English Language Test - 6

Direction: Read the following passage carefully and answer the question given below it. 

In a poor country like India, as income rises people first concentrate on increasing their consumption of what they regard as basic or more essential consumer goods. For the poor, these goods would primarily include cereals and for people at successive levels of higher-income protective foods, simple non-food consumer goods, more modern, better quality non-food consumer goods and simple consumer durables, better quality consumer goods, and so on. When the demand for basic and more essential consumer goods is more or less met, demand for the next higher level of consumer goods begins to impinge on consumer decision making and their consumption increases. There is thus a hierarchy of income levels and a hierarchy of consumer goods. As incomes rise and one approaches the turning point referred to, there is an upward movement along the hierarchy in the demand for consumer goods which exhibits itself in a relative increase in the demand for these goods.

If one examines the past consumption behaviour of households in India, one finds confirmation of the proposition just made. Until the mid-seventies one notices a rise in the proportion of consumption expenditure on cereals, and thereafter, a steady decline reflecting a progressive increase in the relative expenditure on non-cereal or protective foods. About the same time the rising trend in the share of food in total consumption expenditure also begins to decline, raising the proportion of expenditure on non-food consumer goods. Simultaneously one also notices a sharper rise in the proportion of expenditure on consumer durables. Thus, what one sees is an upward movement in consumer demand along the hierarchy of consumer goods which amounts to a major change in consumer behaviour. There are two features of this change to which attention particularly needs to be drawn. 

If we examine the price behaviour of food items over the past several years, we find that the prices of protective foods (edible oils, pulses, sugar, meat, fish etc) have been rising more sharply than those of cereals on account of inadequate supply response to the increase in demand. This is particularly unfortunate because it affects the poorer segments of the population, whose need to increase consumption of protective foods is being thwarted by an excessive rise in prices. In the Approach to the Seventh Plan, importance was given to edible oils, pulses and some of the other protective foods but the overall impression created was that food grains still hold the centre of the stage. Whereas it is important to meet the demand for agricultural inputs to sustain the impetus of food grain production and to reduce the regional imbalance in agriculture development, the thrust of agricultural policy now must be more on increasing the availability of protective food at reasonable prices. 

Direction: Read the following passage carefully and answer the question given below it. 

In a poor country like India, as income rises people first concentrate on increasing their consumption of what they regard as basic or more essential consumer goods. For the poor, these goods would primarily include cereals and for people at successive levels of higher-income protective foods, simple non-food consumer goods, more modern, better quality non-food consumer goods and simple consumer durables, better quality consumer goods, and so on. When the demand for basic and more essential consumer goods is more or less met, demand for the next higher level of consumer goods begins to impinge on consumer decision making and their consumption increases. There is thus a hierarchy of income levels and a hierarchy of consumer goods. As incomes rise and one approaches the turning point referred to, there is an upward movement along the hierarchy in the demand for consumer goods which exhibits itself in a relative increase in the demand for these goods.

If one examines the past consumption behaviour of households in India, one finds confirmation of the proposition just made. Until the mid-seventies one notices a rise in the proportion of consumption expenditure on cereals, and thereafter, a steady decline reflecting a progressive increase in the relative expenditure on non-cereal or protective foods. About the same time the rising trend in the share of food in total consumption expenditure also begins to decline, raising the proportion of expenditure on non-food consumer goods. Simultaneously one also notices a sharper rise in the proportion of expenditure on consumer durables. Thus, what one sees is an upward movement in consumer demand along the hierarchy of consumer goods which amounts to a major change in consumer behaviour. There are two features of this change to which attention particularly needs to be drawn. 

If we examine the price behaviour of food items over the past several years, we find that the prices of protective foods (edible oils, pulses, sugar, meat, fish etc) have been rising more sharply than those of cereals on account of inadequate supply response to the increase in demand. This is particularly unfortunate because it affects the poorer segments of the population, whose need to increase consumption of protective foods is being thwarted by an excessive rise in prices. In the Approach to the Seventh Plan, importance was given to edible oils, pulses and some of the other protective foods but the overall impression created was that food grains still hold the centre of the stage. Whereas it is important to meet the demand for agricultural inputs to sustain the impetus of food grain production and to reduce the regional imbalance in agriculture development, the thrust of agricultural policy now must be more on increasing the availability of protective food at reasonable prices. 

Direction: Read the following passage carefully and answer the question given below it. 

In a poor country like India, as income rises people first concentrate on increasing their consumption of what they regard as basic or more essential consumer goods. For the poor, these goods would primarily include cereals and for people at successive levels of higher-income protective foods, simple non-food consumer goods, more modern, better quality non-food consumer goods and simple consumer durables, better quality consumer goods, and so on. When the demand for basic and more essential consumer goods is more or less met, demand for the next higher level of consumer goods begins to impinge on consumer decision making and their consumption increases. There is thus a hierarchy of income levels and a hierarchy of consumer goods. As incomes rise and one approaches the turning point referred to, there is an upward movement along the hierarchy in the demand for consumer goods which exhibits itself in a relative increase in the demand for these goods.

If one examines the past consumption behaviour of households in India, one finds confirmation of the proposition just made. Until the mid-seventies one notices a rise in the proportion of consumption expenditure on cereals, and thereafter, a steady decline reflecting a progressive increase in the relative expenditure on non-cereal or protective foods. About the same time the rising trend in the share of food in total consumption expenditure also begins to decline, raising the proportion of expenditure on non-food consumer goods. Simultaneously one also notices a sharper rise in the proportion of expenditure on consumer durables. Thus, what one sees is an upward movement in consumer demand along the hierarchy of consumer goods which amounts to a major change in consumer behaviour. There are two features of this change to which attention particularly needs to be drawn. 

If we examine the price behaviour of food items over the past several years, we find that the prices of protective foods (edible oils, pulses, sugar, meat, fish etc) have been rising more sharply than those of cereals on account of inadequate supply response to the increase in demand. This is particularly unfortunate because it affects the poorer segments of the population, whose need to increase consumption of protective foods is being thwarted by an excessive rise in prices. In the Approach to the Seventh Plan, importance was given to edible oils, pulses and some of the other protective foods but the overall impression created was that food grains still hold the centre of the stage. Whereas it is important to meet the demand for agricultural inputs to sustain the impetus of food grain production and to reduce the regional imbalance in agriculture development, the thrust of agricultural policy now must be more on increasing the availability of protective food at reasonable prices. 

Direction: Read the following passage carefully and answer the question given below it. 

In a poor country like India, as income rises people first concentrate on increasing their consumption of what they regard as basic or more essential consumer goods. For the poor, these goods would primarily include cereals and for people at successive levels of higher-income protective foods, simple non-food consumer goods, more modern, better quality non-food consumer goods and simple consumer durables, better quality consumer goods, and so on. When the demand for basic and more essential consumer goods is more or less met, demand for the next higher level of consumer goods begins to impinge on consumer decision making and their consumption increases. There is thus a hierarchy of income levels and a hierarchy of consumer goods. As incomes rise and one approaches the turning point referred to, there is an upward movement along the hierarchy in the demand for consumer goods which exhibits itself in a relative increase in the demand for these goods.

If one examines the past consumption behaviour of households in India, one finds confirmation of the proposition just made. Until the mid-seventies one notices a rise in the proportion of consumption expenditure on cereals, and thereafter, a steady decline reflecting a progressive increase in the relative expenditure on non-cereal or protective foods. About the same time the rising trend in the share of food in total consumption expenditure also begins to decline, raising the proportion of expenditure on non-food consumer goods. Simultaneously one also notices a sharper rise in the proportion of expenditure on consumer durables. Thus, what one sees is an upward movement in consumer demand along the hierarchy of consumer goods which amounts to a major change in consumer behaviour. There are two features of this change to which attention particularly needs to be drawn. 

If we examine the price behaviour of food items over the past several years, we find that the prices of protective foods (edible oils, pulses, sugar, meat, fish etc) have been rising more sharply than those of cereals on account of inadequate supply response to the increase in demand. This is particularly unfortunate because it affects the poorer segments of the population, whose need to increase consumption of protective foods is being thwarted by an excessive rise in prices. In the Approach to the Seventh Plan, importance was given to edible oils, pulses and some of the other protective foods but the overall impression created was that food grains still hold the centre of the stage. Whereas it is important to meet the demand for agricultural inputs to sustain the impetus of food grain production and to reduce the regional imbalance in agriculture development, the thrust of agricultural policy now must be more on increasing the availability of protective food at reasonable prices. 

Direction: Read the following passage carefully and answer the question given below it. 

In a poor country like India, as income rises people first concentrate on increasing their consumption of what they regard as basic or more essential consumer goods. For the poor, these goods would primarily include cereals and for people at successive levels of higher-income protective foods, simple non-food consumer goods, more modern, better quality non-food consumer goods and simple consumer durables, better quality consumer goods, and so on. When the demand for basic and more essential consumer goods is more or less met, demand for the next higher level of consumer goods begins to impinge on consumer decision making and their consumption increases. There is thus a hierarchy of income levels and a hierarchy of consumer goods. As incomes rise and one approaches the turning point referred to, there is an upward movement along the hierarchy in the demand for consumer goods which exhibits itself in a relative increase in the demand for these goods.

If one examines the past consumption behaviour of households in India, one finds confirmation of the proposition just made. Until the mid-seventies one notices a rise in the proportion of consumption expenditure on cereals, and thereafter, a steady decline reflecting a progressive increase in the relative expenditure on non-cereal or protective foods. About the same time the rising trend in the share of food in total consumption expenditure also begins to decline, raising the proportion of expenditure on non-food consumer goods. Simultaneously one also notices a sharper rise in the proportion of expenditure on consumer durables. Thus, what one sees is an upward movement in consumer demand along the hierarchy of consumer goods which amounts to a major change in consumer behaviour. There are two features of this change to which attention particularly needs to be drawn. 

If we examine the price behaviour of food items over the past several years, we find that the prices of protective foods (edible oils, pulses, sugar, meat, fish etc) have been rising more sharply than those of cereals on account of inadequate supply response to the increase in demand. This is particularly unfortunate because it affects the poorer segments of the population, whose need to increase consumption of protective foods is being thwarted by an excessive rise in prices. In the Approach to the Seventh Plan, importance was given to edible oils, pulses and some of the other protective foods but the overall impression created was that food grains still hold the centre of the stage. Whereas it is important to meet the demand for agricultural inputs to sustain the impetus of food grain production and to reduce the regional imbalance in agriculture development, the thrust of agricultural policy now must be more on increasing the availability of protective food at reasonable prices. 

Directions : Read the following passage carefully and answer the questions given below it. 

On a personal level, winning doesn’t mean the other guy has to lose. As former P&G brand manager Bruce Miller put in, ‘It’s not a zero-sum game. It’s more like golf than tennis, you are playing against yourself and the course, not the guy across the net or in the next office. Play your best game and, if it’s good enough, you’ll be a winner. You might not achieve the specific goal you have set, but the company is big enough and flexible enough to move you up and onward in a way that suits your talents. That’s winning.” 

Miller remembers the story of an assistant brand manager who, by his own account, was achieving great things and looked as if he had the world by the tail. At about the time his “class” was ready to go out on sales training, he had a closed-door meeting with his boss. His peers assumed he was the first to get the nod. It turned out his performance had all along been more flash than substance, and the meeting with his boss was to discuss other career alternatives inside or outside the company. Miller is convinced that the moral of the story is that winning is all about your own performance and not about keeping up with what the other guy seems to be doing.

Former CEO ED Artzt equates winning with professionalism: It’s mastery of the fundamentals. And that’s what you must do to win in management. You must master the fundamentals of the business you’re in, the functions you perform, and the process of managing people. If you don’t do that, you’ll eventually become a journeyman or journeywoman, and the brilliance you once had will surly tarnish. 

Mastering the fundamentals of any profession, be it in the arts, sports, or business, requires great sacrifice, endless repetition, and a constant search for the best way to do things. A professional in search of mastery brings an attitude to his or her work that no sacrifice is too great, and no experience or grunt work is too menial if it helps achieve mastery of the fundamentals. It all begins with attitude, striving to attain professionalism and embracing winning as a way of life. If you want to become a winning manager, I urge you to embrace that attitude with all your might. 

Directions : Read the following passage carefully and answer the questions given below it. 

On a personal level, winning doesn’t mean the other guy has to lose. As former P&G brand manager Bruce Miller put in, ‘It’s not a zero-sum game. It’s more like golf than tennis, you are playing against yourself and the course, not the guy across the net or in the next office. Play your best game and, if it’s good enough, you’ll be a winner. You might not achieve the specific goal you have set, but the company is big enough and flexible enough to move you up and onward in a way that suits your talents. That’s winning.” 

Miller remembers the story of an assistant brand manager who, by his own account, was achieving great things and looked as if he had the world by the tail. At about the time his “class” was ready to go out on sales training, he had a closed-door meeting with his boss. His peers assumed he was the first to get the nod. It turned out his performance had all along been more flash than substance, and the meeting with his boss was to discuss other career alternatives inside or outside the company. Miller is convinced that the moral of the story is that winning is all about your own performance and not about keeping up with what the other guy seems to be doing.

Former CEO ED Artzt equates winning with professionalism: It’s mastery of the fundamentals. And that’s what you must do to win in management. You must master the fundamentals of the business you’re in, the functions you perform, and the process of managing people. If you don’t do that, you’ll eventually become a journeyman or journeywoman, and the brilliance you once had will surly tarnish. 

Mastering the fundamentals of any profession, be it in the arts, sports, or business, requires great sacrifice, endless repetition, and a constant search for the best way to do things. A professional in search of mastery brings an attitude to his or her work that no sacrifice is too great, and no experience or grunt work is too menial if it helps achieve mastery of the fundamentals. It all begins with attitude, striving to attain professionalism and embracing winning as a way of life. If you want to become a winning manager, I urge you to embrace that attitude with all your might. 

Directions : Read the following passage carefully and answer the questions given below it. 

On a personal level, winning doesn’t mean the other guy has to lose. As former P&G brand manager Bruce Miller put in, ‘It’s not a zero-sum game. It’s more like golf than tennis, you are playing against yourself and the course, not the guy across the net or in the next office. Play your best game and, if it’s good enough, you’ll be a winner. You might not achieve the specific goal you have set, but the company is big enough and flexible enough to move you up and onward in a way that suits your talents. That’s winning.” 

Miller remembers the story of an assistant brand manager who, by his own account, was achieving great things and looked as if he had the world by the tail. At about the time his “class” was ready to go out on sales training, he had a closed-door meeting with his boss. His peers assumed he was the first to get the nod. It turned out his performance had all along been more flash than substance, and the meeting with his boss was to discuss other career alternatives inside or outside the company. Miller is convinced that the moral of the story is that winning is all about your own performance and not about keeping up with what the other guy seems to be doing.

Former CEO ED Artzt equates winning with professionalism: It’s mastery of the fundamentals. And that’s what you must do to win in management. You must master the fundamentals of the business you’re in, the functions you perform, and the process of managing people. If you don’t do that, you’ll eventually become a journeyman or journeywoman, and the brilliance you once had will surly tarnish. 

Mastering the fundamentals of any profession, be it in the arts, sports, or business, requires great sacrifice, endless repetition, and a constant search for the best way to do things. A professional in search of mastery brings an attitude to his or her work that no sacrifice is too great, and no experience or grunt work is too menial if it helps achieve mastery of the fundamentals. It all begins with attitude, striving to attain professionalism and embracing winning as a way of life. If you want to become a winning manager, I urge you to embrace that attitude with all your might. 

Directions : Read the following passage carefully and answer the questions given below it. 

On a personal level, winning doesn’t mean the other guy has to lose. As former P&G brand manager Bruce Miller put in, ‘It’s not a zero-sum game. It’s more like golf than tennis, you are playing against yourself and the course, not the guy across the net or in the next office. Play your best game and, if it’s good enough, you’ll be a winner. You might not achieve the specific goal you have set, but the company is big enough and flexible enough to move you up and onward in a way that suits your talents. That’s winning.” 

Miller remembers the story of an assistant brand manager who, by his own account, was achieving great things and looked as if he had the world by the tail. At about the time his “class” was ready to go out on sales training, he had a closed-door meeting with his boss. His peers assumed he was the first to get the nod. It turned out his performance had all along been more flash than substance, and the meeting with his boss was to discuss other career alternatives inside or outside the company. Miller is convinced that the moral of the story is that winning is all about your own performance and not about keeping up with what the other guy seems to be doing.

Former CEO ED Artzt equates winning with professionalism: It’s mastery of the fundamentals. And that’s what you must do to win in management. You must master the fundamentals of the business you’re in, the functions you perform, and the process of managing people. If you don’t do that, you’ll eventually become a journeyman or journeywoman, and the brilliance you once had will surly tarnish. 

Mastering the fundamentals of any profession, be it in the arts, sports, or business, requires great sacrifice, endless repetition, and a constant search for the best way to do things. A professional in search of mastery brings an attitude to his or her work that no sacrifice is too great, and no experience or grunt work is too menial if it helps achieve mastery of the fundamentals. It all begins with attitude, striving to attain professionalism and embracing winning as a way of life. If you want to become a winning manager, I urge you to embrace that attitude with all your might.