reading comprehension section 9 Detailed Explanation And More Example
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DIRECTIONS:
Read the fol lowing passages carefully and answer the questions given below them. Certain words are given in bold to help you to locate them while answering some of the questions.
PASSAGE
Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing change.
For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.
Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.
Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.
The following question based on reading comprehension topic of general english mcq
(a) thwarted
(b) surfaced
(c) developed
(d) created
e) halted
The correct answers to the above question in:
Answer: (c)
The meaning of the word ‘nurtured’ as mentioned in the passage is ‘to help the development of something’.
Hence the words ‘nurtured’ and ‘developed’ are synonymous.
Discuss Form
Read more reading comprehension Based General English Questions and Answers
Question : 1
What, according to the author, is leadership?
a) Inspiring people to realise the vision
b) Carrying out the crucial functions of management
c) Planning the future and budgeting resources of the organisation
d) Process which keeps the system of people and technology running smoothly
e) None of these
Answer »Answer: (a)
Question : 2
Which of the following characteristics helps organisations in their transformation efforts?
a) Bureaucratic and inward-looking approach
b) Failing to acknowledge the value of customers and shareholders
c) A strong and dogmatic culture
d) Emphasis on leadership but not on management
e) None of these
Answer »Answer: (e)
Question : 3
Why were people taught little about leadership in management programmes?
a) Focus of these programmes was on developing managers.
b) Leadership was considered only a political phenomenon.
c) Enough study material was not available to facilitate teaching of leadership.
d) Teachers were busy in understanding the phenomenon of leadership.
e) None of these
Answer »Answer: (a)
Question : 4
Why does the attention of large organisations turn inward?
a) Their success creates market dominance.
b) They want to project their predictability.
c) They have to keep themselves under control.
d) Their managers become arrogant.
e) None of these
Answer »Answer: (c)
Question : 5
In the passage, management is equated with
a) Organisational vision
b) Bureaucracy
c) Leadership
d) Organisation
e) Managerial training
Answer »Answer: (b)
Managers are also bureaucrats.
Question : 6
What is the historical reason for many organisations not having leadership?
a) Leaders are weak in carrying out traditional functions of management
b) Leaders allow too much complacency in organisations
c) Leaders lack managerial skills and organisations need managers
d) A view that leaders are born, they are not made
e) None of these
Answer »Answer: (e)
For most of this century, as a large number of organisations were created for the first time in human history, emphasis was given on management and leadership was overlooked.
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