CONTENTS

S.NO TOPIC SIGNATURE

1. JOB APPLICATION
1.1 LETTER OF APPLICATION
1.2 RESUME

2. PRESENTATION SKILLS
2.1 PAPER PRESENTATION-1
NON- TECHNICAL TOPIC
2.2 PAPER PRESENTATION-2
TECHNICAL TOPIC

3. GROUP DISCUSSION

4. INTERVIEW SKILLS

5. ASSERTIVENESS

6. TIME MANAGEMENT SKILLS

7. LISTENING AND READING SKILLS

8. MOCK TEST

JOB APPLICATION

COVER LETTER
Ramesh.M
No:4/163,Kovil Street
Vandalur
Chennai-48.

20th October, 2019

The Manager
HR department
HCL Technologies
Chennai-55

Sir,

Sub: Applying for the post of Software Engineer -reg

Ref: Your advertisement in “The Hindu” dated 10th October, 2019

With reference to the above I wish to offer myself as a candidate for the post of
Software Engineer in your reputed organization. I am a B.E. graduate in CSE and I have worked
as a Junior Engineer in Miracle Computers Ltd., Trichy for eight months. I have enclosed my
resume for your perusal and kind consideration.

As a Software Engineer in your organization, I assure you that I will work hard for the
improvement of your company.

Looking forward to hear from you.

Thanking you.

Yours faithfully

Ramesh. M

Enclosures:

1. Resume
2. Copies of qualification certificates

RESUME
Ramesh.M
No:4/163,Kovil Street
Vandalur
Chennai-48
[email protected]
Phone: +91 9176304034

CAREER OBJECTIVE:
To gain a dynamic and challenging role in the area of Computer Science Engineering that will
offer me the best opportunity for further development of my abilities and knowledge and to
prove my innovative skills and diligent work.

EDUCATIONAL QUALIFICATION:

Degree/ Examination Institute/Univ./Board Year of Percentage

Passing
B.E. Computer Science
Engineering
Higher Secondary

PROFESSIONAL EXPERIENCE:

 Junior Engineer (June 2012 – January 2013) in Miracle Computers Ltd.

COMPUTER SKILLS:

 Operating System: MS-DOS, Windows, UNIX.

 Assembly Language: 8085,8051.
 Web Technologies: HTML

INTERESTED AREA:

 VLSI
 Embedded systems

RESPONSIBILITIES:

 Captain of Football team at school level.

 Secretary of Computer Science Association at college level.

KEY SKILLS:

 Quick Learner
 Able to adapt to any culture
 Good communication skills
 Committed, focused, determined and dedicated to the work.

EXTRA AND CO-CURRICULAR ACTIVITIES:

 Participated in various national level events.

 Participated in Indian Leprosy Foundation for resources mobilization for leprosy
eradication
 Actively participated in NCC, NSS and served the society.

PERSONAL DETAILS:
NAME : Ramesh.M

FATHER’S NAME : Magesh Chandran.K

DATE OF BIRTH : 14th March, 1991.

GENDER : Male

MARITAL STATUS : Single

BLOOD GROUP : B+ve

NATIONALITY : Indian

LANGUAGES KNOWN : English, Tamil.

REFERENCES:
 Mr. Manikumar
System Analyst
Miracle Computers Ltd., Trichy.

 Mr. Ravi
Senior Software Engineering
Globe Computers, Salem.

DECLARATION:

I hereby declare that above written particulars are true to the best of my knowledge
and belief.

Yours Sincerely

Ramesh.M

Place: Chennai
Date:

ORAL PRESENTATIONS
Each presentation is allocated a timeslot of 20 minutes which must not be exceeded. Please
prepare your talk to last about 15-17 minutes so that a few minutes are left for questions and
discussion.
 Some tips for preparing your paper presentation
First, organize your talk:
1. Read the entire paper at least 3 times.
You need to be able to explain the details in the paper (even the ugly tricky notation)
You need to be able to provide a critical analysis of the paper
Check out references in the related work section of the paper. (this will help you put the
paper in context of a larger body of work and will help you critique the paper's
results/contributions)
2. Find the important ideas A paper has many details but only one or two main ideas;
structure your talk around these main ideas.
3. Create a Talk Outline
Your talk should be organized in a top-down manner.
You should have the following main sections in your talk:
o Introduction, The Big Picture: what, why, how, and why we should care
(motivation). Be sure to include:
 a statement of the problem being solved (what)
 motivation and putting the work in context (why and why should we care)
 a high-level view of the author's solution (how)
o Details of solution
o Results demonstrating/proving their solution
o Critic of Work (possibly compare to related work)
o Conclusions & Future Directions for this work

The talk should be organized as the important ideas first, the details second, conclusions
last. Each section of your talk should be organized in a similar manor: high-level
important points first, details second, summarize high-level points last. If the paper is
well written, you can use the paper's organization as a guide.

Next, preparing your presentation

1. Repeat Your Point There is a rule that says you have to tell your audience something
three times before the really hear it:

1. Tell them what you are going to say.

2. Say it.
3. Summarize what you said.
4. Explain concepts in your own words It is certainly okay to lift key phrases from
the paper to use in your talk. However, you should also try to summarize the main
ideas of the paper in your own words.
5. Talk to the Audience Don't read your slide off the screen, nor directly off the
projector. It is okay to stop for a second and refer to your notes if you need to.

TECHNICAL PRESENTATION
NON-TECHNICAL PRESENTATION
GROUP DISCUSSION

GD is methodical. The participants are seated in a circular, semicircle way so that each
can have face-to-face contact to express their views or ideas. They are given a topic beforehand
and are given time (2 minutes) to think and discuss the topic and beget a decision. So, each
participant should express his/her views to make the discussion a lively one.

Unlike informal discussion GD has a Aim. As we discussed earlier, GD is a formal. It has

a purpose. Each participant should talk to reach the aim of the GD.

The aim is

 Solving the Problem

 Making a Decision
 Personality Assessment
There are many values where the monitors evaluate the participants to clear GD. They are

o Oral communication skills

o Knowledge about the subject
o Leadership traits
o Emotional quotient
o Reciprocity of thoughts
o Coordination

Oral Communication Skills:

The foremost facet is one’s power of expression. In GD, the thoughts, ideas,
views and opinions of the participants are expressed and exchanged through speech; it is
mandatory that each participant should possess the effective communication techniques to voice
their ideas with confident and courage. The success of GD lies in the ability of the participants to
speak fluently, convincingly and attractively. It is an acceptable fact that Oral Communication
Skills plays a very important role in the success of every GD. The selection committee members
keenly observe the skill of the participant to evaluate the GD. A candidate with his/her efficient
speech should hold the capacity of convincing others, and create an impact in the mind of the
moderator. Once he/she draws the attention of others by his/her eloquence, definitely they lead
the path of success. One can be successful in GD by possessing the following traits:
1. Ability to listen
2. Good Articulation
3. Usage of clear language
4. Clarity of expression
5. Non-Verbal clues
If a speaker follows the above said traits definitely they can get through in the GD.

Knowledge about the subject:

The speaker requires not only the communication skills but also the subject knowledge.
Without the knowledge about the topic or subject given, though the speaker possesses good
communication skills he/she can’t succeed in GD. Subject knowledge is not about the speaker’s
department subject, its all about current affairs. The best way to acquire the latest events both at
national and international levels is to by reading newspaper, good magazines and periodicals,
watching BBC news and other news channels, which are informative. Even one can make use of
internet facilities to update the latest facts or events. The topic for GD tests may include social,
political, economical and environmental problems or case studies. One can be sound convincing
and confident, if they posses in-depth knowledge about the subject. Even the sound subject
knowledge couldn’t be successful unless and until it is spoken in an accurate way.

The candidate can be successful only if he/she puts the ideas or thoughts about the subject in
an accurate, pleasing and systematic way. The candidate should also possess the quality of co
relating the facts and information about the topic with their frame of reference and express them
in a logical order. Their contribution should be plausible. The content what the speaker’s speaks
should be compatible to the topic. The candidate shouldn’t deviate from the given topic. Just
contributing some points is not enough. Whatever the speaker contributes has to be meaningful.
How to be meaningful?

 Should hold good knowledge base

 Should be able to put forth the arguments logically
 Should not deviate from the topic
 Should understand that quality and not quantity that judges the speaker.
Leadership traits:

As discussed earlier, there won’t be any elected leader in GD. It depends on

participants active participation and few of leadership qualities. Success in GD banks not
only on subject knowledge and communication skills but also on the candidates’ ability
to pose his/her leadership qualities. The examiner judges the candidate leadership traits
also. They will become a silent observer once the discussion starts. There are three types
of situations that can arise in a Group Discussion:

 A GD where participants are unable to establish a proper rapport and do not speak
much
 A GD where participants get emotionally charged and the group discussion gets
chaotic.
 A GD where participants discuss the topic assertively by touching on all its
nuances and try to reach the objective.
Here the leader would be someone who facilitates the third situation at a Group
Discussion

A leader would have the following qualities:

 S/he shows direction to the group whenever group moves away from the
topic.
 S/he coordinates the effort of the different team members in the Group
Discussion
 S/he contributes to the Group Discussion at regular intervals with valuable
insights
 S/he also inspires and motivates team members to express their views.
Body of the GD:

After choosing any technique of initiating, the content of the GD should flow in
such a way that there won’t be any break or obstacle to prove the speaker’s point.

Important points to be remembered:

 Don’t deviate from the topic.

 Use effective communication skills.
 Clear articulation
 Proper usage of body language.
 Friendly and cooperative atmosphere.

Summarization/ Conclusion:

Some GD’s may have conclusion but most of the GDs do not really have conclusion. A
group should decide in favor or against the topic that is conclusion.

That is not in the case of Summarization. Every GD is summarized. The points that are
discussed in the group can be summarized in a nutshell. Like a fine essay, a fine discussion
should come to a fine ending. Keep track of the time and bring the session to a fitting close.
There is no hard and fast rule that every GD should end with a consensus but it is necessary that
every GD should end with some positive conclusion.

Follow the below said points while summarizing a GD.

 Avoid raising new points.

 Avoid stating only your viewpoint.
 Avoid dwelling only on one aspect of the GD.
 Keep it brief and concise.
 It must incorporate all the important points that came out during the GD.
 If the examiner asks you to summarize a GD, it means the GD has come to an
end.
 Do not add anything once the GD has been summarized.
 Explain the differences that should be resolved.

Do’s and Don’ts

Do’s
1. Be as natural as possible. Do not try and be someone you are not. Be yourself.
2. A group discussion is your chance to be more vocal. The evaluator wants to hear you
speak.
3. Take time to organize your thoughts. Think of what you are going to say.
4. Work out various strategies to help you make an entry: initiate the discussion or agree
with someone else’s point and then move onto express your views.
5. Speak pleasantly and politely to the group.
6. Respect the contribution of every speaker.
7. Remember that a discussion is not an argument. Learn to disagree politely.
8. Think about your contribution before you speak. How best can you answer the
question/contribute to the topic?
9. Try to stick to the discussion topic. Don’t introduce irrelevant information.
10. Be aware of your body language when you are speaking.
11. Agree with and acknowledge what you find interesting.

Don’ts
1. Lose your temper. A discussion is not an argument.
2. Shout. Use a moderate tone and medium pitch.
3. Use too many gestures when you speak. Gestures like pointing and table thumping can
appear aggressive.
4. Dominate the discussion. Confident speakers should allow quirt students a chance to
contribute.
5. Draw too much on personal experience or anecdote. Although some tutors encourage
students to reflect on their own experience, remember not to generalize too much.
6. Interrupt. Wait for a speaker to finish what they are saying before you speak.
7. Start speaking until you have clearly understood and analyzed the subject.
8. Lose your cool if anyone says anything you object to. The key is to stay objective: don’t
take the discussion personally.
9. Use extreme phrases like: I strongly object, or I disagree.
Sample GD - I

Candidates are divided in groups of 8 to 10 and each group is tested by a panel of Judges.
Usually topics of general interest are given by the panel to the group and the group is asked to
proceed with discussion. Every candidate is supposed to express his opinion and views on the
topic given. The time for discussion is approximately 20 minutes. During the discussion, the
panel of Judges quietly observes the performance and behavior of the candidates and makes his
own assessment.

Mock GroupDiscussion :

Most topics are taken from the current political or economic scene so if one has just kept abreast
of current affairs, then he will be able to make a mark. We give below a group discussion on a
common topic and give some typical responses of students. We then analyze the discussion so
that readers can develop their own strategy for themselves.

JUDGE : Good morning. You can choose any topic you like or take a slip from that box. You
are given one minute to think to start with the discussion. The observers will not interfere in your
discussion. If no conclusion is reached, we may ask each of you to speak for a minute on the
topic at the end of the discussion. The topic on the slip is "Multinationals: Bane or Boon". I
suggest you should start the discussion.

Mr A : This is a good topic. I am against multinationals. We have Coke and Pepsi. Do we need
them? We can manufacture our own soft drinks. Multinationals destroy the local industry and
sell non-essential products.

Mr B : I agree with you. What is the fun of having Coke and Pepsi? We have our own Campa
Cola.

Mr C : I think water is good enough.

Mr D : We are not here to discuss soft drinks. The topic given to us is a much larger one. First,
let us define multinational companies. They are merely large companies which operate in a
number of countries. There could be some Indian multinationals also. So there is nothing wrong
with them. The point is whether they have a good or bad impact on the host countries. We have
to discuss their business practices and find out whether they are desirable or not.
Mr E : That is a very good introduction to the topic. Multinational companies do serve an
important function that they bring new products and technologies in countries which do not have
them. And it is not just Coke and Pepsi. They set up power plants and build roads and bridges,
which really help in the development of host countries.

Mr F : But are they all that good? We have seen that they destroy local industry. In India they
just took over existing companies. They came in areas of low technology. Moreover, we have to
see why they come at all. They come for earning profits and often remit more money abroad than
they bring in.

Mr A : I agree with you. I am against multinationals. We can produce everything ourselves. We

should be swadeshi in our approach. Why do we need multinational companies?

Mr E : We may not need multinational companies but then it also means that our companies
should not do business abroad. Can we live in an isolated world? The fact is that we are moving
towards becoming a global village. The world is interconnected. Then we have also seen that
foreign companies bring in business practices that we are impressed with. Look at foreign banks.
They are so efficient and friendly that the nationalized banks look pathetic in comparison. I think
we can learn a lot from multinationals if we keep our eyes and mind open.

Mr B : Take a look at McDonald's. They are providing quality meals at affordable prices. One
does not have to wait at their restaurants.

Mr C : How do you account for the fact that they take out more than they put in and thus lead to
impoverishing the country?

Mr D : The fact is that every poor country needs foreign investment. Poor countries often lack
resources of their own. That is why they have to invite foreign companies in. There is nothing
wrong in this because then products like cars, air conditioners and so on can be made in poor
countries. Often multinationals source products from different countries which helps boost their
export earnings.

Mr E : We have been talking about Coke and Pepsi. It is well known that Pepsi is in the foods
business also and has helped farmers in Punjab by setting up modern farms to grow potatoes and
tomatoes. Modern practices have helped the people in that area.

Mr A : I still feel that multinationals are harmful for the country.

Mr D : Well, there could be negative things associated with such companies. They may not be
very good in their practices. But can we do without them? I think the best way is to invite them
but also impose some controls so that they follow the laws of the country and do not indulge in
unfair practices.

Mr E : I think laws are applicable to everyone. Very often officials in poor countries take bribes.
The fault lies not with the company which gives a bribe but the person who actually demands
one. Why blame the companies for our own ills?

Mr A : What about the money they take out?

Mr D : We have had a good discussion and I think it is time to sum up. Multinationals may have
good points and some bad ones too, but competition is never harmful for anyone. We cannot live
in a protected economy any longer. We have been protected for many years and the results are
there for everyone to see. Rather than be close about multinationals, let us invite them in selected
areas so that we get foreign investment in areas which we are lacking. Laws can be strictly
enforced that companies operate within limits and do not start meddling in political affairs.

Analysis : Though Mr A started the discussion, he could not make any good points. Later, he
could not give any points about why multinationals are bad. It is also a bad strategy to say at the
outset whether you are for or against the topic. Remember, it is not a debate but a discussion.
The first step should always be to introduce the topic without taking sides. See the way in which
the discussion is proceeding and give arguments for or against. The observer is not interested in
your beliefs but in what you are saying. The participation of Mr B and C is below average. A
candidate must make 3-4 interventions. Their arguments are also not well thought out and add
nothing to the argument. It is important to say relevant things which make an impact rather than
speak for the sake of speaking. The arguments of Mr D and E are better. They seem to be aware
of the role of multinational companies. Mr E's approach is better as he intervenes a number of
times. He has also taken initiative in the beginning and brought order to the group. If selection
has to be made from the above six candidates, the obvious choice would be Mr E and thereafter,
Mr D.
INTERVIEW SKILLS

Interviews are a crucial part of the recruitment process for all organisations. Their
purpose is to give the interviewer(s) a chance to assess your suitability for the role and for you to
demonstrate your abilities and personality. As this is a two-way process, it is also a good
opportunity for you to ask questions and to make sure the organisation and position are right for
you.

The 8 Major Types of Interviews

There are many types of interviews serving diverse purposes.  Knowing what to expect can help
you achieve your goals.

1. Informational Interview
The objective of this interview is to ask for advice and learn more about a particular career field,
employer or particular job.  Interviewing experts in their field is one more way to become more
occupationally literate.  The knowledge that you gain here will make you a sharper and more
informed.  You will also make a contact and further develop your network.
2. Screening or Telephone Interview
A phone interview is a very cost effective way to screen candidates.  These can last anywhere
from 10 to 30 minutes.  You should prepare for it like an open book exam.  It is recommended
that you have in front of you your resume, the job description, a list of references, some prepared
answers to challenging questions and perhaps something about the company.  The vast majority
of communication is non-verbal.  Because they can’t see your body language, it is critically
important to have positive and polished answers with energetic tone and inflection.  Be sure to
ask what the next step is.
3. Individual Interview
This is the most common type and often called a “personal interview.”  It is typically a one-on-
one exchange at the organizations offices.  In order to best prepare you will want to know the
length of the interview which can usually range from 30 to 90 minutes.  If the interview is 30
minutes you have to be concise and have a high impact with your answers.  If it is 60 or 90
minutes you will want to go into much more depth and use specific examples to support your
generalizations.
4. Small Group or Committee Interview
This is where you will be meeting with several decision-makers at once.  This can be an
intimidating experience if you are not prepared.  It’s an efficient way to interview candidates and
allows for different interpretations or perceptions of the same answer.  Be sure to make eye
contact with everyone, no matter who asked the question.  It’s important to establish rapport with
each member of the interview team.  Try to find out the names and job titles of the participants.
5. The Second or On-Site Interview
After your first interview, you may be asked back again for a “second date.”  They like you
enough that you made the first round of cuts, but they would like to know more about you before
making their final decision.  Second Interviews can last either a half or full-day so it is best to
check again and get an agenda.  You may be meeting with three to five individuals.  This may
include a representative from Human Resources, the department head, the office staff and the
department head’s supervisor.  Be alert and enthusiastic at all times!  The more you know about
the structure of the process, the less anxious you are going to feel and the better you will
perform.  This is the last step before an offer is made.
6. Behavioral-Based Interview
The theory behind Critical Behavioral Interviewing (CBI) is that past performance in a similar
situation is the best predictor of future performance.  CBI probes much deeper than traditional
interviewing techniques.  You should prepare by thinking of specific examples that demonstrate
your competence in core behaviors such as teamwork, problem-solving, communication,
creativity, flexibility and organizational skills.  You will want to tell your story and structure it
by stating your answers in terms of the situation, the task, what action you took, and what was
the result or outcome.
7. Task Oriented or Testing Interview
This is a problem-solving interview where you will be given some exercises to demonstrate your
creative and analytical abilities.  A company may ask you to take a short test to evaluate your
technical knowledge and skills.  Sometimes a presentation to a group is necessary to determine
your communication skills.  Try to relax as much as possible.
8. Stress Interview
During this rare type, the interviewer tries to bait you, to see how you will respond.  The
objective is to find your weaknesses and test how you hold up to pressure.  Such tactics as weird
silences, constant interruptions and challenging interrogation with antagonistic questions are
designed to push your boundaries.  The question you have to ask yourself is: Do I want to work
for a company that treats me this way even before the offer is made?  Rethink the corporate
culture.

Top 12 Tips for Attending Interviews

Before the interview:

1. Find out more about the company: The more you know the better it is for you as it tells the
interviewer that you are interested and enthusiastic about the company.
2. Identify the location : find out the place of interview so that you don't waste valuable time
looking for it on the actual day.

3. Be prepared for the following frequently asked questions:

1. Why are you looking for a job?

2. What are your strengths?
3. What are your weaknesses?
4. Which is the best manager that you have ever worked with?
5. How about the worst manager?
6. What are the problems you face in your current job and how are you solving them.
7. What are your most significant accomplishments?
8. What can you do for us?
9. What is your expected salary?
10. What do you know about our company?

11. Tell about yourself.

4. Prepare a list of questions to ask: You can enquire about training and development
opportunities, workplace culture and major challenges of the job.

5. Practice: Rehearse with friend especially when the interview involves you for a presentation.

On the day of interview:

6. Documents: Check and make sure that all necessary certificates are in one file.

7. Dress appropriately: When you dress smartly and correctly for the occasion you create a
good visual impact.

8. Arrive in sufficient time: Be there 15 to 30 minutes earlier so that you can relax and compose
yourself.

During the Interview:

9. Behavior: Smile and make eye contact with the interviewer. Sit upright and do not cross and
uncross you legs.

10. Answering questions: Listen carefully and answer fully and directly. Do it in a friendly and
positive tone and provide examples. Always tell the truth.
11. Ask the right question: Remember you have prepared some questions to ask, now is the
time to do it.

After the interview:

12. Send a thank-you letter: In the letter you should repeat your interest in the position you
have applied for.
ASSERTIVENESS

What is Assertiveness?

Assertion means standing up for what you want. Stating your needs clearly. It means expressing
opposition. It means confrontation and it takes courage. Some find it harder than others because
of their natural easy-going style and therefore more practice is required. However, the aim
should not be just to gain a win. The aim should be to solve the problem and get the best result.
Assertion should not be synonymous with aggression because aggressive people adopt a ‘I win -
you lose’ mentality to achieve their objectives.

Assertiveness does not come naturally to all because we have all learned passive behaviours to
stave off confrontational situations. However these behaviours can be unlearned and assertive
behaviour used to produce results that benefit both parties.

Assertiveness training courses and workshops can help delegates increase work effectiveness and
productivity, achieve greater control of their daily activities and overcome work stressors

Assertion Self Analysis

To test your assertiveness there are some typical situations below. Be completely honest with
yourself and write down how you would naturally react in each situation.

 You are in a restaurant and order a steak medium-rare but it is served to you well-done.
 You are a customer waiting in queue to be served in your busy lunch hour. Suddenly, a
frail old lady steps in line ahead of you and claims that she is in a hurry.
 After walking out of a store where you purchased some items you discover you were
short-changed by £3.
 You are in a group discussion at work which includes your boss. A colleague asks you a
question about your work, but you don't know the answer.
 You are in the middle of watching a very interesting television program when your partner
comes in and asks you for a favour which means missing the rest of the programme.
 A friend drops in to say hello, but is staying too long, preventing you from finishing an
important work project. Your friend is unaware that he is interrupting your work.

Simple Assertiveness Techniques

There are many techniques to develop assertive behaviour. Most are based on ‘the three-line
assertion message’, in which:

 you understand and summarise the facts of the situation

 you indicate your feelings towards the situation
 you state your requirements, reasons and benefits to the other party, if appropriate.

Assertion normally comprises this three line assertive message. This technique enables you to
confront the other person with your concern without being personally aggressive, but it is not
easy and demands skilful conversation control. For example, you might say:

 "When you.…………." (state facts)

 "I feel uncomfortable …..….." (state feelings)
 "I would like……….(state requirements)………….in this way we will be able to
work together more productively because…………….." (benefits to the other party)

Here the person relates the behaviour that causes offence, says how he/she feels and then gives a
reason. Note there are no such attributions as 'You are deliberately annoying me', there are no
swear words, there are no put-downs of the other person. The emphasis is on indicating how you
feel and thereby seeking to gain a positive rather than an aggressive response from the other
person.

Here are some more guidelines for assertive delivery

 Acknowledge and be honest about your own feelings to yourself

 Adopt new positive inner dialogue for situations where you need to be more assertive
 Be clear, specific and direct in what you say
 If necessary, keep repeating your message if you encounter objections
 If necessary ask for clarification if you are uncertain about something
 If necessary, acknowledge diversion tactics, then again repeat your message
 Adopt appropriate body language to back up your assertion
 Keep calm and stick to the point
 Always respect the rights of the other person

And always ask yourself these questions

 How can I express my message more clearly?

 How can I be more specific about what I have to say?
 Am I likely to have to repeat my message? Will I feel comfortable doing this?
 Am I prepared to respond to their red herrings, and at the same time stick to my message?
 What body language will I use to back up my message?

Practice your assertiveness

Consider typical situations at work which require assertive behaviour and practise your
approach. Typical situations might include:

 giving criticism to a close colleague

 having to refuse to accept additional work
 asking help from a notoriously ‘difficult’ colleague.

Work through the following steps.

 Explain the situation to a friend or colleague, briefing him/her about whoever you will be
talking to.
 Use role-play to talk through the situation. Make your points clearly. In this conversation
the other person will respond as the appropriate character.
 Ask the other person what you did well, and what you could improve. If it will help, talk
through the situation again.
 Finally, swap roles - this will give you the opportunity of picking up other ideas from the
other person. At the same time you will experience the other side of the assertive
approach
Time Management Skills
Time management has been in existence for more than 100 years. Unfortunately the term "Time
management" creates a false impression of what a person is able to do. Time can't be managed,
time is uncontrollable, we can only manage ourselves and our use of time.
Time management is actually self management. Its interesting that the skills we need to manage
others are the same skills we need to manage ourselves: the ability to plan, delegate, organise,
direct and control

Work smarter. Reduce the stress of work overload.

Personal time management skills are essential skills for effective people. People who use these
techniques routinely are the highest achievers in all walks of life, from business to sport to public
service. If you use these skills well, then you will be able to function exceptionally well, even
under intense pressure.

What's more, as you master these skills, you'll find that you take control of your workload, and
say goodbye to the often intense stress of work overload.

At the heart of time management is an important shift in focus:

Concentrate on results, not on being busy
Many people spend their days in a frenzy of activity, but achieve very little because they're not
concentrating their effort on the things that matter the most.
The 80:20 Rule

This is neatly summed up in the Pareto Principle, or the '80:20 Rule'. This says that typically
80% of unfocussed effort generates only 20% of results. The remaining 80% of results are
achieved with only 20% of the effort. While the ratio is not always 80:20, this broad pattern of a
small proportion of activity generating non-scalar returns recurs so frequently that it is the norm
in many situations.

By applying the time management tips and skills in this section you can optimize your effort to
ensure that you concentrate as much of your time and energy as possible on the high payoff
tasks. This ensures that you achieve the greatest benefit possible with the limited amount of time
available to you.

Time Management Tools

In this section, we start off with simple and practical techniques, so that you can get off to a
quickly start to take control of your time. Beating Procrastination and Activity Logs help you
quickly eliminate the most common time-wasters, while Action Plans and Prioritized To Do
Lists help you focus on the most important short term activities.

We then move onto the really powerful and life-changing technique of goal setting, and then
look at the important, well-known, and usually-neglected technique of scheduling, which is
fundamentally important if you're going to control the volume of work you do. (You can learn 14
more, equally powerful techniques in our members area, the Career Excellence Club.)
In the first of these time management articles, we look at a problem that we all sometimes
struggle with: Beating procrastination. To read this, click 'Next article' below. Other relevant
destinations are shown in the "Where to go from here" list underneath.

Many of us claim our days are never wasted. "I'm very organised" we say "I know where I
am going and what I'm going to do". If you truly feel that way then you are in the minority.
Most people become frustrated with a day that is unproductive . We would all like to get more
done in a day

The idea of time management has been in existence for more than 100 years. Unfortunately the
term "Time management" creates a false impression of what a person is able to do. Time can't be
managed, time is uncontrollable we can only manage ourselves and our use of time

Time management is actually self management. Its interesting that the skills we need to manage
others are the same skills we need to manage ourselves: the ability to plan, delegate, organise,
direct and control

There are common time wasters which need to be identified

In order for a time management process to work it is important to know what aspects of our
personal management need to be improved. Below you will find some of the most frequent
reasons for reducing effectiveness in the workplace. Tick the ones which are causing to be the
major obstacles to your own time management. These we refer to as your "Time Stealers".

Identifying your time stealers

 Interruptions - telephone
 Interruptions - personal visitors
 Meetings
 Tasks you should have delegated
 Procrastination and indecision
 Acting with incomplete information
 Dealing with team members
 Crisis management (fire fighting)
 Unclear communication
 Inadequate technical knowledge
 Unclear objectives and priorities
 Lack of planning
 Stress and fatigue
 Inability to say "No"
 Desk management and personal disorganisation

Fortunately there are strategies you can use to manage your time, be more in control and reduce
stress, but you can analyse your time and see how you may be both the cause and the solution to
your time challenges.

Below, we examine time management issues in more detail

1. Shifting priorities and crisis management. Management guru Peter Drucker says that
"crisis management is actually the form of management preferred by most managers" The
irony is that actions taken prior to the crisis could have prevented the fire in the first place.
2. The telephone. Have you ever had one of those days when you thought your true calling was
in Telemarketing. The telephone-our greatest communication tool can be our biggest enemy to
effectiveness if you don't know how to control its hold over you.

3.Lack of priorities/objectives. This probably the biggest/ most important time waster. It
affects all we do both professionally and personally. Those who accomplish the most in a day
know exactly what they want to accomplish. Unfortunately too many of us think that goals and
objectives are yearly things and not daily considerations. This results in too much time spent on
the minor things and not on the things which are important to our work/lives

4. Attempting too much. Many people today feel that they have to accomplish everything
yesterday and don't give themselves enough time to do things properly. This leads only to half
finished projects and no feeling of achievement.

5.Drop in visitors. The five deadliest words that rob your time are "Have you got a minute".
Everyone's the culprit-colleagues., the boss, your peers. Knowing how to deal with interruptions
is one of the best skills you can learn .

6.Ineffective delegation. Good delegation is considered a key skill in both managers and
leaders. The best managers have an ability to delegate work to staff and ensure it is done
correctly. This is probably the best way of building a teams moral and reducing your workload
at the same time. The general rule is -this; if one of your staff can do it 80% as well as you can,
then delegate it.

7. The cluttered desk. When you have finished reading this article look at your desk. If you can
see less than 80% of it then you are probably suffering from 'desk stress'. The most effective
people work from clear desks.

8.Procrastination. The biggest thief of time; not decision making but decision avoidance. By
reducing the amount of procrastinating you do you can substantially increase the amount of
active time available to you.

9. The inability to say "no!". The general rule is; if people can dump their work or problems
on to your shoulders they will do it . Some of the most stressed people around lack the skill to
'just say no' for fear of upsetting people.

10. Meetings. Studies have shown that the average manager spends about 17 hours a week in
meetings and about 6 hours in the planning time and untold hours in the follow up. I recently
spoke to an executive who has had in the last 3 months 250 meetings It is widely acknowledged
that about as much of a third of the time spent in meetings is wasted due to poor meeting
management and lack of planning If you remember your goal is to increase your self
management, these are the best ways to achieve this;

There are many ways we can manage our time. We have listed some strategies you can use to
manage your time.

1. Always define your objectives as clearly as possible.

Do you find you are not doing what you want because your goals have not been set. One of the
factors which mark out successful people is their ability to work out what they want to achieve
and have written goals which they can review them constantly. Your long term goals should
impact on your daily activities and be included on your "to do" list. Without a goal or objective
people tend to just drift personally and professionally.
2. Analyse your use of time.

Are you spending enough time on the projects which although may not be urgent now are the
things you need to do to develop yourself or your career. If you are constantly asking yourself
"What is the most important use of my time, right now?" it will help you to focus on 'important
tasks' and stop reacting to tasks which seem urgent (or pleasant to do) but carry no importance
towards your goals.

3. Have a plan.

How can you achieve your goals without a plan. Most people know what they want but have no
plan to achieve it except by sheer hard work. Your yearly plan should be reviewed daily and
reset as your achievements are met. Successful people make lists constantly. It enables them to
stay on top of priorities and enable them to remain flexible to changing priorities. This should
be done for both personal and business goals.

4. Action plan analysis.

Problems will always occur, the value of a good plan is to identify them early and seek out
solutions. Good time management enables you to measure the progress towards your goals
because "What you can measure, you can control". Always try to be proactive.

Time management (or self management) is not a hard subject to understand, but unless you are
committed to build time management techniques into your daily routine you'll only achieve
partial (or no) results and then make comments such as "I tried time management once and it
doesn't work for me". The lesson to learn is that the more time we spend planning our time and
activities the more time we will have for those activities. By setting goals and eliminating time
wasters and doing this everyday you may find you will have extra time in the week to spend on
those people and activities most important to you.

The following time management techniques and strategies are designed to help you manage
your time and gain greater control of your life

General Tips and Techniques

1. Clear your desk and plan your activities for the next day.
2. First list your ‘time specific items, e.g. meetings and then write down the tasks you have to
complete.
3. Once you have prioritised your tasks, make a ‘to do’ list and work through the items in
priority order.
4. Ensure that you have given yourself sufficient time to complete your ‘to do’ list, taking into
account your daily interruptions.
5. Do difficult jobs first, when you are at your best. Look after minor jobs when you are tired.
6. Fix deadlines for all jobs and stick to them. A task should only take the time set aside for it.
7. Do not postpone important matters that are unpleasant. Jobs rarely get more pleasant by
being postponed. Do it now!
8. Try to arrange set times for jobs such as going through the mail, talking with your manager
or staff, computer input, etc.
9. Try to fix definite times when you would not like to be disturbed, and make the system work
except for genuine emergencies.
10. Plan your telephone calls. Make a brief note of what you want to say and what you want to
find out. It saves time later.
11. If you have several phone calls to make, do them all in a burst.
12. When you start a piece of work, try to finish it without interruptions. If you have to finish it
later, you will lose time picking up where you left off.
13. Arrange your breaks at times when you cannot work effectively.
14. Plan some time for discussing routine matters with your colleagues. Then you avoid
interrupting each other all the time.
15. Learn to say ‘No’. Get used to asking yourself ‘Am I the right person for this job?’
16. Monitor how you use your time, and make conscious changes to your behavior.
17. Stress and fatigue are rarely caused by the things you have done, but by the thought of what
you haven’t done!
18. Make a habit of finishing the main job of the day before you go home.

CLEAR YOUR DESK!

'Paper talk' alone can cost you an hour a day in looking for things and constant distractions.

Many people have developed the habit of their office becoming a giant 'to-do' list; papers;
‘some day’ stacks; files; letters; in-trays; phone messages, etc. lying around all screaming
‘LOOK AT ME', ‘DEAL WITH ME’. Here are some useful hints for silencing the 'paper talk'.

Put any in/out trays in a drawer or behind you on a credenza (or even outside your office) but
not on your desk.

Make it a real IN-tray, not a miscellaneous file.

EFFECTIVE USE OF THE MASTER FILES

Discard all non relevant documents (up to 85% of the documents retained by an organisation
will never be looked at again).

Remove all items from desk (each piece of paper on your desk will distract your attention 5
times a day).

Reorganise your shelves; give preference to cupboard and shelves rather than filing cabinets
(25% space saving).

Identify, reorganise and re-label all your files clearly.

Avoid fat files by all means; you ale better off sub-dividing subjects and grouping these sub-
files into a large filing box.

Use colour coding facilities (e.g. red/marketing, green/customers, etc)

PHONECALLS

Never hold on. Instead agree a time to ring back or leave a message and your phone number.

If someone is unavailable find out the best time to call back, or leave your number.

If you need to make regular calls agree upon a mutually beneficial time.
Learn to leave clear messages on other people's answerphones. Always leave your name and
phone number if you want them to ring you back.

INCOMING CALLS CHECKLIST

If possible train your PA or a member of your staff to screen calls and refer them to others.

Let the caller know your time constraints.

Always keep a pen and pad by the phone.

If you get a call asking for information you don't have immediately to hand, don't look for it:
arrange to call back later.

INTERRUPTIONS CHECKLIST

If you have an unexpected visitor:

Establish at the start why they have come to see you.

Stand when they enter the room, so that they also remain standing.

If it's necessary for you to deal personally with them suggest a later meeting, at your
convenience.

Whenever possible, suggest a meeting in their office.

Set time limits to your discussion.

Avoid engaging in small talk.

If you have a secretary/PA, agree a clear policy about who can have access to you and who they
should deal with.

If you really can't get them out of your office, leave the office yourself.

LISTENING
1. INTRODUCTION
Listening forms the basis for a good communication. One’s communication sounds better
or the best only when he/she is able to listen and interpret the message. Through listening
we gather the information
2. STRATEGIES TO IMPROVE YOUR LISTENING SKILLS

The necessity of good listening skills to your managerial performance is often

underrated, and understanding their importance and adopting the following simple, yet
imperative, strategies will help you display good listening skills and improve your overall
performance.

 Don’t confuse “hearing” with “listening.”  This is one of the most common errors
made by many people, staff and management alike. Hearing is a simple human function
while listening is a skill, like hitting a baseball, playing a musical instrument, learning
accounting, etc. Listening skills can improve by learning proper techniques and then
practice, practice, and practice.
 Focus and concentrate your attention.  Concentrate on the spoken words, their
meanings, and any obvious body language displayed by the speaker. At all costs, refrain
from letting your focus drift to your next meeting, phone calls that must be made,
stopping to pick up bread and milk after work, or any other subject other than closely
listening to the speaker.
 Display your understanding.  Just as you can only be sure your employees understand
by getting their feedback, you should learn how to express your understanding of other
speakers. Learn some methods with which you are comfortable to do this. Sometimes a
simple nodding of your head, smiling, or exhibiting active body language can
communicate your comprehension of the spoken words.
 Learn “empathetic” listening techniques.  In business and personal situations,
sympathy is important, but empathy is critical. Sympathy displays regret, remorse or
sorrow, but empathy illustrates understanding. Communicating that you understand the
position and feelings of the speaker is a listening skill that should win you newfound
respect and admiration from your peers, staff, and superiors.

READING
STRATEGIES THAT CAN HELP STUDENTS READ MORE QUICKLY AND
EFFECTIVELY INCLUDE

 Previewing: reviewing titles, section headings, and photo captions to get a sense of the
structure and content of a reading selection
 Predicting: using knowledge of the subject matter to make predictions about content and
vocabulary and check comprehension; using knowledge of the text type and purpose to
make predictions about discourse structure; using knowledge about the author to make
predictions about writing style, vocabulary, and content
 Skimming and scanning: using a quick survey of the text to get the main idea, identify
text structure, confirm or question predictions
 Guessing from context: using prior knowledge of the subject and the ideas in the text as
clues to the meanings of unknown words, instead of stopping to look them up
 Paraphrasing: stopping at the end of a section to check comprehension by restating the
information and ideas in the text.

MOCK TEST
Section I : Listening Comprehension

Part 1: Gap filling (This part carries 5 Marks)

Instruction: Listen to the passage and type the correct word in the blanks.

Q 1. The  ________of mobile phones globally together with the  __________of the financial
services market has provided new opportunities for trusted brands. Suddenly companies with
millions of customers and broad  _________channels, be they mobile operators, retailers or on-
line brands, have an  ___________to participate in the high margins of financial services,
previously enjoyed by banks and  __________  financial services companies. However, with this
comes a  __________  learning curve, change management issues and severe  ___________by
financial services authorities for ___________. A number of questions need to be addressed.
How can we understand the  _________minefield which includes Knowing Your Customer
(KYC), Anti-Money Laundering (AML), Countering the Financing of Terrorism (CFT)? How
can employees, distribution channels and customers be educated on these new products? What
services will our  _________base want and why?

Part 2: True/False (This part carries 5 Marks)

Instruction: Listen to the passage and indicate whether the given statement is True or False
by
clicking on the appropriate option.
NOTE: Audio can be replayed twice.

Q 2.  Enriched uranium is a kind of uranium which will be made stronger by the inclusion of
more isotopes of the metal.
True

False

Q 3.  U is the only nuclide existing in nature in sufficient quantities that can undergo fission with
high temperature neutrons.
True
False
Q 4.  Nuclear power generation is dependent upon enriched uranium.

True
False

Q 5.  The need for a nuclear proliferation treaty is felt to monitor the amount of nuclear weapons
being made in the world.
True
False
Q 6.  Oralloy is a code name given to enriched uranium.
True
False
Answer : 2,1,1,2,2
Listen to the passage and indicate whether the given statement is True or False by
clicking on the appropriate option.
Q 7.  Russia has built a cosmonaut which resembles a human being.
True
False
Q 8.  This technological robot can do tasks like screw bolts and fix damaged areas.
True
False
Q 9.  The robot will be sent into the space in two years.
True
False
Q 10.  The first trip of the robot to the International Space Craft will be permanent to help the
men on board that craft.
True
False
Q 11.  Japan and Germany are countries that are planning to send robots into space.
True
False
Answer: 2,2,1,2,1
Part 3: Multiple Choice (This part carries 5 Marks)
Instruction: Listen to the passage and answer the question/s by clicking on the appropriate
option.
Q 12.  What is the effect of the declining Arctic Sea over the North American continent?

a. it is shrinking

b. it is facing extremely hot summers

c. it is destroying the land
d. it is making the continent very cold
Q 13.  How sure are the researchers that the depleting water in the Arctic Sea is a contributory to
the inclement weather in N. America?
a. very sure
b. not very sure
c. it is only guess work
d. conclusively researched
Q 14.  What has been established about the Arctic due to severe loss of the winter sea?
a. global warming is highest there
b. global warming is least
c. there is no change in the temperatures
d. it rains much more and can bring tsunamis
Q 15.  Water is dark and so absorbs more energy from the sun than ice. What does this
phenomenon do to the Arctic?
a. releases more cold
b. releases more water
c. releases more heat
d. releases more energy
Q 16.  What is "negative Arctic oscillation”?
a. when the hot jet stream moves to the south
b. the arctic gets warmer
c. a contrast between temperatures is established
d. there is less contrast in temperatures
Q 17.  How does the Mediterranean get warmer then usual?
a. it is due to the negative Arctic oscillation
b. the westerly winds are contributory
c. negative arctic collision is not the only factor
d. cold temperatures move to the north
Q 18.  Which of the following is not a factor that contributes to cold weather?
a. the El Niño effect
b. solar flares
c. lunar minima
d. environmental change

Q 19.  What is the big challenge faced by scientists to be able to understand changing
temperatures?
a. they have to live in the Arctic sea to do research
b. they would have to spend at least 10 years for this research
c. they have to find funding for this research
d. they have to integrate all the knowledge into a giant model
Q 20.  What will happen to temperatures when solar activity is on the rise?
a. there will be very heavy flooding
b. there will be very cold winters
c. world temperatures will rise
d. snowfall in parts will be heavy
Q 21.  What will happen to the Arctic sea in about 30 years?
a. it will be 30% ice free
b. it will be 80% ice free
c. it will be 40% ice free
d. it will be 50% ice free

Answer : 4,2,1,3,1,3,1,4,3,2

Section II : Reading Comprehension

Part 4: Gap filling -Choose 10 correct words out of 15 words (This part carries 5 Marks)
Instruction: Fill in the blanks using the list of words given below.

(Enter option number in the Appropriate Box)

Q 22. The Velodrome was built in 1969 by the Wolverine Bicycle Club. The site of several
__________  bike racing  ___________ , the Velodrome was actively ridden and
_________until 1986, when the city of Detroit  _________abandoned it to the  ___________.
The last known race happened some time around 1990. In the next two decades, the Velodrome
deteriorated to a pitiful condition, looking less and less like a  ____________  and more like a
jungle. When Detroit's  ____________landscaping crew, The Mower Gang, recently
____________the site, they found mature trees growing from cracks in the broken concrete, with
garbage and tyres  ____________everywhere. My partners, Andy Didorosi, Al Schlutow, and I
decided we'd work to pry it from Mother Nature's grip and put it to good use again. We would
call the  ___________  racetrack the Thunderdrome.  

  1.essentially  2.championships  3.maintained  4.decades  5.condition6.concrete  7.racetrack  8.re
discovered  9.strewn  10.element 11.abandoned  12.actively  13.reborn  14.renegade  15.national

Answer : 15,2,3,1,10,7,14,8,9,13 

Part 5: Sequencing of Jumbled Sentences (This part carries 5 Marks)

Instruction: Arrange the following sentences in correct sequence (This question carries 5
mark)
Q 23.
1. The first version of the Enhanced Telephone is a telephone developed by Citibank in the late
1980s for customers to do banking and other financial transactions from their home.   

2. Software for the Enhanced Telephone was written in a proprietary language called HAL
(Home Application Language). 

3. The Enhanced Telephone ultimately failed to become a viable product because by the time it
was introduced, home banking via PCs was becoming more common, as the World Wide Web
became popular from 1991 onward.   

4. But the Philips P100 phone lived on and to this day variations of it are used for other
applications.

5. The second version of the Enhanced Telephone, the P100 model, was manufactured by Philips
Electronics and featured an LCD screen and more sleek styling.

Answer : 1,3,4,5,2

Part 6: Multiple Choice (This part carries 5 Marks)

Instruction: Read the Passage Carefully and Answer the Questions

Virtual reality (VR), also known as virtuality is a term that applies to computer-simulated
environments that can simulate physical presence in places in the real world, as well as in
imaginary worlds. Most current virtual reality environments are primarily visual experiences,
displayed either on a computer screen or through special stereoscopic displays, but some
simulations include additional sensory information, such as sound through speakers or
headphones. Furthermore, virtual reality covers remote communication environments which
provide virtual presence of users with the concepts of telepresence and telexistence or a virtual
artifact (VA) either through the use of standard input devices such as a keyboard and mouse, or
through multimodal devices such as a wired glove, the Polhemus, and omnidirectional
treadmills. The simulated environment can be similar to the real world in order to create a
lifelike experience—for example, in simulations for pilot or combat training—or it can differ
significantly from reality, such as in VR games. In practice, it is currently very difficult to create
a high-fidelity virtual reality experience, due largely to technical limitations on processing
power, image resolution, and communication bandwidth; however, the technology's proponents
hope that such limitations will be overcome as processor, imaging, and data communication
technologies become more powerful and cost-effective overtime.
Virtual reality is often used to describe a wide variety of applications commonly associated
with immersive, highly visual, 3D environments. The development of CAD software, graphics
hardware acceleration, head mounted displays, database gloves, and miniaturisation has helped
popularise the notion. In the book The Metaphysics of Virtual Reality by Michael R. Heim, seven
different concepts of virtual reality are identified: simulation, interaction, artificiality, immersion,
telepresence, full-body immersion, and network communication. People often identify VR with
head mounted displays and data suits.

Q 24.  What is virtual reality?

it is real time simulation

it applies to computer aided simulation

it applies to the real world

it applies to the unreal world

Q 25.  What do current reality environments not include?

human contact

visual experiences

sensory information

displays on a computer screen

Q 26.  Which of the following does not help in providing virtual presence of users?

key board

mouse
wired glove

cellular phone

Q 27.  Which of the following cannot provide a simulated environment similar to the real

world in order to create a lifelike experience?

simulations for pilot training

simulations for combat training

simulations in virtual reality gamessimulations in surgeries

Q 28.  Which of the following is not contributory to the difficulty in creating a high fidelity

virtual reality experience?

hardware compatibility

technical limitations on processing power

image resolution

communication bandwidth

Answer : 2,1,4,4,1

Instruction: Read the Passage Carefully and Answer the Questions

Data sharing is the practice of making data used for scholarly research available to other
investigators. Replication has a long history in science. The motto of The Royal Society is
'Nullius in verba', translated "Take no man's word for it." Many funding agencies, institutions,
and publication venues have policies regarding data sharing because transparency, access and
openness are considered by many to be part of the scientific method.
A great deal of scientific research is not subject to data sharing requirements, and many
of these policies have liberal exceptions. In the absence of any binding requirement, data sharing
is at the discretion of the scientists themselves. In addition, in certain situations agencies and
institutions prohibit or severely limit data sharing to protect proprietary interests, national
security, and subject/patient/victim confidentiality. Data sharing (especially photographs and
graphic descriptions of animal research) may also be restricted to protect institutions and
scientists from misuse of data for political purposes by animal rights extremists.
Data and methods may be requested from an author years after publication. In order to
encourage data sharing and prevent the loss or corruption of data, a number of funding agencies
and journals established policies on data archiving. Access to publicly archived data is a recent
development in the history of science made possible by technological advances in
communications and information technology.

Despite policies on data sharing and archiving, data withholding still happens. Authors
may fail to archive data or they only archive a portion of the data. Failure to archive data alone is
not data withholding. When a researcher requests additional information, an author sometimes
refuses to provide it. When authors withhold data like this, they run the risk of losing the trust of
the science community.

Q 29.  What is meant by data sharing?

it means to share data through computers

it will make data useful for researchers

it means to increase information

it means copying information

Q 30.  What is implied by- `Nullius in verba', translated "Take no man's word for it."?

do research by yourself to believe in something

do not copy from others

it is imperative to replicate data

fear is the most important factor while researching

Q 31.  What is not a scientific method of data sharing?

data should be open
data should be accessible
there should be transparency in the transfer of data
there should be honesty involved in the sharing
Q 32.  In the absence of any binding policies of research institutions, who is responsible for the
data?
the research cell
the scientists themselves
the book that publishes it
the web site that publishes it
Q 33.  How is access to publicly archived data possible?
through technological advances
through the internet
through better availability of books
through news papers

Answer : 2,1,4,2,1

Section III : Common Errors in English

Part 7: Correct the errors(grammar) in 10 sentences (This part carries 10 Marks)
Instruction: From the following pairs of sentences identify the grammatically correct
sentence Q.34 to Q.43.

Q 34. Identify the correct sentence.

Heavy smoking and to overeat are activities which a heart patient must forego.
Heavy smoking and overeating are activities a heart patient must forego.

Q 35. Identify the correct sentence.

Industrial spying is increasing rapidly because of the growing use of computers to store and
process corporate information.
Industrial spying are increasing rapidly because of the growing use of computers to store and
process corporate information.

Q 36. Identify the correct sentence.

He read the book `If Tomorrow Never Comes’.
He reads the book ‘ If Tomorrow Never Comes”.

Q 37. Identify the correct sentence.

I'm so sorry about the mess; I'll clear it up when I get back tonight.
I'm so sorry about the mess: I'll cleared it up when I get back tonight.

Q 38. Identify the correct sentence.

The student who reads faster will finish first.
The student who reads fastest will finish first.

Q 39. Identify the correct sentence.

I will be watching the cricket match for 6:00 pm.
I will be watching the cricket match at 6:00pm.

Q 40. Identify the correct sentence.

I never remember to have met this gentleman in Baroda last year.
I do not remember to have met this gentleman in Baroda last year.

Q 41. Identify the correct sentence.

He is working very hardly on upgrading the house.
He is working very hard on upgrading the house.

Q 42. Identify the correct sentence.

Among others I have invited Shekhar also.
Over others I have invited Shekhar also.

Q 43. Identify the correct sentence.

There is altogether too much violence on TV today.
There is all together too much violence on TV today.

Answer : 2,1,1,1,2,2,2,2,1,1