List of top English Language Comprehension Questions

Read the following passage and answer the question that follow:
Urbanization – the demographic shift from country to city – began with industrialization, and it has not let up. In 1900,fewer than 15 percent of the world’s population lived in cities. Fifty years later, that number had doubled to 30 percent of the world’s population of 750 million. By 2000, 2.9 billion people, or 47 percent of the world’s population, were living in urban areas, with the greatest growth occurring in Africa, Asia, and Latin America. In 2007, for the first time in history, the urban population exceeded 50 percent, and by 2050, according to World Health Organization (WHO), seven out of ten people will call urban areas home….
Contrary to common belief, fewer than 10 percent of urban dwellers are residents of megacities with populations of over ten million. A megacity consists of the city proper and its adjoining suburban centers. An example is the New York‐Newark aggregation, which in 1950 was the world’s only megacity; by 2011, it was the sixth largest of 21 megacities. The population of Greater Tokyo, the world’s largest urban area and home to 36.7 million residents, is forecast to exceed 37 million by 2020.Megaciites Mumbai, Delhi, Dhaka, and Lagos, which do not yet appear on the Top Ten list, are steadily moving up the ladder. About half of the world’s urban dwellers live in cities of under half a million people, and these cities continue to outpace megacities in growth.
While the benefits of developed infrastructure, public transportation system, employment opportunities, better health care, and education, plus a wide range of services, make cities the place to live, work, and enjoy, they are plagued with enormous problems. As engines of growth, cities have also become engines of pollution, traffic congestion, waste production, and environmental destruction….
In the 1960s, the concept of urban ecology emerged from the growing awareness of cities’ impact on the environment. In 1975, the nonprofit organization Urban Ecology was founded in Berkeley, California, with the purpose of rebuilding cities in balance with nature. The 1992 Earth Summit in Rio de Janeiro established Agenda 21, a plan for the sustainable development of cities, and in 2002, 1,200 representatives (including 200 slum dwellers) from 80 countries participated in the first World Urban Forum, making urban ecology and sustainable eco‐cities based on environment, economy, education, equity more than just a nice idea.
Astrologers are habitually prone to goof-ups; now have an excuse for why their predictions have been going haywire: the emergence of newer and newer planets that have caused their calculations to go awry. For the international team of astronomers who recently discovered eight new planets, the arrivals are, however, a cause for excitement. Indeed, even as the rest of the world continues to be consumed by a morbid passion for shiny new war machines, deadly chemicals and sinister war tactics, astronomers have been doggedly searching the heavens for more heavenly bodies in the belief that the search will take us closer to a more exalted goal " that of knowing the truth about us and the universe. Reality is much bigger than it seems the part we call the universe is the merest tip of the iceberg, one scientist remarked. How true. In the beginning, skeptics wouldn't accept that the earth actually moves, let alone that it revolves around the sun because of an unshaken belief that the earth was the centre of the universe. We've come a long way. Today, scientists have spotted nearly 80 extra-solar planets using sophisticated instruments. What's more, our universe may not be the only universe in the cosmos; there could well be several parallel universes teeming with many galaxies, solar systems and planets, although none of this may be perceptible to the naked eye. Perhaps sages who say that truth is not easily perceptible, mean just this " what is evidently before us is not the whole truth.
Scientists say that everything in the tangible universe has its shadowy counterpart in other, parallel universes. In fact, it is by observing the play of cosmic light and shadow through powerful devices that scientists have been able to feel shapes or see shadows that indicate the existence of other heavenly bodies without actually seeing them. The international team of scientists involved in the present discovery conducted their search through telescopes in Australia, Belgium, UK and the US. Two of the newly discovered eight planets are believed to have circular orbits very like the Earth's, while the others have well-defined elliptical orbits much like Pluto's. This is significant because a planet with a circular orbit would more likely be hospitable to life forms than would one with an elliptical orbit. In the latter, the planet experiences extreme temperatures depending on whether it is proximate to or distant from the energy-giving star it's circumambulating. As in the case of other recent discoveries " such as finding traces of microbes in a meteorite " this too strengthens the belief that we are not alone in the universe. So would we be exchanging inter galactic e-mails soon? Perhaps not as yet, given that our closest neighbouring galaxy is millions of light years away. What is within our immediate grasp, though, is exploring the viability of establishing human settlements in space " an endeavour that has assumed urgency what with biological terrorism and the like threatening humankind on earth. As Stephen Hawking recently said, I don't think the human race will survive the next thousand years unless we spread into space. There are too many accidents that can befall life on a single planet.
The 1983 re-organization was done with the objective of renewal; it was indeed a very complex exercise handled deftly by A.V. Ranga Rao and C.R. Swaminathan. We created a team of newly joined young scientists with just one experienced person and gave them the challenge of building the strap down inertial guidance system, an on board computer and a ram rocket in propulsion system. This exercise was being attempted for the first time in the country and the technology involved was comparable with world-class systems. The guidance technology is centered around the gyro and accelerometer package, and the electronics to process the sensor output. The on-board computer carries the mission computations and flight sequencing. A ram rocket system breathes air to sustain its high velocity for long durations after it is put through a booster rocket. The young teams not only designed these systems but also developed them into operational equipment. Later, Prithvi and then Agni used similar guidance systems, with excellent results. The effort of these young teams made the country self-reliant in the area of projectile technologies. It was a good demonstration of the ‘renewal factor’. Our intellectual capacity was renewed through contact with enthusiastic young minds and had achieved these outstanding results. Now, besides the renewal of manpower, emphasis had to be laid on augmenting the strength of project groups. Often, people seek to satisfy their social egoistic and self-actualization needs at their workplaces. A good leader must identify two different sets of environmental features. One, which satisfies a person’s need and the other, which creates dissatisfaction with his work. We have already observed that people look for those characteristics in their work that relate to the values and goals which they consider important as giving meaning to their lives. If a job meets the employees’ need for achievement, recognition, responsibility, growth and advancement, they will work hard to achieve goals. Once the work is satisfying, a person then looks at the environment and circumstances in the workplace. He observes the policies of the administration, qualities of his leader, security, status and working conditions. Then, he correlates these factors to the interpersonal relations he has with his peers and examines his personal life in the light of these factors. It is the agglomerate of all these aspects that decide the degree and quality of a person’s effort and performance.
The matrix organization evolved in 1983 proved excellent in meeting all these requirements. So, while retaining this structure of the laboratory, we undertook a task-design exercise. The scientists working in technology directorates were made system managers to interact exclusively with one project. An external fabrication wing was formed under P.K. Biswas, a developmental fabrication technologist of long standing, to deal with the public sector undertakings (PSUs) and private sector firms associated with the development of the missile hardware. This reduced pressure on the in-house fabrication facilities and enabled them to concentrate on jobs which could not be undertaken outside, which in fact, occupied all three shifts.
The teaching and transmission of North Indian classical music is, and long has been, achieved by largely oral means. The raga and its structure, the often breathtaking intricacies of tala or rhythm, and the incarnation of raga and tala as bandish or composition, are passed thus, between guru and shishya by word of mouth and direct demonstration; with no printed sheet of notated music, as it were, acting as a go-between. Saussure’s conception of language as a communication between addresser and addressee is given, in this model, a further instance, and a new, exotic complexity and glamour.These days, especially with the middle class having entered the domain of classical music and playing not a small part in ensuring the continuation of this ancient tradition, the tape recorder serves as a handy technological slave and preserves, from oblivion, the vanishing, elusive moment of oral transmission. Hoary gurus, too, have seen the advantage of this device, and increasingly use it as an aid to instructing their pupils; in place of the shawls and other traditional objects that used to pass from shishya to guru in the past, as a token of the regard of the former for the latter, it is not unusual, today, to see cassettes changing hands. Part of my education in North Indian classical music was conducted via this rather ugly but beneficial rectangle of plastic, which I carried with me to England when I was an undergraduate.
One cassette had stored in it various talas played upon the tabla, at various tempos, by my music teacher’s brother-in-law, Hazarilalji, who was a teacher of Kathak dance, as well as a singer and a tabla player. This was a work of great patience and prescience, a one-and-a-half hour performance without any immediate point or purpose, but intended for some delayed future movement when I’d practice the talas solitarily. This repeated playing out of the rhythmic cycles on the tabla was inflected by the noises – an irate auto driver blowing a horn; the sound of overbearing pigeons that were such a nuisance on the banister; even the cry of a kulfi seller in a summer – entering from the balcony of the third floor flat we occupied in those days, in a lane in a Bombay suburb, before we left the city for good. These sounds, in turn, would invade, hesitantly, the ebb and flow of silence inside the artificially heated room, in a borough of west London, in which I used to live as an undergraduate. There, in the trapped dust, silence and heat the theka of the tabla, qualified by the imminent but intermittent presence of the Bombay suburb, would come to life again. A few years later, the tabla and, in the background, the pigeons and the itinerant kulfi seller, would inhabit a small graduate room in Oxford. The tape recorder, though, remains an extension of the oral transmission of music, rather than a replacement of it. And the oral transmission of North Indian classical music remains, almost uniquely, a testament to the fact that the human brain can absorb, remember and reproduce structures of great complexity and sophistication without the help of the hieroglyph or written mark or a system of notation. I remember my surprise on discovering that Hazarilalji – who has mastered Kathak dance, tala and North Indian classical music, and who used to narrate to me, occasionally, compositions meant for dance that were grand and intricate in their verbal prosody, architecture and rhythmic complexity – was near illiterate and had barely learnt to write his name in large and clumsy letters. Of course, attempts have been made, throughout the 20th century, to formally codify and even notate this music, and institutions set up and degrees created, specifically to educate students in this “scientific” and codified manner. Paradoxically, however, this style of teaching has produced no noteworthy student or performer; the most creative musicians still emerge from the guru-shishya relationship, their understanding of music developed by oral communication. The fact that North Indian classical music emanates from, and evolved through, oral culture, means that this music has a significantly different aesthetic, and that this aesthetic, has a different politics, from that of Western classical music.
A piece of music in the Western tradition, at least in its most characteristic and popular conception, originates in its composer, and the connection between the two, between composer and the piece of music, is relatively unambiguous, precisely because the composer writes down, in notation, his composition, as a poet might write down and publish his poem. However far the printed sheet of notated music might travel thus from the composer, it still remains his property; and the notion of property remains at the heart of the Western conception of “genius”, which drives from the Latin gignere or ‘to beget’. The genius in Western classical music is, then, the originator, begetter and owner of his work – the printed, notated sheet testifying to his authority over his product and his power, not only of expression or imagination, but of origination. The conductor is a custodian and guardian of this property. Is it an accident that Mandelstam, in his notebooks, compares – celebratorily – the conductor’s baton to a policeman’s, saying all the music of the orchestra lies mute within it, waiting for its first movement to release it into the auditorium. The raga – transmitted through oral means is, in a sense, no one’s property; it is not easy to pin down its source, or to know exactly where its provenance or origin lies. Unlike the Western classical tradition, where the composer begets his piece, notates it and stamps it with his ownership and remains, in effect, larger than, or the father of, his work, in the North Indian classical tradition, the raga – unconfined to a single incarnation, composer or performer – remains necessarily greater than the artiste who invokes it. This leads to a very different politics of interpretation and valuation, to an aesthetic that privileges the evanescent moment of performance and invocation over the controlling authority of genius and the permanent record.
It is a tradition, thus, that would appear to value the performer, as medium, more highly than the composer who presumes to originate what, effectively, couldn’t be originated in a single person, because the raga is the inheritance of a culture.
Business is a fine balance between opportunity and risk. In an ideal world the entrepreneur identifies a new opportunity, a product, a process or a service that would increase user satisfaction. Successful businesses identify opportunities early, and ride a wave, at minimum risk, to deliver sustained growth and profitability. Bad or incomplete identification of an opportunity or an inadequate understanding of risk can destroy businesses. The last 18 months have seen a significant number of businesses destroyed all over the world. Opportunities available to Indian firms eight months ago are now history; risk has increased manifold.
The high growth environment and the go-go nature of growth in the last decade trivialized the need for a systematic identification of opportunity and a comprehensive assessment of risk. The pie was so big and growing so quickly, that almost anything made sense and money. Indian firms expanded capacity, market footprint, acquired firms in high-cost regimes, increased exports as a component of the sales and profit, salaries and wages rocketed and there was an opportunity for every stakeholder at seemingly no risk. All and sundry began to think of themselves as world-beaters.
Now that they have been beaten by the world it is time to reset the approach to avoid a Ctrl-Alt-Del situation. Identifying and seizing opportunities require a profound understanding of markets and customer expectations. Product, process and service have to be tailored to the ‘emerging’ customer need rather than the current need. The new paradigm is: what can we make that you want to buy as against – we have a product you have to buy! Indian corporates need to develop products and services that are centered around unmet needs of customers and go out and market, rather than sell, them. This requires understanding market reality, shifts and drivers on an ongoing continuous basis. Indian firms need to invest in understanding factors critical to their success – the physical, political, economic, social, technology and trade frameworks that will drive the competencies they need to acquire to leverage an opportunity. This requires a realistic estimate of the value chains that deliver results at least risk and their own strengths and weaknesses to manage and mitigate the risks while making the most of the opportunity. The iPhone is an excellent example of this approach.
In a commoditizing market Apple identified the needs that users, young, old and mid-age, wanted and produced a user- friendly product. The factor critical to its success is its ease of connectivity, high-speed download off the Internet and elegant looks, not to mention superb feature list. The least concern for the user is the phone attributes, which, in any case, are good! In contrast, all the leading players of two years ago are now playing catch-up with iPhone, which, incidentally, offers a limited range of models, in contrast to the dizzying array and colours from other phone-makers! A good risk reduction exercise. Risk needs to be understood in its totality. Risk, defined as the possibility that events may not turn out as planned or expected, has many dimensions to it, much of it ignored in a high growth era, and all of which become relevant and rear up when least desired, in difficult times. The primary risk Indian corporate need to contend with is strategic risk – the ability to identify and seize an opportunity and allot resources to ensure delivery. It is sad to see the ‘retail revolution’ leaders of mid-2008, languishing in sour deals. The closure of 20 per cent of these ‘modern format stores’ is a telling commentary on the poor assessment of strategic risk. Minimizing strategic risk increases the competitiveness of the firm.
The second major risk facing Indian corporate is operational risk; Indian productivity remains way behind global standards. And corporates have not even begun addressing them. The garment industry is a case in point. On average, an Indian garment- maker produces 7 – 10 garments per machine per day. The world standard is 23 – 25! No wage differential can mask the harmful consequences of this depth of under-performance. Remove the subsidies and the garment industry will sink like a stone. Reducing operational risk increases asset and resource productivity. Capacity utilization is a good mitigator of operational and strategic risk; and both of them could do with significant streamlining. With increasing profitability Indian firms have been diversifying – a nice, but risky way, to seek opportunities. Real estate is littered with firms which saw ‘opportunity’, created land banks and are now sitting ducks.