CTET December 2018 Paper 2 Language 1 English

Born out of the forces of globalization, India’s IT sector is undertaking some globalization of its own. In search of new sources of rapid growth, the country’s outsourcing giants are aggressively expanding beyond their usual stomping grounds into the developing world; setting up programming centres, chasing new clients and hiring local talent. Through geographic diversification, Indian companies hope to regain some momentum after the recession. This shift is being driven by global economy in which the US is no longer the undisputed engine of growth. India’s IT powers rose to prominence largely on the decisions made by American executives, who were quick to capitalize on the cost savings to be gained by outsourcing noncore operations, such as systems programming and call centres, to specialists overseas.

Revenues in India’s IT sector surged from $4 billion in 1998 to $59 billion last fiscal, but with the recession NASSCOM forecasts that the growth rate of India’s exports of IT and other business services to the US and Europe will drop to at most 7% in the current fiscal year, down from 16% last year and 29% in 2007-08.

Factors other than the crisis are driving India’s IT firms into the emerging world. Although the US still accounts for 60% of the export revenue of India’s IT sector, emerging markets are growing faster. Tapping these more dynamic economies won’t be easy, however. The goal of Indian IT firms for the past 30 years has been to woo clients outside India and transfer as much of the actual work as possible back home, where lower wages for highly skilled programmers allowed them to offer significant cost savings. With costs in other emerging economies equally low, Indian firms can’t compete on price alone.

To adapt, Indian companies which are relatively unknown in these emerging nations are establishing major local operations around the world, in the process hiring thousands of locals. Cultural conflicts arise at times while training new recruits. In addition, IT firms also have to work extra hard to woo business from emerging-market companies still unaccustomed to the concept of outsourcing successful, the future of India’s outsourcing sector could prove as bright as its past.

#1. What is the author trying to convey through the phrase “India’s IT sector is undertaking some globalization of its own”?

Born out of the forces of globalization, India’s IT sector is undertaking some globalization of its own. In search of new sources of rapid growth, the country’s outsourcing giants are aggressively expanding beyond their usual stomping grounds into the developing world; setting up programming centres, chasing new clients and hiring local talent. Through geographic diversification, Indian companies hope to regain some momentum after the recession. This shift is being driven by global economy in which the US is no longer the undisputed engine of growth. India’s IT powers rose to prominence largely on the decisions made by American executives, who were quick to capitalize on the cost savings to be gained by outsourcing noncore operations, such as systems programming and call centres, to specialists overseas.

Revenues in India’s IT sector surged from $4 billion in 1998 to $59 billion last fiscal, but with the recession NASSCOM forecasts that the growth rate of India’s exports of IT and other business services to the US and Europe will drop to at most 7% in the current fiscal year, down from 16% last year and 29% in 2007-08.

Factors other than the crisis are driving India’s IT firms into the emerging world. Although the US still accounts for 60% of the export revenue of India’s IT sector, emerging markets are growing faster. Tapping these more dynamic economies

won’t be easy, however. The goal of Indian IT firms for the past 30 years has been to woo clients outside India and transfer as much of the actual work as possible back home, where lower wages for highly skilled programmers allowed them to offer significant cost savings. With costs in other emerging economies equally low, Indian firms can’t compete on price alone.

To adapt, Indian companies which are relatively unknown in these emerging nations are establishing major local operations around the world, in the process hiring thousands of locals. Cultural conflicts arise at times while training new recruits. In addition, IT firms also have to work extra hard to woo business from emerging-market companies still unaccustomed to the concept of outsourcing successful, the future of India’s outsourcing sector could prove as bright as its past.

A. Indian IT companies had expertise in rare core operations

B. The US lacked the necessary infrastructure and personnel to handle mass call centre operations

C. Inability of other equally cost-efficient developing countries to comply with their strict policies

#2. Which of the following factors made the services offered by the INDIAN IT attractive to the US?

Born out of the forces of globalization, India’s IT sector is undertaking some globalization of its own. In search of new sources of rapid growth, the country’s outsourcing giants are aggressively expanding beyond their usual stomping grounds into the developing world; setting up programming centres, chasing new clients and hiring local talent. Through geographic diversification, Indian companies hope to regain some momentum after the recession. This shift is being driven by global economy in which the US is no longer the undisputed engine of growth. India’s IT powers rose to prominence largely on the decisions made by American executives, who were quick to capitalize on the cost savings to be gained by outsourcing noncore operations, such as systems programming and call centres, to specialists overseas.

Revenues in India’s IT sector surged from $4 billion in 1998 to $59 billion last fiscal, but with the recession NASSCOM forecasts that the growth rate of India’s exports of IT and other business services to the US and Europe will drop to at most 7% in the current fiscal year, down from 16% last year and 29% in 2007-08.

Factors other than the crisis are driving India’s IT firms into the emerging world. Although the US still accounts for 60% of the export revenue of India’s IT sector, emerging markets are growing faster. Tapping these more dynamic economies

won’t be easy, however. The goal of Indian IT firms for the past 30 years has been to woo clients outside India and transfer as much of the actual work as possible back home, where lower wages for highly skilled programmers allowed them to offer significant cost savings. With costs in other emerging economies equally low, Indian firms can’t compete on price alone.

To adapt, Indian companies which are relatively unknown in these emerging nations are establishing major local operations around the world, in the process hiring thousands of locals. Cultural conflicts arise at times while training new recruits. In addition, IT firms also have to work extra hard to woo business from emerging-market companies still unaccustomed to the concept of outsourcing successful, the future of India’s outsourcing sector could prove as bright as its past.

#3. What has caused Indian IT firms to change the way they conduct. business in developing countries?

Born out of the forces of globalization, India’s IT sector is undertaking some globalization of its own. In search of new sources of rapid growth, the country’s outsourcing giants are aggressively expanding beyond their usual stomping grounds into the developing world; setting up programming centres, chasing new clients and hiring local talent. Through geographic diversification, Indian companies hope to regain some momentum after the recession. This shift is being driven by global economy in which the US is no longer the undisputed engine of growth. India’s IT powers rose to prominence largely on the decisions made by American executives, who were quick to capitalize on the cost savings to be gained by outsourcing noncore operations, such as systems programming and call centres, to specialists overseas.

Revenues in India’s IT sector surged from $4 billion in 1998 to $59 billion last fiscal, but with the recession NASSCOM forecasts that the growth rate of India’s exports of IT and other business services to the US and Europe will drop to at most 7% in the current fiscal year, down from 16% last year and 29% in 2007-08.

Factors other than the crisis are driving India’s IT firms into the emerging world. Although the US still accounts for 60% of the export revenue of India’s IT sector, emerging markets are growing faster. Tapping these more dynamic economies

won’t be easy, however. The goal of Indian IT firms for the past 30 years has been to woo clients outside India and transfer as much of the actual work as possible back home, where lower wages for highly skilled programmers allowed them to offer significant cost savings. With costs in other emerging economies equally low, Indian firms can’t compete on price alone.

To adapt, Indian companies which are relatively unknown in these emerging nations are establishing major local operations around the world, in the process hiring thousands of locals. Cultural conflicts arise at times while training new recruits. In addition, IT firms also have to work extra hard to woo business from emerging-market companies still unaccustomed to the concept of outsourcing successful, the future of India’s outsourcing sector could prove as bright as its past.

#4. What do the NASSCOM statistics about Indian IT exports indicate?

Born out of the forces of globalization, India’s IT sector is undertaking some globalization of its own. In search of new sources of rapid growth, the country’s outsourcing giants are aggressively expanding beyond their usual stomping grounds into the developing world; setting up programming centres, chasing new clients and hiring local talent. Through geographic diversification, Indian companies hope to regain some momentum after the recession. This shift is being driven by global economy in which the US is no longer the undisputed engine of growth. India’s IT powers rose to prominence largely on the decisions made by American executives, who were quick to capitalize on the cost savings to be gained by outsourcing noncore operations, such as systems programming and call centres, to specialists overseas.

Revenues in India’s IT sector surged from $4 billion in 1998 to $59 billion last fiscal, but with the recession NASSCOM forecasts that the growth rate of India’s exports of IT and other business services to the US and Europe will drop to at most 7% in the current fiscal year, down from 16% last year and 29% in 2007-08.

Factors other than the crisis are driving India’s IT firms into the emerging world. Although the US still accounts for 60% of the export revenue of India’s IT sector, emerging markets are growing faster. Tapping these more dynamic economies

won’t be easy, however. The goal of Indian IT firms for the past 30 years has been to woo clients outside India and transfer as much of the actual work as possible back home, where lower wages for highly skilled programmers allowed them to offer significant cost savings. With costs in other emerging economies equally low, Indian firms can’t compete on price alone.

To adapt, Indian companies which are relatively unknown in these emerging nations are establishing major local operations around the world, in the process hiring thousands of locals. Cultural conflicts arise at times while training new recruits. In addition, IT firms also have to work extra hard to woo business from emerging-market companies still unaccustomed to the concept of outsourcing successful, the future of India’s outsourcing sector could prove as bright as its past.

#5. According to the passage, which one of the following is not a difficulty that Indian IT firms will face in emerging markets?

Born out of the forces of globalization, India’s IT sector is undertaking some globalization of its own. In search of new sources of rapid growth, the country’s outsourcing giants are aggressively expanding beyond their usual stomping grounds into the developing world; setting up programming centres, chasing new clients and hiring local talent. Through geographic diversification, Indian companies hope to regain some momentum after the recession. This shift is being driven by global economy in which the US is no longer the undisputed engine of growth. India’s IT powers rose to prominence largely on the decisions made by American executives, who were quick to capitalize on the cost savings to be gained by outsourcing noncore operations, such as systems programming and call centres, to specialists overseas.

Revenues in India’s IT sector surged from $4 billion in 1998 to $59 billion last fiscal, but with the recession NASSCOM forecasts that the growth rate of India’s exports of IT and other business services to the US and Europe will drop to at most 7% in the current fiscal year, down from 16% last year and 29% in 2007-08.

Factors other than the crisis are driving India’s IT firms into the emerging world. Although the US still accounts for 60% of the export revenue of India’s IT sector, emerging markets are growing faster. Tapping these more dynamic economies

won’t be easy, however. The goal of Indian IT firms for the past 30 years has been to woo clients outside India and transfer as much of the actual work as possible back home, where lower wages for highly skilled programmers allowed them to offer significant cost savings. With costs in other emerging economies equally low, Indian firms can’t compete on price alone.

To adapt, Indian companies which are relatively unknown in these emerging nations are establishing major local operations around the world, in the process hiring thousands of locals. Cultural conflicts arise at times while training new recruits. In addition, IT firms also have to work extra hard to woo business from emerging-market companies still unaccustomed to the concept of outsourcing successful, the future of India’s outsourcing sector could prove as bright as its past.

A. The recession severely impacted the US but not India.

B.India is trying to depend less on the US as a source of growth.

C. The future success of  indian IT firms depends on emerging markets.

#6. Which of the following is/are not true in the context of the passage?

Born out of the forces of globalization, India’s IT sector is undertaking some globalization of its own. In search of new sources of rapid growth, the country’s outsourcing giants are aggressively expanding beyond their usual stomping grounds into the developing world; setting up programming centres, chasing new clients and hiring local talent. Through geographic diversification, Indian companies hope to regain some momentum after the recession. This shift is being driven by global economy in which the US is no longer the undisputed engine of growth. India’s IT powers rose to prominence largely on the decisions made by American executives, who were quick to capitalize on the cost savings to be gained by outsourcing noncore operations, such as systems programming and call centres, to specialists overseas.

Revenues in India’s IT sector surged from $4 billion in 1998 to $59 billion last fiscal, but with the recession NASSCOM forecasts that the growth rate of India’s exports of IT and other business services to the US and Europe will drop to at most 7% in the current fiscal year, down from 16% last year and 29% in 2007-08.

Factors other than the crisis are driving India’s IT firms into the emerging world. Although the US still accounts for 60% of the export revenue of India’s IT sector, emerging markets are growing faster. Tapping these more dynamic economies

won’t be easy, however. The goal of Indian IT firms for the past 30 years has been to woo clients outside India and transfer as much of the actual work as possible back home, where lower wages for highly skilled programmers allowed them to offer significant cost savings. With costs in other emerging economies equally low, Indian firms can’t compete on price alone.

To adapt, Indian companies which are relatively unknown in these emerging nations are establishing major local operations around the world, in the process hiring thousands of locals. Cultural conflicts arise at times while training new recruits. In addition, IT firms also have to work extra hard to woo business from emerging-market companies still unaccustomed to the concept of outsourcing successful, the future of India’s outsourcing sector could prove as bright as its past.

#7. Which one of the following words is most similar in meaning to the word ‘chasing’ as used in the passage?

Born out of the forces of globalization, India’s IT sector is undertaking some globalization of its own. In search of new sources of rapid growth, the country’s outsourcing giants are aggressively expanding beyond their usual stomping grounds into the developing world; setting up programming centres, chasing new clients and hiring local talent. Through geographic diversification, Indian companies hope to regain some momentum after the recession. This shift is being driven by global economy in which the US is no longer the undisputed engine of growth. India’s IT powers rose to prominence largely on the decisions made by American executives, who were quick to capitalize on the cost savings to be gained by outsourcing noncore operations, such as systems programming and call centres, to specialists overseas.

Revenues in India’s IT sector surged from $4 billion in 1998 to $59 billion last fiscal, but with the recession NASSCOM forecasts that the growth rate of India’s exports of IT and other business services to the US and Europe will drop to at most 7% in the current fiscal year, down from 16% last year and 29% in 2007-08.

Factors other than the crisis are driving India’s IT firms into the emerging world. Although the US still accounts for 60% of the export revenue of India’s IT sector, emerging markets are growing faster. Tapping these more dynamic economies

won’t be easy, however. The goal of Indian IT firms for the past 30 years has been to woo clients outside India and transfer as much of the actual work as possible back home, where lower wages for highly skilled programmers allowed them to offer significant cost savings. With costs in other emerging economies equally low, Indian firms can’t compete on price alone.

To adapt, Indian companies which are relatively unknown in these emerging nations are establishing major local operations around the world, in the process hiring thousands of locals. Cultural conflicts arise at times while training new recruits. In addition, IT firms also have to work extra hard to woo business from emerging-market companies still unaccustomed to the concept of outsourcing successful, the future of India’s outsourcing sector could prove as bright as its past.

#8. Which one of the following words is most opposite to the meaning of the word undisputed as used in the passage?

Born out of the forces of globalization, India’s IT sector is undertaking some globalization of its own. In search of new sources of rapid growth, the country’s outsourcing giants are aggressively expanding beyond their usual stomping grounds into the developing world; setting up programming centres, chasing new clients and hiring local talent. Through geographic diversification, Indian companies hope to regain some momentum after the recession. This shift is being driven by global economy in which the US is no longer the undisputed engine of growth. India’s IT powers rose to prominence largely on the decisions made by American executives, who were quick to capitalize on the cost savings to be gained by outsourcing noncore operations, such as systems programming and call centres, to specialists overseas.

Revenues in India’s IT sector surged from $4 billion in 1998 to $59 billion last fiscal, but with the recession NASSCOM forecasts that the growth rate of India’s exports of IT and other business services to the US and Europe will drop to at most 7% in the current fiscal year, down from 16% last year and 29% in 2007-08.

Factors other than the crisis are driving India’s IT firms into the emerging world. Although the US still accounts for 60% of the export revenue of India’s IT sector, emerging markets are growing faster. Tapping these more dynamic economies

won’t be easy, however. The goal of Indian IT firms for the past 30 years has been to woo clients outside India and transfer as much of the actual work as possible back home, where lower wages for highly skilled programmers allowed them to offer significant cost savings. With costs in other emerging economies equally low, Indian firms can’t compete on price alone.

To adapt, Indian companies which are relatively unknown in these emerging nations are establishing major local operations around the world, in the process hiring thousands of locals. Cultural conflicts arise at times while training new recruits. In addition, IT firms also have to work extra hard to woo business from emerging-market companies still unaccustomed to the concept of outsourcing successful, the future of India’s outsourcing sector could prove as bright as its past.

#9. Other than crisis, what is driving IT companies to seek other options?

   O, well for the fisherman’s boy,

That he shouts with his sister at play !

O, well for the sailor Iad,

That he sings in his boat on the bay!

And the stately ships go on

To their haven under the hill

But O for the touch of a vanish’d hand,

And the sound of a voice that is still!

Break, Break, Break,

At the foot of thy crags, O Sea!

But the tender grace of a day that is dead

Will never come back to me.

#10. What is “breaking’ in “Break, Break Break?

 Break, Break, Break,

  On thy enld gray stones, O Sea

   And I would that my tongue could utter

   The thoughts that arise in me..

   O, well for the fisherman’s boy,

That he shouts with his sister at play !

O, well for the sailor Iad,

That he sings in his boat on the bay!

And the stately ships go on

To their haven under the hill

But O for the touch of a vanish’d hand,

And the sound of a voice that is still!

Break, Break, Break,

At the foot of thy crags, O Sea!

But the tender grace of a day that is dead

Will never come back to me.

#11. The mood of the speaker in ‘Break Break, Break’ is-

  Break, Break, Break,

  On thy enld gray stones, O Sea!

   And I would that my tongue could utter

   The thoughts that arise in me..

   O, well for the fisherman’s boy,

That he shouts with his sister at play !

O, well for the sailor Iad,

That he sings in his boat on the bay!

And the stately ships go on

To their haven under the hill

But O for the touch of a vanish’d hand,

And the sound of a voice that is still!

Break, Break, Break,

At the foot of thy crags, O Sea!

But the tender grace of a day that is dead

Will never come back to me.

#12. The speaker in ‘Break, Break, Break’ observes all the following, except-

  Break, Break, Break,

  On thy enld gray stones, O Sea!

   And I would that my tongue could utter

   The thoughts that arise in me..

   O, well for the fisherman’s boy,

That he shouts with his sister at play !

O, well for the sailor Iad,

That he sings in his boat on the bay!

And the stately ships go on

To their haven under the hill

But O for the touch of a vanish’d hand,

And the sound of a voice that is still!

Break, Break, Break,

At the foot of thy crags, O Sea!

But the tender grace of a day that is dead

Will never come back to me.

#13. The speaker of ‘Break, Break, Break’ cannot

Break, Break, Break,

  On thy enld gray stones, O Sea!

   And I would that my tongue could utter

   The thoughts that arise in me..

   O, well for the fisherman’s boy,

That he shouts with his sister at play !

O, well for the sailor Iad,

That he sings in his boat on the bay!

And the stately ships go on

To their haven under the hill

But O for the touch of a vanish’d hand,

And the sound of a voice that is still!

Break, Break, Break,

At the foot of thy crags, O Sea!

But the tender grace of a day that is dead

Will never come back to me.

#14. In the first two lines of the poem, the poet uses-

    Break, Break, Break,

  On thy enld gray stones, O Sea!

   And I would that my tongue could utter

   The thoughts that arise in me..

   O, well for the fisherman’s boy,

That he shouts with his sister at play !

O, well for the sailor Iad,

That he sings in his boat on the bay!

And the stately ships go on

To their haven under the hill

But O for the touch of a vanish’d hand,

And the sound of a voice that is still!

Break, Break, Break,

At the foot of thy crags, O Sea!

But the tender grace of a day that is dead

Will never come back to me.

#15. The phrase haven under the hill is an example of-

#16. Which one of the following does not come under the principle of selection and gradation?

#17. The phenomenon, where a single word is associated with two or several related meanings, is known as-

#18. The dog lived in the garden, but the cat, who was smarter, lived inside the house” is an example of-

#19. If a student of language is cramming his/her answers, then he/she would not be able to- .

#20. During reading, if a student is piercing information together as they read a text keeping track of what is happening, he/she is-

#21. Which one of the following does not affect the intonation?

#22. ………… are involved in thinking.

#23. Language laboratory is the place where the learners have to listen on headphone. The language labs are set up with a view to provide listening activities in order to develop-

#24. Grammar-translation method basically used to teach-is

#25. Which one of the following can be used as a rubric for the assessment of fluency and coherence of language?

#26. 116.Which one of the following is not the objective defined by NCF-2005 for teaching English at upper primary level?

#27. If you are listening to the description of how to reach a specific location then you are doing—

#28. If a language teacher has put the words ‘school, teacher, headmaster, peon’ in a group, then she is following-

#29. “At the initial stages of language learning, may be one of the languages for learning activities that create the child’s awareness to the world.” (NCF-2005)

#30. Little or no attention is given to pronunciation in ————- method.