Passage 1

Men have never succeeded in keeping free from war in the past nor are they likely to do so in the future. So long
they are organised in separate national states each of which in control of its own army, navy and air force and each
of which, therefore, able to plunge the world into war whenever the governor or the dictator who happens to control
the government believes, however wrongly, that he can obtain an advantage for himself and his country by so doing.
Only some form of world government which controls all the world's armed forces and against which no single
nation or group of nations could wage war, since they would not have the wherewithal to do so, can finally save the
world from war.
Secondly, science by accelerating man's speed of movement, has made the world into a single whole. Hence, any
war which broke out anywhere will destroy the whole of civilisation and not merely some part of it, the part affected
by the war, as has been the case in the past. That-is why the new powers conferred upon men by science increasingly
demand a world government, if they are not to result in man's destruction.

1. Which one of the following statements is not true?
a) Wars generally take place due to selfishness and narrow nationalism
b) In the past a war tended to destroy the whole civilisati6n
c) In case of a world government in control of armed forces, no single nation will have the resources to start a
war
d) The choice before humanity is either a world government or total destruction


2. The statement since they would not have the wherewithal to do so " at the end of the first paragraph means
a) they would not have any reason to do so
b) they would have no control over the army, navy and air force
c) they would have no encouragement to do so
d) they would not possess the resources to do so

3. Which one of the following would be the suitable title for the passage?
a) The Need of a World Government
b) Science and Civilisation
c) Wars are Unavoidable
d) Science and the Modern World


Passage 2

The USSR was one of the first few countries that independent India established diplomatic relations with, and the
first ambassador sent to Moscow was none other than the then Prime Minister's sister, Mrs. Vijay Laxmi Pandit.
This appointment was only a measure of the importance that India attached to relations with a country that had stood
for liberation of oppressed humanity.
Despite the warmth shown by India, however, Stalinist Russia in the earlier phase did not reciprocate India's
sentiments fully. Having defeated the mighty Hitler and being a great military power herself, Russia did not attach
much importance to a country which professed adherence to non-violence. Gandhi was considered a "Charlatan and
a mountebank" and India's talk of non-alignment was dubbed as "only a cloak to cover collaboration with Anglo-US
imperialism." The USSR then divided the world into two camps - as Zhadnow has maintained - of the "imperialists"
and the "democratic'' countries (Communist Block). If India was not with the camp of the latter then it must be with
the Imperialists.
Then came the twentieth Congress of Communist Party which exorcised the ghost of Stalin. A new atmosphere of
liberalism came to pervade Soviet Russia. She was now willing to open its windows to the world and India, under
Nehru, was partly responsible for the "opening out" of Russia to outside influence and as a result lessening of the
tensions.
India's contacts with the Soviet Union since the mid-fifties have been close. Indians, however, felt convinced that all
that the USSR seemed to be interested in the sub-continent was to keep it out of the American attempt to make it a
part of the rind of "containment " round the USSR. Further, that the goals of India and USSR are common: to keep
the sub-continent out of the spheres of influence of non-Asian powers. Hence Russia's use of the Veto over Jammu
and Kashmir. It is also in this light that we have to see the variations in the erstwhile USSR policies towards
Pakistan. Russia tried to have Pakistan freed of US and the Chinese influences. To India, however, her support has
been of tremendous help. It was the Indo-Soviet Treaty of Friendship and Co-operation that boosted India's morale
in the 1971 war. Significantly, the Soviet assistance to India has been in the shape of building her industrial base
through setting up steel mills, heavy engineering plants etc. and through mutually beneficial barter agreements.

4. Independent India, according to the author:
1) earned the favour of both the superpowers of the world immediately after independence
2) encountered formidable difficulties as far as her foreign relations were concerned
3) first of all established diplomatic relations with the USSR
4) succeeded in gaining the deep friendship of the US immediately after independence

5. Which policy or policies of the USSR affected India favourably?
I. Her gesture in extending helping hand to India in the field of heavy industry
II. Her stand on Indo-Pak relations in the context of Jammu & Kashmir
III. Russia's Communism
IV. Her dislike of non-alignment
1) I only 2) I & II only 3) II & III only 4) I, II & III

6. All of the following have been mentioned in the passage except:
1) Stalin 2) Gandhi 3) Pakistan 4) Europe

7. Stalin, according to the author,:
1) was a great admirer of Indian leaders specially Mahatma Gandhi
2) was a votary of non-alignment though circumstances had compelled him to create a bloc of his own
3) initiated the era of liberalism
4) had a lukewarm attitude towards India in the beginning of the latter's career as an independent nation

8. What was the plank of Soviet foreign policy regarding Pakistan?
I. She had all along been very friendly to that country
II. There had been variations in Soviet policy towards Pakistan
III. The USSR always wished to see Pakistan freed of US & Chinese influences
1) I only is correct 2) III only is correct
3) Only I1 & III are correct 4) Only I & II are correct

9. The author in these paragraphs refers to some sub-continent. Which country or group of countries does he refer
to?
1) India 2) The USSR
3) China 4) India, Pakistan and other parts of the area


Passage 3

BERKELEY: Today, in the same laboratories where scientists long designed the most destructive weapons on earth,
a new kind of non-violent arms research is under way. At Lawrence Livermore in California and Los Alamos in
New Mexico, where nuclear warheads were invented and endlessly refined, scientists are experimenting with
devices that will temporarily disable soldiers and equipment without permanent harm to either. Proponents of this
research call it "non-lethality."
They present it as an effort to develop life-conserving, environment-friendly systems for curbing aggression - high
technology devices that obviate the use of lethal means while minimizing loss of life and damage to the
environment. Examples include weapons to keep planes grounded by preventing their engines from starting,
instruments to incapacitate enemy soldiers with non-lethal chemicals and electromagnetic pulses (EMP), infra sound
waves to disorient civilians for crowd control and psychological operations, and devices to confound sophisticated
commandant control systems.
They achieve their disabling effects through temporary expedients as anti-traction agents, calmatives, stun guns, and
supercaustics. More long-lasting changes are produced by laser weapons, high-powered microwaves, and non-
nuclear EMP. Officials at premier weapons laboratories in the US view non-lethal technologies as the perfect growth
industry to supplant some of the nuclear research scaled down by the end of the Cold War. This new breed of non-
lethal weaponry may sound like the fantasy of a pacifist with a passion for high technology. But it is being touted by
individuals and institutions at the opposite end of the political spectrum from the classical nonviolent tradition of
Gandhi and Martin Luther King.
Among the most ardent proponents is Ray Cline, a former CIA deputy director. After retiring he established the US
global strategy council (USGSC) to promote a "national non-lethality initiative" and other policies to advance US
interests. The USGSC has a host of conservative luminaries including President Reagan's hardline UN ambassador,
Jean Kirkpatrick, former generals, admirals, and defence secretaries. It formed a "non-lethality policy review group"
in 1990 that bent the ears of then vice president Dan Quayle, chief of staff John Sununu, and national security
adviser Brent Scowcroft. The group even persuaded the Bush Administration to establish a non-lethality task force
under the secretary of defence. The non-lethal idea gained favour in the run-up to the Gulf War, where it was
promoted as a means of immobilising Iraqi forces without killing soldiers or civilians. With such high-level
endorsements, non-lethality has rapidly gained respectability in the same corridors of power from which advocates
of non-violence have been routinely barred. Support from those who traditionally favour aggression says much
about how such seemingly benign technologies will ultimately be deployed. Like
Star Wars a decade ago, non-lethality exerts a formidable appeal, promising to render the enemy "impotent and
obsolete" without the messy and morally repugnant expedient of spilling innocent blood.
Both strategies begin with an eminently sensible question: in an age of dazzling inventiveness, is it still necessary to
kill others to prevent them from killing us? Are there not less harmful means of preventing harm? These questions
demand better answers than thus far has been found. As with Star Wars, the context in which this version of non-
lethality is being introduced betrays its fundamentally aggressive nature. Strategic missile defence could only have
worked if it replaced rather than reinforced the superpowers' deadly nuclear offences. The underlying motivation of
its proponents, however, was to marry offense and defence to forge a more impregnable and intimidating arsenal. As
a fundamentally political - rather than strategic - offensive it stole the wind from an emerging anti-nuclear
movement, claiming the moral high ground by adopting the rhetoric of pacifism while dispensing with its substance.
While some proponents emphasise the strategy's "peacemaking" capabilities, Pentagon generals stress that non-
lethality will "expand force options" and allow commanders to "effect control over people" where lethal force may
be politically unpalatable. Advertised not as a replacement for but a reinforcement of lethal force, non-lethality
permits the discreet exercise of military power. In addition, its advocates stress that by opening up employment and
profit possibilities, non-lethality can soothe a defense industry battered by shrinking military budgets. Is it any
wonder then that it has found favour with the hawks?
Although its present formulation is flawed and potentially perverse, nonlethality still raises an essential challenge to
the scientists of our time: can human ingenuity prevent harm as effectively as it has been harnessed to inflict it, or is
the marriage between high technology and non-violent values inherently a bargain?
10. Which of the following best approximates the concept of " Non-Lethality"?
1) Temporary disabling effects
2) Antidote to mercy-killing
3) Controlled bloodshed
4) Minimising pacifism

11. As per the author, Strategic missile defence was:
1) Well-intended 2) Peace-oriented 3) Ambiguous 4) Pacifist

12. Ray Cline is:
1) CIA deputy director
2) Opponent of non-lethality
3) Secretary of State
4) Supporter of non-lethality

13. The non-lethality concept was used in the Gulf war.
1) True 2) False 3) Not stated explicitly 4) None

14. All of the following are features of Non-lethality except:
1) It is life-conserving
2) It is environment friendly
3) It is based on simple technologies
4) It has temporary effects

15. Pentagon generals view non-lethality as a/an:
1) Alternative to lethal force 2) Costly affair
3) Politically unpalatable option 4) Reinforcement of lethality

16. Non-lethality has found favour with the Military generals because:
1) It can help the shrinking defence industry 2) It is very costly
3) It is very "human" 4) It can expand the military budget

17. EMP stands for:
1) Extra-marine pulse 2) Electromagnetic pass
3) Electromagnetic pulse 4) Ex-motor pulse

18. Nuclear warheads were invented at:
1) Las Vegas 2) Washington 3) Los Alamos 4) Karachi

19. The basic aim of the creators of the Strategic missile defence was to:
1) Increase the lethal power 2) Decrease the lethal power
3) Reduce the risk of war 4) Improve relations


Passage 4
The present day leader-manager is a successful fusion of both the leader and the manager. Like a leader, he is
capable of looking at various aspects inside and outside the organisation. He is capable of studying the pattern from
a variety of data, can interpret them, can have a futuristic look and also set a direction so that organisation can
function effectively in a continually changing environment. Being a leader-manager he is capable of forcefully
convincing others about his vision with his appropriate management of communication. Then as a capable manager
he sits down to plan details of the strategy developed by him. The designing of an organisation is not an easy task
even if the direction has been set It has to be a mixture of various pressures such as socio-economic and political
environment, technology etc. This and the strategy to be followed should determine the size of the organisation,
where the right type of human resources who can contribute more effectively in translating the vision of leader to
action, are to be taken. The managerial aspect of leader-manager is tested here. He has to look at the needs and risks
of designing the organisation. He has to plan for the technology and size of the organisation and has to do necessary
budgeting. He has to also recruit the necessary human resources for achieving the objective. But he alone cannot
possibly attend to all these jobs. So while he fixes the broad parameters regarding the direction and how to achieve
that objective through the designing of the organisation and the strategy and selection of human resources, he
delegates many of his functions. However, at the same time he also makes necessary arrangements in the design and
system of functioning of the organisation so that through suitable checks he is able to monitor them properly. Thus,
it is an ideal situation of proper delegation with necessary checks. This gives him adequate time and relief from the
pressure of usual work so that he is in a position to give proper shape to his own visions or translating this to action
through proper planning and to review it time and again. Being a manager also, his planning aspect acts as a
complement to his goal setting. In short, he bridges the gap between a leader and manager and avoids possible
communication gaps which may otherwise result in a situation where the manager tries to grasp the vision or
direction of the leader and translates it to action. On many occasions, it has also been seen that the manager develops
short-term strategy either to show immediate result or because of lack of a complete grasp of the vision of the leader.
This may help the organisation in the short run, yet in the long run; the organisation may become a spent force. Lack
of proper designing or adequate arrangement to help realise the leader's dream may make it unsuitable to adapt to
the changing environment. With the leader-manager around the scope for this is ruled out.
The leader-manager also does a lot of communication management. He knows his credibility cannot be and should
not be questioned as far as the ideas, direction strategy and planning are concerned. He has a credible record. The
leader-manager is not born. He is built. He has a past. He has a background wherein gradually he developed the
leadership qualities as well as managerial skills. This background of experience comes to his rescue and he is able to
communicate with authority about his vision and his decision. He knows that the implementation of an objective
into action requires a proper cohesion between many internal and external forces. To bring the cohesion he selects a
target group consisting of both people from inside and outside the organisation who can help implementation of his
vision by bringing the above cohesion. With his communication and managerial skills he is able to convince them
about the alternative future. Then he takes up the work of bringing an alignment of the human resources engaged by
him with the organisational objective and with the external forces. This is in fact a very delicate job as the leader-
manager has to align people from both inside and outside the organisation as far as his futuristic vision is concerned.
It is worthwhile to mention that a manager while implementing the vision of the leader can design a set-up. He may
organise the whole set-up for achieving results but it is difficult for him to align people with the vision of the leader.
But this is a major thrust area as far as the future of the organisation is concerned. The leader-manager crosses his
barrier easily as he, apart from organising can bring a fusion between the human resources and the organisation in
changing environment by aligning the internal and external forces.

20. Which of the following is normally not the responsibility of a Leader?
1) Visualization 2) Goal Setting 3) Organization 4) Direction

21. Which of the following most aptly sums up a Leader Manager?
1) A practical dreamer 2) An organizer with a vision
3) A leaders leader 4) Head in the clouds, feet on the terra-firma.

22. The leader manager is built not born because:
1) One might be trained to be a manager but can't be trained into leadership.
2) Born leaders are dreamers
3) Qualities of leadership & management are rarely innate; rather they are acquired through experience
4) Management is a matter of training

23. Which of the following is most completely true?
1) The manager turns the leaders dream into reality.
2) The Leader-Manager always strives to achieve results, the manager might strive to show results.
3) The manager is the vital link between the leader and the task force.
4) With consonant planning and review the manager can be as effective as a leader manager.

24. In the absence of communication management what will definitely not happen?
1) Optimum results 2) Consistent growth of organisation
3) Total lack of policy, men and material 4) Totally committed work force

25. What would be the most likely error in the absence of Leader Managers?
1) Communication gap 2) Improper designing
2) Low credibility 4) Short term strategy

26. Pick out the most correct statement:
1) Leadership is a matter of equality, management is an expertise.
2) Leader directs, Manager abides.
3) Vision, method, communication and review lead upto an effective Leader-Manager.
4) The concept of Leader-Manager is a necessity for competition.


Passage 5
The Indian Banking System comprises indigenous money lending, commercial banking, cooperative banking and
the nationalised banks. The indigenous system is still greatly practiced which reminds us of one of the traditions
being followed for centuries. The commercial banking sector, which emerged with the beginning of, the 20th
century, is representative of the English system of banking of the 19
th
century. The co-operative banking system was
specially aimed at promoting co-operative movement in villages to finance rural requirements through co-operative
societies. With the reconstruction of the Imperial Bank of India into the State Bank of India and its subsidiaries
stepping in, the public sector of the banking industry now stands fully strengthened with nationalisation of the
twenty major commercial banks. The remaining commercial banks are those which have meager resources
commanding in aggregate 1/7th of the total banking business.

Nevertheless, the importance of the commercial banks which played a great role in the development of trade,
commerce and industry in India, cannot be overlooked. The commercial banks are constituted as exchange banks of
the India, joint banks, both being scheduled and non-scheduled banks. The exchange banks are mostly foreign (non-
Indian). Specialising in the finance of foreign trade, they also finance internal trade, do general banking business
relating to financing of import and export trade which mostly involves the financing of the movements. Besides
advancing loans to local manufacturers and merchants to obtain their exchange business, loans are made against the
pledging for gold and silver ornaments for the purpose.
27. From the passage, we can say that the author is:
1) A trader 2) a newspaper baron
3) A marketing professional 4) finance editor of a newspaper

28. The nationalised commercial banks have
1) less than 1/7 of the total banking assets
2) nearly 1/7 of the total banking assets
3) less than 6/7 of the total banking assets
4) none of the above

29. The author is underscoring the role of commercial banks in India.
1) True 2) False 3) Maybe 4) None

30. The author is most likely to agree with the idea that:
1) the foreign banks in India have lost their focus
2) the public sector of banking industry is extremely weak
3) nationalisation of banks has strengthened the public sector banking
4) none of the above

1 B 21 B
2 D 22 C
3 A 23 B
4 C 24 B
5 D 25 D
6 D 26 C
7 D 27 D
8 C 28 D
9 D 29 B
10 A 30 C
11 C
12 D
13 C
14 C
15 D
16 D
17 C
18 C
19 A
20 C