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Which of the following is mentioned as a significant cause of case pendency in Indian courts?
  • a)
    High vacancy rates in judicial positions
  • b)
    Over-reliance on digital case management systems
  • c)
    An increase in public awareness of legal rights
  • d)
    The availability of witnesses during trials
Correct answer is option 'A'. Can you explain this answer?
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Which of the following is mentioned as a significant cause of case pen...
A high vacancy rate in judicial positions is a significant cause of case pendency in Indian courts. With High Courts facing a 30% vacancy rate, existing judges are under immense pressure, leading to delays in the judicial process. Filling these vacancies is essential to increasing the efficiency of the judiciary. The judge-population ratio plays a crucial role in determining how quickly cases can be processed, and addressing these vacancies is a step towards alleviating the backlog.
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Directions: Read the passage carefully and answer the questions given beside.While digitalization has transformed most deposit-oriented services, banks continue to offer branch-specific products, particularly complex ones. Physical interaction remains crucial for individuals seeking big-ticket loans. According to a global digital banking survey conducted by the Deloitte Center for Financial Services, branches remain the most preferred channels worldwide for new product offerings. In India, 57 percent of customers rely on branches for home loans and rural customers heavily depend on branches for jewel loans. The availability of safety locker facilities within branches also attracts numerous customers, considering India’s significant market for gold and jewelry. Many bankers aver that customers still prefer to visit branches at least once a month. Although the RBI asserts that “cash is king but digital is divine,” India continues to be a cash-oriented economy.The evidence lies in the numbers, with the currency in circulation experiencing a substantial rise from 16.73 trillion in 2016 to over 33 trillion by 2023. With the increase in cash circulation for retail business units, maintaining a relationship at the branch level becomes inevitable for depositing significant amounts of cash at the end of the day. Frequent failures of cash deposit machines, particularly in public sector banks (PSBs), are another underlying reason for branches becoming cash hubs. However, technological advancements expected soon, such as India Stack and an open network for digital commerce, may change this trend. There are other reasons behind the need for branches. People across the globe, be it in developed or developing nations, prefer bank branches due to the trust factor. According to a global survey conducted by Accenture, nearly two-thirds of the 49,000 bank customers surveyed, irrespective of geographies and age groups, pointed out that the proximity of a physical bank branch authenticates the stability and availability of their bank.During a crisis, customers long for familiarity and certainty, and trusting intangible assets becomes highly challenging. For this class of customers, branches act as ambassadors and provide tangible proof of real relationship banking beyond a screen. Branches are also seen as important nodal points for resolving customers’ complaints and issues. As call centers and dispute resolution agencies, especially in the case of PSBs, are not too familiar to customers, branches become the primary interaction points for in-person dispute resolution.Q.Which of the following statements best supports the notion that Indias economy is still cash-based?

Directions: Kindly read the passage carefully and answer the questions given beside.Supporting women in tech has been my ongoing aim as a woman tech founder. Thus, I am excited to see an increase in women’s participation in the workforce. According to a study conducted by 451 Research in 2022, women comprise 34% of the Indian IT workforce. Further, India has achieved a 50:50 gender balance in STEM (Science, technology, engineering, and mathematics) education.However, the same study reports only 51% of women are recruited for entry-level positions. The numbers drop to 25% of women in management positions, and only 1% hold C-suite positions. There is a significant gender gap in employment and leadership opportunities, wages, and workplace perception, among other things.The current situation requires immediate change that can only be achieved through reordering internal departments, and corporate policies and revamping the business ecosystem. However, the aim to enhance the participation of women in the tech industry will remain incomplete without adequately representing women in policymaking. Though the government has introduced many initiatives (like The Startup India Program) targeting up-skilling and reskilling, education, and finance management for women, exposing them to international markets and trade is necessary.More initiatives to neutralise the prevailing gender inequality in industries like IT and BFSI are required to create an impartial and prejudice-free work environment. To continue its economic growth, India requires two things –first, stronger entrepreneurial contributions, and second, equal opportunities for men and women to compete for and win projects based on abilities and merit.Underrepresentation of women in tech roles not only widens the gender gap but also limits the scope of companies to sustain themselves in a competitive market. Going by McKinsey and Company’s ‘Why Diversity Matters’ report, businesses prioritising gender diversity achieve superior financial returns than those failing to promote gender equality. Companies must widen their talent pools in a competitive market dominated by skill gaps through a better gender equality approach.Unfortunately, engineering and core STEM jobs are still seen as male-dominated professions keeping women away from the numerous opportunities in artificial intelligence, data analytics, and robotics. Adding insult to injury, the prevalence of bias in the tech industry worsens the situation. Whether conscious or unconscious, such biases often lead to subtle discrimination with damaging consequences for women employees and businesses. Owing to this, deserving women candidates are excluded from projects, promotions, and leadership opportunities.Q.Which of the following statements most accurately summarizes the central theme of the passage?

Directions: Kindly read the passage carefully and answer the questions given beside.Supporting women in tech has been my ongoing aim as a woman tech founder. Thus, I am excited to see an increase in women’s participation in the workforce. According to a study conducted by 451 Research in 2022, women comprise 34% of the Indian IT workforce. Further, India has achieved a 50:50 gender balance in STEM (Science, technology, engineering, and mathematics) education.However, the same study reports only 51% of women are recruited for entry-level positions. The numbers drop to 25% of women in management positions, and only 1% hold C-suite positions. There is a significant gender gap in employment and leadership opportunities, wages, and workplace perception, among other things.The current situation requires immediate change that can only be achieved through reordering internal departments, and corporate policies and revamping the business ecosystem. However, the aim to enhance the participation of women in the tech industry will remain incomplete without adequately representing women in policymaking. Though the government has introduced many initiatives (like The Startup India Program) targeting up-skilling and reskilling, education, and finance management for women, exposing them to international markets and trade is necessary.More initiatives to neutralise the prevailing gender inequality in industries like IT and BFSI are required to create an impartial and prejudice-free work environment. To continue its economic growth, India requires two things –first, stronger entrepreneurial contributions, and second, equal opportunities for men and women to compete for and win projects based on abilities and merit.Underrepresentation of women in tech roles not only widens the gender gap but also limits the scope of companies to sustain themselves in a competitive market. Going by McKinsey and Company’s ‘Why Diversity Matters’ report, businesses prioritising gender diversity achieve superior financial returns than those failing to promote gender equality. Companies must widen their talent pools in a competitive market dominated by skill gaps through a better gender equality approach.Unfortunately, engineering and core STEM jobs are still seen as male-dominated professions keeping women away from the numerous opportunities in artificial intelligence, data analytics, and robotics. Adding insult to injury, the prevalence of bias in the tech industry worsens the situation. Whether conscious or unconscious, such biases often lead to subtle discrimination with damaging consequences for women employees and businesses. Owing to this, deserving women candidates are excluded from projects, promotions, and leadership opportunities.Q.What is the meaning of the word "prevalence" as used in the passage?

Passage: Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organizations today don‘t have much leadership. And almost everyone thinks about the problems here as one of managing change. For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn‘t have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it‘s easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that‘s what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises. Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organizations under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult. Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures a smother those who want to respond to shifting conditions. And the lack of leadership leaves no fore inside these organizations to break out of the morass.Q.Which of the following characteristics helps organizations in their transformation efforts?

Passage:Management is a set of processesthat can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organisations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organisations today don‘t have much leadership. And almost everyone thinks about the problems here as one of managing change. For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn‘t have enough good managers to keep all those burrreaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it‘s easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that‘s what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises. Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome.The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organizations under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult. Arrogant managers can over- evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities.Bureaucratic cultures an smother those who want to respond to shifting conditions. And the lack of leadership leaves no fore inside these organizations to break out of the morass.Q.Which of the following characteristics helps organizations in their transformation efforts?

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Which of the following is mentioned as a significant cause of case pendency in Indian courts?a)High vacancy rates in judicial positionsb)Over-reliance on digital case management systemsc)An increase in public awareness of legal rightsd)The availability of witnesses during trialsCorrect answer is option 'A'. Can you explain this answer?
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Which of the following is mentioned as a significant cause of case pendency in Indian courts?a)High vacancy rates in judicial positionsb)Over-reliance on digital case management systemsc)An increase in public awareness of legal rightsd)The availability of witnesses during trialsCorrect answer is option 'A'. Can you explain this answer? for CLAT 2025 is part of CLAT preparation. The Question and answers have been prepared according to the CLAT exam syllabus. Information about Which of the following is mentioned as a significant cause of case pendency in Indian courts?a)High vacancy rates in judicial positionsb)Over-reliance on digital case management systemsc)An increase in public awareness of legal rightsd)The availability of witnesses during trialsCorrect answer is option 'A'. Can you explain this answer? covers all topics & solutions for CLAT 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Which of the following is mentioned as a significant cause of case pendency in Indian courts?a)High vacancy rates in judicial positionsb)Over-reliance on digital case management systemsc)An increase in public awareness of legal rightsd)The availability of witnesses during trialsCorrect answer is option 'A'. Can you explain this answer?.
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