Practice Para Completion Online Test 4 | Englishfreetest.com

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    Question 1: When it comes to vehicular pollution, there is a need to understand why Delhi has an ever-growing motorized vehicle population. Efficient mobility is essential for a smooth functioning city. A primary cause for the explosion of private cars in the city is the _________.
    A. Delhi’s vehicular traffic, particularly private vehicles, is not the prime culprit.
    B. higher number of trips by autos and taxis and a larger presence of two-wheelers.
    C. absence of a properly functioning, predictable, integrated public transport system with efficient last-mile connectivity.
    D. a feeder system integrating the different forms of public transport, synchronized road management system, and improved pedestrian facilities.
    Question 2: Thus the end of knowledge and the closing of the frontier that it symbolizes is not a looming crisis at all, but merely one of many embarrassing fits of hubris in civilization’s long industry. In the end, it will pass away and be forgotten. Ours is not the first generation to struggle to understand the organizational laws of the frontier, deceive itself that it has succeeded, and go to its grave having failed. _____
    A. One would be wise to be humble.
    B. But we might be the first generation to actually reach the frontier.
    C. But we might be the first generation to deal with the crisis.
    D. However, this time the success is not illusory.
    Question 3: India’s drive to encourage the use of efficient LED light bulbs has till now been restricted, for the most part, to households. The government leveraged its buying power to make LEDs available at discounted prices. Lighting takes up about 15 percent of the total power consumption ________.
    A. Much of India’s infrastructure is yet to be built.
    B. Such a business model would also align with broader goals of improving energy efficiency.
    C. A cost-effective pathway for this growing segment to transition to LEDs makes smart business and economic sense.
    D. That can be reduced to about 2 percent if LEDs are adopted across the board.
    Question 4: The real threat from ISIS is not territorial but ideological. Fighters are flocking to the fledgling caliphate because they are attracted to the notion that violence and bloodshed can create a space of totalitarian homogeneity. It’s not simply the attraction of a particular religious interpretation. ISIS offers a counter-narrative to nationalism and the emptiness of godless globalization. The society that the caliphate has created is multi-ethnic, transnational, and fully conversant in the latest technology.
    A. We may well look back at the first year of the Islamic State and wax nostalgic about how comparatively placid it was.
    B. And yet it also offers a very specific, historically grounded identity.
    C. However, ISIS is not a state. States are part of the world that ISIS rejects.
    D. It has a 100-year plan for taking over the world and imposing its own version of Islamic orthodoxy.
    Question 5: Talented youth can ill-afford to resign to their fate just because they can’t properly communicate in English. They should confront the challenges which should, in fact, bring out their best. A little confidence and hard work are all that is needed for them to climb up the career ladder. For that, they need to develop communication skills in English, shape uptheir personalities and acquire the much-needed knowledge.
    A. Knowledge and communication skills are the key ingredients that make up the recipe for success.
    B. Students have to act as leaders in the college itself.
    C. Success will automatically follow.
    D. Speaking and writing in English are important, thinking in English is twice as important.
    Question 6: It is important for HR and talent management professionals to understand the distinction between happy, satisfied employees and engaged employees. Engaged employees are happy, satisfied employees, but not all happy, satisfied employees are engaged employees (………………………………………………….). Similarly, satisfied employees are happy to show up to work each day and do their work, but will be equally happy to take their satisfaction elsewhere for a salary increase.
    A. The renewed interest in improving employee engagement in organizations has originated from actions executives took during the recession.
    B. Engaged employees speak positively about their organizations to their co-workers, potential employees, and customers.
    C. Happy employees, for example, may gladly show up for work on most days, but that happiness does not necessarily translate into productivity and profitability
    D. Not all satisfied, emotionally invested professionals are engaged at the same level in an organization.
    Question 7: (…………………………………………………………….). As the economy continues to recover and talent remains the last true competitive advantage, business leaders are right to be concerned about employee engagement. There is a real fear that the 70 percent disengaged workers will leave, taking their knowledge and talents to competitors, or worse, stay with the organization physically, but not mentally. The timing could not be more crucial for HR and talent managers to prioritize engagement as a strategic initiative.
    A. Engaged employees feel emotionally connected to the organization, understand what it takes to help the organization succeed, and drive for that result.
    B. To achieve stronger bottom line results, it is essential that HR and talent leaders partner with business leaders to create and communicate a culture of engagement.
    C. Increasing an organization’s employee engagement and commitment can dramatically impact and fuel operational excellence, innovation, and the ability to compete.
    D. HR and talent management professionals should ensure communication plans are built into all employee engagement initiatives.
    Question 8: (……………………………………………….). We are managing numerous fluctuating priorities, working with increased expectations, balancing competing demands for our personal and professional goals, and handling ongoing conflict and ambiguity in complex environments. Consulting firm AON Hewitt estimates that 35 percent of U.S. employers in 2013 offered stress-reduction programs to their employees, and that estimate is expected to grow (AON Hewitt, 2013). HR and talent management professionals are increasingly looking for ways to reduce employee stress, and many employers—like Google, Aetna, Target, and General Mills, to name a few—have found that introducing mindfulness into their workplace not only lowers employee stress, but improves focus, clarity of thinking, decision-making, emotional intelligence, and more.
    A. Mindfulness has roots that go back 2,500 years and uses an anchor—often breathing—to center attention and to bring awareness to the present moment
    B. Physiological or biological stress is an organism’s response to a stressor such as an environmental condition
    C. One child was said to have lost all their eyelashes due to stress, while others worried about academic failure and some had to be comforted.
    D. In today’s work world, we face multiple stress inducing demands and pressures as well as constant connectivity through smart phones, social media, and tablet computers
    Question 9: Thought leaders are increasingly calling today’s turbulent business world a “VUCA” environment - one that is volatile, uncertain, complex, and ambiguous.(………………………………………….). Organizations that lack resilience, that ability to bounce back after setbacks, are often stressful places to work, a situation in which far too many employers and employees are well versed.
    A. But if you’re looking to build resilient teams or entire organizations, it’s the resilience of all those relationships that may matter even more.
    B. But all isn’t lost; it simply means shifting our focus from developing resilient leaders toward developing collectively resilient groups.
    C. To succeed in this environment, organizations must be more adaptive and agile than ever before — they must be resilient
    D. Keep piling on ever bigger sales targets or changing mandates from on high, and eventually, even the most resilient individual is likely to break down.
    Question 10: The workplace is often strained, stressful, and overwhelming.(…………………………………………..). As human beings, that is simply an impossibility; employees cannot leave their emotions and personalities at home. By building work communities that are safe and secure, yet also encouraging and stimulating, HR and talent management professionals can also create teams that are more productive, satisfied, and high-performing.
    A. Employees have been taught to check their feelings at the door to focus on their work—to “compart-mentalize” their personal and professional selves
    B. Developing resilient leaders will help them better grasp and support the benefits of building resilience at all organizational levels.
    C. Each time a community meets—whether it is a team, a smaller working group or an entire division— the community leader should open with a few simple questions.
    D. Encourage employees to keep a running list of everything that is on their minds so they can get it off their minds.