KTET Paper 2: English Language Test - 9 (Science and Mathematics) - KTET MCQ

In a language question paper, how much weightage may be given to knowledge?

Akram instructs himself while assembling a set of blocks. In light of Lev Vygotsky's theory, Akram is engaged in ______ speech.
1. Egocentric 
2. Socialized
3. Private
4. Collective

Direction: ​Read the given passages carefully and answer the question that follows.
Everything that men do or think concerns either the satisfaction of the needs they feel or the need to escape from pain. This must be kept in mind when we seek to understand spiritual or intellectual movements and the way in which they develop, for feeling and longing are the motive forces of all human striving and productivity – however nobly these latter may display themselves to us.
What, then, are the feelings and the needs which have brought mankind to religious thought and to faith in the widest sense? A moment’s consideration shows that the most varied emotions stand at the cradle of religious thought and experience.
In primitive people, it is, first of all, fear that awakens religious ideas – fear of hunger, of wild animals, of illness, and of death. Since the understanding of causal connections is usually limited on this level of existence, the human soul forges a being, more or less like itself, on whose will and activities depend the experiences which it fears. One hopes to win the favor of this being, by deeds and sacrifices, which according to the tradition of the race are supposed to appease the being or to make him well disposed to man. I call this the religion of fear.
This religion is considerably established, though not caused, by the formation of priestly caste which claims to mediate between the people and the being they fear and so attains a position of power. Often a leader or despot will combine the function of the priesthood with its own temporal rule for the sake of greater security, or an alliance may exist between the interests of political power and the priestly caste.

Q. What motivates man’s actions or thinking?

Directions: Identify the meaning of the phrase underlined in the following sentence.
The bus broke down on the ghat road.

Dictation is useful for improving spelling errors because:

Which of the following is most important in maintaining naturalness in oral expression?

In the 'Deductive' method of teaching grammar, the teacher

What does scaffolding allow children to do?

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 toDirection: 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. About 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.
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. About 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?

In the 'Deductive' method of teaching grammar, the teacher

What does scaffolding allow children to do?

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 toDirection: 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. About 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.
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. About 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?

Select the antonym of 'harmony'.

Lexical cohesion devices are

Which one of the following is not applicable to the Grammar - Translation Method?

To which of the following categories does TV belong as a teaching aid?

Which of the following statement/s is/are true?
(A) Language items should be selected on the basis of their ease of learning.
(B) Language items should be selected on the basis of their ease of teaching.

Direction: Read the following information carefully and answer the given questions.
Initiatives such as “4 per mille” and Terraton aim to sequester huge amounts of carbon in the soil. The 2018 U.S. Farm Bill includes the first-ever incentives for farmers to adopt practices aimed at improving soil health and sequestering carbon. But these initiatives are missing a key point: not all soil carbon is the same.
The very different lifetimes of particulate organic matter and mineral-associated organic matter have important implications for these efforts. For example, adding low-quality crop residues to agricultural fields would likely create more particulate organic matter than mineral-associated organic matter. This could increase soil carbon in the short term - but if that field later is disturbed by tilling, a lot of it would decompose and the benefit would be quickly reversed. The best practices focus on building up the mineral-associated organic matter for longer-term carbon storage, while also producing high-quality particulate organic matter with lots of nitrogen to help boost crop productivity.
Natural healthy soils show us that providing continuous and diverse plant inputs that reach all the way to deep soil is key for achieving both high mineral-associated organic matter storage and particulate organic matter recycling. There are many promising ways to do this, such as maintaining plant cover on fields year-round; growing diverse crops that include high-nitrogen legumes and perennials with deep roots; and minimizing tillage.
However, not all soils can accumulate both mineral-associated organic matter and particulate organic matter. Before implementing any management practices for carbon sequestration, participants should first assess the carbon storage potential of the local soil, much as a doctor studies a patient before prescribing a cure. Sequestering soil carbon effectively requires an understanding of how particulate organic matter and mineral-associated organic matter work, how human actions affect them, and how to build up both types to meet our planet’s climate and food security needs.

Q. What inference can be drawn from the statement ‘doctor studies a patient before prescribing a cure’ in respect of the given passage?

Poverty of the stimulus with respect to language acquisition among young children implies that they would

You must have heard people say that one learns from his own mistakes, on which principle of teaching is this based?

A language teacher wants to create an environment that is conducive to learning. Which statement will be least important to the language teacher?

Directions: Identify the correct statement in English language teaching.
Oral presentation must be followed by

Pre-reading necessary work means -

Direction: Read the passage given below and answer the questions that follow by selecting the most appropriate options:
(1) We embarked along the sapphire route along National Highway 17 for a sun-soaked holiday. This route along Karnataka’s Karavali coast is India’s best beach and temple country. Flanked by the soaring Western Ghats on the east and the Arabian Sea on the west, the Karavali stretch is a scenic treat all the way.
(2) The first halt in our coastal circuit in Uttara Kannada district was Bhatkal. Bhatkal is where Konkani begins to share space with Tulu. A 4-km drive out of town took us to the beach and the small fishing wharf. At the bazaar, we tried out the two local specialities – date halwa and a salted roti. One also shouldn’t miss the Bhatkal biriyani.
(3) Gokarna is a charming little town with temples, a wide expanse of beach, two principal streets and clusters of traditional tile-roofed brick houses. You’ll also find quaint Udupi food joints, souvenir shops, and cyber cafes here.
(4) Once the ‘temple fatigue’ set in, we indulged in some sedate sea-watching. Om beach, one of Gokarna’s famed five, takes the shape of an ‘Om’, a spiritual symbol. The road twists through alleys, past people’s houses, temple chariots and ‘Way to Beach’ signs. The other pristine beaches, wedged between gigantic cliffs that protrude like delicate fingers into the sea, are Gokarna, Kudle, Half Moon and Paradise.
(5) The last halt in our coastal itinerary was Karwar. Karwar was the erstwhile trading outpost of foreigners. It is said that even the great explorer Vasco da Gama walked on the golden sands of Karwar. Apart from the excellent harbour, four beaches that offer sun, sand, surf and sport and five islands, Karwar has much more to offer.
(6) A short boat ride away you’ll find the excellent Devbagh Beach and five idyllic islands. With its pristine beach, and an eco-friendly resort with ethnic log huts, it is a romantic hideaway offering complete privacy and solitude sans the five-star trappings.
(7) We followed Tagore’s footsteps and took a boat cruise up the Kali from the mouth. We spotted dolphins as they gracefully dived into azure waters. From the island one can have a gorgeous view of the sea, sand and the neighbouring islands. As we returned from our coastal odyssey, we realised Karnataka is not short of fabulous beaches but lacks salesmen of its ravishing beauty.

Q. Which of the following statement is NOT true according to the passage:

Directions: Select the most appropriate option.
Compounding is

Summative assessment includes ______.

A student of class IV is having some problem in writing. She may have