RBI Assistant Prelims Mock Test - 3 - Bank Exams MCQ

In each of the following questions, a word has been given and used in three statements. You are supposed to identify which of the statement/s use/s the meaning of the word used incorrectly and mark the same as your answer.

Evident

I. Both the colours look similar, that the orange wallpaper on peach coloured all is noticeable

II. It was too dark to see his expression, but it was obvious he was watching her

III. It gradually became apparent that the question could not be settled without an armed conflict.

In each of the following questions, a word has been given and used in three statements. You are supposed to identify which of the statement/s use/s the meaning of the word used incorrectly and mark the same as your answer.

Liberty

I. The relaxed, elegant atmosphere adds the feeling of serenity inside the cabin.

II. He said in 1856, ‘I think we must get rid of independence, or we must get rid of freedom.

III. The declaration proclaimed the full sovereignty of the republicans

Select the wrongly spelt word.

Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.

The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but there's always one guy behind the scenes who ends up making the tough decisions. It doesn't make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "We've got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers' involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guy's desk. So, we're wasting time trying to emulate something I don't think really exists.

Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.

Why? Because that's the only way you can steer clear of anarchy. Otherwise, you'll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby blues on my own". You'll never get anything done right that way.

What's to admire about consensus management anyway? By its very nature, it's slow. It can never be daring. There can never be real accountability - or flexibility. The only plus that I've been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and that's a problem too. In any event, I don't think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.

Q. What is the central idea behind the passage?

Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.

The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but there's always one guy behind the scenes who ends up making the tough decisions. It doesn't make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "We've got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers' involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guy's desk. So, we're wasting time trying to emulate something I don't think really exists.

Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.

Why? Because that's the only way you can steer clear of anarchy. Otherwise, you'll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby blues on my own". You'll never get anything done right that way.

What's to admire about consensus management anyway? By its very nature, it's slow. It can never be daring. There can never be real accountability - or flexibility. The only plus that I've been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and that's a problem too. In any event, I don't think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.

Q. Based on the passage, which of the following can be concluded?

Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.

The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but there's always one guy behind the scenes who ends up making the tough decisions. It doesn't make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "We've got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers' involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guy's desk. So, we're wasting time trying to emulate something I don't think really exists.

Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.

Why? Because that's the only way you can steer clear of anarchy. Otherwise, you'll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby blues on my own". You'll never get anything done right that way.

What's to admire about consensus management anyway? By its very nature, it's slow. It can never be daring. There can never be real accountability - or flexibility. The only plus that I've been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and that's a problem too. In any event, I don't think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.

Q. What is the tone of the given passage?

Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.

The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but there's always one guy behind the scenes who ends up making the tough decisions. It doesn't make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "We've got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers' involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guy's desk. So, we're wasting time trying to emulate something I don't think really exists.

Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.

Why? Because that's the only way you can steer clear of anarchy. Otherwise, you'll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby blues on my own". You'll never get anything done right that way.

What's to admire about consensus management anyway? By its very nature, it's slow. It can never be daring. There can never be real accountability - or flexibility. The only plus that I've been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and that's a problem too. In any event, I don't think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.

Q. Which of the following is true as per the given passage?

Direction: Read the passage given below and then answer the questions given below the passage. Some words may be highlighted for your attention.

The big fuss about consensus management is an issue that boils down to a lot of noise about not much. The consensus advocates are great admirers of the Japanese management style. Consensus is what Japan is famous for. Well, I know the Japanese fairly well: They still remember Douglas MacArthur with respect, and they still bow down to their Emperor. In my dealings with them, I found that they talk a lot about consensus, but there's always one guy behind the scenes who ends up making the tough decisions. It doesn't make sense to me to think that Mr. Toyoda or Mr. Morita of Sony sits around in committee meetings and says, "We've got to get everybody in this organization, from the janitor up, to agree with this move". The Japanese believe in their workers' involvement early on in the decision-making process and in feedback from employees. And they probably listen better than we do. But you can bet that when the chips are down, the yen stops at the top guy's desk. So, we're wasting time trying to emulate something I don't think really exists.

Business structures are microcosms of other structures. There were no corporations in the fifteenth century. But there were families. There were city governments, provinces, and armies. There was the Church. All of them had, for lack of a better word, a pecking order.

Why? Because that's the only way you can steer clear of anarchy. Otherwise, you'll have somebody come in one morning and tell you: "Yesterday I got tired of painting red convertibles, so today I switched to all baby blues on my own". You'll never get anything done right that way.

What's to admire about consensus management anyway? By its very nature, it's slow. It can never be daring. There can never be real accountability - or flexibility. The only plus that I've been able to figure out is that consensus management means consistency of direction and objectives. And so much consistency can become faceless, and that's a problem too. In any event, I don't think it can work in this country. The fun of business for entrepreneurs, big or small, lies in the free enterprise system, not in the greatest agreement by the greatest number.

Q. What did the author mean by 'They still remember Douglas MacArthur with respect, and they still bow down to their Emperor'?

Direction: Below, a passage is given with five blanks labeled (A)-(E). Below the passage, five options are given for each blank. Choose the word that fits each blank most appropriately in the context of the passage, and mark the corresponding answer.

Whether you are on the go, in your office, or at home, new technology gadgets can introduce great time-saving ___(A)____ into your day, as well as make life easier. Here are some of these great finds, including unlimited external storage devices for iOS devices, laptops, and desktops; Bluetooth-enabled speakers, earbuds and keyboard, a versatile 2-in-1 tablet; and charging options for mobile devices. ___(B)___ as the smallest external storage for iOS, the Dash-i is a MicroSD card reader for iOS devices that gives you ____(C)___ external storage capabilities. Made of the aircraft-grade aluminum casing, the Dash-i can be attached to a key ring and taken anywhere you go. The Microsoft Surface Pro 4 offers the ___(D)___ of a laptop and a tablet in one device. The Surface Pro 4 is available starting with 128GB / Intel Core m 3 – 4GB RAM configuration up to a 256GB / Intel Core i7 - 8GB RAM configuration. This atomic alarm clock displays the time, day/date, temperature, humidity, and moon phases. The clock's radio receiver ___(E)___ with NIST-F1, the U.S.'s atomic clock for always-accurate time.

Which of the following words most appropriately fits the blank labeled (C)?

Direction: Below, a passage is given with five blanks labeled (A)-(E). Below the passage, five options are given for each blank. Choose the word that fits each blank most appropriately in the context of the passage, and mark the corresponding answer.

Whether you are on the go, in your office, or at home, new technology gadgets can introduce great time-saving ___(A)____ into your day, as well as make life easier. Here are some of these great finds, including unlimited external storage devices for iOS devices, laptops, and desktops; Bluetooth-enabled speakers, earbuds and keyboard, a versatile 2-in-1 tablet; and charging options for mobile devices. ___(B)___ as the smallest external storage for iOS, the Dash-i is a MicroSD card reader for iOS devices that gives you ____(C)___ external storage capabilities. Made of the aircraft-grade aluminum casing, the Dash-i can be attached to a key ring and taken anywhere you go. The Microsoft Surface Pro 4 offers the ___(D)___ of a laptop and a tablet in one device. The Surface Pro 4 is available starting with 128GB / Intel Core m 3 – 4GB RAM configuration up to a 256GB / Intel Core i7 - 8GB RAM configuration. This atomic alarm clock displays the time, day/date, temperature, humidity, and moon phases. The clock's radio receiver ___(E)___ with NIST-F1, the U.S.'s atomic clock for always-accurate time.

Which of the following words most appropriately fits the blank labeled (D)?

Direction: Below, a passage is given with five blanks labeled (A)-(E). Below the passage, five options are given for each blank. Choose the word that fits each blank most appropriately in the context of the passage, and mark the corresponding answer.

Whether you are on the go, in your office, or at home, new technology gadgets can introduce great time-saving ___(A)____ into your day, as well as make life easier. Here are some of these great finds, including unlimited external storage devices for iOS devices, laptops, and desktops; Bluetooth-enabled speakers, earbuds and keyboard, a versatile 2-in-1 tablet; and charging options for mobile devices. ___(B)___ as the smallest external storage for iOS, the Dash-i is a MicroSD card reader for iOS devices that gives you ____(C)___ external storage capabilities. Made of the aircraft-grade aluminum casing, the Dash-i can be attached to a key ring and taken anywhere you go. The Microsoft Surface Pro 4 offers the ___(D)___ of a laptop and a tablet in one device. The Surface Pro 4 is available starting with 128GB / Intel Core m 3 – 4GB RAM configuration up to a 256GB / Intel Core i7 - 8GB RAM configuration. This atomic alarm clock displays the time, day/date, temperature, humidity, and moon phases. The clock's radio receiver ___(E)___ with NIST-F1, the U.S.'s atomic clock for always-accurate time.

Which of the following words most appropriately fits the blank labeled (B)?

Direction: Below, a passage is given with five blanks labeled (A)-(E). Below the passage, five options are given for each blank. Choose the word that fits each blank most appropriately in the context of the passage, and mark the corresponding answer.

Whether you are on the go, in your office, or at home, new technology gadgets can introduce great time-saving ___(A)____ into your day, as well as make life easier. Here are some of these great finds, including unlimited external storage devices for iOS devices, laptops, and desktops; Bluetooth-enabled speakers, earbuds and keyboard, a versatile 2-in-1 tablet; and charging options for mobile devices. ___(B)___ as the smallest external storage for iOS, the Dash-i is a MicroSD card reader for iOS devices that gives you ____(C)___ external storage capabilities. Made of the aircraft-grade aluminum casing, the Dash-i can be attached to a key ring and taken anywhere you go. The Microsoft Surface Pro 4 offers the ___(D)___ of a laptop and a tablet in one device. The Surface Pro 4 is available starting with 128GB / Intel Core m 3 – 4GB RAM configuration up to a 256GB / Intel Core i7 - 8GB RAM configuration. This atomic alarm clock displays the time, day/date, temperature, humidity, and moon phases. The clock's radio receiver ___(E)___ with NIST-F1, the U.S.'s atomic clock for always-accurate time.

Which of the following words most appropriately fits the blank labeled (E)?

Direction: Below, a passage is given with five blanks labeled (A)-(E). Below the passage, five options are given for each blank. Choose the word that fits each blank most appropriately in the context of the passage, and mark the corresponding answer.

Whether you are on the go, in your office, or at home, new technology gadgets can introduce great time-saving ___(A)____ into your day, as well as make life easier. Here are some of these great finds, including unlimited external storage devices for iOS devices, laptops, and desktops; Bluetooth-enabled speakers, earbuds and keyboard, a versatile 2-in-1 tablet; and charging options for mobile devices. ___(B)___ as the smallest external storage for iOS, the Dash-i is a MicroSD card reader for iOS devices that gives you ____(C)___ external storage capabilities. Made of the aircraft-grade aluminum casing, the Dash-i can be attached to a key ring and taken anywhere you go. The Microsoft Surface Pro 4 offers the ___(D)___ of a laptop and a tablet in one device. The Surface Pro 4 is available starting with 128GB / Intel Core m 3 – 4GB RAM configuration up to a 256GB / Intel Core i7 - 8GB RAM configuration. This atomic alarm clock displays the time, day/date, temperature, humidity, and moon phases. The clock's radio receiver ___(E)___ with NIST-F1, the U.S.'s atomic clock for always-accurate time.

Which of the following words most appropriately fits the blank labeled (A)?

Direction: A sentence with two blanks is given, each blank indicating that something has been omitted. Choose the pair of words that best fits in the blanks.

Fresh food is so _______ that prices have _______.

Direction: A sentence with two blanks is given, each blank indicating that something has been omitted. Choose the pair of words that best fits in the blanks.

The central bank's monetary policy committee has_____________ to sit pat on rates and choose to give_____________ time to "assess how the transitory effects of demonetization on inflation and the output gap play out."

Direction: Read the sentence to find out whether there is an error in it. The error, if any, will be in one part of the sentence. If the given sentence is correct as it is, mark the answer as "No error". Ignore the errors of punctuation if any.

In the present era of ubiquitous technology, (1)/ philosophers are beginning to (2)/ ask whether the biological anatomy (3)/ really captures the entirety of whom we are. (4)

Direction: Read the sentence to find out whether there is an error in it. The error, if any, will be in one part of the sentence. If the given sentence is correct as it is, mark the answer as "No error". Ignore the errors of punctuation if any.

This three philosophers share (1)/ a methodical, deliberate and an (2)/ almost plodding approach (3)/ on philosophical puzzles. (4)

In the following questions, three options are given, in which some options are grammatically correct and some are not. You have to find the option(s) which is/are free from error and mark the same as your answer.

I. Cars were set on the fire and a bomb attack was made against the mayor' car with his family inside.

II. Global wheat prices have touched record highs since Russia invaded Ukraine.

III. Are you angry at me because I didn't want to go up to see your parents?

In the following questions, three options are given, in which some options are grammatically correct and some are not. You have to find the option(s) which is/are free from error and mark the same as your answer.

I. Neither baseball nor football were available at the small green town High School.

II. He had constant encounters with the angry mob, but his tact and courage never failed.

III. Apparently it was the only thing which frightened him.

Direction: Identify the correct pair of synonyms from the given table.

Read the passage and answer the questions that follow.

Now that the third wave is in retreat, the efforts of women’s groups across India in the fight against Covid-19, which have been nothing short of remarkable, must be documented and used as a template for future campaigns against such eventualities.

Among the women’s groups which threw all their energies into the battle against the virus, one that really stands out is JEEViKA from Bihar, which worked relentlessly to tackle misconceptions against the vaccine along with sensitising and mobilising the rural masses, especially the youth, at the community level.

It is India’s largest women’s socio-economic empowerment program working with 12.7 million families in rural Bihar. It works on a three-tier architecture — the self-help group as the primary unit, the village organisation as the secondary unit and the cluster-level federations as the tertiary institution. At each step, it has worked in complementarily with the state administration. It leveraged strong digital platforms to get its message across through localised songs and videos backed up by audio messages and leaflets. Today, it operates in 34,656 villages across 38 districts.

Sweety Kumari, who works with JEEViKA, says, “Initially people refused to be vaccinated. This includes the illiterate but also those who had some degree of education. People told me to go and get myself and my family vaccinated first, some said that vaccines were causing disabilities and death. I did that and made a video of the process. I was able to win over people this way. I feel that I have done something for my country through my small efforts. It has been an incredible experience for me.”

JEEViKA’s network of self-help groups proved invaluable in knowledge creation and sharing, relief work among the vulnerable, funding mobilisation for essential items, providing economic opportunities and infrastructure and logistical preparedness for marketing and supply chains. Here again, as in the case of many such groups, the seamless working with the district administration, and state machinery ensured that there were few impediments and that credit was shared all around

The JEEViKA workers were given incentives but this small sum hardly explains their dedication and commitment. Their work went far beyond the call of duty and many attribute this to the fact that they got respect and a certain stature within their social milieu. Now the workers have turned their attention to the younger population. The biggest strength of the organisation is the fact that the workers interacted with people individually and on a daily basis, going back repeatedly to households that initially resisted, to address their concerns and persuade them. This coordinated approach with a human touch has worked wonders in Bihar, not always the easiest place to work in. And it is this approach which must be adopted going forward to tackle the myriad socio-economic and health problems that rural India faces.

Q. In context of the passage, which of the following words is similar in meaning to “incredible”?

Read the passage and answer the questions that follow.

Now that the third wave is in retreat, the efforts of women’s groups across India in the fight against Covid-19, which have been nothing short of remarkable, must be documented and used as a template for future campaigns against such eventualities.

Among the women’s groups which threw all their energies into the battle against the virus, one that really stands out is JEEViKA from Bihar, which worked relentlessly to tackle misconceptions against the vaccine along with sensitising and mobilising the rural masses, especially the youth, at the community level.

It is India’s largest women’s socio-economic empowerment program working with 12.7 million families in rural Bihar. It works on a three-tier architecture — the self-help group as the primary unit, the village organisation as the secondary unit and the cluster-level federations as the tertiary institution. At each step, it has worked in complementarily with the state administration. It leveraged strong digital platforms to get its message across through localised songs and videos backed up by audio messages and leaflets. Today, it operates in 34,656 villages across 38 districts.

Sweety Kumari, who works with JEEViKA, says, “Initially people refused to be vaccinated. This includes the illiterate but also those who had some degree of education. People told me to go and get myself and my family vaccinated first, some said that vaccines were causing disabilities and death. I did that and made a video of the process. I was able to win over people this way. I feel that I have done something for my country through my small efforts. It has been an incredible experience for me.”

JEEViKA’s network of self-help groups proved invaluable in knowledge creation and sharing, relief work among the vulnerable, funding mobilisation for essential items, providing economic opportunities and infrastructure and logistical preparedness for marketing and supply chains. Here again, as in the case of many such groups, the seamless working with the district administration, and state machinery ensured that there were few impediments and that credit was shared all around

The JEEViKA workers were given incentives but this small sum hardly explains their dedication and commitment. Their work went far beyond the call of duty and many attribute this to the fact that they got respect and a certain stature within their social milieu. Now the workers have turned their attention to the younger population. The biggest strength of the organisation is the fact that the workers interacted with people individually and on a daily basis, going back repeatedly to households that initially resisted, to address their concerns and persuade them. This coordinated approach with a human touch has worked wonders in Bihar, not always the easiest place to work in. And it is this approach which must be adopted going forward to tackle the myriad socio-economic and health problems that rural India faces.

The JEEViKA workers were given incentives but this small sum hardly explains their dedication and commitment. Their work went far beyond the call of duty and many attribute this to the fact that they got respect and a certain stature within their social milieu.

Q. What do you understand by the above highlighted statement?

(a) JEEViKA workers are not worth getting incentive, their dedication and commitment for work is unethical

(b) The work done by JEEViKA workers is laudable and beyond their responsibilities, which cannot be explained by a handful of incentives.

(c) The dedication and commitment for the work of JEEViKA workers is not worthy, so they get a small sum of incentives.

Read the passage and answer the questions that follow.

Now that the third wave is in retreat, the efforts of women’s groups across India in the fight against Covid-19, which have been nothing short of remarkable, must be documented and used as a template for future campaigns against such eventualities.

Among the women’s groups which threw all their energies into the battle against the virus, one that really stands out is JEEViKA from Bihar, which worked relentlessly to tackle misconceptions against the vaccine along with sensitising and mobilising the rural masses, especially the youth, at the community level.

It is India’s largest women’s socio-economic empowerment program working with 12.7 million families in rural Bihar. It works on a three-tier architecture — the self-help group as the primary unit, the village organisation as the secondary unit and the cluster-level federations as the tertiary institution. At each step, it has worked in complementarily with the state administration. It leveraged strong digital platforms to get its message across through localised songs and videos backed up by audio messages and leaflets. Today, it operates in 34,656 villages across 38 districts.

Sweety Kumari, who works with JEEViKA, says, “Initially people refused to be vaccinated. This includes the illiterate but also those who had some degree of education. People told me to go and get myself and my family vaccinated first, some said that vaccines were causing disabilities and death. I did that and made a video of the process. I was able to win over people this way. I feel that I have done something for my country through my small efforts. It has been an incredible experience for me.”

JEEViKA’s network of self-help groups proved invaluable in knowledge creation and sharing, relief work among the vulnerable, funding mobilisation for essential items, providing economic opportunities and infrastructure and logistical preparedness for marketing and supply chains. Here again, as in the case of many such groups, the seamless working with the district administration, and state machinery ensured that there were few impediments and that credit was shared all around

The JEEViKA workers were given incentives but this small sum hardly explains their dedication and commitment. Their work went far beyond the call of duty and many attribute this to the fact that they got respect and a certain stature within their social milieu. Now the workers have turned their attention to the younger population. The biggest strength of the organisation is the fact that the workers interacted with people individually and on a daily basis, going back repeatedly to households that initially resisted, to address their concerns and persuade them. This coordinated approach with a human touch has worked wonders in Bihar, not always the easiest place to work in. And it is this approach which must be adopted going forward to tackle the myriad socio-economic and health problems that rural India faces.

Q. What are the sources used by JEEViKA to mobilize rural people to get vaccinated?

Read the passage and answer the questions that follow.

Now that the third wave is in retreat, the efforts of women’s groups across India in the fight against Covid-19, which have been nothing short of remarkable, must be documented and used as a template for future campaigns against such eventualities.

Among the women’s groups which threw all their energies into the battle against the virus, one that really stands out is JEEViKA from Bihar, which worked relentlessly to tackle misconceptions against the vaccine along with sensitising and mobilising the rural masses, especially the youth, at the community level.

It is India’s largest women’s socio-economic empowerment program working with 12.7 million families in rural Bihar. It works on a three-tier architecture — the self-help group as the primary unit, the village organisation as the secondary unit and the cluster-level federations as the tertiary institution. At each step, it has worked in complementarily with the state administration. It leveraged strong digital platforms to get its message across through localised songs and videos backed up by audio messages and leaflets. Today, it operates in 34,656 villages across 38 districts.

Sweety Kumari, who works with JEEViKA, says, “Initially people refused to be vaccinated. This includes the illiterate but also those who had some degree of education. People told me to go and get myself and my family vaccinated first, some said that vaccines were causing disabilities and death. I did that and made a video of the process. I was able to win over people this way. I feel that I have done something for my country through my small efforts. It has been an incredible experience for me.”

JEEViKA’s network of self-help groups proved invaluable in knowledge creation and sharing, relief work among the vulnerable, funding mobilisation for essential items, providing economic opportunities and infrastructure and logistical preparedness for marketing and supply chains. Here again, as in the case of many such groups, the seamless working with the district administration, and state machinery ensured that there were few impediments and that credit was shared all around

The JEEViKA workers were given incentives but this small sum hardly explains their dedication and commitment. Their work went far beyond the call of duty and many attribute this to the fact that they got respect and a certain stature within their social milieu. Now the workers have turned their attention to the younger population. The biggest strength of the organisation is the fact that the workers interacted with people individually and on a daily basis, going back repeatedly to households that initially resisted, to address their concerns and persuade them. This coordinated approach with a human touch has worked wonders in Bihar, not always the easiest place to work in. And it is this approach which must be adopted going forward to tackle the myriad socio-economic and health problems that rural India faces.

Q. In context of the passage, which of the following words is opposite in meaning to “myriad”?

Read the passage and answer the questions that follow.

Now that the third wave is in retreat, the efforts of women’s groups across India in the fight against Covid-19, which have been nothing short of remarkable, must be documented and used as a template for future campaigns against such eventualities.

Among the women’s groups which threw all their energies into the battle against the virus, one that really stands out is JEEViKA from Bihar, which worked relentlessly to tackle misconceptions against the vaccine along with sensitising and mobilising the rural masses, especially the youth, at the community level.

It is India’s largest women’s socio-economic empowerment program working with 12.7 million families in rural Bihar. It works on a three-tier architecture — the self-help group as the primary unit, the village organisation as the secondary unit and the cluster-level federations as the tertiary institution. At each step, it has worked in complementarily with the state administration. It leveraged strong digital platforms to get its message across through localised songs and videos backed up by audio messages and leaflets. Today, it operates in 34,656 villages across 38 districts.

Sweety Kumari, who works with JEEViKA, says, “Initially people refused to be vaccinated. This includes the illiterate but also those who had some degree of education. People told me to go and get myself and my family vaccinated first, some said that vaccines were causing disabilities and death. I did that and made a video of the process. I was able to win over people this way. I feel that I have done something for my country through my small efforts. It has been an incredible experience for me.”

JEEViKA’s network of self-help groups proved invaluable in knowledge creation and sharing, relief work among the vulnerable, funding mobilisation for essential items, providing economic opportunities and infrastructure and logistical preparedness for marketing and supply chains. Here again, as in the case of many such groups, the seamless working with the district administration, and state machinery ensured that there were few impediments and that credit was shared all around

The JEEViKA workers were given incentives but this small sum hardly explains their dedication and commitment. Their work went far beyond the call of duty and many attribute this to the fact that they got respect and a certain stature within their social milieu. Now the workers have turned their attention to the younger population. The biggest strength of the organisation is the fact that the workers interacted with people individually and on a daily basis, going back repeatedly to households that initially resisted, to address their concerns and persuade them. This coordinated approach with a human touch has worked wonders in Bihar, not always the easiest place to work in. And it is this approach which must be adopted going forward to tackle the myriad socio-economic and health problems that rural India faces.

Q. How would you describe the efforts of the JEEViKA workers?

(a) Commendable

(b) Censurable

(c) Distinguished

Read the passage and answer the questions that follow.

Now that the third wave is in retreat, the efforts of women’s groups across India in the fight against Covid-19, which have been nothing short of remarkable, must be documented and used as a template for future campaigns against such eventualities.

Among the women’s groups which threw all their energies into the battle against the virus, one that really stands out is JEEViKA from Bihar, which worked relentlessly to tackle misconceptions against the vaccine along with sensitising and mobilising the rural masses, especially the youth, at the community level.

It is India’s largest women’s socio-economic empowerment program working with 12.7 million families in rural Bihar. It works on a three-tier architecture — the self-help group as the primary unit, the village organisation as the secondary unit and the cluster-level federations as the tertiary institution. At each step, it has worked in complementarily with the state administration. It leveraged strong digital platforms to get its message across through localised songs and videos backed up by audio messages and leaflets. Today, it operates in 34,656 villages across 38 districts.

Sweety Kumari, who works with JEEViKA, says, “Initially people refused to be vaccinated. This includes the illiterate but also those who had some degree of education. People told me to go and get myself and my family vaccinated first, some said that vaccines were causing disabilities and death. I did that and made a video of the process. I was able to win over people this way. I feel that I have done something for my country through my small efforts. It has been an incredible experience for me.”

JEEViKA’s network of self-help groups proved invaluable in knowledge creation and sharing, relief work among the vulnerable, funding mobilisation for essential items, providing economic opportunities and infrastructure and logistical preparedness for marketing and supply chains. Here again, as in the case of many such groups, the seamless working with the district administration, and state machinery ensured that there were few impediments and that credit was shared all around

The JEEViKA workers were given incentives but this small sum hardly explains their dedication and commitment. Their work went far beyond the call of duty and many attribute this to the fact that they got respect and a certain stature within their social milieu. Now the workers have turned their attention to the younger population. The biggest strength of the organisation is the fact that the workers interacted with people individually and on a daily basis, going back repeatedly to households that initially resisted, to address their concerns and persuade them. This coordinated approach with a human touch has worked wonders in Bihar, not always the easiest place to work in. And it is this approach which must be adopted going forward to tackle the myriad socio-economic and health problems that rural India faces.

Q. Which of the following options in context of the JEEViKA workers is correct?

Read the passage and answer the questions that follow.

Now that the third wave is in retreat, the efforts of women’s groups across India in the fight against Covid-19, which have been nothing short of remarkable, must be documented and used as a template for future campaigns against such eventualities.

Among the women’s groups which threw all their energies into the battle against the virus, one that really stands out is JEEViKA from Bihar, which worked relentlessly to tackle misconceptions against the vaccine along with sensitising and mobilising the rural masses, especially the youth, at the community level.

It is India’s largest women’s socio-economic empowerment program working with 12.7 million families in rural Bihar. It works on a three-tier architecture — the self-help group as the primary unit, the village organisation as the secondary unit and the cluster-level federations as the tertiary institution. At each step, it has worked in complementarily with the state administration. It leveraged strong digital platforms to get its message across through localised songs and videos backed up by audio messages and leaflets. Today, it operates in 34,656 villages across 38 districts.

Sweety Kumari, who works with JEEViKA, says, “Initially people refused to be vaccinated. This includes the illiterate but also those who had some degree of education. People told me to go and get myself and my family vaccinated first, some said that vaccines were causing disabilities and death. I did that and made a video of the process. I was able to win over people this way. I feel that I have done something for my country through my small efforts. It has been an incredible experience for me.”

JEEViKA’s network of self-help groups proved invaluable in knowledge creation and sharing, relief work among the vulnerable, funding mobilisation for essential items, providing economic opportunities and infrastructure and logistical preparedness for marketing and supply chains. Here again, as in the case of many such groups, the seamless working with the district administration, and state machinery ensured that there were few impediments and that credit was shared all around

The JEEViKA workers were given incentives but this small sum hardly explains their dedication and commitment. Their work went far beyond the call of duty and many attribute this to the fact that they got respect and a certain stature within their social milieu. Now the workers have turned their attention to the younger population. The biggest strength of the organisation is the fact that the workers interacted with people individually and on a daily basis, going back repeatedly to households that initially resisted, to address their concerns and persuade them. This coordinated approach with a human touch has worked wonders in Bihar, not always the easiest place to work in. And it is this approach which must be adopted going forward to tackle the myriad socio-economic and health problems that rural India faces.

Q. In context of the passage, what are the misconceptions among people to get vaccinated?