Comprehension
Read the following passages carefully to answer these questions given at the end of each passage.
One of the basic principles of people management for most of the 20th century was to narrow an individual's tark down to a small, heavily monitored, transparently cost-effective unit of work. This was particularly the case in many areas of manufacturing, where it was felt to be a necessary route to greater competitiveness. It left the individual with little chance to show any initiative. Today, that tenet is being turned largely on its head. Much more is expected from employees; their value to a company's well-being is increasingly acknowledged, even if not necessarily properly recognised. This transition has been accompanied by the emergence of 'human resource management', a term not universally acknowledged as representing much more than 'personnel management', but one which does signify a broader ambit than in the past. Just how much broader is discussed here. along with the widely differing attitudes of trade unions to human resource management and the issues that management must confront. Also examined are the issues that have been preoccupying human resource managers themselves. An example is the rapid emergence of new technology, which puts pressures on workers that cannot always be easily resolved. It is on the nature of good management practice that nothing, in isolation, provides the answer to every prayer. As John Grapper relates, British Airways, which lays claim to being the world's favourite airline, has embraced human resource management to what is generally considered to be good effect. It sees its employees as frontline troops in the competitive battle with other airlines. Its overall success is acknowledged: witness its ability to produce profits while rivals notch up huge losses. Grapper traces the pressure to re-think heavily monitored, narrowly defined work patterns as having come from Japan, where the team approach, with decisions made by the consensus, is acknowledged to be a potent competitive weapon. Much of the shift is due to the fact that traditionally structured principles are incompatible with rapid technological change. This is especially so in service industries, where labour accounts for a large majority of total costs, and where employees can be at the forefront of enhancing standards of service. The mixed attitudes of unions to HRM emerge against a background of distrust nevitably, if responsibility is pushed further down the organisation, with established lines of authority being eroded, the union's traditional role is called into question. This suspicion is exemplified by a national officer of the Transport and General Workers' Union, who also accuses employers of often having as their real motivation, a desire to weaken collective strength. An academic's view is that HRM sits uncomfortably with industrial relations, since among other things. managers will endeavour to bypass unions achieve their ends. But not all unions are opposed to HRM, one particularly perceptive view being that it is inevitably an acknowledgement by management that workers should be more involved in decision- making. A rider to this is that it brings managers under greater pressure to deliver and opens them to accusations of merely playing lip-service to the concept if they prove unhappy about being challenged. A further view is that HRM in the United Kingdom is a pale shadow of the regimes that exist in Continental Europe, since the 'power' offered to workers is rather illusory and allows little scope for feedback from the workers to the upper echelons of management. This argument could well be supported by the attitudes which are reported in Christopher Lorenz's article about whether or not a value can be put on human resources and it, indeed, management really wishes to do so. Lorenz points to the growing number of chief executives who are at least paying attention to concepts which enhance the status of employees. But the question is whether this has any more substances than is revealed by the perfunctory acknowledgement in so many company annual reports of how valuable employees are to the organisation. One of the inevitable outcomes of 'empowerment of employees is that they will make mistakes and that they should be left (for helped) to learn by them. Yet this prospect help make some management's draw back from delegating real power of decision further down the line and thus from taking HRM to its proper conclusion. In a world of rapid technological advance, human resources play a crucial role-but not just in ensuring that the latest piece of technology performs. They are also a barometer of what is achievable and what is not, as Michael Dixon illustrates. What is particularly clear is that employees' reactions to new technology must be read carefully if they are not to be misinterpreted. For, however impressive any technology might be, some of its technical possibilities may have to be sacrificed in order to match what employees are happy-or can be persuaded to work with. Even in companies where HRM becomes very much the chief executive's remit, much of the responsibility for ensuring that employees' views are understood by management still falls to the human resource manager. Many managers still feel vulnerable in the organisational hierarchy. However, Simon Holberton suggests that while they know what their role should be, many human resource managers find themselves insufficiently informed by their companies to design programmes to meet manager's demands. Significantly, training is at the top of the list of their priorities. And while the economic climate has changed considerably for the worse with budgets slashed or put on hold, training is still widely perceived to be one of the most pressing requirements if a wide swathe of companies is not to be left unprepared to take advantage of an economic upturn.
One of the basic principles of people management for most of the 20th century was to narrow an individual's tark down to a small, heavily monitored, transparently cost-effective unit of work. This was particularly the case in many areas of manufacturing, where it was felt to be a necessary route to greater competitiveness. It left the individual with little chance to show any initiative. Today, that tenet is being turned largely on its head. Much more is expected from employees; their value to a company's well-being is increasingly acknowledged, even if not necessarily properly recognised. This transition has been accompanied by the emergence of 'human resource management', a term not universally acknowledged as representing much more than 'personnel management', but one which does signify a broader ambit than in the past. Just how much broader is discussed here. along with the widely differing attitudes of trade unions to human resource management and the issues that management must confront. Also examined are the issues that have been preoccupying human resource managers themselves. An example is the rapid emergence of new technology, which puts pressures on workers that cannot always be easily resolved. It is on the nature of good management practice that nothing, in isolation, provides the answer to every prayer. As John Grapper relates, British Airways, which lays claim to being the world's favourite airline, has embraced human resource management to what is generally considered to be good effect. It sees its employees as frontline troops in the competitive battle with other airlines. Its overall success is acknowledged: witness its ability to produce profits while rivals notch up huge losses. Grapper traces the pressure to re-think heavily monitored, narrowly defined work patterns as having come from Japan, where the team approach, with decisions made by the consensus, is acknowledged to be a potent competitive weapon. Much of the shift is due to the fact that traditionally structured principles are incompatible with rapid technological change. This is especially so in service industries, where labour accounts for a large majority of total costs, and where employees can be at the forefront of enhancing standards of service. The mixed attitudes of unions to HRM emerge against a background of distrust nevitably, if responsibility is pushed further down the organisation, with established lines of authority being eroded, the union's traditional role is called into question. This suspicion is exemplified by a national officer of the Transport and General Workers' Union, who also accuses employers of often having as their real motivation, a desire to weaken collective strength. An academic's view is that HRM sits uncomfortably with industrial relations, since among other things. managers will endeavour to bypass unions achieve their ends. But not all unions are opposed to HRM, one particularly perceptive view being that it is inevitably an acknowledgement by management that workers should be more involved in decision- making. A rider to this is that it brings managers under greater pressure to deliver and opens them to accusations of merely playing lip-service to the concept if they prove unhappy about being challenged. A further view is that HRM in the United Kingdom is a pale shadow of the regimes that exist in Continental Europe, since the 'power' offered to workers is rather illusory and allows little scope for feedback from the workers to the upper echelons of management. This argument could well be supported by the attitudes which are reported in Christopher Lorenz's article about whether or not a value can be put on human resources and it, indeed, management really wishes to do so. Lorenz points to the growing number of chief executives who are at least paying attention to concepts which enhance the status of employees. But the question is whether this has any more substances than is revealed by the perfunctory acknowledgement in so many company annual reports of how valuable employees are to the organisation. One of the inevitable outcomes of 'empowerment of employees is that they will make mistakes and that they should be left (for helped) to learn by them. Yet this prospect help make some management's draw back from delegating real power of decision further down the line and thus from taking HRM to its proper conclusion. In a world of rapid technological advance, human resources play a crucial role-but not just in ensuring that the latest piece of technology performs. They are also a barometer of what is achievable and what is not, as Michael Dixon illustrates. What is particularly clear is that employees' reactions to new technology must be read carefully if they are not to be misinterpreted. For, however impressive any technology might be, some of its technical possibilities may have to be sacrificed in order to match what employees are happy-or can be persuaded to work with. Even in companies where HRM becomes very much the chief executive's remit, much of the responsibility for ensuring that employees' views are understood by management still falls to the human resource manager. Many managers still feel vulnerable in the organisational hierarchy. However, Simon Holberton suggests that while they know what their role should be, many human resource managers find themselves insufficiently informed by their companies to design programmes to meet manager's demands. Significantly, training is at the top of the list of their priorities. And while the economic climate has changed considerably for the worse with budgets slashed or put on hold, training is still widely perceived to be one of the most pressing requirements if a wide swathe of companies is not to be left unprepared to take advantage of an economic upturn.
Question: 1
The author would agree with which of the following?
The author would agree with which of the following?
Updated On: Sep 28, 2024
- The individual's value in any organisation is today properly reorganised.
- The individual's value in any organisation was always recognised.
- The individual's value is not recognised even today in any organisation.
- The individual is expected to do much less today than what he used to do earlier.
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The Correct Option is A
Solution and Explanation
The correct answer is (A) : The individual's value in any organisation is today properly reorganised.
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Question: 2
The success of British Airways can be attributed to
The success of British Airways can be attributed to
Updated On: Sep 28, 2024
- Its adaptation of human resource management principles.
- Its superior service and timely running of flights.
- Its consideration that its employees are combatants in a battle, thus giving them more responsibility.
- Both (1) and (3).
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The Correct Option is D
Solution and Explanation
The correct answer is (D) : Both (1) and (3).
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Question: 3
One of the salient features of the Japanese work pattern is that
One of the salient features of the Japanese work pattern is that
Updated On: Sep 28, 2024
- All the Japanese regard work as worship.
- The decisions are usually taken by the top management, thus leading to success.
- The belief in teamwork and taking decisions by consensus.
- The respect for elders and their style of working.
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The Correct Option is C
Solution and Explanation
The correct answer is (C) : The belief in teamwork and taking decisions by consensus.
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Question: 4
The trade unions oppose human resource management policies because
The trade unions oppose human resource management policies because
Updated On: Sep 28, 2024
- If workers become more responsible, the traditional role of unions is jeopardised.
- It is the tendency of the unions to oppose anything new.
- It will lead to greater interference by the management in union activity.
- None of these.
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The Correct Option is C
Solution and Explanation
The correct answer is (C) : It will lead to greater interference by the management in union activity.
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Question: 5
Why do some managements not allow seeping down of responsibility?
Why do some managements not allow seeping down of responsibility?
Updated On: Sep 28, 2024
- They want to take all the decisions themselves.
- Employees may make mistakes and hence giving them responsibility would not be beneficial.
- They have basic attitude problem
- Both (1) and (3).
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The Correct Option is B
Solution and Explanation
The correct answer is (B) : Employees may make mistakes and hence giving them responsibility would not be beneficial.
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Top Questions on Reading Comprehension
- Read the excerpt from a Handicrafts Manual: ‘Advanced Knitting Techniques’ and answer the following questions by choosing the most appropriate answer.
THE FAIR ISLE METHOD: Fair Isle knitting is a traditional technique that involves using two or more colours of yarn in a single row to create intricate patterns and designs. This method requires careful tension management to ensure even stitches and prevent puckering. To begin, select your colours and cast on the desired number of stitches. As you knit, alternate between colours every few stitches, carrying the unused yarn along the back of the work. Mastering the Fair Isle technique allows you to create stunning visual effects in garments, accessories, and home textiles.
THE CONTINENTAL STYLE: The Continental knitting style, often referred to as “picking,” involves holding the yarn in the left hand while the right hand manipulates the needles. This method allows for greater speed and efficiency, particularly when working with complex patterns or multiple colours. To practice this style, start by casting on your stitches and using your left hand to tension the yarn. With each stitch, simply “pick” the yarn with your right needle, forming a quick and fluid motion. As you become comfortable with this technique, you may find that your overall knitting speed and comfort improve significantly.
THE SHORT-ROW TECHNIQUE: Short-row knitting is an advanced technique that allows for the creation of shaped garments, such as sleeves and shoulders, without the need for complex shaping. To make a sleeve using this technique, begin by casting on the required number of stitches. Work a portion of the row, then turn your work and return without completing the full row to create the “short rows” that shape the curves of the sleeve. To prevent holes at the turn, wrap the stitch before you turn your work. Repeat this process as needed to achieve the desired shaping and dimension of the sleeve. Once you have shaped the sleeve, you can then sew the side seams to connect the pieces of your garment and finally, complete the edges to ensure a clean finish. This method not only helps shape curves but also adds dimension to your piece, allowing you to enhance fit and style.- AILET BALLB (Hons.) - 2025
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The Story of Coffee
Coffee, a beloved beverage enjoyed by millions around the globe, has a rich and captivating history that spans centuries. The story of coffee begins in the ancient highlands of Ethiopia, where, according to legend, a goat herder named Kaldi discovered the stimulating effects of coffee beans. One day, Kaldi noticed his goats frolicking with unusual energy after eating red berries from a certain tree. Curious, he tried the berries himself and experienced a newfound alertness. This discovery soon spread to monasteries, where monks used it to stay awake during long hours of prayer. From Ethiopia, coffee cultivation and consumption spread to the Arabian Peninsula, particularly in Yemen, where the practice of roasting coffee beans and brewing the drink began to take shape. By the 15th century, coffee had become a popular beverage in the Islamic world, with coffee houses known as ‘qahveh khaneh’ emerging as social hubs for conversation, music, and intellectual exchange. These coffee houses became centers of culture and commerce, influencing the spread of coffee to Turkey and beyond, eventually reaching Europe. In Europe, coffee initially faced resistance from religious authorities who considered it a ‘Muslim drink’ and tried to ban it. However, its popularity persisted, and by the 17th century, coffee houses had sprung up in major European cities, becoming important gathering places for artists, writers, and thinkers. The stimulating effects of coffee were embraced during the Age of Enlightenment, where it was seen as a catalyst for intellectual discussion and innovation. The journey of coffee continued with the establishment of colonial plantations in tropical regions such as the Caribbean, Central and South America, and Southeast Asia. These plantations fuelled the global demand for coffee, transforming it from a regional specialty to a major commodity. The industrial revolution further accelerated coffee production and consumption, leading to innovations in coffee brewing methods and the development of instant coffee. In the modern era, coffee has evolved into a deeply ingrained part of daily life for people worldwide. Its cultural significance spans from the bustling cafes of Paris to the quiet coffee farms of Colombia. Today, coffee remains not only a popular beverage but also a symbol of social interaction, productivity, and enjoyment. Whether sipped slowly over a conversation with friends or grabbed hastily on the way to work, the story of coffee continues to unfold, intertwining with the histories and cultures of countless societies across the globe.- AILET BALLB (Hons.) - 2025
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The intricate world of modern manufacturing is a web of precision and innovation, where even the tiniest components play a pivotal role. One such element, often overlooked but crucial, is the sub-subpart. Whether it’s a carpenter fashioning a bespoke piece of furniture or an automobile engineer designing the next generation of vehicles, the creation of sub-subparts is a fundamental process that demands meticulous craftsmanship and cutting-edge technology. In the realm of woodworking, carpenters frequently work with sub-subparts like dowels, screws, and hinges. These minute components may appear insignificant, yet they determine the structural integrity and functionality of the final product. Crafting a dowel, for instance, begins with selecting the appropriate wood species, followed by precision cutting and shaping. The result is a perfectly cylindrical, sturdy sub-subpart that seamlessly joins two larger pieces of wood. The advent of computer-aided design (CAD) and computer numerical control (CNC) machines has revolutionised this process, enabling carpenters to create sub-subparts with unparalleled precision.
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