List of top English Questions

Since long, we have witnessed unimaginable levels of success and failure of various projects, businesses, scientific missions and even wars. From such triumphs and defeats emerges the much debatable thought: Is planning and strategy more important than execution? Some project leaders and their teams are of the view that planning leads to clarity of objectives; it helps to set the timeline and the budget. Consequently, when the planning is haphazard and unstructured, the very aims of the projects become hazy. This further leads to unprecedented budget collapses and poor time-management. In some cases, teams have worked relentlessly to complete assignments, but poor planning has invariably led to customer dissatisfaction and at times a complete collapse of the entire project. In the words of Benjamin Franklin, “Failing to plan is planning to fail.”
Numerous entrepreneurs have the faith that strategies help to enhance not only speed and quality of production, but also consumer satisfaction. If there are no strategies to tackle unplanned events or unexpected interruptions, there is a possibility of entire projects coming to a grinding halt. Some of the world’s best airports, bridges and astronomical missions are the result of careful planning and excellent strategies. However, there are some architects, artists and entrepreneurs who prefer to dive straight from the board of ideas into the pool of execution. They believe that suitable strategies are best shaped during the process of execution; great plans and strategies can fail while encountering unexpected situations. Steve Jobs says, “To me, ideas are worth nothing unless executed. They are just a multiplier. Execution is worth millions.”
According to Bill Gates, unhappy customers are the greatest source of learning. Fickle-minded consumers and wavering market trends can mar projects that stand on fixed plans. It is the need-based, flexible and innovative strategies that help to withstand the impact of these vacillating desires and trends.
After rigorous planning and testing a new recipe on two lakh consumers, in 1985, the company Coke brought out the New Coke. Much to the company’s dismay, the product did not take off as expected and the financial loss was enormous. The company realized that during the process of data collection, it had not considered the product-loyalty and old-fashioned habits of the consumers. 
Hence, a balance of pragmatic planning, effective strategies and efficient execution is likely to ensure the accomplishment of tasks at each stage of a project. Successful execution is not an easy journey. The road is winding and bumpy. It may require tweaking or at times abandoning the original plan and re-designing it. Often, we turn to nature for inspiration. Think plans and strategies are the seed; execution is the nourishment; consumer is the capricious weather.
Read an extract from A Scandal in Bohemia by Arthur Conan Doyle:
“I rang the door-bell and was shown up to the chamber which had formerly been in part my own. With hardly a word spoken, Sherlock Holmes waved me to an armchair. Then he stood before the fire and looked me over in his singular introspective fashion. “Watson, you did not tell me that you intended to go into harness.” “Then, how do you know?” “I see it, I deduce it. How do I know that you have been getting yourself very wet lately, and that you have a most clumsy and careless servant girl?” “My dear Holmes,” said I, “this is too much. It is true that I had a country walk on Thursday and came home in a dreadful mess, but as I have changed my clothes, I can’t imagine how you deduce it. As to Mary Jane, she is incorrigible, but there, again, I fail to see how you work it out.” “It is simplicity itself,” said he; “my eyes tell me that on the inside of your left shoe, just where the firelight strikes it, the leather is scored by six almost parallel cuts. Obviously, they have been caused by someone who has very carelessly scared round the edges of the sole in order to remove crusted mud from it. Hence, you see, my double deduction that you had been out in vile weather, and that you had a particularly malignant boot-slitting specimen of the London slavey.” 
In fiction, detectives like Holmes are usually portrayed as people with exceptionally brilliant minds. They possess the rare skill to see and analyze what ordinary people can’t. They have incredible abilities to infer, deduce, induce and conclude. 
Then, there is G.K. Chesterton’s fictional catholic priest, Father Brown who relies on his extraordinary power of sympathy and empathy that enable him to imagine and feel as criminals do. He explains, “I had thought out exactly how a thing like that could be done, and in what style or state of mind a man could really do it. And when I was quite sure that I felt exactly like the murderer myself, of course I knew who he was.” 
Sherlock finds the criminal by starting from the outside. He relies on science, experimental methods and deduction. On the contrary, Father Brown uses varied psychological experiences learned from those who make confessions of crime to him. He relies on introspection, intuition and empathy. 
There is yet another set of detectives like those created by writers like Agatha Christie. Her Belgian detective, Hercule Poirot is a story-teller who draws information from the stories that others tell. He patiently listens to numerous accounts of what happened, where it happened and how it happened. He listens for credibility and ambiguity; he identifies why and how the pieces of the jig-saws don’t fit together. Ultimately, he uncovers the truth.
Directions: Read the passage carefully and answer the questions given beside.
Paragraph 1: When you are the chief executive of a public company, the temptation to opt for a merger or acquisition is great indeed. Many such bosses may get a call every week or so from an investment banker eager to offer the kind of deal that is sure to boost profits. Plenty of those calls are proving fruitful. In the first three quarters of 2017, just over $2.5trn-worth of transactions were agreed globally, according to Dealogic, a data provider. The total was virtually unchanged from the same period in 2016, but the number in Europe, the Middle East and Africa was up by 21%.
Paragraph 2: It is easy to understand why an executive opts for a deal. Buying another business looks like decisive action, and is a lot easier than coming up with a new, bestselling product. Furthermore, being the acquirer is far more appealing than being the prey; better to be the butcher than the cattle. A takeover may keep activist hedge funds off the management’s back for a while longer. And being in charge of a much bigger company is a more demanding task that will surely justify a larger salary for the executives in charge.
Paragraph 3: But these temptations, good and bad, should generally be resisted. S&P Global Market Intelligence, a research arm of the ratings agency, has updated a study on the impact of deals on the acquiring company’s share price. The study looked at M&A deals done by listed companies in America’s Russell 3000 index between January 2001 and August 2017; deals were only included if they cost more than 5% of the total enterprise value of the acquirer (5% of the equity value, for financial companies). The acquirers’ shares underperformed the market and those of rival firms in the same industry
Paragraph 4: That share-price performance was understandable, in the light of what tended to happen to the fundamentals of the acquiring company’s business. The study finds that, relative to the company’s peer group, net profit margins fall, as do the returns on capital and on equity; earnings per share grow less quickly; and both debt and interest expenses increase. As the deal is done, however, the executives always sound bullish. Costs will be cut, the companies will benefit from selling a wide range of products and so on; a whole range of “synergies” will be achieved. Instead, the combined companies tend to suffer from clashes of culture and teething problems as systems prove hard to integrate. The AOL-Time Warner merger of 2000 is perhaps the most famous example of a dysfunctional deal; at the time, it was one of the biggest mergers in corporate history. Not every deal is that bad. But instead of two plus two equaling the promised five, all too often they add up to three-and-a-half.
What is the tone of the author in the passage?
Each set of questions in this section is based on the passage. The questions are to be answered on the basis of what is stated or implied in the passage. For some of the questions, more than one of the choices could conceivably answer the question. However, you are to choose the best answer; that is, the response that most accurately and completely answers the questions.
In order to understand the development of Gangetic Valley plains, scholars have traditionally relied primarily on evidence from historical documents. However, such documentary sources provide a fragmentary record at best. Reliable accounts are very scarce for many parts of Northern India prior to the fifteenth century, and many of the relevant documents from the fourteenth and fifteenth centuries focus selectively on matters relating to cultural or commercial interests.
Studies of fossilized pollens preserved in peats and lake muds provide an additional means of investigating vegetative landscape change. Details of changes in vegetation resulting from both human activities and natural events are reflected in the kinds and quantities of minute pollens that become trapped in sediments. Analysis of samples can identify which kinds of plants produced the preserved pollens and when they were deposited, and in many cases the findings can serve to supplement or correct the documentary record.
For example, analysis of samples from a bay in Jammu has revealed significant patterns of cercal-grain pollens beginning by about fourth century. The substantial clay content of the soil in this part of Jammu makes cultivation by primitive tools difficult. Historians thought that such soils were not tilled to any significant extent until the introduction of the wooden plough to India in the seventh century. Because cereal cultivation would have required tiling of the soil, the pollens evidence indicates that these soils must indeed have been successfully tilled before the introduction of the new plough.
Another example concerns flax cultivation in Jammu, one of the great linen-producing areas of India during the sixteenth century. Some aspects of linen production in Jammu are well documented, but the documentary record tells little about the cultivation of flax, the plant from which linen is made, in that area. The record of sixteenth-century linen production in Jammu, together with the knowledge that flax cultivation had been established in India centuries before that time, led some historians to surmise that this plant was being cultivated in Jammu before the sixteenth century. But pollens analyses indicate that this is not the case; flax pollens were found only in deposits laid down since the sixteenth century.
It must be stressed, though, that there are limits to the ability of the pollen record to reflect the vegetative history of the landscape. For example, pollen analysis cannot identify the species, but only the genus or family, of some plants. Among these is turmeric, a cultivated plant of medicinal importance in India. Turmeric belongs to a plant family that also comprises various native weeds, including Brahma Thandu. If Turmeric pollen were present in a deposit it would be indistinguishable from that of uncultivated native species.