List of top Verbal Ability & Reading Comprehension (VARC) Questions

Analyse the following transcript (from the movie Matrix) and provide an appropriate answer for the questions that follow:

Neo: Morpheus, what's happened to me? What is this place?
Morpheus: More important than what is when.
Neo: When?
Morpheus: You believe it's the year 1999 when in fact it's closer to 2199. I can't tell you exactly what year it is because we honestly don't know. There's nothing I can say that will explain it for you, Neo. Come with me. See for yourself. This is my ship, the Nebuchadnezzar. It's a hovercraft. This is the main deck. This is the core where we broadcast our pirate signal and hack into the Matrix. Most of my crew you already know.

(Next Scene: Construct)

Morpheus: This is the construct. It's our loading programme. We can load anything from clothing, to equipment, weapons, training simulations, anything we need.
Neo: Right now we're inside a computer programme?
Morpheus: Is it really so hard to believe? Your clothes are different. The plugs in your arms and head are gone. Your hair is changed. Your appearance now is what we call residual self image. It is the mental projection of your digital self.
Neo: This... this isn't real?
Morpheus: What is real? How do you define real? If you're talking about what you can feel, what you can smell, what you can taste and see, then real is simply electrical signals interpreted by your brain.

...This is the world that you know. The world as it was at the end of the twentieth century. It exists now only as part of a neural-interactive simulation that we call the Matrix. You've been living in a dream world, Neo... This is the world as it exists today. Welcome to the Desert of the Real. We have only bits and pieces of information but what we know for certain is that at some point in the early twenty-first century all of mankind was united in celebration. We marvelled at our own magnificence as we gave birth to AI.
Neo: AI? You mean artificial intelligence?
Morpheus: A singular consciousness that spawned an entire race of machines. We don't know who struck first, us or them. But we know it was us that scorched the sky. At the time they were dependent on solar power and it was believed that they would be unable to survive without an energy source as abundant as the sun. Throughout human history, we have been dependent on machines to survive. Fate it seems is not without a sense of irony. The human body generates more bio-electricity than a 120-volt battery and over 25,000 BTU's of body heat. Combined with a form of fusion the machines have found all the energy they would ever need. There are fields, endless fields, where human beings are no longer born, we are grown. For the longest time I wouldn't believe it, and then I saw the fields with my own eyes. Watch them liquefy the dead so they could be fed intravenously to the living. And standing there, facing the pure horrifying precision, I came to realize the obviousness of the truth. What is the Matrix? Control. The Matrix is a computer generated dream world built to keep us under control in order to change a human being into this.
Neo: No. I don't believe it. It's not possible.
Morpheus: I didn't say it would be easy, Neo. I just said it would be the truth.
Neo: Stop. Let me out. Let me out. I want out.

Much as an electrical lamp transforms electrical energy into heat and light, the visual “apparatus” of a human being acts as a transformer of light into sight. Light projected from a source or reflected by an object enters the cornea and lens of the eyeball. The energy is transmitted to the retina of the eye whose rods and cones are activated. The stimuli are transferred by nerve cells to the optic nerve and to the brain, man is a binocular animal, and the impressions from his two eyes are translated into sight — a rapid, compound analysis of the shape, form, colour, size, position, and motion of the things he sees. Photometry is the science of measuring light. The illuminating engineer and designer employ photometric data constantly in their work. In all fields of application of light and lighting, they predict their choice of equipment, lamps, wall finishes, colours of light and backgrounds, and other factors affecting the illumination of premises or scene to be rendered, in great part from data supplied originally by photometric laboratory. Today extensive tables and charts of photometric data are used widely, constituting the basis for many details of design. Although the lighting designer may not be called upon to the detailed work of making measurements or plotting data in the form of photometric curves and analyzing them, an understanding of the terms used and their derivation form valuable background knowledge. The perception of colour is a complex visual sensation, intimately related to light. The apparent colour of an object depends primarily upon four factors: its ability to reflect various colours of light, the nature of the light by which it is seen, the colour of its surroundings, and the characteristics and state of adaptation of the eye. In most discussions of colour, a distinction is made between white and coloured objects. White is the colour name most usually applied to a material that diffusely transmits a high percentage of all the hues of light. Colours that have no hue are termed neutral or achromatic. colours. They include white, off-white, all shades of gray, down to black. All coloured objects selectively absorb certain wavelengths of light and reflect or transmit others in varying degrees. Inorganic materials, chiefly metals such as copper and brass, reflect light from their surfaces. Hence we have the term “surface” or “metallic” colours, as contrasted with “body” or “pigment” colours. In the former, the light reflected from the surface is often tinted. Most paints, on the other hand, have body or pigment colours. In these, light is reflected from the surface without much colour change, but the body material absorbs some colours and reflects others, hence, the diffuse reflection from the body of the material is coloured but often appears to be overlaid and diluted with a “white” reflection from the glossy surface of the paint film. In paints and enamels, the pigment particles, which are usually opaque, are suspended in a vehicle such as oil or plastic. The particles of a dye, on the other hand, are considerably finer and may be described as colouring matter in solution. The dye particles are more often transparent or translucent.

Deborah Mayo is a philosopher of science who has attempted to capture the implications of the new experimentalism in a philosophically rigorous way. Mayo focuses on the detailed way in which claims are validated by experiment, and is concerned with identifying just what claims are borne out and how. A key idea underlying her treatment is that a claim can only be said to be supported by experiment if the various ways in which the claim could be false have been investigated and eliminated. A claim can only be said to be borne out by experiment, and a severe test of a claim, as usefully construed by Mayo, must be such that the claim would be unlikely to pass it if it were false.
Her idea can be explained by some simple examples. Suppose Snell’s law of refraction of light is tested by some very rough experiments in which very large margins of error are attributed to the measurements of angles of incidence and refraction, and suppose that the re- sults are shown to be compatible with the law within those margins of error. Has the law been supported by experiments that have severely tested it? From Mayo’s perspective the answer s “no”, because, owing to the roughness of the measurements, the law of refraction would be quite likely to pass this test even if it were false and some other law differing not too much from Snell’s law were true. An exercise I carried out in my school-teaching days serves to drive this point home. My students had conducted some not very careful experiments to test Snell’s law. I there presented them with some alternative laws of refraction that had been suggested in antiquity and mediaeval times, prior to the discovery of Snell’s law, and invited the students to test them with the measurements they had used, to test Snell’s law; because of the wide margins of error they had attributed to their measurements, all of these alternative laws pass the test. This clearly brings out the point that the experiments in question did not constitute a severe test of Snell’s law. The law would have passed the test even if it were false and one of the historical alternatives true.
An expert group has sounded a timely warning on what ‘environmentally destructive tourism’ will mean to national parks and wildlife sanctuaries and the objectives they are supposed to serve. Given the unique and rare wildlife the country has been endowed with, the rationale for using the resources for attracting tourists from abroad is unassailable. This necessarily postu- lates that the flora and the fauna should be protected and conserved. As a matter of fact, much of the government’s interest in wildlife preservation has to do with the tremendous prospect of tourist traffic on that account. Yet the risk of the revenue-earning motivation overrunning the conservation imperatives is very real, the lure of the coveted foreign exchange that goes with this business only, is serving to enhance it several folds.
Even with the tourist inflow far below the potential, the pressure of visitors is said to have been already felt on the tiger reserves. With the Government of India’s declared intent to boost tourism quite justified for its own reasons, the need for eliminating the risk assumes a greater sense of urgency. The study team has noted that most of the 41 national parks and 165 wildlife sanctuaries surveyed are open to the tourists. The less frequented among them may not require special attention immediately in this respect as much as the ones that are major tourist attraction do. These include the Sanjay Gandhi National Park in Maharashtra, Nandankanan in Orissa and Bannerghatta in Karnataka.
Over a year ago, the Indian Board for Wildlife expressed concern over the looming danger, and decided that the core areas of national parks and sanctuaries should be kept totally free from biotic disturbances, and the visitor be permitted to view the wildlife only from the areas marked out for the purpose. And now, the expert group has come up with the suggestion that a case by case evaluation be done of the “capacity” as well as the “limitations” of all the national parks and wildlife sanctuaries and based on such assessment an area-specific plan for tourist promotion within the “safety” norms be charted. That this is the most scientific way of going about the job, and that there is no time to lose can be readily conceded.
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.