General Instructions :-
- Rotate your Mobile Device for Best Performance and Design.
- Total duration of examination is X minutes.
- Total number of questions are 25, which contains 25 questions of English.
- The Question Palette displayed on the right side of screen will show the status of each question using one of the following symbols:
- Not Visited questions in White background colour.
- Answered questions in green colour.
- Unanswered questions in red colour.
- Marked for review questions in purple colour
- The clock will be set at the server. The countdown timer in the top right corner of screen will display the remaining time available to you for completing the examination. When the timer reaches zero, the examination will automatically submit or end by itself. You also can end or submit your examination by clicking on submit button.
- Marked for review status for a question simply indicates that you would like to review the question again.
- Please note that if a question is answered and ‘marked for review’, your answer for that question will be considered in the evaluation.
- You can click on the question palette to navigate faster across questions.
Answering a Question :-
- Procedure for answering multiple-choice type questions:
- To select your answer, click on the button of one of the options.
- To deselect your chosen answer, click again on the button of the chosen option again or click on the Clear Response button.
- To change your chosen answer, click on the button of another option.
- To save your answer, you MUST click on the Save Next button.
- To mark a question for review, click on the Mark for Review & Next button.
- To change answer to a question that has already been answered, select that question from the Question Palette and then follow the procedure for answering that type of question.
- Note that ONLY questions for which answers are either saved or marked for review after answering, will be considered for evaluation.
- To change your answer to a question that has already been answered, first select that question for answering and then follow the procedure for answering that type of question.
- Note that ONLY Questions for which answers are saved or marked for review after answering will be considered for evaluation.
Navigating through sections :-
- Click on the question number in the Question Palette at the right of your screen to go to a question.
- Note that using this option does NOT save your answer.
- Click on Save & Next to save your answer for a question and then move to the next question.
- If you want to keep a question marked for review, click on the button Mark for Review & Next to save your answer for the current question and then proceed to the next question.
Read the following Instruction carefully :-
- This test comprises of multiple-choice questions.
- Each question will have only one of the available options as the correct answer.
- You are advised not to close the browser window before submitting the test.
- In case, if the test does not load completely or becomes unresponsive, click on browser's refresh button to reload.
Marking Scheme :-
- 1 marks will be awarded for each correct answer.
- There will be 0.25 negative marking for each wrong answer.
- No marks will be deducted for un-attempted questions
SECTION
Select the most appropriate ANTONYM of the given word.
Penury
Select the most appropriate synonym for the given word.
Compel
Select the most appropriate option that expresses the given sentence in passive voice.
The chef prepares the food in the kitchen.
Select the correct spelling from the given options to replace the Bold word in the following sentence.
The new policy will supplant the old one and introduce stricter measures for workplace safety.
Select the most appropriate option that can substitute the Bold segment in the given sentence.
The flames caught so quick that I had no time to think.
Select the most appropriate ANTONYM of the Bold word in the given sentence.
The injury was so severe that he could not play again.
Select the most appropriate option that can substitute the Bold segment in the given sentence.
Bharath is a skilful achiever, so he hits the nail on the leg.
Select the option that can be used as a one-word substitute for the given group of words.
A book where names and addresses of people living in an area is kept
Select the correct spelling from the given options to fill in the blank..
Jaysmita is one of the most ________ persons I have ever met as she has many talents.
Select the option that can be used as a one-word substitute for the Bold group of words.
Due to the official visit to a company, Rajiv has a mental or emotional strain caused by demanding circumstances.
Select the most appropriate ANTONYM of the Bold word.
Science has been trying innumerable methods to prove the existence of the universe, but the biggest pleasure of science is its inability to produce a single theory that explains the whole universe.
Select the most appropriate option that can substitute the Bold segment in the given sentence.If there is no need to substitute it, select 'No substitution required".
I have been in Chennai since a week, but i am planning to return now.
Select the option that expresses the following sentence in passive voice. Daddy baked the cookies on the weekend.
Comprehension:
In the following passage, some words have been deleted. Read the passage carefully and select the most appropriate option to fill in each blank. Friendship is one of the most significant aspects (1) ______ human life. It is a relationship based on mutual trust, respect and support. True friendship is not just about spending time (2) _____ but also about sharing each other's joys, sorrows and dreams. Good friends are those who stand by us in both good times and bad times, providing emotional and moral support. Having good friends can have a positive impact on one's mental health and well- being. Friends can be a source of happiness, laughter and comfort. They can also provide different perspectives and ideas that can help us grow as (3) _______ Moreover, friends can serve as a support system during challenging times, offering words of encouragement and helping us navigate through difficult situations. (4) _______ building and maintaining friendships requires effort, patience and understanding. It is important to be there for each other, listen to one another and respect each other's boundaries. It is important to remember that friendships can evolve and change over time, and it is okay to let go of (5) _____ friendships.
Select the most appropriate option to fill in blank number 1.
Comprehension:
In the following passage, some words have been deleted. Read the passage carefully and select the most appropriate option to fill in each blank. Friendship is one of the most significant aspects (1) ______ human life. It is a relationship based on mutual trust, respect and support. True friendship is not just about spending time (2) _____ but also about sharing each other's joys, sorrows and dreams. Good friends are those who stand by us in both good times and bad times, providing emotional and moral support. Having good friends can have a positive impact on one's mental health and well- being. Friends can be a source of happiness, laughter and comfort. They can also provide different perspectives and ideas that can help us grow as (3) _______ Moreover, friends can serve as a support system during challenging times, offering words of encouragement and helping us navigate through difficult situations. (4) _______ building and maintaining friendships requires effort, patience and understanding. It is important to be there for each other, listen to one another and respect each other's boundaries. It is important to remember that friendships can evolve and change over time, and it is okay to let go of (5) _____ friendships.
Select the most appropriate option to fill in blank number 2.
Comprehension:
In the following passage, some words have been deleted. Read the passage carefully and select the most appropriate option to fill in each blank. Friendship is one of the most significant aspects (1) ______ human life. It is a relationship based on mutual trust, respect and support. True friendship is not just about spending time (2) _____ but also about sharing each other's joys, sorrows and dreams. Good friends are those who stand by us in both good times and bad times, providing emotional and moral support. Having good friends can have a positive impact on one's mental health and well- being. Friends can be a source of happiness, laughter and comfort. They can also provide different perspectives and ideas that can help us grow as (3) _______ Moreover, friends can serve as a support system during challenging times, offering words of encouragement and helping us navigate through difficult situations. (4) _______ building and maintaining friendships requires effort, patience and understanding. It is important to be there for each other, listen to one another and respect each other's boundaries. It is important to remember that friendships can evolve and change over time, and it is okay to let go of (5) _____ friendships.
Select the most appropriate option to fill in blank number 3.
Comprehension:
In the following passage, some words have been deleted. Read the passage carefully and select the most appropriate option to fill in each blank. Friendship is one of the most significant aspects (1) ______ human life. It is a relationship based on mutual trust, respect and support. True friendship is not just about spending time (2) _____ but also about sharing each other's joys, sorrows and dreams. Good friends are those who stand by us in both good times and bad times, providing emotional and moral support. Having good friends can have a positive impact on one's mental health and well- being. Friends can be a source of happiness, laughter and comfort. They can also provide different perspectives and ideas that can help us grow as (3) _______ Moreover, friends can serve as a support system during challenging times, offering words of encouragement and helping us navigate through difficult situations. (4) _______ building and maintaining friendships requires effort, patience and understanding. It is important to be there for each other, listen to one another and respect each other's boundaries. It is important to remember that friendships can evolve and change over time, and it is okay to let go of (5) _____ friendships.
Select the most appropriate option to fill in blank number 4.
Comprehension:
In the following passage, some words have been deleted. Read the passage carefully and select the most appropriate option to fill in each blank. Friendship is one of the most significant aspects (1) ______ human life. It is a relationship based on mutual trust, respect and support. True friendship is not just about spending time (2) _____ but also about sharing each other's joys, sorrows and dreams. Good friends are those who stand by us in both good times and bad times, providing emotional and moral support. Having good friends can have a positive impact on one's mental health and well- being. Friends can be a source of happiness, laughter and comfort. They can also provide different perspectives and ideas that can help us grow as (3) _______ Moreover, friends can serve as a support system during challenging times, offering words of encouragement and helping us navigate through difficult situations. (4) _______ building and maintaining friendships requires effort, patience and understanding. It is important to be there for each other, listen to one another and respect each other's boundaries. It is important to remember that friendships can evolve and change over time, and it is okay to let go of (5) _____ friendships.
Select the most appropriate option to fill in blank number 5.
Life is messy. If we want our best and brightest in the workforce, we need to accept that they have complex lives. We need to be flexible when it comes to the realities of balancing career and family. Being flexible at work doesn’t just benefit people trying to balance their outside lives with work. An extensive body of research demonstrates the business benefits of flexible working. Yet despite this overwhelming evidence, access to flexible work and careers is not widespread. Flexible work is still regarded as an add-on, something we do for mothers for a few months when they are back from parental leave. But in the face of rapid changes to the way we work, organizations need to move beyond just having policies for flexible working or making ad-hoc adjustments for certain individuals. Companies need to fundamentally rethink the way they design work and jobs. The World Economic Forum predicts that we are on the cusp of a fourth industrial revolution. Technological, socioeconomic and demographic shifts are transforming the way we work, demanding flexibility in the way individuals, teams and organizations work. We all have different things happening in our lives at different times. Not just caring for young kids, but other family members, community roles, study and volunteering. And all of these parts of our identities bring with them different skill sets. In today’s workforce, fewer people identify with the stereotype of the ideal worker – a full-time, fully committed employee without personal or family commitments that impact on availability. There are a few factors driving the demand for increased flexibility. Globalization is one. The development of a 24/7 marketplace, and the rapid expansion of the services economy are also having a transformational effect on the workplace, requiring organizations to think creatively about how they can best organize jobs and work to respond to an increasingly diverse and demanding customer base. Similarly technology is driving – and enabling – greater flexibility. It is dramatically reshaping our workplaces, blurring the boundaries between work and home and diversifying where, when and how employees work. Advances in mobile, internet and cloud technologies, the rapid development of computing power, and the digital connection between multiple objects have all driven workplace innovations such as remote working, telecommuting, co-working spaces, video/teleconferencing, and virtual teams and collaboration. So the future of work demands new approaches to work design – but have workplaces risen to the challenge? The evidence suggests we have yet to grasp this opportunity to be more innovative. While some employers are making flexible work more available, there is still a high prevalence of bolted-on temporary arrangements. These arrangements are seen as the exception to the rule, with the full-time, “face-time”, long hours “ideal worker” still the model to which everyone is expected to adhere. Many people make assumptions about flexible workers, including that they’re not interested in training and development, aren’t committed to the organization, or don’t have any career aspirations. We need to explore and challenge these biases. There are good international examples of successful work redesign that have involved the input of a team of employees. For example, a UK bakery sat down with their bakers and came up with a flexible system of two to three baking shifts a day to maintain a steady supply of fresh bread. The team agreed to rotate their hours each week so no team member permanently worked a shift that did not suit. After the change was made, bakery sales increased by more than 65% in the first year and employee satisfaction in the bakery has risen 10% since the change to 93%. So work redesign is not only doable, it can deliver business benefits, although it does require a completely new approach. By changing our thinking and focusing on the team and the organization as a whole, rather than the individual, we have the opportunity to create more adaptable and sustainable workplaces.
Life is messy. If we want our best and brightest in the workforce, we need to accept that they have complex lives. We need to be flexible when it comes to the realities of balancing career and family. Being flexible at work doesn’t just benefit people trying to balance their outside lives with work. An extensive body of research demonstrates the business benefits of flexible working. Yet despite this overwhelming evidence, access to flexible work and careers is not widespread. Flexible work is still regarded as an add-on, something we do for mothers for a few months when they are back from parental leave. But in the face of rapid changes to the way we work, organizations need to move beyond just having policies for flexible working or making ad-hoc adjustments for certain individuals. Companies need to fundamentally rethink the way they design work and jobs. The World Economic Forum predicts that we are on the cusp of a fourth industrial revolution. Technological, socioeconomic and demographic shifts are transforming the way we work, demanding flexibility in the way individuals, teams and organizations work. We all have different things happening in our lives at different times. Not just caring for young kids, but other family members, community roles, study and volunteering. And all of these parts of our identities bring with them different skill sets. In today’s workforce, fewer people identify with the stereotype of the ideal worker – a full-time, fully committed employee without personal or family commitments that impact on availability. There are a few factors driving the demand for increased flexibility. Globalization is one. The development of a 24/7 marketplace, and the rapid expansion of the services economy are also having a transformational effect on the workplace, requiring organizations to think creatively about how they can best organize jobs and work to respond to an increasingly diverse and demanding customer base. Similarly technology is driving – and enabling – greater flexibility. It is dramatically reshaping our workplaces, blurring the boundaries between work and home and diversifying where, when and how employees work. Advances in mobile, internet and cloud technologies, the rapid development of computing power, and the digital connection between multiple objects have all driven workplace innovations such as remote working, telecommuting, co-working spaces, video/teleconferencing, and virtual teams and collaboration. So the future of work demands new approaches to work design – but have workplaces risen to the challenge? The evidence suggests we have yet to grasp this opportunity to be more innovative. While some employers are making flexible work more available, there is still a high prevalence of bolted-on temporary arrangements. These arrangements are seen as the exception to the rule, with the full-time, “face-time”, long hours “ideal worker” still the model to which everyone is expected to adhere. Many people make assumptions about flexible workers, including that they’re not interested in training and development, aren’t committed to the organization, or don’t have any career aspirations. We need to explore and challenge these biases. There are good international examples of successful work redesign that have involved the input of a team of employees. For example, a UK bakery sat down with their bakers and came up with a flexible system of two to three baking shifts a day to maintain a steady supply of fresh bread. The team agreed to rotate their hours each week so no team member permanently worked a shift that did not suit. After the change was made, bakery sales increased by more than 65% in the first year and employee satisfaction in the bakery has risen 10% since the change to 93%. So work redesign is not only doable, it can deliver business benefits, although it does require a completely new approach. By changing our thinking and focusing on the team and the organization as a whole, rather than the individual, we have the opportunity to create more adaptable and sustainable workplaces.
(I) a full time worker
(II) an employee who is fully committed to work
(III) the employee has no personal or family commitments that impact his availability
Life is messy. If we want our best and brightest in the workforce, we need to accept that they have complex lives. We need to be flexible when it comes to the realities of balancing career and family. Being flexible at work doesn’t just benefit people trying to balance their outside lives with work. An extensive body of research demonstrates the business benefits of flexible working. Yet despite this overwhelming evidence, access to flexible work and careers is not widespread. Flexible work is still regarded as an add-on, something we do for mothers for a few months when they are back from parental leave. But in the face of rapid changes to the way we work, organizations need to move beyond just having policies for flexible working or making ad-hoc adjustments for certain individuals. Companies need to fundamentally rethink the way they design work and jobs. The World Economic Forum predicts that we are on the cusp of a fourth industrial revolution. Technological, socioeconomic and demographic shifts are transforming the way we work, demanding flexibility in the way individuals, teams and organizations work. We all have different things happening in our lives at different times. Not just caring for young kids, but other family members, community roles, study and volunteering. And all of these parts of our identities bring with them different skill sets. In today’s workforce, fewer people identify with the stereotype of the ideal worker – a full-time, fully committed employee without personal or family commitments that impact on availability. There are a few factors driving the demand for increased flexibility. Globalization is one. The development of a 24/7 marketplace, and the rapid expansion of the services economy are also having a transformational effect on the workplace, requiring organizations to think creatively about how they can best organize jobs and work to respond to an increasingly diverse and demanding customer base. Similarly technology is driving – and enabling – greater flexibility. It is dramatically reshaping our workplaces, blurring the boundaries between work and home and diversifying where, when and how employees work. Advances in mobile, internet and cloud technologies, the rapid development of computing power, and the digital connection between multiple objects have all driven workplace innovations such as remote working, telecommuting, co-working spaces, video/teleconferencing, and virtual teams and collaboration. So the future of work demands new approaches to work design – but have workplaces risen to the challenge? The evidence suggests we have yet to grasp this opportunity to be more innovative. While some employers are making flexible work more available, there is still a high prevalence of bolted-on temporary arrangements. These arrangements are seen as the exception to the rule, with the full-time, “face-time”, long hours “ideal worker” still the model to which everyone is expected to adhere. Many people make assumptions about flexible workers, including that they’re not interested in training and development, aren’t committed to the organization, or don’t have any career aspirations. We need to explore and challenge these biases. There are good international examples of successful work redesign that have involved the input of a team of employees. For example, a UK bakery sat down with their bakers and came up with a flexible system of two to three baking shifts a day to maintain a steady supply of fresh bread. The team agreed to rotate their hours each week so no team member permanently worked a shift that did not suit. After the change was made, bakery sales increased by more than 65% in the first year and employee satisfaction in the bakery has risen 10% since the change to 93%. So work redesign is not only doable, it can deliver business benefits, although it does require a completely new approach. By changing our thinking and focusing on the team and the organization as a whole, rather than the individual, we have the opportunity to create more adaptable and sustainable workplaces.
Life is messy. If we want our best and brightest in the workforce, we need to accept that they have complex lives. We need to be flexible when it comes to the realities of balancing career and family. Being flexible at work doesn’t just benefit people trying to balance their outside lives with work. An extensive body of research demonstrates the business benefits of flexible working. Yet despite this overwhelming evidence, access to flexible work and careers is not widespread. Flexible work is still regarded as an add-on, something we do for mothers for a few months when they are back from parental leave. But in the face of rapid changes to the way we work, organizations need to move beyond just having policies for flexible working or making ad-hoc adjustments for certain individuals. Companies need to fundamentally rethink the way they design work and jobs. The World Economic Forum predicts that we are on the cusp of a fourth industrial revolution. Technological, socioeconomic and demographic shifts are transforming the way we work, demanding flexibility in the way individuals, teams and organizations work. We all have different things happening in our lives at different times. Not just caring for young kids, but other family members, community roles, study and volunteering. And all of these parts of our identities bring with them different skill sets. In today’s workforce, fewer people identify with the stereotype of the ideal worker – a full-time, fully committed employee without personal or family commitments that impact on availability. There are a few factors driving the demand for increased flexibility. Globalization is one. The development of a 24/7 marketplace, and the rapid expansion of the services economy are also having a transformational effect on the workplace, requiring organizations to think creatively about how they can best organize jobs and work to respond to an increasingly diverse and demanding customer base. Similarly technology is driving – and enabling – greater flexibility. It is dramatically reshaping our workplaces, blurring the boundaries between work and home and diversifying where, when and how employees work. Advances in mobile, internet and cloud technologies, the rapid development of computing power, and the digital connection between multiple objects have all driven workplace innovations such as remote working, telecommuting, co-working spaces, video/teleconferencing, and virtual teams and collaboration. So the future of work demands new approaches to work design – but have workplaces risen to the challenge? The evidence suggests we have yet to grasp this opportunity to be more innovative. While some employers are making flexible work more available, there is still a high prevalence of bolted-on temporary arrangements. These arrangements are seen as the exception to the rule, with the full-time, “face-time”, long hours “ideal worker” still the model to which everyone is expected to adhere. Many people make assumptions about flexible workers, including that they’re not interested in training and development, aren’t committed to the organization, or don’t have any career aspirations. We need to explore and challenge these biases. There are good international examples of successful work redesign that have involved the input of a team of employees. For example, a UK bakery sat down with their bakers and came up with a flexible system of two to three baking shifts a day to maintain a steady supply of fresh bread. The team agreed to rotate their hours each week so no team member permanently worked a shift that did not suit. After the change was made, bakery sales increased by more than 65% in the first year and employee satisfaction in the bakery has risen 10% since the change to 93%. So work redesign is not only doable, it can deliver business benefits, although it does require a completely new approach. By changing our thinking and focusing on the team and the organization as a whole, rather than the individual, we have the opportunity to create more adaptable and sustainable workplaces.
(I) The UK Bakery came up with a flexible system of two to three baking shifts a day to maintain a steady supply of fresh bread.
(II) The Bakery team agreed to rotate their hours each week so no team member permanently worked a shift that did not suit.
(III) The bakery sales increased by more than 65% in the first year and employee satisfaction in the bakery has risen 10% since the change to 93%.
Life is messy. If we want our best and brightest in the workforce, we need to accept that they have complex lives. We need to be flexible when it comes to the realities of balancing career and family. Being flexible at work doesn’t just benefit people trying to balance their outside lives with work. An extensive body of research demonstrates the business benefits of flexible working. Yet despite this overwhelming evidence, access to flexible work and careers is not widespread. Flexible work is still regarded as an add-on, something we do for mothers for a few months when they are back from parental leave. But in the face of rapid changes to the way we work, organizations need to move beyond just having policies for flexible working or making ad-hoc adjustments for certain individuals. Companies need to fundamentally rethink the way they design work and jobs. The World Economic Forum predicts that we are on the cusp of a fourth industrial revolution. Technological, socioeconomic and demographic shifts are transforming the way we work, demanding flexibility in the way individuals, teams and organizations work. We all have different things happening in our lives at different times. Not just caring for young kids, but other family members, community roles, study and volunteering. And all of these parts of our identities bring with them different skill sets. In today’s workforce, fewer people identify with the stereotype of the ideal worker – a full-time, fully committed employee without personal or family commitments that impact on availability. There are a few factors driving the demand for increased flexibility. Globalization is one. The development of a 24/7 marketplace, and the rapid expansion of the services economy are also having a transformational effect on the workplace, requiring organizations to think creatively about how they can best organize jobs and work to respond to an increasingly diverse and demanding customer base. Similarly technology is driving – and enabling – greater flexibility. It is dramatically reshaping our workplaces, blurring the boundaries between work and home and diversifying where, when and how employees work. Advances in mobile, internet and cloud technologies, the rapid development of computing power, and the digital connection between multiple objects have all driven workplace innovations such as remote working, telecommuting, co-working spaces, video/teleconferencing, and virtual teams and collaboration. So the future of work demands new approaches to work design – but have workplaces risen to the challenge? The evidence suggests we have yet to grasp this opportunity to be more innovative. While some employers are making flexible work more available, there is still a high prevalence of bolted-on temporary arrangements. These arrangements are seen as the exception to the rule, with the full-time, “face-time”, long hours “ideal worker” still the model to which everyone is expected to adhere. Many people make assumptions about flexible workers, including that they’re not interested in training and development, aren’t committed to the organization, or don’t have any career aspirations. We need to explore and challenge these biases. There are good international examples of successful work redesign that have involved the input of a team of employees. For example, a UK bakery sat down with their bakers and came up with a flexible system of two to three baking shifts a day to maintain a steady supply of fresh bread. The team agreed to rotate their hours each week so no team member permanently worked a shift that did not suit. After the change was made, bakery sales increased by more than 65% in the first year and employee satisfaction in the bakery has risen 10% since the change to 93%. So work redesign is not only doable, it can deliver business benefits, although it does require a completely new approach. By changing our thinking and focusing on the team and the organization as a whole, rather than the individual, we have the opportunity to create more adaptable and sustainable workplaces.
Parts of a sentence are given below in jumbled order. Arrange the parts in the correct order to form a meaningful sentence.
P. the golden era when their language, culture and arts flourished
Q. in the minds of the Tamils
R. under the patronage of successive Pandian kings
S. The name 'Madurai ' evokes
krekitne =
sahikitne =
yekya =
kitnatime =