List of top Questions asked in Common Admission Test- 2018

NOT everything looks lovelier the longer and closer its inspection. But Saturn does. It is gorgeous through Earthly telescopes. However, the 13 years of close observation provided by Cassini, an American spacecraft, showed the planet, its moons and its remarkable rings off better and better, revealing finer structures, striking novelties and greater drama. . . .
By and large the big things in the solar system — planets and moons — are thought of as having been around since the beginning. The suggestion that rings and moons are new is, though, made even more interesting by the fact that one of those moons, Enceladus, is widely considered the most promising site in the solar system on which to look for alien life. If Enceladus is both young and bears life, that life must have come into being quickly. This is also believed to have been the case on Earth. Were it true on Enceladus, that would encourage the idea that life evolves easily when conditions are right.

One reason for thinking Saturn's rings are young is that they are bright. The solar system is suffused with comet dust, and comet dust is dark. Leaving Saturn's ring system which Cassini has shown to be more than 90% water ice out in such a mist is like leaving laundry hanging on a line downwind from a smokestack; it will get dirty. The lighter the rings are, the faster this will happen, for the less mass they contain, the less celestial pollution they can absorb before they start to discolour... Jeff Cuzzi, a scientist at America’s space agency, NASA, who helped run Cassini, told the Lunar and Planetary Science Conference in Houston that combining the mass estimates with Cassini's measurements of the density of comet dust near Saturn suggests the rings are no older than the first dinosaurs, nor younger than the last of them; that is, they are somewhere between 200 million and 70 million years old.

That timing fits well with a theory put forward in 2016, by Matija Cuk of the SETI Institute, in California and his colleagues. They suggest that at around the same time as the rings came into being an old set of moons orbiting Saturn destroyed themselves, and from their remains emerged not only the rings but also the planet’s current suite of inner moons — Rhea, Dione, Tethys, Enceladus and Mimas. . . .

Dr. Cuk and his colleagues used computer simulations of Saturn’s moons’ orbits as a sort of time machine. Looking at the rate at which tidal friction is causing these orbits to lengthen they extrapolated backwards to find out what those orbits would have looked like in the past. They discovered that about 100m years ago the orbits of two of them, Tethys and Dione, would have interacted in a way that left the planes in which they orbit markedly tilted. But their orbits are untilted. The obvious, if unsettling, conclusion was that this interaction never happened — and thus that at the time when it should have happened, Dione and Tethys were simply not there. They must have come into being later. 

“Everybody pretty much agrees that the relationship between elephants and people has dramatically changed,” [says psychologist Gay] Bradshaw. . . . “Where for centuries humans and elephants lived in relatively peaceful coexistence, there is now hostility and violence. Now, I use the term ‘violence’ because of the intentionality associated with it, both in the aggression of humans and, at times, the recently observed behavior of elephants.” . . .
Typically, elephant researchers have cited, as a cause of aggression, the high levels of testosterone in newly matured male elephants or the competition for land and resources between elephants and humans. But. . . Bradshaw and several colleagues argue. . . that today’s elephant populations are suffering from a form of chronic stress, a kind of species-wide trauma. Decades of poaching and culling and habitat loss, they claim, have so disrupted the intricate web of familial and societal relations by which young elephants have traditionally been raised in the wild, and by which established elephant herds are governed, that what we are now witnessing is nothing less than a precipitous collapse of elephant culture. . . .
Elephants, when left to their own devices, are profoundly social creatures. . . . Young elephants are raised within an extended, multitiered network of doting female caregivers that includes the birth mother, grandmothers, aunts and friends. These relations are maintained over a life span as long as 70 years. Studies of established herds have shown that young elephants stay within 15 feet of their mothers for nearly all of their first eight years of life, after which young females are socialized into the matriarchal network, while young males go off for a time into an all-male social group before coming back into the fold as mature adults. . . .
This fabric of elephant society, Bradshaw and her colleagues [demonstrate], ha[s] effectively been frayed by years of habitat loss and poaching, along with systematic culling by government agencies to control elephant numbers and translocations of herds to different habitats. . . . As a result of such social upheaval, calves are now being born to and raised by ever younger and inexperienced mothers. Young orphaned elephants, meanwhile, that have witnessed the death of a parent at the hands of poachers are coming of age in the absence of the support system that defines traditional elephant life. “The loss of elephant elders,” [says] Bradshaw . . . "and the traumatic experience of witnessing the massacres of their family, impairs normal brain and behavior development in young elephants.”
What Bradshaw and her colleagues describe would seem to be an extreme form of anthropocentric conjecture if the evidence that they’ve compiled from various elephant researchers. . . weren’t so compelling. The elephants of decimated herds, especially orphans who’ve watched the death of their parents and elders from poaching and culling, exhibit behavior typically associated with post-traumatic stress disorder and other trauma-related disorders in humans: abnormal startle response, unpredictable asocial behavior, inattentive mothering and hyperaggression. . . .
[According to Bradshaw], “Elephants are suffering and behaving in the same ways that we recognize in ourselves as a result of violence. . . . Except perhaps for a few specific features, brain organization and early development of elephants and humans are extremely similar.”

The only thing worse than being lied to is not knowing you’re being lied to. It’s true that plastic pollution is a huge problem, of planetary proportions. And it’s true we could all dwvg o more to reduce our plastic footprint. The lie is that blame for the plastic problem is wasteful consumers and that changing our individual habits will fix it.
Recycling plastic is to saving the Earth what hammering a nail is to halting a falling skyscraper. You struggle to find a place to do it and feel pleased when you succeed. But your effort is wholly inadequate and distracts from the real problem of why the building is collapsing in the first place. The real problem is that single-use plastic—the very idea of producing plastic items like grocery bags, which we use for an average of 12 minutes but can persist in the environment for half a millennium—is an incredibly reckless abuse of technology. Encouraging individuals to recycle more will never solve the problem of a massive production of single-use plastic that should have been avoided in the first place.
As an ecologist and evolutionary biologist, I have had a disturbing window into the accumulating literature on the hazards of plastic pollution. Scientists have long recognized that plastics biodegrade slowly, if at all, and pose multiple threats to wildlife through entanglement and consumption. More recent reports highlight dangers posed by absorption of toxic chemicals in the water and by plastic odors that mimic some species’ natural food. Plastics also accumulate up the food chain, and studies now show that we are likely ingesting it ourselves in seafood. . . .
Beginning in the 1950s, big beverage companies like Coca-Cola and Anheuser-Busch, along with Phillip Morris and others, formed a non-profit called Keep America Beautiful. Its mission is/was to educate and encourage environmental stewardship in the public. . . . At face value, these efforts seem benevolent, but they obscure the real problem, which is the role that corporate polluters play in the plastic problem. This clever misdirection has led journalist and author Heather Rogers to describe Keep America Beautiful as the first corporate greenwashing front, as it has helped shift the public focus to consumer recycling behavior and actively thwarted legislation that would increase extended producer responsibility for waste management. . . . [T]he greatest success of Keep America Beautiful has been to shift the onus of environmental responsibility onto the public while simultaneously becoming a trusted name in the environmental movement. . . .
So what can we do to make responsible use of plastic a reality? First: reject the lie. Litterbugs are not responsible for the global ecological disaster of plastic. Humans can only function to the best of their abilities, given time, mental bandwidth and systemic constraints. Our huge problem with plastic is the result of a permissive legal framework that has allowed the uncontrolled rise of plastic pollution, despite clear evidence of the harm it causes to local communities and the world’s oceans. Recycling is also too hard in most parts of the U.S. and lacks the proper incentives to make it work well.

Economists have spent most of the 20th century ignoring psychology, positive or otherwise. But today there is a great deal of emphasis on how happiness can shape global economies, or — on a smaller scale — successful business practice. This is driven, in part, by a trend in "measuring" positive emotions, mostly so they can be optimized. Neuroscientists, for example, claim to be able to locate specific emotions, such as happiness or disappointment, in particular areas of the brain. Wearable technologies, such as Spire, offer data-driven advice on how to reduce stress. We are no longer just dealing with "happiness" in a philosophical or romantic sense — it has become something that can be monitored and measured, including by our behavior, use of social media and bodily indicators such as pulse rate and facial expressions.
There is nothing automatically sinister about this trend. But it is disquieting that the businesses and experts driving the quantification of happiness claim to have our best interests at heart, often concealing their own agendas in the process. In the workplace, happy workers are viewed as a "win-win." Work becomes more pleasant, and employees, more productive. But this is now being pursued through the use of performance-evaluating wearable technology, such as Humanyze or Virgin Pulse, both of which monitor physical signs of stress and activity toward the goal of increasing productivity.
Cities such as Dubai, which has pledged to become the "happiest city in the world," dream up ever-more elaborate and intrusive ways of collecting data on well-being — to the point where there is now talk of using CCTV cameras to monitor facial expressions in public spaces. New ways of detecting emotions are hitting the market all the time: One company, Beyond Verbal, aims to calculate moods conveyed in a phone conversation, potentially without the knowledge of at least one of the participants. And Facebook [has] demonstrated . . . that it could influence our emotions through tweaking our news feeds — opening the door to ever-more targeted manipulation in advertising and influence.
As the science grows more sophisticated and technologies become more intimate with our thoughts and bodies, a clear trend is emerging. Where happiness indicators were once used as a basis to reform society, challenging the obsession with money that G.D.P. measurement entrenches, they are increasingly used as a basis to transform or discipline individuals.
Happiness becomes a personal project, that each of us must now work on, like going to the gym. Since the 1970s, depression has come to be viewed as a cognitive or neurological defect in the individual, and never a consequence of circumstances. All of this simply escalates the sense of responsibility each of us feels for our own feelings, and with it, the sense of failure when things go badly. A society that deliberately removed certain sources of misery, such as precarious and exploitative employment, may well be a happier one. But we won't get there by making this single, often fleeting emotion, the over-arching goal.

When researchers at Emory University in Atlanta trained mice to fear the smell of almonds (by pairing it with electric shocks), they found, to their consternation, that both the children and grandchildren of these mice were spontaneously afraid of the same smell. That is not supposed to happen. Generations of schoolchildren have been taught that the inheritance of acquired characteristics is impossible. A mouse should not be born with something its parents have learned during their lifetimes, any more than a mouse that loses its tail in an accident should give birth to tailless mice. . . .
Modern evolutionary biology dates back to a synthesis that emerged around the 1940s-60s, which married Charles Darwin’s mechanism of natural selection with Gregor Mendel’s discoveries of how genes are inherited. The traditional, and still dominant, view is that adaptations – from the human brain to the peacock’s tail – are fully and satisfactorily explained by natural selection (and subsequent inheritance). Yet [new evidence] from genomics, epigenetics and developmental biology [indicates] that evolution is more complex than we once assumed. . . .
In his book On Human Nature (1978), the evolutionary biologist Edward O Wilson claimed that human culture is held on a genetic leash. The metaphor [needs revision]. . . . Imagine a dogwalker (the genes) struggling to retain control of a brawny mastiff (human culture). The pair’s trajectory (the pathway of evolution) reflects the outcome of the struggle. Now imagine the same dog-walker struggling with multiple dogs, on leashes of varied lengths, with each dog tugging in different directions. All these tugs represent the influence of developmental factors, including epigenetics, antibodies and hormones passed on by parents, as well as the ecological legacies and culture they bequeath. . . .
The received wisdom is that parental experiences can’t affect the characters of their offspring. Except they do. The way that genes are expressed to produce an organism’s phenotype – the actual characteristics it ends up with – is affected by chemicals that attach to them. Everything from diet to air pollution to parental behaviour can influence the addition or removal of these chemical marks, which switches genes on or off. Usually these so-called ‘epigenetic’ attachments are removed during the production of sperm and eggs cells, but it turns out that some escape the resetting process and are passed on to the next generation, along with the genes. This is known as ‘epigenetic inheritance’, and more and more studies are confirming that it really happens. Let’s return to the almond-fearing mice. The inheritance of an epigenetic mark transmitted in the sperm is what led the mice’s offspring to acquire an inherited fear. . . .
Epigenetics is only part of the story. Through culture and society, [humans and other animals] inherit knowledge and skills acquired by [their] parents. . . . All this complexity . . . points to an evolutionary process in which genomes (over hundreds to thousands of generations), epigenetic modifications and inherited cultural factors (over several, perhaps tens or hundreds of generations), and parental effects (over single-generation timespans) collectively inform how organisms adapt. These extra-genetic kinds of inheritance give organisms the flexibility to make rapid adjustments to environmental challenges, dragging genetic change in their wake – much like a rowdy pack of dogs.

1600 satellites were sent up by a country for several purposes. The purposes are classified as broadcasting (B), communication (C), surveillance (S), and others (O). A satellite can serve multiple purposes; however a satellite serving either B, or C, or S does not serve O. The following facts are known about the satellites:
1. The numbers of satellites serving B, C, and S (though may be not exclusively) are in the ratio 2:1:1.
2. The number of satellites serving all three of B, C, and S is 100.
3. The number of satellites exclusively serving C is the same as the number of satellites exclusively serving S. This number is 30% of the number of satellites exclusively serving B.
4. The number of satellites serving O is the same as the number of satellites serving both C and S but not B.

The multi-layered pie-chart below shows the sales of LED television sets for a big retail electronics outlet during 2016 and 2017. The outer layer shows the monthly sales during this period, with each label showing the month followed by sales figure of that month. For some months, the sales figures are not given in the chart. The middle-layer shows quarter-wise aggregate sales figures (in some cases, aggregate quarter-wise sales numbers are not given next to the quarter). The innermost layer shows annual sales. It is known that the sales figures during the three months of the second quarter (April, May, June) of 2016 form an arithmetic progression, as do the three monthly sales figures in the fourth quarter (October, November, December) of that year.

An ATM dispenses exactly Rs. 5000 per withdrawal using 100, 200 and 500 rupee notes. The ATM requires every customer to give her preference for one of the three denominations of notes.
It then dispenses notes such that the number of notes of the customer’s preferred denomination exceeds the total number of notes of other denominations dispensed to her.

Adriana, Bandita, Chitra, and Daisy are four female students, and Amit, Barun, Chetan, and Deb are four male students. Each of them studies in one of three institutes - X, Y, and Z. Each student majors in one subject among Marketing, Operations, and Finance, and minors in a different one among these three subjects. The following facts are known about the eight students:
1. Three students are from X, three are from Y, and the remaining two students, both female, are from Z.
2. Both the male students from Y minor in Finance, while the female student from Y majors in Operations.
3. Only one male student majors in Operations, while three female students minor in Marketing.
4. One female and two male students major in Finance.
5. Adriana and Deb are from the same institute. Daisy and Amit are from the same institute.
6. Barun is from Y and majors in Operations. Chetan is from X and majors in Finance.
7. Daisy minors in Operations.

You are given an n×n square matrix to be ?lled with numerals so that no two adjacent cells have the same numeral. Two cells are called adjacent if they touch each other horizontally, vertically or diagonally. So a cell in one of the four corners has three cells adjacent to it, and a cell in the ?rst or last row or column which is not in the corner has five cells adjacent to it. Any other cell has eight cells adjacent to it.

Fuel contamination levels at each of 20 petrol pumps P1, P2, …, P20 were recorded as either high, medium, or low.
1. Contamination levels at three pumps among P1 – P5 were recorded as high.
2. P6 was the only pump among P1 – P10 where the contamination level was recorded as low. 3. P7 and P8 were the only two consecutively numbered pumps where the same levels of contamination were recorded. 4. High contamination levels were not recorded at any of the pumps P16 – P20.
5. The number of pumps where high contamination levels were recorded was twice the number of pumps where low contamination levels were recorded.

A company administers a written test comprising of three sections of 20 marks each – Data Interpretation (DI), Written English (WE) and General Awareness (GA), for recruitment. A composite score for a candidate (out of 80) is calculated by doubling her marks in DI and adding it to the sum of her marks in the other two sections. Candidates who score less than 70% marks in two or more sections are disqualified. From among the rest, the four with the highest composite scores are recruited. If four or less candidates qualify, all who qualify are recruited.
Ten candidates appeared for the written test. Their marks in the test are given in the table below. Some marks in the table are missing, but the following facts are known:
1. No two candidates had the same composite score.
2. Ajay was the unique highest scorer in WE.
3. Among the four recruited, Geeta had the lowest composite score.
4. Indu was recruited.
5. Danish, Harini, and Indu had scored the same marks the in GA.
6. Indu and Jatin both scored 100% in exactly one section and Jatin’s composite score was 10 more than Indu’s.

Twenty four people are part of three committees which are to look at research, teaching, and administration respectively. No two committees have any member in common. No two committees are of the same size. Each committee has three types of people: bureaucrats, educationalists, and politicians, with at least one from each of the three types in each committee. The following facts are also known about the committees:
1. The numbers of bureaucrats in the research and teaching committees are equal, while the number of bureaucrats in the research committee is 75% of the number of bureaucrats in the administration committee.
2. The number of educationalists in the teaching committee is less than the number of educationalists in the research committee. The number of educationalists in the research committee is the average of the numbers of educationalists in the other two committees.
3. 60% of the politicians are in the administration committee, and 20% are in the teaching committee.

The complexity of modern problems often precludes any one person from fully understanding them. Factors contributing to rising obesity levels, for example, include transportation systems and infrastructure, media, convenience foods, changing social norms, human biology and psychological factors. . . . The multidimensional or layered character of complex problems also undermines the principle of meritocracy: the idea that the ‘best person’ should be hired. There is no best person. When putting together an oncological research team, a biotech company such as Gilead or Genentech would not construct a multiple-choice test and hire the top scorers, or hire people whose resumes score highest according to some performance criteria. Instead, they would seek diversity. They would build a team of people who bring diverse knowledge bases, tools and analytic skills. . . .
Believers in a meritocracy might grant that teams ought to be diverse but then argue that meritocratic principles should apply within each category. Thus the team should consist of the ‘best’ mathematicians, the ‘best’ oncologists, and the ‘best’ biostatisticians from within the pool. That position suffers from a similar flaw. Even with a knowledge domain, no test or criteria applied to individuals will produce the best team. Each of these domains possesses such depth and breadth, that no test can exist. Consider the field of neuroscience. Upwards of 50,000 papers were published last year covering various techniques, domains of enquiry and levels of analysis, ranging from molecules and synapses up through networks of neurons. Given that complexity, any attempt to rank a collection of neuroscientists from best to worst, as if they were competitors in the 50-metre butterfly, must fail. What could be true is that given a specific task and the composition of a particular team, one scientist would be more likely to contribute than another. Optimal hiring depends on context. Optimal teams will be diverse.
Evidence for this claim can be seen in the way that papers and patents that combine diverse ideas tend to rank as high-impact. It can also be found in the structure of the so-called random decision forest, a state-of-the-art machine-learning algorithm. Random forests consist of ensembles of decision trees. If classifying pictures, each tree makes a vote: is that a picture of a fox or a dog? A weighted majority rules. Random forests can serve many ends. They can identify bank fraud and diseases, recommend ceiling fans and predict online dating behaviour. When building a forest, you do not select the best trees as they tend to make similar classifications. You want diversity. Programmers achieve that diversity by training each tree on different data, a technique known as bagging. They also boost the forest ‘cognitively’ by training trees on the hardest cases – those that the current forest gets wrong. This ensures even more diversity and accurate forests. Yet the fallacy of meritocracy persists. Corporations, non-profits, governments, universities and even preschools test, score and hire the ‘best’. This all but guarantees not creating the best team. Ranking people by common criteria produces homogeneity. . . . That’s not likely to lead to breakthroughs.

Grove snails as a whole are distributed all over Europe, but a specific variety of the snail, with a distinctive white-lipped shell, is found exclusively in Ireland and in the Pyrenees mountains that lie on the border between France and Spain. The researchers sampled a total of 423 snail specimens from 36 sites distributed across Europe, with an emphasis on gathering large numbers of the white-lipped variety. When they sequenced genes from the mitochondrial DNA of each of these snails and used algorithms to analyze the genetic diversity between them, they found that. . . a distinct lineage (the snails with the white-lipped shells) was indeed endemic to the two very specific and distant places in question.
Explaining this is tricky. Previously, some had speculated that the strange distributions of creatures such as the white-lipped grove snails could be explained by convergent evolution—in which two populations evolve the same trait by coincidence—but the underlying genetic similarities between the two groups rules that out. Alternately, some scientists had suggested that the white-lipped variety had simply spread over the whole continent, then been wiped out everywhere besides Ireland and the Pyrenees, but the researchers say their sampling and subsequent DNA analysis eliminate that possibility too. “If the snails naturally colonized Ireland, you would expect to find some of the same genetic type in other areas of Europe, especially Britain. We just don’t find them,” Davidson, the lead author, said in a press statement.
Moreover, if they’d gradually spread across the continent, there would be some genetic variation within the white-lipped type, because evolution would introduce variety over the thousands of years it would have taken them to spread from the Pyrenees to Ireland. That variation doesn’t exist, at least in the genes sampled. This means that rather than the organism gradually expanding its range, large populations instead were somehow moved en mass to the other location within the space of a few dozen generations, ensuring a lack of genetic variety.
“There is a very clear pattern, which is difficult to explain except by involving humans,” Davidson said. Humans, after all, colonized Ireland roughly 9,000 years ago, and the oldest fossil evidence of grove snails in Ireland dates to roughly the same era. Additionally, there is archaeological evidence of early sea trade between the ancient peoples of Spain and Ireland via the Atlantic and even evidence that humans routinely ate these types of snails before the advent of agriculture, as their burnt shells have been found in Stone Age trash heaps.
The simplest explanation, then? Boats. These snails may have inadvertently traveled on the floor of the small, coast-hugging skiffs these early humans used for travel, or they may have been intentionally carried to Ireland by the seafarers as a food source. “The highways of the past were rivers and the ocean–as the river that flanks the Pyrenees was an ancient trade route to the Atlantic, what we’re actually seeing might be the long lasting legacy of snails that hitched a ride…as humans travelled from the South of France to Ireland 8,000 years ago,” Davidson said.

More and more companies, government agencies, educational institutions and philanthropic organisations are today in the grip of a new phenomenon: ‘metric fixation’. The key components of metric fixation are the belief that it is possible – and desirable – to replace professional judgment (acquired through personal experience and talent) with numerical indicators of comparative performance based upon standardised data (metrics); and that the best way to motivate people within these organisations is by attaching rewards and penalties to their measured performance.
The rewards can be monetary, in the form of pay for performance, say, or reputational, in the form of college rankings, hospital ratings, surgical report cards and so on. But the most dramatic negative effect of metric fixation is its propensity to incentivise gaming: that is, encouraging professionals to maximise the metrics in ways that are at odds with the larger purpose of the organisation. If the rate of major crimes in a district becomes the metric according to which police officers are promoted, then some officers will respond by simply not recording crimes or downgrading them from major offences to misdemeanours. Or take the case of surgeons. When the metrics of success and failure are made public – affecting their reputation and income – some surgeons will improve their metric scores by refusing to operate on patients with more complex problems, whose surgical outcomes are more likely to be negative. Who suffers? The patients who don’t get operated upon.
When reward is tied to measured performance, metric fixation invites just this sort of gaming. But metric fixation also leads to a variety of more subtle unintended negative consequences. These include goal displacement, which comes in many varieties: when performance is judged by a few measures, and the stakes are high (keeping one’s job, getting a pay rise or raising the stock price at the time that stock options are vested), people focus on satisfying those measures – often at the expense of other, more important organisational goals that are not measured. The best-known example is ‘teaching to the test’, a widespread phenomenon that has distorted primary and secondary education in the United States since the adoption of the No Child Left Behind Act of 2001.
Short-termism is another negative. Measured performance encourages what the US sociologist Robert K Merton in 1936 called ‘the imperious immediacy of interests … where the actor’s paramount concern with the foreseen immediate consequences excludes consideration of further or other consequences’. In short, advancing short-term goals at the expense of long-range considerations. This problem is endemic to publicly traded corporations that sacrifice long-term research and development, and the development of their staff, to the perceived imperatives of the quarterly report.
To the debit side of the ledger must also be added the transactional costs of metrics: the expenditure of employee time by those tasked with compiling and processing the metrics in the first place – not to mention the time required to actually read them. . . .

Will a day come when India’s poor can access government services as easily as drawing cash from an ATM? . . . [N]o country in the world has made accessing education or health or policing or dispute resolution as easy as an ATM, because the nature of these activities requires individuals to use their discretion in a positive way. Technology can certainly facilitate this in a variety of ways if it is seen as one part of an overall approach, but the evidence so far in education, for instance, is that just adding computers alone doesn’t make education any better. . .
The dangerous illusion of technology is that it can create stronger, top down accountability of service providers in implementation-intensive services within existing public sector organisations. One notion is that electronic management information systems (EMIS) keep better track of inputs and those aspects of personnel that are ‘EMIS visible’ can lead to better services. A recent study examined attempts to increase attendance of Auxiliary Nurse Midwife (ANMs) at clinics in Rajasthan, which involved high-tech time clocks to monitor attendance. The study’s title says it all: Band-Aids on a Corpse . . . e-governance can be just as bad as any other governance when the real issue is people and their motivation.
For services to improve, the people providing the services have to want to do a better job with the skills they have. A study of medical care in Delhi found that even though providers, in the public sector had much better skills than private sector providers their provision of care in actual practice was much worse.
In implementation-intensive services the key to success is face-to-face interactions between a teacher, a nurse, a policeman, an extension agent and a citizen. This relationship is about power. Amartya Sen’s . . . report on education in West Bengal had a supremely telling anecdote in which the villagers forced the teacher to attend school, but then, when the parents went off to work, the teacher did not teach, but forced the children to massage his feet. . . . As long as the system empowers providers over citizens, technology is irrelevant.
The answer to successfully providing basic services is to create systems that provide both autonomy and accountability. In basic education for instance, the answer to poor teaching is not controlling teachers more . . . The key . . . is to hire teachers who want to teach and let them teach, expressing their professionalism and vocation as a teacher through autonomy in the classroom. This autonomy has to be matched with accountability for results—not just narrowly measured through test scores, but broadly for the quality of the education they provide.
A recent study in Uttar Pradesh showed that if, somehow, all civil service teachers could be replaced with contract teachers, the state could save a billion dollars a year in revenue and double student learning. Just the additional autonomy and accountability of contracts through local groups—even without complementary system changes in information and empowerment— led to that much improvement. The first step to being part of the solution is to create performance information accessible to those outside of the government. . . .

Each of the 23 boxes in the picture below represents a product manufactured by one of the following three companies: Alfa, Bravo and Charlie. The area of a box is proportional to the revenue from the corresponding product, while its centre represents the Product popularity and Market potential scores of the product (out of 20). The shadings of some of the boxes have got erased.

The companies classified their products into four categories based on a combination of scores (out of 20) on the two parameters – Product popularity and Market potential as given below:

Promising	Blockbuster	Doubtful	No-hope
Product popularity score	>10	>10	≤10	≤10
Market potential score	>10	≤10	>10	≤10

The following facts are known:
1. Alfa and Bravo had the same number of products in the Blockbuster category.
2. Charlie had more products than Bravo but fewer products than Alfa in the No-hope category.
3. Each company had an equal number of products in the Promising category.
4. Charlie did not have any product in the Doubtful category, while Alfa had one product more than Bravo in this category.
5. Bravo had a higher revenue than Alfa from products in the Doubtful category.
6. Charlie had a higher revenue than Bravo from products in the Blockbuster category.
7. Bravo and Charlie had the same revenue from products in the No-hope category.
8. Alfa and Charlie had the same total revenue considering all products.

There are only four brands of entry level smartphones called Azra, Bysi, Cxqi, and Dipq in a country.
Details about their market share, unit selling price, and profitability (defined as the profit as a percentage of the revenue) for the year 2016 are given in the table below:

Brand	Market Share (%)	Unit Selling Price (Rs.)	Profitability (%)
Azra	40	15,000	10
Bysi	25	20,000	30
Cxqi	15	30,000	40
Dipq	20	25,000	30

In 2017, sales volume of entry level smartphones grew by 40% as compared to that in 2016. Cxqi offered a 40% discount on its unit selling price in 2017, which resulted in a 15% increase in its market share. Each of the other three brands lost 5% market share. However, the profitability of Cxqi came down to half of its value in 2016. The unit selling prices of the other three brands and their profitability values remained the same in 2017 as they were in 2016.

Seven candidates, Akil, Balaram, Chitra, Divya, Erina, Fatima, and Ganeshan, were invited to interview for a position. Candidates were required to reach the venue before 8 am. Immediately upon arrival, they were sent to one of three interview rooms: 101, 102, and 103. The following venue log shows the arrival times for these candidates. Some of the names have not been recorded in the log and have been marked as ‘?’.

Time	7:10 am	7:15 am	7:25 am	7:30 am	7:40 am	7:45 am
Person	Akil,?	?	?	Chitra	Fatima	?

Additionally here are some statements from the candidates:
Balaram: I was the third person to enter Room 101.
Chitra: I was the last person to enter the room I was allotted to.
Erina: I was the only person in the room I was allotted to.
Fatima: Three people including Akil were already in the room that I was allotted to when I entered it. Ganeshan: I was one among the two candidates allotted to Room 102.

The base exchange rate of a currency X with respect to a currency Y is the number of units of currency Y which is equivalent in value to one unit of currency X. Currency exchange outlets buy currency at buying exchange rates that are lower than base exchange rates, and sell currency at selling exchange rates that are higher than base exchange rates.
A currency exchange outlet uses the local currency L to buy and sell three international currencies A, B, and C, but does not exchange one international currency directly with another. The base exchange rates of A, B and C with respect to L are in the ratio 100:120:1. The buying exchange rates of each of A, B, and C with respect to L are 5% below the corresponding base exchange rates, and their selling exchange rates are 10% above their corresponding base exchange rates.
The following facts are known about the outlet on a particular day:
1. The amount of L used by the outlet to buy C equals the amount of L it received by selling C.
2. The amounts of L used by the outlet to buy A and B are in the ratio 5:3.
3. The amounts of L the outlet received from the sales of A and B are in the ratio 5:9.
4. The outlet received 88000 units of L by selling A during the day.
5. The outlet started the day with some amount of L, 2500 units of A, 4800 units of B, and 48000 units of C. 6. The outlet ended the day with some amount of L, 3300 units of A, 4800 units of B, and 51000 units of C.

Fun Sports (FS) provides training in three sports – Gilli-danda (G), Kho-Kho (K), and Ludo (L). Currently it has an enrollment of 39 students each of whom is enrolled in at least one of the three sports. The following details are known:
1. The number of students enrolled only in L is double the number of students enrolled in all the three sports. 2. There are a total of 17 students enrolled in G.
3. The number of students enrolled only in G is one less than the number of students enrolled only in L.
4. The number of students enrolled only in K is equal to the number of students who are enrolled in both K and L.
5. The maximum student enrollment is in L.
6. Ten students enrolled in G are also enrolled in at least one more sport.

An agency entrusted to accredit colleges looks at four parameters: faculty quality (F), reputation (R), placement quality (P), and infrastructure (I). The four parameters are used to arrive at an overall score, which the agency uses to give an accreditation to the colleges. In each parameter, there are five possible letter grades given, each carrying certain points: A (50 points), B (40 points), C (30 points), D (20 points), and F (0 points). The overall score for a college is the weighted sum of the points scored in the four parameters. The weights of the parameters are 0.1, 0.2, 0.3 and 0.4 in some order, but the order is not disclosed. Accreditation is awarded based on the following scheme:

Eight colleges apply for accreditation, and receive the following grades in the four parameters (F, R, P, and I):

It is further known that in terms of overall scores:
1. High Q is better than Best Ed;
2. Best Ed is better than Cosmopolitan; and
3. Education Aid is better than A-one.

According to a coding scheme the sentence
Peacock is designated as the national bird of India is coded as 5688999 35 1135556678 56 458 13666689 1334 79 13366 This coding scheme has the following rules:
1. The scheme is case-insensitive (does not distinguish between upper case and lower case letters).
2. Each letter has a unique code which is a single digit from among 1,2,3, …, 9.
3. The digit 9 codes two letters, and every other digit codes three letters.
4. The code for a word is constructed by arranging the digits corresponding to its letters in a non-decreasing sequence.
Answer these questions on the basis of this information.