List of practice Questions

If the total amount of adenine and thymine in a double-stranded DNA is $45\%$, the amount of guanine in this DNA will be

An athlete throws a discus from rest to a final angular velocity of $15\, rad\, s ^{-1}$ in $0.270\, s$ before releasing it. During acceleration, discus moves a circular arc of radius $0.810 \,m$. Acceleration of discus before it is released is

An oxide coated filament is useful in vacuum tubes because essentially

The $ E_{{{M}^{3+}}/M{{n}^{2+}}}^{o} $ values for $ Cr, Mn, Fe $ and $ Co $ are $ -0.41,+1.57,+0.77 $ and $ +1.97\,V $ respectively. For which one of these metals the change in oxidation state from $+ 2$ to $+ 3$ is easiest?

Which structure of man is similar to spiracle of cockroach?

The following are the branches of dorsal aorta. I. Intercostal II. Phrenic III. Coeliac IV. Anterior mesenteric V. Posterior mesenteric Of these, which set of arteries supply the blood to the glands of digestive system?

Calorie is defined as the amount of heat required to raise the temperature of $1 \,g$ of water by $1^{\circ} C$ and it is defined under which of the following conditions?

The effective electrophile in aromatic. sulphonation is

Read the passage and answer the following question.
The function of strategic planning is to position a company for long-term growth and ex- pansion in a variety of markets by analyzing its strengths and weaknesses and examining current and potential opportunities. Based on this information, the company develops strat- egy for itself. That strategy then becomes the basis for supporting strategies for its various departments.
This is where all too many strategic plans go astray at implementation. Recent business management surveys show that most CEOs who have a strategic plan are concerned with the potential breakdown in the implementation of the plan. Unlike 1980s corporations that blindly followed their 5-year plans, even when they were misguided, today’s corporations tend to second-guess.
Outsiders can help facilitate the process, but in the final analysis, if the company doesn’t make the plan, the company won’t follow the plan. This was one of the problems with strategic planning in the 1980s. In that era, it was an abstract, top-down process involving only a few top corporate officers and hired guns. Number-crunching experts came into a company and generated tome-like volumes filled with a mixture of abstruse facts and grand theories which had little to do with the day-to-day realities of the company. Key middle managers were left out of planning sessions, resulting in lost opportunities and ruffled feelings.
However, more hands-on strategic planning can produce startling results. A recent survey queried more than a thousand small-to-medium sized businesses to compare companies with a strategic plan to companies without one. The survey found that companies with strategic plans had annual revenue growth of 6.2 percent as opposed to 3.8 percent for the other companies.
Perhaps most important, a strategic plan helps companies anticipate and survive change. New technology and the mobility of capital mean that markets can shift faster than ever be- fore. Some financial analysts wonder why they should bother planning two years ahead when market dynamics might be transformed by next quarter. The fact is that it’s the very pace of change that makes planning so crucial. Now, more than ever, companies have to stay alert to the marketplace. In an environment of continual and rapid change, long range planning expands options and organizational flexibility.

Read the passage and answer the following question.
Founded at the dawn of the modern industrial era, the nearly forgotten Women’s Trade Union League (WTUL) played an instrumental line role in advancing the cause of working women through the early part of the twentieth century. In the face of considerable adversity, the WTUL made a contribution far greater than did most historical footnotes.
The organization’s successes did not come easily; conflict beset the WTUL in many forms. During those early days of American unions, organized labour was aggressively opposed by both industry and government. The WTUL, which represented a largely unskilled labour force, had little leverage against these powerful opponents. Also, because of the skill level of its workers as well as inherent societal gender bias, the WTUL had great difficulty find- ing allies among other unions. Even the large and powerful American Federation of Labour (AFL), which nominally took the WTUL under its wing, kept it at a distance. Because the AFL’s power stemmed from its highly skilled labour force, the organization saw little eco- nomic benefit in working with the WTUL. The affiliation provided the AFL with political cover, allowing it to claim support for women workers; in return, the WTUL gained a potent but largely absent ally.
The WTUL also had to overcome internal discord. While the majority of the group’s members were working women, a sizeable and powerful minority consisted of middle- and upper-class social reformers whose goals extended beyond labour reform. While workers ar- gued that the WTUL should focus its efforts on collective bargaining and working conditions, the reformers looked beyond the workplace, seeking state and national legislation aimed at education reform and urban poverty relief as well as workplace issues.
Despite these obstacles, the WTUL accomplished a great deal. The organization was in- strumental in the passage of state laws mandating an eight-hour workday, a minimum wage for women, and a ban on child labour. It provided seed money to women who organized workers in specific plants and industries, and also established strike funds and soup kitchens to support striking unionists. After the tragic Triangle Shirtwaist Company fire of 1911, the WTUL launched a four-year investigation whose conclusions formed the basis of much sub- sequent workplace safety legislation. The organization also offered a political base for all reform-minded women, and thus helped develop the next generation of American leaders. Eleanor Roosevelt was one of many prominent figures to emerge from the WTUL.
The organization began a slow death in the late 1920s, when the Great Depression choked off its funding. The organization limped through the 1940s; the death knell eventually rang in 1950, at the onset of the McCarthy era. A turn-of-the-century labour organization dedicated to social reform, one that during its heyday was regarded by many as “radical,” stood little chance of weathering that storm. This humble ending, however, does nothing to diminish the accomplishments of an organization that is yet to receive its historical due.

Read the passage and answer the following question.
History has shaped academic medical centers (AMCs) to perform 3 functions: patient care,research, and teaching. These 3 missions are now fraught with problems because the attempt to combine them has led to such inefficiencies as duplication of activities and personnel, inpatient procedures that could and should have been out-patient procedures, and unwieldy administrative bureaucracies.
One source of inefficiency derives from mixed lines of authority. Clinical chiefs and prac- titioners in AMCs are typically responsible to the hospital for practice issues but to the med- ical school for promotion, marketing, membership in a faculty practice plan, and educational accreditation. Community physicians with privileges at a university hospital add more com- plications. They have no official affiliation with the AMC’s medical school connected, but their cooperation with faculty members is essential for proper patient treatment. The frag- mented accountability is heightened by the fact that 3 different groups often vie for the loy- alty of physicians who receive research. The medical school may wish to capitalize on the research for its educational value to students; the hospital may desire the state-of-the-art treat- ment methods resulting from the research; and the grant administrators may focus on the re- searchers’ humanitarian motives. Communication among these groups is rarely coordinated, and the physicians may serve whichever group promises the best perks and ignore the rest — which inevitably strains relationships.
Another source of inefficiency is the fact that physicians have obligations to many different illnesses cost, and of how other institutions treat patient conditions, they would be better practitioners, and the educational and clinical care missions of AMCs would both be better served. groups: patients, students, faculty members, referring physicians, third-party payers, and staff members, all of whom have varied expectations. Satisfying the interests of one group may alienate others. Patient care provides a common example. For the benefit of medical students, physicians may order too many tests, prolong patient visits, or encourage experimental studies of a patient. If AMC faculty physicians were more aware of how much treatments of specific.
A bias toward specialization adds yet more inefficiency. AMCs are viewed as institutions serving the gravest cases in need of the most advanced treatments. The high number of spe- cialty residents and the presence of burn units, blood banks, and transplant centers validate this belief. Also present at AMCs, though less conspicuous, are facilities for ordinary pri- mary care patients. In fact, many patients choose to visit an AMC for primary care because they realize that any necessary follow-up can occur almost instantaneously. While AMCs have emphasized cutting-edge specialty medicine, their more routine medical services need development and enhancement.
A final contribution to inefficiency is organizational complacency. Until recently, most academic medical centers drew the public merely by existing. The rising presence, however, of tertiary hospitals with patient care as their only goal has immersed AMCs in a very com- petitive market. It is only in the past several years that AMCs have started to recognize and develop strategies to address competition.

Identify the pair or sequence of sentences that are chronologically and logically connected to form a coherent narrative:
A. Last Sunday, Archana had nothing to do.
B. After waking up, she lay on the bed thinking of what to do.
C. At 11 o’clock she took shower and got ready.
D. She spent most of the day shopping.

Select the one which would best fill the blanks: Football evokes a ______ response in India compared to cricket, the almost ______ the nation.

Which sentence(s) can serve as the concluding statement(s) for the given paragraph?
A. Large reductions in the ozone layer, which sits about 15–30 km above the Earth, take place each winter over the polar regions, especially the Antarctic, as low temperatures allow the formation of stratospheric clouds that assist chemical reactions breaking down ozone.
B. Industrial chemicals containing chlorine and bromine have been blamed for thinning the layer because they attack the ozone molecules, making them break apart.
C. Many offending chemicals have now been banned.
D. It will still take several decades before these substances have disappeared from the atmosphere.

Between 1979 and 1983, the number of unincorporated business self-employed women increased five times faster than the number of self-employed men and more than three times faster than women wage-and-salary workers. Part-time self-employment among women increased more than full-time self-employment. Each of the following, if true, could help to account for this trend except:

Choose the correct option that best represents the meaning of the word "HOST" in each given sentence:

Regrettably [A] / Regretfully [B] I have to decline your invitation. I am drawn to the poetic, sensual [A] / sensuous [B] quality of her paintings. He was besides [A] / beside [B] himself with rage when I told him what I had done. After brushing against a stationary [A] / stationery [B] truck my car turned turtle. As the water began to rise over [A] / above [B] the danger mark, the signs of an imminent flood were clear.

The further [A] / farther [B] he pushed himself, the more disillusioned he grew. For the crowds it was more of a historical [A] / historic [B] event; for their leader, it was just another day. The old man has a healthy distrust [A] / mistrust [B] for all new technology. This film is based on a real [A] / true [B] story. One suspects that the compliment [A] / complement [B] was backhanded.

There is no clear line between health and illness; it is easy to forget what it feels like to be really well and to get gradually used to often being a headache, feeling irritable, or tired. There is an unrecognized proportion of the population that has been tipped over the brink into ill health by ubiquitous contaminants. Which of the following statements best describes the purpose of the above?

Over the last 20 years the rate of increase in total production in Workland has been second to none in the world. However, the growth is more modest when calculated per capita of total population. Over the last ten years progress has been much slower. If the information above is accurate, which of the following must be true?

The cars at dealership come with a choice of the following options: air conditioning, a cassette deck, leather seats, power windows, a sunroof and tinted glass. None of the cars has any other optional equipment. The following conditions apply:
If a car has leather seats, it also has a cassette deck. If car has a cassette deck, it also has power windows; If a car has power windows, it also has cassette deck.
Cars with tinted glass have a sunroof, but no air-conditioning. Cars that have air-conditioning have at most two other options.