Q. Read the following passage carefully and answer the below question:

Many aspects of the motion-picture industry and its constituent companies are dissimilar to those observable in advanced-technology industries and firms. For instance, company longevity does not represent a consistent concern across the two organisational contexts. In the advanced-technology company for example, one new-product innovation – which is expected to generate financial returns to the firm – is insufficient for the company to be successful.
Rather, a stream of new product innovations is required. By contrast with the independent production company of this case, each new film – which is expected to generate financial returns to the principals – is sufficient for the company to be successful. Any subsequent new films involving the firm’s participants will be produced by a different independent company.
As another instance, people’s learning is expected to have different contributors and beneficiaries across the two organizational contexts. In the advanced-technology company, for example, each new product innovation provides an opportunity for participants on the project team to learn and acquire experience, and this same company intends to retain such participants, hence, benefit from their increased experience on the next project. By contrast with the independent production company, each new film provides an opportunity for participants on the project team to learn and acquire this experience also, but this same company has little or no expectation of retaining such participants, and hence, benefitting from their increased experience in the next project.
Experience is paramount in the motion-picture industry. Generally, on film projects, budgets are very tight, and schedules are very demanding. People are hired largely based on their experience and are expected to perform well immediately when called to do so. There is negligible slack time or margin for learning through trial and error, but experienced people learn exactly through trial and error. Because experience is valued so highly and film-production houses have such short time horizons, entry into the industry is very difficult for most people. Further, the role played by schools and colleges is minimal in this industry. Some skills and techniques can be learned and refined through formal education (e.g., acting schools, theatre, film degrees), but the majority come through direct experience. Mentoring plays an important role. True, the film business focuses heavily on exploitation over exploration. Yet success of the industry as a whole is critically dependent upon learning and exploration overtime.

Que. What is not a consistent concern across the two organisational contexts ?

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Q. Read the following passage carefully and answer the below question:

Many aspects of the motion-picture industry and its constituent companies are dissimilar to those observable in advanced-technology industries and firms. For instance, company longevity does not represent a consistent concern across the two organisational contexts. In the advanced-technology company for example, one new-product innovation – which is expected to generate financial returns to the firm – is insufficient for the company to be successful.
Rather, a stream of new product innovations is required. By contrast with the independent production company of this case, each new film – which is expected to generate financial returns to the principals – is sufficient for the company to be successful. Any subsequent new films involving the firm’s participants will be produced by a different independent company.
As another instance, people’s learning is expected to have different contributors and beneficiaries across the two organizational contexts. In the advanced-technology company, for example, each new product innovation provides an opportunity for participants on the project team to learn and acquire experience, and this same company intends to retain such participants, hence, benefit from their increased experience on the next project. By contrast with the independent production company, each new film provides an opportunity for participants on the project team to learn and acquire this experience also, but this same company has little or no expectation of retaining such participants, and hence, benefitting from their increased experience in the next project.
Experience is paramount in the motion-picture industry. Generally, on film projects, budgets are very tight, and schedules are very demanding. People are hired largely based on their experience and are expected to perform well immediately when called to do so. There is negligible slack time or margin for learning through trial and error, but experienced people learn exactly through trial and error. Because experience is valued so highly and film-production houses have such short time horizons, entry into the industry is very difficult for most people. Further, the role played by schools and colleges is minimal in this industry. Some skills and techniques can be learned and refined through formal education (e.g., acting schools, theatre, film degrees), but the majority come through direct experience. Mentoring plays an important role. True, the film business focuses heavily on exploitation over exploration. Yet success of the industry as a whole is critically dependent upon learning and exploration overtime.

Que. What will be sufficient for an independent production company to be successful ?

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Q. Read the following passage carefully and answer the below question:

Many aspects of the motion-picture industry and its constituent companies are dissimilar to those observable in advanced-technology industries and firms. For instance, company longevity does not represent a consistent concern across the two organisational contexts. In the advanced-technology company for example, one new-product innovation – which is expected to generate financial returns to the firm – is insufficient for the company to be successful.
Rather, a stream of new product innovations is required. By contrast with the independent production company of this case, each new film – which is expected to generate financial returns to the principals – is sufficient for the company to be successful. Any subsequent new films involving the firm’s participants will be produced by a different independent company.
As another instance, people’s learning is expected to have different contributors and beneficiaries across the two organizational contexts. In the advanced-technology company, for example, each new product innovation provides an opportunity for participants on the project team to learn and acquire experience, and this same company intends to retain such participants, hence, benefit from their increased experience on the next project. By contrast with the independent production company, each new film provides an opportunity for participants on the project team to learn and acquire this experience also, but this same company has little or no expectation of retaining such participants, and hence, benefitting from their increased experience in the next project.
Experience is paramount in the motion-picture industry. Generally, on film projects, budgets are very tight, and schedules are very demanding. People are hired largely based on their experience and are expected to perform well immediately when called to do so. There is negligible slack time or margin for learning through trial and error, but experienced people learn exactly through trial and error. Because experience is valued so highly and film-production houses have such short time horizons, entry into the industry is very difficult for most people. Further, the role played by schools and colleges is minimal in this industry. Some skills and techniques can be learned and refined through formal education (e.g., acting schools, theatre, film degrees), but the majority come through direct experience. Mentoring plays an important role. True, the film business focuses heavily on exploitation over exploration. Yet success of the industry as a whole is critically dependent upon learning and exploration overtime.

Que. What does an advanced-technology company expect from the learning experience of its participants ?

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Q. Read the following passage carefully and answer the below question:

Many aspects of the motion-picture industry and its constituent companies are dissimilar to those observable in advanced-technology industries and firms. For instance, company longevity does not represent a consistent concern across the two organisational contexts. In the advanced-technology company for example, one new-product innovation – which is expected to generate financial returns to the firm – is insufficient for the company to be successful.
Rather, a stream of new product innovations is required. By contrast with the independent production company of this case, each new film – which is expected to generate financial returns to the principals – is sufficient for the company to be successful. Any subsequent new films involving the firm’s participants will be produced by a different independent company.
As another instance, people’s learning is expected to have different contributors and beneficiaries across the two organizational contexts. In the advanced-technology company, for example, each new product innovation provides an opportunity for participants on the project team to learn and acquire experience, and this same company intends to retain such participants, hence, benefit from their increased experience on the next project. By contrast with the independent production company, each new film provides an opportunity for participants on the project team to learn and acquire this experience also, but this same company has little or no expectation of retaining such participants, and hence, benefitting from their increased experience in the next project.
Experience is paramount in the motion-picture industry. Generally, on film projects, budgets are very tight, and schedules are very demanding. People are hired largely based on their experience and are expected to perform well immediately when called to do so. There is negligible slack time or margin for learning through trial and error, but experienced people learn exactly through trial and error. Because experience is valued so highly and film-production houses have such short time horizons, entry into the industry is very difficult for most people. Further, the role played by schools and colleges is minimal in this industry. Some skills and techniques can be learned and refined through formal education (e.g., acting schools, theatre, film degrees), but the majority come through direct experience. Mentoring plays an important role. True, the film business focuses heavily on exploitation over exploration. Yet success of the industry as a whole is critically dependent upon learning and exploration overtime.

Que. What is not the expectation of an independent production company in the case of its participants ?

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Q. Read the following passage carefully and answer the below question:

Many aspects of the motion-picture industry and its constituent companies are dissimilar to those observable in advanced-technology industries and firms. For instance, company longevity does not represent a consistent concern across the two organisational contexts. In the advanced-technology company for example, one new-product innovation – which is expected to generate financial returns to the firm – is insufficient for the company to be successful.
Rather, a stream of new product innovations is required. By contrast with the independent production company of this case, each new film – which is expected to generate financial returns to the principals – is sufficient for the company to be successful. Any subsequent new films involving the firm’s participants will be produced by a different independent company.
As another instance, people’s learning is expected to have different contributors and beneficiaries across the two organizational contexts. In the advanced-technology company, for example, each new product innovation provides an opportunity for participants on the project team to learn and acquire experience, and this same company intends to retain such participants, hence, benefit from their increased experience on the next project. By contrast with the independent production company, each new film provides an opportunity for participants on the project team to learn and acquire this experience also, but this same company has little or no expectation of retaining such participants, and hence, benefitting from their increased experience in the next project.
Experience is paramount in the motion-picture industry. Generally, on film projects, budgets are very tight, and schedules are very demanding. People are hired largely based on their experience and are expected to perform well immediately when called to do so. There is negligible slack time or margin for learning through trial and error, but experienced people learn exactly through trial and error. Because experience is valued so highly and film-production houses have such short time horizons, entry into the industry is very difficult for most people. Further, the role played by schools and colleges is minimal in this industry. Some skills and techniques can be learned and refined through formal education (e.g., acting schools, theatre, film degrees), but the majority come through direct experience. Mentoring plays an important role. True, the film business focuses heavily on exploitation over exploration. Yet success of the industry as a whole is critically dependent upon learning and exploration overtime.

Que. Why do film production houses value experience highly ?

View solution

Q. Read the following passage carefully and answer the below question:

Many aspects of the motion-picture industry and its constituent companies are dissimilar to those observable in advanced-technology industries and firms. For instance, company longevity does not represent a consistent concern across the two organisational contexts. In the advanced-technology company for example, one new-product innovation – which is expected to generate financial returns to the firm – is insufficient for the company to be successful.
Rather, a stream of new product innovations is required. By contrast with the independent production company of this case, each new film – which is expected to generate financial returns to the principals – is sufficient for the company to be successful. Any subsequent new films involving the firm’s participants will be produced by a different independent company.
As another instance, people’s learning is expected to have different contributors and beneficiaries across the two organizational contexts. In the advanced-technology company, for example, each new product innovation provides an opportunity for participants on the project team to learn and acquire experience, and this same company intends to retain such participants, hence, benefit from their increased experience on the next project. By contrast with the independent production company, each new film provides an opportunity for participants on the project team to learn and acquire this experience also, but this same company has little or no expectation of retaining such participants, and hence, benefitting from their increased experience in the next project.
Experience is paramount in the motion-picture industry. Generally, on film projects, budgets are very tight, and schedules are very demanding. People are hired largely based on their experience and are expected to perform well immediately when called to do so. There is negligible slack time or margin for learning through trial and error, but experienced people learn exactly through trial and error. Because experience is valued so highly and film-production houses have such short time horizons, entry into the industry is very difficult for most people. Further, the role played by schools and colleges is minimal in this industry. Some skills and techniques can be learned and refined through formal education (e.g., acting schools, theatre, film degrees), but the majority come through direct experience. Mentoring plays an important role. True, the film business focuses heavily on exploitation over exploration. Yet success of the industry as a whole is critically dependent upon learning and exploration overtime.

Que. According to the author, what has been the focus of film business ?

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Q. Read the following passage carefully and answer the following question:

In terms of labour, for decades the relatively low cost and high quality of Japanese workers conferred considerable competitive advantage across numerous durable goods and consumer-electronics industries (eg. Machinery, automobiles, televisions, radios). Then labour-based advantages shifted to South Korea, then to Malaysia, Mexico and other nations. Today, China appears to be capitalizing best on the basic of labour, Japanese firms still remain competitive in markets for such durable goods, electronics and other products, but the labour force is no longer sufficient for competitive advantage over manufacturers in other industrializing nations. Such shifting of labour-based advantage is clearly not limited to manufacturing industries. Today a huge number of IT and service jobs are moving from Europe and North America to India, Singapore, and like countries with relatively well-educated, low-cost workforces possessing technical skills. However, as educational levels and technical skills continue to rise in other countries, India, Singapore and like nations enjoying labour-based competitive advantage today are likely to find such advantage cannot be sustained through emergence of new competitors.

In terms of capital, for centuries the days of gold coin and later even paper money restricted financial flows. Subsequently regional concentrations were formed where large banks, industries and markets coalesced. But today capital flows internationally at rapid speed. Global commerce no longer requires regional interactions among business players. Regional capital concentrations in places such as New York, London and Tokyo still persist, of course, but the capital concentrated there is no longer sufficient for competitive advantage over other capitalists distributed worldwide. Only if an organization is able to combine, integrate and apply its resources (eg. Land, labour, capital, IT) in an effective manner that is not readily imitable by competitors can such an organization enjoy competitive advantage sustainable overtime.

In a knowledge-based theory of the firm, this idea is extended to view organizational knowledge as resource with atleast the same level of power and importance as the traditional economic inputs. An organization with superior knowledge can achieve competitive advantage in markets that appreciate the application of such knowledge. Semiconductors, genetic engineering, pharmaceuticals, software, military warfare, and like knowledge-intensive competitive arenas provide both time-proven and current examples. Consider semiconductors (e. g. computer chips), which are made principally of sand and common metals, these ubiquitous and powerful electronics devices are designed within common office buildings, using commercially available tools, and fabricated within factories in many industrialized nations. Hence, land is not the key competitive recourse in the semiconductor industry.

Que. What is required to ensure competitive advantages in specific markets?

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Q. Read the following passage carefully and answer the following question:

In terms of labour, for decades the relatively low cost and high quality of Japanese workers conferred considerable competitive advantage across numerous durable goods and consumer-electronics industries (eg. Machinery, automobiles, televisions, radios). Then labour-based advantages shifted to South Korea, then to Malaysia, Mexico and other nations. Today, China appears to be capitalizing best on the basic of labour, Japanese firms still remain competitive in markets for such durable goods, electronics and other products, but the labour force is no longer sufficient for competitive advantage over manufacturers in other industrializing nations. Such shifting of labour-based advantage is clearly not limited to manufacturing industries. Today a huge number of IT and service jobs are moving from Europe and North America to India, Singapore, and like countries with relatively well-educated, low-cost workforces possessing technical skills. However, as educational levels and technical skills continue to rise in other countries, India, Singapore and like nations enjoying labour-based competitive advantage today are likely to find such advantage cannot be sustained through emergence of new competitors.

In terms of capital, for centuries the days of gold coin and later even paper money restricted financial flows. Subsequently regional concentrations were formed where large banks, industries and markets coalesced. But today capital flows internationally at rapid speed. Global commerce no longer requires regional interactions among business players. Regional capital concentrations in places such as New York, London and Tokyo still persist, of course, but the capital concentrated there is no longer sufficient for competitive advantage over other capitalists distributed worldwide. Only if an organization is able to combine, integrate and apply its resources (eg. Land, labour, capital, IT) in an effective manner that is not readily imitable by competitors can such an organization enjoy competitive advantage sustainable overtime.

In a knowledge-based theory of the firm, this idea is extended to view organizational knowledge as resource with atleast the same level of power and importance as the traditional economic inputs. An organization with superior knowledge can achieve competitive advantage in markets that appreciate the application of such knowledge. Semiconductors, genetic engineering, pharmaceuticals, software, military warfare, and like knowledge-intensive competitive arenas provide both time-proven and current examples. Consider semiconductors (e. g. computer chips), which are made principally of sand and common metals, these ubiquitous and powerful electronics devices are designed within common office buildings, using commercially available tools, and fabricated within factories in many industrialized nations. Hence, land is not the key competitive recourse in the semiconductor industry.

Que. The passage also mentions about the trend of

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Q. Read the following passage carefully and answer the following question:

In terms of labour, for decades the relatively low cost and high quality of Japanese workers conferred considerable competitive advantage across numerous durable goods and consumer-electronics industries (eg. Machinery, automobiles, televisions, radios). Then labour-based advantages shifted to South Korea, then to Malaysia, Mexico and other nations. Today, China appears to be capitalizing best on the basic of labour, Japanese firms still remain competitive in markets for such durable goods, electronics and other products, but the labour force is no longer sufficient for competitive advantage over manufacturers in other industrializing nations. Such shifting of labour-based advantage is clearly not limited to manufacturing industries. Today a huge number of IT and service jobs are moving from Europe and North America to India, Singapore, and like countries with relatively well-educated, low-cost workforces possessing technical skills. However, as educational levels and technical skills continue to rise in other countries, India, Singapore and like nations enjoying labour-based competitive advantage today are likely to find such advantage cannot be sustained through emergence of new competitors.

In terms of capital, for centuries the days of gold coin and later even paper money restricted financial flows. Subsequently regional concentrations were formed where large banks, industries and markets coalesced. But today capital flows internationally at rapid speed. Global commerce no longer requires regional interactions among business players. Regional capital concentrations in places such as New York, London and Tokyo still persist, of course, but the capital concentrated there is no longer sufficient for competitive advantage over other capitalists distributed worldwide. Only if an organization is able to combine, integrate and apply its resources (eg. Land, labour, capital, IT) in an effective manner that is not readily imitable by competitors can such an organization enjoy competitive advantage sustainable overtime.

In a knowledge-based theory of the firm, this idea is extended to view organizational knowledge as resource with atleast the same level of power and importance as the traditional economic inputs. An organization with superior knowledge can achieve competitive advantage in markets that appreciate the application of such knowledge. Semiconductors, genetic engineering, pharmaceuticals, software, military warfare, and like knowledge-intensive competitive arenas provide both time-proven and current examples. Consider semiconductors (e. g. computer chips), which are made principally of sand and common metals, these ubiquitous and powerful electronics devices are designed within common office buildings, using commercially available tools, and fabricated within factories in many industrialized nations. Hence, land is not the key competitive recourse in the semiconductor industry.

Que. What does the author lay stress on in the passage?

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Q. Read the following passage carefully and answer the following question:

In terms of labour, for decades the relatively low cost and high quality of Japanese workers conferred considerable competitive advantage across numerous durable goods and consumer-electronics industries (eg. Machinery, automobiles, televisions, radios). Then labour-based advantages shifted to South Korea, then to Malaysia, Mexico and other nations. Today, China appears to be capitalizing best on the basic of labour, Japanese firms still remain competitive in markets for such durable goods, electronics and other products, but the labour force is no longer sufficient for competitive advantage over manufacturers in other industrializing nations. Such shifting of labour-based advantage is clearly not limited to manufacturing industries. Today a huge number of IT and service jobs are moving from Europe and North America to India, Singapore, and like countries with relatively well-educated, low-cost workforces possessing technical skills. However, as educational levels and technical skills continue to rise in other countries, India, Singapore and like nations enjoying labour-based competitive advantage today are likely to find such advantage cannot be sustained through emergence of new competitors.

In terms of capital, for centuries the days of gold coin and later even paper money restricted financial flows. Subsequently regional concentrations were formed where large banks, industries and markets coalesced. But today capital flows internationally at rapid speed. Global commerce no longer requires regional interactions among business players. Regional capital concentrations in places such as New York, London and Tokyo still persist, of course, but the capital concentrated there is no longer sufficient for competitive advantage over other capitalists distributed worldwide. Only if an organization is able to combine, integrate and apply its resources (eg. Land, labour, capital, IT) in an effective manner that is not readily imitable by competitors can such an organization enjoy competitive advantage sustainable overtime.

In a knowledge-based theory of the firm, this idea is extended to view organizational knowledge as resource with atleast the same level of power and importance as the traditional economic inputs. An organization with superior knowledge can achieve competitive advantage in markets that appreciate the application of such knowledge. Semiconductors, genetic engineering, pharmaceuticals, software, military warfare, and like knowledge-intensive competitive arenas provide both time-proven and current examples. Consider semiconductors (e. g. computer chips), which are made principally of sand and common metals, these ubiquitous and powerful electronics devices are designed within common office buildings, using commercially available tools, and fabricated within factories in many industrialized nations. Hence, land is not the key competitive recourse in the semiconductor industry.

Que. Which country enjoyed competitive advantages in automobile industry for decades?

View solution

Q. Read the following passage carefully and answer the following question:

In terms of labour, for decades the relatively low cost and high quality of Japanese workers conferred considerable competitive advantage across numerous durable goods and consumer-electronics industries (eg. Machinery, automobiles, televisions, radios). Then labour-based advantages shifted to South Korea, then to Malaysia, Mexico and other nations. Today, China appears to be capitalizing best on the basic of labour, Japanese firms still remain competitive in markets for such durable goods, electronics and other products, but the labour force is no longer sufficient for competitive advantage over manufacturers in other industrializing nations. Such shifting of labour-based advantage is clearly not limited to manufacturing industries. Today a huge number of IT and service jobs are moving from Europe and North America to India, Singapore, and like countries with relatively well-educated, low-cost workforces possessing technical skills. However, as educational levels and technical skills continue to rise in other countries, India, Singapore and like nations enjoying labour-based competitive advantage today are likely to find such advantage cannot be sustained through emergence of new competitors.

In terms of capital, for centuries the days of gold coin and later even paper money restricted financial flows. Subsequently regional concentrations were formed where large banks, industries and markets coalesced. But today capital flows internationally at rapid speed. Global commerce no longer requires regional interactions among business players. Regional capital concentrations in places such as New York, London and Tokyo still persist, of course, but the capital concentrated there is no longer sufficient for competitive advantage over other capitalists distributed worldwide. Only if an organization is able to combine, integrate and apply its resources (eg. Land, labour, capital, IT) in an effective manner that is not readily imitable by competitors can such an organization enjoy competitive advantage sustainable overtime.

In a knowledge-based theory of the firm, this idea is extended to view organizational knowledge as resource with atleast the same level of power and importance as the traditional economic inputs. An organization with superior knowledge can achieve competitive advantage in markets that appreciate the application of such knowledge. Semiconductors, genetic engineering, pharmaceuticals, software, military warfare, and like knowledge-intensive competitive arenas provide both time-proven and current examples. Consider semiconductors (e. g. computer chips), which are made principally of sand and common metals, these ubiquitous and powerful electronics devices are designed within common office buildings, using commercially available tools, and fabricated within factories in many industrialized nations. Hence, land is not the key competitive recourse in the semiconductor industry.

Que. Why labour-based competitive advantages of India and Singapore cannot be sustained in IT and service sectors?

View solution

Q. Read the following passage carefully and answer the following question:

In terms of labour, for decades the relatively low cost and high quality of Japanese workers conferred considerable competitive advantage across numerous durable goods and consumer-electronics industries (eg. Machinery, automobiles, televisions, radios). Then labour-based advantages shifted to South Korea, then to Malaysia, Mexico and other nations. Today, China appears to be capitalizing best on the basic of labour, Japanese firms still remain competitive in markets for such durable goods, electronics and other products, but the labour force is no longer sufficient for competitive advantage over manufacturers in other industrializing nations. Such shifting of labour-based advantage is clearly not limited to manufacturing industries. Today a huge number of IT and service jobs are moving from Europe and North America to India, Singapore, and like countries with relatively well-educated, low-cost workforces possessing technical skills. However, as educational levels and technical skills continue to rise in other countries, India, Singapore and like nations enjoying labour-based competitive advantage today are likely to find such advantage cannot be sustained through emergence of new competitors.

In terms of capital, for centuries the days of gold coin and later even paper money restricted financial flows. Subsequently regional concentrations were formed where large banks, industries and markets coalesced. But today capital flows internationally at rapid speed. Global commerce no longer requires regional interactions among business players. Regional capital concentrations in places such as New York, London and Tokyo still persist, of course, but the capital concentrated there is no longer sufficient for competitive advantage over other capitalists distributed worldwide. Only if an organization is able to combine, integrate and apply its resources (eg. Land, labour, capital, IT) in an effective manner that is not readily imitable by competitors can such an organization enjoy competitive advantage sustainable overtime.

In a knowledge-based theory of the firm, this idea is extended to view organizational knowledge as resource with atleast the same level of power and importance as the traditional economic inputs. An organization with superior knowledge can achieve competitive advantage in markets that appreciate the application of such knowledge. Semiconductors, genetic engineering, pharmaceuticals, software, military warfare, and like knowledge-intensive competitive arenas provide both time-proven and current examples. Consider semiconductors (e. g. computer chips), which are made principally of sand and common metals, these ubiquitous and powerful electronics devices are designed within common office buildings, using commercially available tools, and fabricated within factories in many industrialized nations. Hence, land is not the key competitive recourse in the semiconductor industry.

Que. How can an organization enjoy competitive advantage sustainable overtime?

View solution

Q. Read the following passage carefully and answer the question that follow.

I did that thing recently where you have to sign a big card - which is a horror unto itself, especially as the keeper of the Big Card was leaning over me at the time. Suddenly I was on the spot, a rabbit in the headlights, torn between doing a fun message or some sort of in-joke or a drawing. Instead overwhelmed by the myriad options available to me, I decided to just write “Good luck, best, Joel”.

It was then that I realised, to my horror, that I had forgotten how to write. My entire existence is “tap letters into computer”. My shopping lists are hidden in the notes function of my phone. If I need to remember something I send an e-mail to myself. A pen is something I chew when I’m struggling to think. Paper is something I pile beneath my laptop to make it a more comfortable height for me to type on.

A poll of 1,000 teens by the stationers, Bic found that one in 10 don’t own a pen, a third have never written a letter, and half of 13 to 19 years - old have never been forced to sit down and write a thank you letter. More than 80% have never written a love letter, 56% don’t have letter paper at home. And a quarter have never known the unique torture of writing a birthday card. The most a teen ever has to use a pen is on an exam paper.

Bic, have you heard of mobile phones ? Have you heard of e-mail, facebook and
snap chatting? This is the future. Pens are dead. Paper is dead. Handwriting is a relic.

“Handwriting is one of the most creative outlets we have and should be given the same importance as other art forms such as sketching, painting or photography.”

Que. When confronted with signing a big card, the author felt like “a rabbit in the headlight”. What does this phrase mean ?

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Q. Read the following passage carefully and answer the question that follow.

I did that thing recently where you have to sign a big card - which is a horror unto itself, especially as the keeper of the Big Card was leaning over me at the time. Suddenly I was on the spot, a rabbit in the headlights, torn between doing a fun message or some sort of in-joke or a drawing. Instead overwhelmed by the myriad options available to me, I decided to just write “Good luck, best, Joel”.

It was then that I realised, to my horror, that I had forgotten how to write. My entire existence is “tap letters into computer”. My shopping lists are hidden in the notes function of my phone. If I need to remember something I send an e-mail to myself. A pen is something I chew when I’m struggling to think. Paper is something I pile beneath my laptop to make it a more comfortable height for me to type on.

A poll of 1,000 teens by the stationers, Bic found that one in 10 don’t own a pen, a third have never written a letter, and half of 13 to 19 years - old have never been forced to sit down and write a thank you letter. More than 80% have never written a love letter, 56% don’t have letter paper at home. And a quarter have never known the unique torture of writing a birthday card. The most a teen ever has to use a pen is on an exam paper.

Bic, have you heard of mobile phones ? Have you heard of e-mail, facebook and
snap chatting? This is the future. Pens are dead. Paper is dead. Handwriting is a relic.

“Handwriting is one of the most creative outlets we have and should be given the same importance as other art forms such as sketching, painting or photography.”

Que. According to the author, which one is not the most creative outlet of pursuit?

View solution

Q. Read the following passage carefully and answer the question that follow.

I did that thing recently where you have to sign a big card - which is a horror unto itself, especially as the keeper of the Big Card was leaning over me at the time. Suddenly I was on the spot, a rabbit in the headlights, torn between doing a fun message or some sort of in-joke or a drawing. Instead overwhelmed by the myriad options available to me, I decided to just write “Good luck, best, Joel”.

It was then that I realised, to my horror, that I had forgotten how to write. My entire existence is “tap letters into computer”. My shopping lists are hidden in the notes function of my phone. If I need to remember something I send an e-mail to myself. A pen is something I chew when I’m struggling to think. Paper is something I pile beneath my laptop to make it a more comfortable height for me to type on.

A poll of 1,000 teens by the stationers, Bic found that one in 10 don’t own a pen, a third have never written a letter, and half of 13 to 19 years - old have never been forced to sit down and write a thank you letter. More than 80% have never written a love letter, 56% don’t have letter paper at home. And a quarter have never known the unique torture of writing a birthday card. The most a teen ever has to use a pen is on an exam paper.

Bic, have you heard of mobile phones ? Have you heard of e-mail, facebook and
snap chatting? This is the future. Pens are dead. Paper is dead. Handwriting is a relic.

“Handwriting is one of the most creative outlets we have and should be given the same importance as other art forms such as sketching, painting or photography.”

Que. The entire existence of the author revolves round
(a) Computer
(b) Mobile phone
(c) Typewriter
Identify the correct answer from the codes given below:

View solution

Q. Read the following passage carefully and answer the question that follow.

I did that thing recently where you have to sign a big card - which is a horror unto itself, especially as the keeper of the Big Card was leaning over me at the time. Suddenly I was on the spot, a rabbit in the headlights, torn between doing a fun message or some sort of in-joke or a drawing. Instead overwhelmed by the myriad options available to me, I decided to just write “Good luck, best, Joel”.

It was then that I realised, to my horror, that I had forgotten how to write. My entire existence is “tap letters into computer”. My shopping lists are hidden in the notes function of my phone. If I need to remember something I send an e-mail to myself. A pen is something I chew when I’m struggling to think. Paper is something I pile beneath my laptop to make it a more comfortable height for me to type on.

A poll of 1,000 teens by the stationers, Bic found that one in 10 don’t own a pen, a third have never written a letter, and half of 13 to 19 years - old have never been forced to sit down and write a thank you letter. More than 80% have never written a love letter, 56% don’t have letter paper at home. And a quarter have never known the unique torture of writing a birthday card. The most a teen ever has to use a pen is on an exam paper.

Bic, have you heard of mobile phones ? Have you heard of e-mail, facebook and
snap chatting? This is the future. Pens are dead. Paper is dead. Handwriting is a relic.

“Handwriting is one of the most creative outlets we have and should be given the same importance as other art forms such as sketching, painting or photography.”

Que. How many teens, as per the Bic survey, do not own a pen?

View solution

Q. Read the following passage carefully and answer the question that follow.

I did that thing recently where you have to sign a big card - which is a horror unto itself, especially as the keeper of the Big Card was leaning over me at the time. Suddenly I was on the spot, a rabbit in the headlights, torn between doing a fun message or some sort of in-joke or a drawing. Instead overwhelmed by the myriad options available to me, I decided to just write “Good luck, best, Joel”.

It was then that I realised, to my horror, that I had forgotten how to write. My entire existence is “tap letters into computer”. My shopping lists are hidden in the notes function of my phone. If I need to remember something I send an e-mail to myself. A pen is something I chew when I’m struggling to think. Paper is something I pile beneath my laptop to make it a more comfortable height for me to type on.

A poll of 1,000 teens by the stationers, Bic found that one in 10 don’t own a pen, a third have never written a letter, and half of 13 to 19 years - old have never been forced to sit down and write a thank you letter. More than 80% have never written a love letter, 56% don’t have letter paper at home. And a quarter have never known the unique torture of writing a birthday card. The most a teen ever has to use a pen is on an exam paper.

Bic, have you heard of mobile phones ? Have you heard of e-mail, facebook and
snap chatting? This is the future. Pens are dead. Paper is dead. Handwriting is a relic.

“Handwriting is one of the most creative outlets we have and should be given the same importance as other art forms such as sketching, painting or photography.”

Que. What is the main concern of the author?

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Q. Read the following passage carefully and answer the question that follow.

Story telling is not in our genes. Neither it is an evolutionary history. It is the essence of what makes us Human.
Human beings progress by telling stories. One event can result in a great variety of stories being told about it. Sometimes those stories differ greatly. Which stories are picked up and repeated and which ones are dropped and forgotten often determines how we progress. Our history, knowledge and understanding are all the collections of the few stories that survive. This includes the stories that we tell each other about the future. And how the future will turn out depends partly, possibly largely, on which stories we collectively choose to believe.
Some stories are designed to spread fear and concern. This is because some story-tellers feel that there is a need to raise some tensions. Some stories are frightening, they are like totemic warnings: "Fail to act now and we are all doomed." Then there are stories that indicate that all will be fine so long as we leave everything upto a few especially able adults. Currently, this trend is being led by those who call themselves "rational optimists". They tend to claim that it is human nature to compete and to succeed and also to profit at the expense of others. The rational optimists however, do not realize how humanity has progressed overtime through amiable social networks and how large groups work in less selfishness and in the process accommodate rich and poor, high and low alike. This aspect in story-telling is considered by the 'Practical Possibles', who sit between those who say all is fine and cheerful and be individualistic in your approach to a successful future, and those who ordain pessimism and fear that we are doomed.
What the future holds for us is which stories we hold on to and how we act on them.

Que. Rational optimists:

(a) Look for opportunities.
(b) Are sensible and cheerful.
(c) Are selfishly driven.

Identify the correct answer from the codes given below:

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Q. Read the following passage carefully and answer the question that follow.

Story telling is not in our genes. Neither it is an evolutionary history. It is the essence of what makes us Human.
Human beings progress by telling stories. One event can result in a great variety of stories being told about it. Sometimes those stories differ greatly. Which stories are picked up and repeated and which ones are dropped and forgotten often determines how we progress. Our history, knowledge and understanding are all the collections of the few stories that survive. This includes the stories that we tell each other about the future. And how the future will turn out depends partly, possibly largely, on which stories we collectively choose to believe.
Some stories are designed to spread fear and concern. This is because some story-tellers feel that there is a need to raise some tensions. Some stories are frightening, they are like totemic warnings: "Fail to act now and we are all doomed." Then there are stories that indicate that all will be fine so long as we leave everything upto a few especially able adults. Currently, this trend is being led by those who call themselves "rational optimists". They tend to claim that it is human nature to compete and to succeed and also to profit at the expense of others. The rational optimists however, do not realize how humanity has progressed overtime through amiable social networks and how large groups work in less selfishness and in the process accommodate rich and poor, high and low alike. This aspect in story-telling is considered by the 'Practical Possibles', who sit between those who say all is fine and cheerful and be individualistic in your approach to a successful future, and those who ordain pessimism and fear that we are doomed.
What the future holds for us is which stories we hold on to and how we act on them.

Que. Humans become less selfish when:

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Q. Read the following passage carefully and answer the question that follow.

Story telling is not in our genes. Neither it is an evolutionary history. It is the essence of what makes us Human.
Human beings progress by telling stories. One event can result in a great variety of stories being told about it. Sometimes those stories differ greatly. Which stories are picked up and repeated and which ones are dropped and forgotten often determines how we progress. Our history, knowledge and understanding are all the collections of the few stories that survive. This includes the stories that we tell each other about the future. And how the future will turn out depends partly, possibly largely, on which stories we collectively choose to believe.
Some stories are designed to spread fear and concern. This is because some story-tellers feel that there is a need to raise some tensions. Some stories are frightening, they are like totemic warnings: "Fail to act now and we are all doomed." Then there are stories that indicate that all will be fine so long as we leave everything upto a few especially able adults. Currently, this trend is being led by those who call themselves "rational optimists". They tend to claim that it is human nature to compete and to succeed and also to profit at the expense of others. The rational optimists however, do not realize how humanity has progressed overtime through amiable social networks and how large groups work in less selfishness and in the process accommodate rich and poor, high and low alike. This aspect in story-telling is considered by the 'Practical Possibles', who sit between those who say all is fine and cheerful and be individualistic in your approach to a successful future, and those who ordain pessimism and fear that we are doomed.
What the future holds for us is which stories we hold on to and how we act on them.

Que. 'Practical Possibles' are the ones who:

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