SBI Clerk 2018: Prelims Question Paper | SBI Clerk Mock Test Series & Past Year Papers 2024 - Bank Exams PDF Download

 Page 1


   
 
 
Directions (1-5): Read the following passage carefully and answer the questions given below them. 
Certain words/phrases have been printed in bold to help you locate them while answering some of 
the questions. 
 
Life is messy. If we want our best and brightest in the workforce, we need to accept that they have 
complex lives. We need to be flexible when it comes to the realities of balancing career and family. 
Being flexible at work doesn’t just benefit people trying to balance their outside lives with work. An 
extensive body of research demonstrates the business benefits of flexible working. Yet despite this 
overwhelming evidence, access to flexible work and careers is not widespread. Flexible work is still 
regarded as an add-on, something we do for mothers for a few months when they are back from 
parental leave. But in the face of rapid changes to the way we work, organizations need to move beyond 
just having policies for flexible working or making ad-hoc adjustments for certain individuals. 
Companies need to fundamentally rethink the way they design work and jobs. 
The World Economic Forum predicts that we are on the cusp of a fourth industrial revolution. 
Technological, socioeconomic and demographic shifts are transforming the way we work, demanding 
flexibility in the way individuals, teams and organizations work. We all have different things 
happening in our lives at different times. Not just caring for young kids, but other family members, 
community roles, study and volunteering. And all of these parts of our identities bring with them 
different skill sets. In today’s workforce, fewer people identify with the stereotype of the ideal worker 
– a full-time, fully committed employee without personal or family commitments that impact on 
availability.   
There are a few factors driving the demand for increased flexibility. Globalization is one. The 
development of a 24/7 marketplace, and the rapid expansion of the services economy are also having 
a transformational effect on the workplace, requiring organizations to think creatively about how they 
can best organize jobs and work to respond to an increasingly diverse and demanding customer base. 
Similarly technology is driving – and enabling – greater flexibility. It is dramatically reshaping our 
workplaces, blurring the boundaries between work and home and diversifying where, when and how 
employees work. Advances in mobile, internet and cloud technologies, the rapid development of 
computing power, and the digital connection between multiple objects have all driven workplace 
innovations such as remote working, telecommuting, co-working 
spaces, video/teleconferencing, and virtual teams and 
collaboration.  
So the future of work demands new approaches to work design – 
but have workplaces risen to the challenge? The evidence suggests 
we have yet to grasp this opportunity to be more innovative. 
While some employers are making flexible work more available, 
there is still a high prevalence of bolted-on temporary 
arrangements. These arrangements are seen as the exception to the 
rule, with the full-time, “face-time”, long hours “ideal worker” still 
the model to which everyone is expected to adhere.  
Page 2


   
 
 
Directions (1-5): Read the following passage carefully and answer the questions given below them. 
Certain words/phrases have been printed in bold to help you locate them while answering some of 
the questions. 
 
Life is messy. If we want our best and brightest in the workforce, we need to accept that they have 
complex lives. We need to be flexible when it comes to the realities of balancing career and family. 
Being flexible at work doesn’t just benefit people trying to balance their outside lives with work. An 
extensive body of research demonstrates the business benefits of flexible working. Yet despite this 
overwhelming evidence, access to flexible work and careers is not widespread. Flexible work is still 
regarded as an add-on, something we do for mothers for a few months when they are back from 
parental leave. But in the face of rapid changes to the way we work, organizations need to move beyond 
just having policies for flexible working or making ad-hoc adjustments for certain individuals. 
Companies need to fundamentally rethink the way they design work and jobs. 
The World Economic Forum predicts that we are on the cusp of a fourth industrial revolution. 
Technological, socioeconomic and demographic shifts are transforming the way we work, demanding 
flexibility in the way individuals, teams and organizations work. We all have different things 
happening in our lives at different times. Not just caring for young kids, but other family members, 
community roles, study and volunteering. And all of these parts of our identities bring with them 
different skill sets. In today’s workforce, fewer people identify with the stereotype of the ideal worker 
– a full-time, fully committed employee without personal or family commitments that impact on 
availability.   
There are a few factors driving the demand for increased flexibility. Globalization is one. The 
development of a 24/7 marketplace, and the rapid expansion of the services economy are also having 
a transformational effect on the workplace, requiring organizations to think creatively about how they 
can best organize jobs and work to respond to an increasingly diverse and demanding customer base. 
Similarly technology is driving – and enabling – greater flexibility. It is dramatically reshaping our 
workplaces, blurring the boundaries between work and home and diversifying where, when and how 
employees work. Advances in mobile, internet and cloud technologies, the rapid development of 
computing power, and the digital connection between multiple objects have all driven workplace 
innovations such as remote working, telecommuting, co-working 
spaces, video/teleconferencing, and virtual teams and 
collaboration.  
So the future of work demands new approaches to work design – 
but have workplaces risen to the challenge? The evidence suggests 
we have yet to grasp this opportunity to be more innovative. 
While some employers are making flexible work more available, 
there is still a high prevalence of bolted-on temporary 
arrangements. These arrangements are seen as the exception to the 
rule, with the full-time, “face-time”, long hours “ideal worker” still 
the model to which everyone is expected to adhere.  
   
 
 
Many people make assumptions about flexible workers, including that they’re not interested in 
training and development, aren’t committed to the organization, or don’t have any career aspirations. 
We need to explore and challenge these biases. 
There are good international examples of successful work redesign that have involved the input of a 
team of employees. For example, a UK bakery sat down with their bakers and came up with a flexible 
system of two to three baking shifts a day to maintain a steady supply of fresh bread. The team agreed 
to rotate their hours each week so no team member permanently worked a shift that did not suit. After 
the change was made, bakery sales increased by more than 65% in the first year and employee 
satisfaction in the bakery has risen 10% since the change to 93%. So work redesign is not only doable, 
it can deliver business benefits, although it does require a completely new approach. By changing our 
thinking and focusing on the team and the organization as a whole, rather than the individual, we have 
the opportunity to create more adaptable and sustainable workplaces. 
 
Q1. According to the author, how is flexible working still regarded as? 
(a) the way of designing work and jobs. 
(b) the way to identify the stereotype of an ideal worker. 
(c) an add-on, something we do for mothers for a few months when they are back from parental leave. 
(d) advances in mobile, internet and cloud technologies and the rapid development of computing 
power. 
(e) None of these. 
 
Q2. According to the passage, in today’s workforce, which among the following is/are the 
stereotype(s) of an ideal worker? 
(I) a full time worker 
(II) an employee who is fully committed to work 
(III) the employee has no personal or family commitments that impact his availability 
(a) Only (II) 
(b) Only (III) 
(c) Both (II) and (III) 
(d) Both (I) and (III) 
(e) All of these. 
 
Q3. According to the passage, how is technology driving and enabling greater flexibility? 
(a) It is identifying the stereotype of an ideal worker. 
(b) It is dramatically reshaping our workplaces, blurring the boundaries between work and home and 
diversifying where, when and how employees work. 
(c) It is training the workers on how to transform the ways in which flexibility can be introduced 
(d) It is one of the factors that is contributing in declining the demand for flexibility at the workplace 
worldwide. 
(e) None of these. 
 
Page 3


   
 
 
Directions (1-5): Read the following passage carefully and answer the questions given below them. 
Certain words/phrases have been printed in bold to help you locate them while answering some of 
the questions. 
 
Life is messy. If we want our best and brightest in the workforce, we need to accept that they have 
complex lives. We need to be flexible when it comes to the realities of balancing career and family. 
Being flexible at work doesn’t just benefit people trying to balance their outside lives with work. An 
extensive body of research demonstrates the business benefits of flexible working. Yet despite this 
overwhelming evidence, access to flexible work and careers is not widespread. Flexible work is still 
regarded as an add-on, something we do for mothers for a few months when they are back from 
parental leave. But in the face of rapid changes to the way we work, organizations need to move beyond 
just having policies for flexible working or making ad-hoc adjustments for certain individuals. 
Companies need to fundamentally rethink the way they design work and jobs. 
The World Economic Forum predicts that we are on the cusp of a fourth industrial revolution. 
Technological, socioeconomic and demographic shifts are transforming the way we work, demanding 
flexibility in the way individuals, teams and organizations work. We all have different things 
happening in our lives at different times. Not just caring for young kids, but other family members, 
community roles, study and volunteering. And all of these parts of our identities bring with them 
different skill sets. In today’s workforce, fewer people identify with the stereotype of the ideal worker 
– a full-time, fully committed employee without personal or family commitments that impact on 
availability.   
There are a few factors driving the demand for increased flexibility. Globalization is one. The 
development of a 24/7 marketplace, and the rapid expansion of the services economy are also having 
a transformational effect on the workplace, requiring organizations to think creatively about how they 
can best organize jobs and work to respond to an increasingly diverse and demanding customer base. 
Similarly technology is driving – and enabling – greater flexibility. It is dramatically reshaping our 
workplaces, blurring the boundaries between work and home and diversifying where, when and how 
employees work. Advances in mobile, internet and cloud technologies, the rapid development of 
computing power, and the digital connection between multiple objects have all driven workplace 
innovations such as remote working, telecommuting, co-working 
spaces, video/teleconferencing, and virtual teams and 
collaboration.  
So the future of work demands new approaches to work design – 
but have workplaces risen to the challenge? The evidence suggests 
we have yet to grasp this opportunity to be more innovative. 
While some employers are making flexible work more available, 
there is still a high prevalence of bolted-on temporary 
arrangements. These arrangements are seen as the exception to the 
rule, with the full-time, “face-time”, long hours “ideal worker” still 
the model to which everyone is expected to adhere.  
   
 
 
Many people make assumptions about flexible workers, including that they’re not interested in 
training and development, aren’t committed to the organization, or don’t have any career aspirations. 
We need to explore and challenge these biases. 
There are good international examples of successful work redesign that have involved the input of a 
team of employees. For example, a UK bakery sat down with their bakers and came up with a flexible 
system of two to three baking shifts a day to maintain a steady supply of fresh bread. The team agreed 
to rotate their hours each week so no team member permanently worked a shift that did not suit. After 
the change was made, bakery sales increased by more than 65% in the first year and employee 
satisfaction in the bakery has risen 10% since the change to 93%. So work redesign is not only doable, 
it can deliver business benefits, although it does require a completely new approach. By changing our 
thinking and focusing on the team and the organization as a whole, rather than the individual, we have 
the opportunity to create more adaptable and sustainable workplaces. 
 
Q1. According to the author, how is flexible working still regarded as? 
(a) the way of designing work and jobs. 
(b) the way to identify the stereotype of an ideal worker. 
(c) an add-on, something we do for mothers for a few months when they are back from parental leave. 
(d) advances in mobile, internet and cloud technologies and the rapid development of computing 
power. 
(e) None of these. 
 
Q2. According to the passage, in today’s workforce, which among the following is/are the 
stereotype(s) of an ideal worker? 
(I) a full time worker 
(II) an employee who is fully committed to work 
(III) the employee has no personal or family commitments that impact his availability 
(a) Only (II) 
(b) Only (III) 
(c) Both (II) and (III) 
(d) Both (I) and (III) 
(e) All of these. 
 
Q3. According to the passage, how is technology driving and enabling greater flexibility? 
(a) It is identifying the stereotype of an ideal worker. 
(b) It is dramatically reshaping our workplaces, blurring the boundaries between work and home and 
diversifying where, when and how employees work. 
(c) It is training the workers on how to transform the ways in which flexibility can be introduced 
(d) It is one of the factors that is contributing in declining the demand for flexibility at the workplace 
worldwide. 
(e) None of these. 
 
   
 
 
Q4. Which of the following were the steps taken by the UK Bakery with regards to the working time 
of their bakers? 
(I) The UK Bakery came up with a flexible system of two to three baking shifts a day to maintain a 
steady supply of fresh bread. 
(II) The Bakery team agreed to rotate their hours each week so no team member permanently worked 
a shift that did not suit. 
(III) The bakery sales increased by more than 65% in the first year and employee satisfaction in the 
bakery has risen 10% since the change to 93%. 
(a) Only (III) 
(b) Both (I) and (III) 
(c) Both (II) and (III) 
(d) Both (I) and (II) 
(e) All of these. 
 
Q5. The most appropriate title of the passage is. 
(a) Complex lives of the workforce 
(b) Role of technology in increasing flexibility of workers 
(c) The brightest workforce requires more flexible work 
(d) How a UK Bakery increased their sales 
(e) Importance of Globalization in increasing workforce 
 
Directions (6): Choose the word which is most nearly the SAME in meaning as the word printed in 
bold as used in the passage. 
 
Q6. Predict 
(a) ignore 
(b) forecast 
(c) misunderstand 
(d) recount 
(e) narrate 
 
Directions (7): Choose the word which is most nearly the 
OPPOSITE in meaning as the word printed in bold as used in 
the passage. 
 
Q7. Temporary 
(a) substitute 
(b) alternate 
(c) expedient 
(d) provisional 
(e) permanent 
 
Page 4


   
 
 
Directions (1-5): Read the following passage carefully and answer the questions given below them. 
Certain words/phrases have been printed in bold to help you locate them while answering some of 
the questions. 
 
Life is messy. If we want our best and brightest in the workforce, we need to accept that they have 
complex lives. We need to be flexible when it comes to the realities of balancing career and family. 
Being flexible at work doesn’t just benefit people trying to balance their outside lives with work. An 
extensive body of research demonstrates the business benefits of flexible working. Yet despite this 
overwhelming evidence, access to flexible work and careers is not widespread. Flexible work is still 
regarded as an add-on, something we do for mothers for a few months when they are back from 
parental leave. But in the face of rapid changes to the way we work, organizations need to move beyond 
just having policies for flexible working or making ad-hoc adjustments for certain individuals. 
Companies need to fundamentally rethink the way they design work and jobs. 
The World Economic Forum predicts that we are on the cusp of a fourth industrial revolution. 
Technological, socioeconomic and demographic shifts are transforming the way we work, demanding 
flexibility in the way individuals, teams and organizations work. We all have different things 
happening in our lives at different times. Not just caring for young kids, but other family members, 
community roles, study and volunteering. And all of these parts of our identities bring with them 
different skill sets. In today’s workforce, fewer people identify with the stereotype of the ideal worker 
– a full-time, fully committed employee without personal or family commitments that impact on 
availability.   
There are a few factors driving the demand for increased flexibility. Globalization is one. The 
development of a 24/7 marketplace, and the rapid expansion of the services economy are also having 
a transformational effect on the workplace, requiring organizations to think creatively about how they 
can best organize jobs and work to respond to an increasingly diverse and demanding customer base. 
Similarly technology is driving – and enabling – greater flexibility. It is dramatically reshaping our 
workplaces, blurring the boundaries between work and home and diversifying where, when and how 
employees work. Advances in mobile, internet and cloud technologies, the rapid development of 
computing power, and the digital connection between multiple objects have all driven workplace 
innovations such as remote working, telecommuting, co-working 
spaces, video/teleconferencing, and virtual teams and 
collaboration.  
So the future of work demands new approaches to work design – 
but have workplaces risen to the challenge? The evidence suggests 
we have yet to grasp this opportunity to be more innovative. 
While some employers are making flexible work more available, 
there is still a high prevalence of bolted-on temporary 
arrangements. These arrangements are seen as the exception to the 
rule, with the full-time, “face-time”, long hours “ideal worker” still 
the model to which everyone is expected to adhere.  
   
 
 
Many people make assumptions about flexible workers, including that they’re not interested in 
training and development, aren’t committed to the organization, or don’t have any career aspirations. 
We need to explore and challenge these biases. 
There are good international examples of successful work redesign that have involved the input of a 
team of employees. For example, a UK bakery sat down with their bakers and came up with a flexible 
system of two to three baking shifts a day to maintain a steady supply of fresh bread. The team agreed 
to rotate their hours each week so no team member permanently worked a shift that did not suit. After 
the change was made, bakery sales increased by more than 65% in the first year and employee 
satisfaction in the bakery has risen 10% since the change to 93%. So work redesign is not only doable, 
it can deliver business benefits, although it does require a completely new approach. By changing our 
thinking and focusing on the team and the organization as a whole, rather than the individual, we have 
the opportunity to create more adaptable and sustainable workplaces. 
 
Q1. According to the author, how is flexible working still regarded as? 
(a) the way of designing work and jobs. 
(b) the way to identify the stereotype of an ideal worker. 
(c) an add-on, something we do for mothers for a few months when they are back from parental leave. 
(d) advances in mobile, internet and cloud technologies and the rapid development of computing 
power. 
(e) None of these. 
 
Q2. According to the passage, in today’s workforce, which among the following is/are the 
stereotype(s) of an ideal worker? 
(I) a full time worker 
(II) an employee who is fully committed to work 
(III) the employee has no personal or family commitments that impact his availability 
(a) Only (II) 
(b) Only (III) 
(c) Both (II) and (III) 
(d) Both (I) and (III) 
(e) All of these. 
 
Q3. According to the passage, how is technology driving and enabling greater flexibility? 
(a) It is identifying the stereotype of an ideal worker. 
(b) It is dramatically reshaping our workplaces, blurring the boundaries between work and home and 
diversifying where, when and how employees work. 
(c) It is training the workers on how to transform the ways in which flexibility can be introduced 
(d) It is one of the factors that is contributing in declining the demand for flexibility at the workplace 
worldwide. 
(e) None of these. 
 
   
 
 
Q4. Which of the following were the steps taken by the UK Bakery with regards to the working time 
of their bakers? 
(I) The UK Bakery came up with a flexible system of two to three baking shifts a day to maintain a 
steady supply of fresh bread. 
(II) The Bakery team agreed to rotate their hours each week so no team member permanently worked 
a shift that did not suit. 
(III) The bakery sales increased by more than 65% in the first year and employee satisfaction in the 
bakery has risen 10% since the change to 93%. 
(a) Only (III) 
(b) Both (I) and (III) 
(c) Both (II) and (III) 
(d) Both (I) and (II) 
(e) All of these. 
 
Q5. The most appropriate title of the passage is. 
(a) Complex lives of the workforce 
(b) Role of technology in increasing flexibility of workers 
(c) The brightest workforce requires more flexible work 
(d) How a UK Bakery increased their sales 
(e) Importance of Globalization in increasing workforce 
 
Directions (6): Choose the word which is most nearly the SAME in meaning as the word printed in 
bold as used in the passage. 
 
Q6. Predict 
(a) ignore 
(b) forecast 
(c) misunderstand 
(d) recount 
(e) narrate 
 
Directions (7): Choose the word which is most nearly the 
OPPOSITE in meaning as the word printed in bold as used in 
the passage. 
 
Q7. Temporary 
(a) substitute 
(b) alternate 
(c) expedient 
(d) provisional 
(e) permanent 
 
   
 
 
Directions (8-15): Read each sentence to find out whether there is any grammatical or idiomatic error 
in it. The error, if any, will be in one part of the sentence. The alphabet corresponding to that part 
is your answer. If there is ‘No error’, the answer is (e). (Ignore errors of punctuation, if any.) 
 
Q8. The priest together with (A)/his followers were fatally injured (B)/in the accident which 
occurred last night (C)/near the unmanned railway crossing. (D)/No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Q9. The young woman who is watching television in that room (A)/lived here for more than (B)/a 
year but she has never created (C)/any problem for us. (D)/No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Q10. Each of the employees, (A)/whom the company has chosen to take part (B)/in the international 
seminar to be conducted (C)/in the City Hall, are up to the mark. (D)/ No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Q11. Needless to say, (A)/no sooner were all these large and rather expensive operations finished 
(B)/when the main electricity was brought in (C)/and the turbine became obsolete. (D)/No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Q12. Plastic bags less than 50 microns thick (A)/are banned, (B)/but neither the states nor the city 
corporations (C)/cares to enforce this rule. (D)/No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Page 5


   
 
 
Directions (1-5): Read the following passage carefully and answer the questions given below them. 
Certain words/phrases have been printed in bold to help you locate them while answering some of 
the questions. 
 
Life is messy. If we want our best and brightest in the workforce, we need to accept that they have 
complex lives. We need to be flexible when it comes to the realities of balancing career and family. 
Being flexible at work doesn’t just benefit people trying to balance their outside lives with work. An 
extensive body of research demonstrates the business benefits of flexible working. Yet despite this 
overwhelming evidence, access to flexible work and careers is not widespread. Flexible work is still 
regarded as an add-on, something we do for mothers for a few months when they are back from 
parental leave. But in the face of rapid changes to the way we work, organizations need to move beyond 
just having policies for flexible working or making ad-hoc adjustments for certain individuals. 
Companies need to fundamentally rethink the way they design work and jobs. 
The World Economic Forum predicts that we are on the cusp of a fourth industrial revolution. 
Technological, socioeconomic and demographic shifts are transforming the way we work, demanding 
flexibility in the way individuals, teams and organizations work. We all have different things 
happening in our lives at different times. Not just caring for young kids, but other family members, 
community roles, study and volunteering. And all of these parts of our identities bring with them 
different skill sets. In today’s workforce, fewer people identify with the stereotype of the ideal worker 
– a full-time, fully committed employee without personal or family commitments that impact on 
availability.   
There are a few factors driving the demand for increased flexibility. Globalization is one. The 
development of a 24/7 marketplace, and the rapid expansion of the services economy are also having 
a transformational effect on the workplace, requiring organizations to think creatively about how they 
can best organize jobs and work to respond to an increasingly diverse and demanding customer base. 
Similarly technology is driving – and enabling – greater flexibility. It is dramatically reshaping our 
workplaces, blurring the boundaries between work and home and diversifying where, when and how 
employees work. Advances in mobile, internet and cloud technologies, the rapid development of 
computing power, and the digital connection between multiple objects have all driven workplace 
innovations such as remote working, telecommuting, co-working 
spaces, video/teleconferencing, and virtual teams and 
collaboration.  
So the future of work demands new approaches to work design – 
but have workplaces risen to the challenge? The evidence suggests 
we have yet to grasp this opportunity to be more innovative. 
While some employers are making flexible work more available, 
there is still a high prevalence of bolted-on temporary 
arrangements. These arrangements are seen as the exception to the 
rule, with the full-time, “face-time”, long hours “ideal worker” still 
the model to which everyone is expected to adhere.  
   
 
 
Many people make assumptions about flexible workers, including that they’re not interested in 
training and development, aren’t committed to the organization, or don’t have any career aspirations. 
We need to explore and challenge these biases. 
There are good international examples of successful work redesign that have involved the input of a 
team of employees. For example, a UK bakery sat down with their bakers and came up with a flexible 
system of two to three baking shifts a day to maintain a steady supply of fresh bread. The team agreed 
to rotate their hours each week so no team member permanently worked a shift that did not suit. After 
the change was made, bakery sales increased by more than 65% in the first year and employee 
satisfaction in the bakery has risen 10% since the change to 93%. So work redesign is not only doable, 
it can deliver business benefits, although it does require a completely new approach. By changing our 
thinking and focusing on the team and the organization as a whole, rather than the individual, we have 
the opportunity to create more adaptable and sustainable workplaces. 
 
Q1. According to the author, how is flexible working still regarded as? 
(a) the way of designing work and jobs. 
(b) the way to identify the stereotype of an ideal worker. 
(c) an add-on, something we do for mothers for a few months when they are back from parental leave. 
(d) advances in mobile, internet and cloud technologies and the rapid development of computing 
power. 
(e) None of these. 
 
Q2. According to the passage, in today’s workforce, which among the following is/are the 
stereotype(s) of an ideal worker? 
(I) a full time worker 
(II) an employee who is fully committed to work 
(III) the employee has no personal or family commitments that impact his availability 
(a) Only (II) 
(b) Only (III) 
(c) Both (II) and (III) 
(d) Both (I) and (III) 
(e) All of these. 
 
Q3. According to the passage, how is technology driving and enabling greater flexibility? 
(a) It is identifying the stereotype of an ideal worker. 
(b) It is dramatically reshaping our workplaces, blurring the boundaries between work and home and 
diversifying where, when and how employees work. 
(c) It is training the workers on how to transform the ways in which flexibility can be introduced 
(d) It is one of the factors that is contributing in declining the demand for flexibility at the workplace 
worldwide. 
(e) None of these. 
 
   
 
 
Q4. Which of the following were the steps taken by the UK Bakery with regards to the working time 
of their bakers? 
(I) The UK Bakery came up with a flexible system of two to three baking shifts a day to maintain a 
steady supply of fresh bread. 
(II) The Bakery team agreed to rotate their hours each week so no team member permanently worked 
a shift that did not suit. 
(III) The bakery sales increased by more than 65% in the first year and employee satisfaction in the 
bakery has risen 10% since the change to 93%. 
(a) Only (III) 
(b) Both (I) and (III) 
(c) Both (II) and (III) 
(d) Both (I) and (II) 
(e) All of these. 
 
Q5. The most appropriate title of the passage is. 
(a) Complex lives of the workforce 
(b) Role of technology in increasing flexibility of workers 
(c) The brightest workforce requires more flexible work 
(d) How a UK Bakery increased their sales 
(e) Importance of Globalization in increasing workforce 
 
Directions (6): Choose the word which is most nearly the SAME in meaning as the word printed in 
bold as used in the passage. 
 
Q6. Predict 
(a) ignore 
(b) forecast 
(c) misunderstand 
(d) recount 
(e) narrate 
 
Directions (7): Choose the word which is most nearly the 
OPPOSITE in meaning as the word printed in bold as used in 
the passage. 
 
Q7. Temporary 
(a) substitute 
(b) alternate 
(c) expedient 
(d) provisional 
(e) permanent 
 
   
 
 
Directions (8-15): Read each sentence to find out whether there is any grammatical or idiomatic error 
in it. The error, if any, will be in one part of the sentence. The alphabet corresponding to that part 
is your answer. If there is ‘No error’, the answer is (e). (Ignore errors of punctuation, if any.) 
 
Q8. The priest together with (A)/his followers were fatally injured (B)/in the accident which 
occurred last night (C)/near the unmanned railway crossing. (D)/No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Q9. The young woman who is watching television in that room (A)/lived here for more than (B)/a 
year but she has never created (C)/any problem for us. (D)/No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Q10. Each of the employees, (A)/whom the company has chosen to take part (B)/in the international 
seminar to be conducted (C)/in the City Hall, are up to the mark. (D)/ No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Q11. Needless to say, (A)/no sooner were all these large and rather expensive operations finished 
(B)/when the main electricity was brought in (C)/and the turbine became obsolete. (D)/No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Q12. Plastic bags less than 50 microns thick (A)/are banned, (B)/but neither the states nor the city 
corporations (C)/cares to enforce this rule. (D)/No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
   
 
 
Q13. Tribal angst over economic issues (A)/leading to the scapegoating of nontribal longtime 
residents (B)/reflects the continued failure (C)/to forge a more inclusive politics in Meghalaya. 
(D)/No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Q14. The Prime Minister has great power of (A)/implementing some useful (B)/schemes but the 
ministers (C)/have even greatest ability to foil them. (D)/No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Q15. The blunder mistake (A)/was the apparent failure of detectives (B)/to inform the Parole Board 
that the murderer (C)/had threatened to return to kill her. (D)/No Error (E) 
(a) A 
(b) B 
(c) C 
(d) D 
(e) E 
 
Directions (16-20): In each question below some sentences are given which are divided into five 
parts. The first part of the sentence (1) is correct and is given in bold followed by four parts named 
A, B, C and D. Rearrange the four parts of the sentence to make a coherent paragraph. The rearranged 
sequence of the parts will be your answer. If the given sentence is correct as it is then choose option 
(e). 
 
Q16. Crashes in the early days (1)/ to be caused by technical faults, 
(A)/ of commercial jets tended (B)/ such as metal fatigue (C) /in 
the airframe or engines (D)  
(a) DCAB 
(b) ABCD 
(c) BACD 
(d) CABD 
(e) No arrangement required