years?

Most people believe that the potential for our country to succeed is huge. They are also disappointed at the inability to convert the natural advantages we possess into tangible benefits. The recent success of our infotech industry globally has reinforced the belief that when we put our mind to it, we can and do succeed. Now, the expectation is that this success will be replicated in other areas.

There is no doubt that India's future will be driven by the intellectual capital of its people. Even though many of the billion Indian people are and will continue for the foreseeable future to live in a third-world setting, there are many Indians with the skills, ability and aspiration to prosper and flourish in a first-world environment. It is, therefore, likely that India will, at the same time, belong to both the first and third worlds.

That first-world environment will be powered increasingly by knowledge workers and brainware. India clearly has the numbers. It needs to invest in training and skill-building and also encourage entrepreneurship and risk-taking.

I have no magic recipe to convert India's people power into a competitive advantage on global basis. Also, I am nowhere near qualified to address macro issues like universal education and school curricula. Therefore, I have to shrink the issue into a familiar framework of 'growing our people'.

It is imperative that Indian businesses pay more than lip service to the empowerment of their employees. We have to break the 'do-as-you-are-told' mentality which inhibits creativity and promotes the culture of servitude long after our 'foreign masters' are gone. Together with empowerment, there has to be a culture of personal accountability so that everyone realizes the necessity of valuing commitment.

In all areas of activity, seniority and hierarchies (if any) must be based purely on merit. Seniority, like respect, must be earned and not 'termed', i.e., based on the length of service.

Future organizations will be based on communities and interaction between individuals and teams both within and outside the organization. The work environment, both with respect to physical space as well as culture, must be barrierless/boundaryless, allowing the impromptu and regular interaction across work groups/teams.

Organizations must accept that empowerment and personal accountability should go hand in hand with a degree of tolerance for mistakes and failures. Mistakes and failures are good learning opportunities for our people and should be regarded as such, unless repeated. Tolerance would also provide a safety net for those prepared to take risks, a quality rarely seen among Indian executives today but crucial to succeed in the new economy.

Organizations must be as transparent as possible with their employees. Both good and bad news must be shared. Often organizations and their leadership wrongly believe that the employees aren't interested in certain information or, more arrogantly, decide that information is best withheld as it is beyond the comprehension of their employees.

Knowledge sharing must be pushed at all levels through a carrot-and-stick approach. Those who continuously hoard knowledge must be weeded out. Everyone must come to work thinking that he will learn and add to his skills.

Performance management must be institutionalized to give everyone a clear understanding of organizational goals, team goals, the individual's role or goals within a team, rewards which follow from meeting goals, and career opportunities in the organization.

Encourage a sense of commitment to the community among your employees. Apart from making them feel good about themselves, it also affords opportunities for them to work as teams in a non-work environment.

Above all, make work fun. If people, however talented, show up at work because it is a job, then they are unlikely to realize their full potential.

The above is not an exhaustive list for each organization to get the best out of its people. But if each organization addresses some of these issues then people will grow individually and collectively. This is bound to have a beneficial effect on harnessing and driving their intellectual capital.

Choose the correct answer from the options given below:

Printed options (1)-(4) are displayed as A-D respectively.

Which of the following provides good learning opportunities?

Read the following passage carefully and answer the questions given below:

Can India make it to a leadership position in the new millennium or will it retain the 'fast-train-going-slow' image of the last 50 odd years?

Most people believe that the potential for our country to succeed is huge. They are also disappointed at the inability to convert the natural advantages we possess into tangible benefits. The recent success of our infotech industry globally has reinforced the belief that when we put our mind to it, we can and do succeed. Now, the expectation is that this success will be replicated in other areas.

There is no doubt that India's future will be driven by the intellectual capital of its people. Even though many of the billion Indian people are and will continue for the foreseeable future to live in a third-world setting, there are many Indians with the skills, ability and aspiration to prosper and flourish in a first-world environment. It is, therefore, likely that India will, at the same time, belong to both the first and third worlds.

That first-world environment will be powered increasingly by knowledge workers and brainware. India clearly has the numbers. It needs to invest in training and skill-building and also encourage entrepreneurship and risk-taking.

I have no magic recipe to convert India's people power into a competitive advantage on global basis. Also, I am nowhere near qualified to address macro issues like universal education and school curricula. Therefore, I have to shrink the issue into a familiar framework of 'growing our people'.

It is imperative that Indian businesses pay more than lip service to the empowerment of their employees. We have to break the 'do-as-you-are-told' mentality which inhibits creativity and promotes the culture of servitude long after our 'foreign masters' are gone. Together with empowerment, there has to be a culture of personal accountability so that everyone realizes the necessity of valuing commitment.

In all areas of activity, seniority and hierarchies (if any) must be based purely on merit. Seniority, like respect, must be earned and not 'termed', i.e., based on the length of service.

Future organizations will be based on communities and interaction between individuals and teams both within and outside the organization. The work environment, both with respect to physical space as well as culture, must be barrierless/boundaryless, allowing the impromptu and regular interaction across work groups/teams.

Organizations must accept that empowerment and personal accountability should go hand in hand with a degree of tolerance for mistakes and failures. Mistakes and failures are good learning opportunities for our people and should be regarded as such, unless repeated. Tolerance would also provide a safety net for those prepared to take risks, a quality rarely seen among Indian executives today but crucial to succeed in the new economy.

Organizations must be as transparent as possible with their employees. Both good and bad news must be shared. Often organizations and their leadership wrongly believe that the employees aren't interested in certain information or, more arrogantly, decide that information is best withheld as it is beyond the comprehension of their employees.

Knowledge sharing must be pushed at all levels through a carrot-and-stick approach. Those who continuously hoard knowledge must be weeded out. Everyone must come to work thinking that he will learn and add to his skills.

Performance management must be institutionalized to give everyone a clear understanding of organizational goals, team goals, the individual's role or goals within a team, rewards which follow from meeting goals, and career opportunities in the organization.

Encourage a sense of commitment to the community among your employees. Apart from making them feel good about themselves, it also affords opportunities for them to work as teams in a non-work environment.

Above all, make work fun. If people, however talented, show up at work because it is a job, then they are unlikely to realize their full potential.

The above is not an exhaustive list for each organization to get the best out of its people. But if each organization addresses some of these issues then people will grow individually and collectively. This is bound to have a beneficial effect on harnessing and driving their intellectual capital.

Answer the following questions briefly:

How should Indian businesses empower their employees?

Read the following passage carefully and answer the questions given below:

Can India make it to a leadership position in the new millennium or will it retain the 'fast-train-going-slow' image of the last 50 odd years?

Most people believe that the potential for our country to succeed is huge. They are also disappointed at the inability to convert the natural advantages we possess into tangible benefits. The recent success of our infotech industry globally has reinforced the belief that when we put our mind to it, we can and do succeed. Now, the expectation is that this success will be replicated in other areas.

There is no doubt that India's future will be driven by the intellectual capital of its people. Even though many of the billion Indian people are and will continue for the foreseeable future to live in a third-world setting, there are many Indians with the skills, ability and aspiration to prosper and flourish in a first-world environment. It is, therefore, likely that India will, at the same time, belong to both the first and third worlds.

That first-world environment will be powered increasingly by knowledge workers and brainware. India clearly has the numbers. It needs to invest in training and skill-building and also encourage entrepreneurship and risk-taking.

I have no magic recipe to convert India's people power into a competitive advantage on global basis. Also, I am nowhere near qualified to address macro issues like universal education and school curricula. Therefore, I have to shrink the issue into a familiar framework of 'growing our people'.

It is imperative that Indian businesses pay more than lip service to the empowerment of their employees. We have to break the 'do-as-you-are-told' mentality which inhibits creativity and promotes the culture of servitude long after our 'foreign masters' are gone. Together with empowerment, there has to be a culture of personal accountability so that everyone realizes the necessity of valuing commitment.

In all areas of activity, seniority and hierarchies (if any) must be based purely on merit. Seniority, like respect, must be earned and not 'termed', i.e., based on the length of service.

Future organizations will be based on communities and interaction between individuals and teams both within and outside the organization. The work environment, both with respect to physical space as well as culture, must be barrierless/boundaryless, allowing the impromptu and regular interaction across work groups/teams.

Organizations must accept that empowerment and personal accountability should go hand in hand with a degree of tolerance for mistakes and failures. Mistakes and failures are good learning opportunities for our people and should be regarded as such, unless repeated. Tolerance would also provide a safety net for those prepared to take risks, a quality rarely seen among Indian executives today but crucial to succeed in the new economy.

Organizations must be as transparent as possible with their employees. Both good and bad news must be shared. Often organizations and their leadership wrongly believe that the employees aren't interested in certain information or, more arrogantly, decide that information is best withheld as it is beyond the comprehension of their employees.

Knowledge sharing must be pushed at all levels through a carrot-and-stick approach. Those who continuously hoard knowledge must be weeded out. Everyone must come to work thinking that he will learn and add to his skills.

Performance management must be institutionalized to give everyone a clear understanding of organizational goals, team goals, the individual's role or goals within a team, rewards which follow from meeting goals, and career opportunities in the organization.

Encourage a sense of commitment to the community among your employees. Apart from making them feel good about themselves, it also affords opportunities for them to work as teams in a non-work environment.

Above all, make work fun. If people, however talented, show up at work because it is a job, then they are unlikely to realize their full potential.

The above is not an exhaustive list for each organization to get the best out of its people. But if each organization addresses some of these issues then people will grow individually and collectively. This is bound to have a beneficial effect on harnessing and driving their intellectual capital.

Answer the following questions briefly:

According to the author, what are the factors that inhibit creativity?

Read the following passage carefully and answer the questions given below:

Can India make it to a leadership position in the new millennium or will it retain the 'fast-train-going-slow' image of the last 50 odd years?

Most people believe that the potential for our country to succeed is huge. They are also disappointed at the inability to convert the natural advantages we possess into tangible benefits. The recent success of our infotech industry globally has reinforced the belief that when we put our mind to it, we can and do succeed. Now, the expectation is that this success will be replicated in other areas.

There is no doubt that India's future will be driven by the intellectual capital of its people. Even though many of the billion Indian people are and will continue for the foreseeable future to live in a third-world setting, there are many Indians with the skills, ability and aspiration to prosper and flourish in a first-world environment. It is, therefore, likely that India will, at the same time, belong to both the first and third worlds.

That first-world environment will be powered increasingly by knowledge workers and brainware. India clearly has the numbers. It needs to invest in training and skill-building and also encourage entrepreneurship and risk-taking.

I have no magic recipe to convert India's people power into a competitive advantage on global basis. Also, I am nowhere near qualified to address macro issues like universal education and school curricula. Therefore, I have to shrink the issue into a familiar framework of 'growing our people'.

It is imperative that Indian businesses pay more than lip service to the empowerment of their employees. We have to break the 'do-as-you-are-told' mentality which inhibits creativity and promotes the culture of servitude long after our 'foreign masters' are gone. Together with empowerment, there has to be a culture of personal accountability so that everyone realizes the necessity of valuing commitment.

In all areas of activity, seniority and hierarchies (if any) must be based purely on merit. Seniority, like respect, must be earned and not 'termed', i.e., based on the length of service.

Future organizations will be based on communities and interaction between individuals and teams both within and outside the organization. The work environment, both with respect to physical space as well as culture, must be barrierless/boundaryless, allowing the impromptu and regular interaction across work groups/teams.

Organizations must accept that empowerment and personal accountability should go hand in hand with a degree of tolerance for mistakes and failures. Mistakes and failures are good learning opportunities for our people and should be regarded as such, unless repeated. Tolerance would also provide a safety net for those prepared to take risks, a quality rarely seen among Indian executives today but crucial to succeed in the new economy.

Organizations must be as transparent as possible with their employees. Both good and bad news must be shared. Often organizations and their leadership wrongly believe that the employees aren't interested in certain information or, more arrogantly, decide that information is best withheld as it is beyond the comprehension of their employees.

Knowledge sharing must be pushed at all levels through a carrot-and-stick approach. Those who continuously hoard knowledge must be weeded out. Everyone must come to work thinking that he will learn and add to his skills.

Performance management must be institutionalized to give everyone a clear understanding of organizational goals, team goals, the individual's role or goals within a team, rewards which follow from meeting goals, and career opportunities in the organization.

Encourage a sense of commitment to the community among your employees. Apart from making them feel good about themselves, it also affords opportunities for them to work as teams in a non-work environment.

Above all, make work fun. If people, however talented, show up at work because it is a job, then they are unlikely to realize their full potential.

The above is not an exhaustive list for each organization to get the best out of its people. But if each organization addresses some of these issues then people will grow individually and collectively. This is bound to have a beneficial effect on harnessing and driving their intellectual capital.

Answer the following questions briefly:

According to the passage, what measures must be adopted to make employees value commitment?

Read the following passage carefully and answer the questions given below:

Can India make it to a leadership position in the new millennium or will it retain the 'fast-train-going-slow' image of the last 50 odd years?

Most people believe that the potential for our country to succeed is huge. They are also disappointed at the inability to convert the natural advantages we possess into tangible benefits. The recent success of our infotech industry globally has reinforced the belief that when we put our mind to it, we can and do succeed. Now, the expectation is that this success will be replicated in other areas.

There is no doubt that India's future will be driven by the intellectual capital of its people. Even though many of the billion Indian people are and will continue for the foreseeable future to live in a third-world setting, there are many Indians with the skills, ability and aspiration to prosper and flourish in a first-world environment. It is, therefore, likely that India will, at the same time, belong to both the first and third worlds.

That first-world environment will be powered increasingly by knowledge workers and brainware. India clearly has the numbers. It needs to invest in training and skill-building and also encourage entrepreneurship and risk-taking.

I have no magic recipe to convert India's people power into a competitive advantage on global basis. Also, I am nowhere near qualified to address macro issues like universal education and school curricula. Therefore, I have to shrink the issue into a familiar framework of 'growing our people'.

It is imperative that Indian businesses pay more than lip service to the empowerment of their employees. We have to break the 'do-as-you-are-told' mentality which inhibits creativity and promotes the culture of servitude long after our 'foreign masters' are gone. Together with empowerment, there has to be a culture of personal accountability so that everyone realizes the necessity of valuing commitment.

In all areas of activity, seniority and hierarchies (if any) must be based purely on merit. Seniority, like respect, must be earned and not 'termed', i.e., based on the length of service.

Future organizations will be based on communities and interaction between individuals and teams both within and outside the organization. The work environment, both with respect to physical space as well as culture, must be barrierless/boundaryless, allowing the impromptu and regular interaction across work groups/teams.

Organizations must accept that empowerment and personal accountability should go hand in hand with a degree of tolerance for mistakes and failures. Mistakes and failures are good learning opportunities for our people and should be regarded as such, unless repeated. Tolerance would also provide a safety net for those prepared to take risks, a quality rarely seen among Indian executives today but crucial to succeed in the new economy.

Organizations must be as transparent as possible with their employees. Both good and bad news must be shared. Often organizations and their leadership wrongly believe that the employees aren't interested in certain information or, more arrogantly, decide that information is best withheld as it is beyond the comprehension of their employees.

Knowledge sharing must be pushed at all levels through a carrot-and-stick approach. Those who continuously hoard knowledge must be weeded out. Everyone must come to work thinking that he will learn and add to his skills.

Performance management must be institutionalized to give everyone a clear understanding of organizational goals, team goals, the individual's role or goals within a team, rewards which follow from meeting goals, and career opportunities in the organization.

Encourage a sense of commitment to the community among your employees. Apart from making them feel good about themselves, it also affords opportunities for them to work as teams in a non-work environment.

Above all, make work fun. If people, however talented, show up at work because it is a job, then they are unlikely to realize their full potential.

The above is not an exhaustive list for each organization to get the best out of its people. But if each organization addresses some of these issues then people will grow individually and collectively. This is bound to have a beneficial effect on harnessing and driving their intellectual capital.

Answer the following questions briefly:

Why should performance management be institutionalized?

Read the following passage carefully and answer the questions given below:

Can India make it to a leadership position in the new millennium or will it retain the 'fast-train-going-slow' image of the last 50 odd years?

Most people believe that the potential for our country to succeed is huge. They are also disappointed at the inability to convert the natural advantages we possess into tangible benefits. The recent success of our infotech industry globally has reinforced the belief that when we put our mind to it, we can and do succeed. Now, the expectation is that this success will be replicated in other areas.

There is no doubt that India's future will be driven by the intellectual capital of its people. Even though many of the billion Indian people are and will continue for the foreseeable future to live in a third-world setting, there are many Indians with the skills, ability and aspiration to prosper and flourish in a first-world environment. It is, therefore, likely that India will, at the same time, belong to both the first and third worlds.

That first-world environment will be powered increasingly by knowledge workers and brainware. India clearly has the numbers. It needs to invest in training and skill-building and also encourage entrepreneurship and risk-taking.

I have no magic recipe to convert India's people power into a competitive advantage on global basis. Also, I am nowhere near qualified to address macro issues like universal education and school curricula. Therefore, I have to shrink the issue into a familiar framework of 'growing our people'.

It is imperative that Indian businesses pay more than lip service to the empowerment of their employees. We have to break the 'do-as-you-are-told' mentality which inhibits creativity and promotes the culture of servitude long after our 'foreign masters' are gone. Together with empowerment, there has to be a culture of personal accountability so that everyone realizes the necessity of valuing commitment.

In all areas of activity, seniority and hierarchies (if any) must be based purely on merit. Seniority, like respect, must be earned and not 'termed', i.e., based on the length of service.

Future organizations will be based on communities and interaction between individuals and teams both within and outside the organization. The work environment, both with respect to physical space as well as culture, must be barrierless/boundaryless, allowing the impromptu and regular interaction across work groups/teams.

Organizations must accept that empowerment and personal accountability should go hand in hand with a degree of tolerance for mistakes and failures. Mistakes and failures are good learning opportunities for our people and should be regarded as such, unless repeated. Tolerance would also provide a safety net for those prepared to take risks, a quality rarely seen among Indian executives today but crucial to succeed in the new economy.

Organizations must be as transparent as possible with their employees. Both good and bad news must be shared. Often organizations and their leadership wrongly believe that the employees aren't interested in certain information or, more arrogantly, decide that information is best withheld as it is beyond the comprehension of their employees.

Knowledge sharing must be pushed at all levels through a carrot-and-stick approach. Those who continuously hoard knowledge must be weeded out. Everyone must come to work thinking that he will learn and add to his skills.

Performance management must be institutionalized to give everyone a clear understanding of organizational goals, team goals, the individual's role or goals within a team, rewards which follow from meeting goals, and career opportunities in the organization.

Encourage a sense of commitment to the community among your employees. Apart from making them feel good about themselves, it also affords opportunities for them to work as teams in a non-work environment.

Above all, make work fun. If people, however talented, show up at work because it is a job, then they are unlikely to realize their full potential.

The above is not an exhaustive list for each organization to get the best out of its people. But if each organization addresses some of these issues then people will grow individually and collectively. This is bound to have a beneficial effect on harnessing and driving their intellectual capital.

Answer the following questions briefly:

What is the expectation of the author from the Indians?

Write a precis of the following passage in about one-third of its length and provide a suitable title.

It is very easy to acquire bad habits such as eating too many sweets, or drinking too much fluid of any kind, or smoking. The more we do a thing, the more we tend to like doing it; and if we do not continue to do it, we feel unhappy. This is called the force of habit, and the force of habit should be fought against.

Things which may be very good when only done from time to time, tend to become very harmful when done too much or too often. This applies even to such good things as work or rest. Some people form a bad habit of working too much, and others of idling too much. The wise man always remembers that this is true about himself, and checks any bad habit.

One of the most widely spread of bad habits is the use of tobacco. Tobacco is now smoked or chewed by men, often by women, and even by children, almost all over the world. It was brought into Europe from America by Sir Walter Raleigh, and has thence spread everywhere.

Alcohol is taken in almost all cool and cold climates, and to a less extent in hot ones. Alcohol is not necessary in any way to anybody. The regular use of alcohol affects the liver, it weakens the mental powers, and lessens the general energy of the body.

Write a precis and provide a suitable title for the supplied passage.

Rewrite the following sentences after making the necessary corrections:

The boy is swimming on the pool.

Rewrite the following sentences after making the necessary corrections:

A good man and useful citizen have passed away.

Rewrite the following sentences after making the necessary corrections:

I have been working from morning.

Rewrite the following sentences after making the necessary corrections:

The forest abounds by wild animals.

Rewrite the following sentences after making the necessary corrections:

A nursemaid is wanted for a baby about twenty years old.

Rewrite the following sentences after making the necessary corrections:

I spent the three last days of my holiday in a chair with a swollen leg.

Rewrite the following sentences after making the necessary corrections:

The earth moved round the sun.

Rewrite the following sentences after making the necessary corrections:

He exercises complete authority with his followers.

Rewrite the following sentences after making the necessary corrections:

I asked him where is he going.

Rewrite the following sentences after making the necessary corrections:

The boy who I trusted proved worthy of my confidence.

Rewrite the following sentences inserting suitable articles where necessary: What beautiful scene this is!

Rewrite the following sentences inserting suitable articles where necessary: For Brutus is honourable man.

Rewrite the following sentences inserting suitable articles where necessary: We started late in afternoon.

Rewrite the following sentences inserting suitable articles where necessary: I have not seen him since he was child.

Rewrite the following sentences inserting suitable articles where necessary: Measles' is contagious disease.

Fill in the blanks with appropriate prepositions: His friends prevailed ____ him to withdraw his resignation.

Fill in the blanks with appropriate prepositions: The avaricious man is greedy ____ gain.

Fill in the blanks with appropriate prepositions: He is too miserly to part ____ his money.

Fill in the blanks with appropriate prepositions: The Atlantic separates Europe ____ America.

Fill in the blanks with appropriate prepositions: Long indulgence ____ vice impaired his once robust constitution.

Rewrite the following sentences according to the instructions given after each, and making the changes that may be necessary, without changing the meaning of the sentence:

It is probable he will never come back. (Begin: In ....)

Rewrite the following sentences according to the instructions given after each, and making the changes that may be necessary, without changing the meaning of the sentence:

He said to me, "Where do you live?" (Begin: He asked me ...)

Rewrite the following sentences according to the instructions given after each, and making the changes that may be necessary, without changing the meaning of the sentence:

I was surprised at his behaviour. (Begin: His ...)

Rewrite the following sentences according to the instructions given after each, and making the changes that may be necessary, without changing the meaning of the sentence:

He is the best student in the class. (Use 'better' instead of 'best')