English — Set 29

Context: Study the following passage and answer the question which is based on it (10-14) The Indian middle class consist of so many strata that it defies categorisation under a single term class, which would imply a considerable degree of homogeneity. Yet two paradoxical features characterise its conduct fairly uniformly; extensive practice and intensive abhorrence of corruption. In the several recent surveys of popular perceptions of corruptions, politicians of course invariably and understandably top the list, closely followed by bureaucrats, policemen, lawyers, businessmen and others. The quintessential middle class. If teachers do not figure high on this priority list, it is not for lack of trying, but for lack of opportunities. Over the years, the sense of shock over acts of corruption in the middle class has witnessed a steady decline, as its ambitions for a better material life have soared but the resources for meeting such ambitions have not kept pace. What is fascinating, however, is the intense yearning of this class for a clean corruptionless politics and society, a yearning that has again and again surfaced with any figure public or obscure, focus on his mission of eradicating corruption. Even the repeated failure of this promise on virtually every man's part has not subjected it to the law of diminishing returns.

Context: In the following questions choose the word which is the exact OPPOSITE of the given words.

Context: Pick out the most effective word from the given words to fill in the blank to make the sentence meaningfully complete.

Context: Study the following passage and answer the given questions (5 - 9). Organisations are institutions in which members compete for status and power. They compete for resource of the organisation, for example finance to expand their own departments, for career advancement and for power to control the activities of others. In pursuit of these aims, grouped are formed and sectional interests emerge. As a result, policy-decisions may serve the ends of political and career systems rather than those of the concern. In this way, the goals of the organisation may be displaced in favour of sectional interests and individual ambition. These preoccupations sometimes prevent the emergence of organic systems. Many of the electronic firms in the study had recently created research and development departments employing highly qualified and well paid scientists and technicians. Their high pay and expert knowledge were sometimes seen as a threat to the established order of rank, power and privilege. Many senior managers had little knowledge of technicality and possibilities of new developments and electronics. Some felt that close cooperation with the experts in an organic system would reveal their ignorance and show their experience was now redundant.