Reading Comprehension - English (MCQ) for Bank, MBA, CAT, MAT, GMAT, SSC

View Passage

In the mid-fifties when GE was expanding its operations across the globe, the president of GE, Ralph Cordiner decided to set up a corporate university an hour away from New York spread over 59 acres. In 1956 GE offered its first course that spread over 13 weeks. Today no executive can imagine spending a full quarter of the year sitting in a classroom. While the courses that are offered at Crotonville have become shorter, the efficacy of the investment remains unquestionable. The headhunters refer to GE as a leadership factory.

GE is not alone. McDonalds set up its Hamburger University in 1961. When Steve Jobs hired Joe Podolny, the then dean of Yale to start Apple University in 2008 it made a big splash. Apple University drew faculty members including professors from universities like Yale, Harvard, Berkeley, Stanford and MIT.

The trend of corporate universities is on the rise. The companies have a large employee base that ranges from 8,000 to 300,000 employees or more. They cut across sectors and businesses from automobiles to pharma and everything else in between. General Motors Institute, Caterpillar, Unilever, GDF Suez, Veolia, Axa, Sanofi, Novartis, Petronas, and many more.

In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. According to BCG, there are estimated to be more than 4,000 companies with formal corporate universities.

Scale: McDonalds serves 68 million customers daily in 119 countries across 35,000 outlets. This complexity requires training. That ensures that McDonalds burgers taste the same from Mumbai to Moscow.

Complexity: When surgeons move to the operating theater they rely on checklists. These lists reduce human error, and help the surgeon to operate with speed without having to stop and double check if they are missing any step. In performing complex tasks through collaborating teams, speed comes through training in standard processes and procedures. Apple University teaches employees that they’re at the company to be the very best at one specific task.

Corporate Governance: Governance needs the ability to manage reporting relationships, finances, and facilities. Compliance and risk management demand investments in training. On any given day two billion people use Unilever products across countries that have different rules and regulations. This scale and complexity demands constant investment to ensure standards are not compromised.

Education: Entry-level hires are drawn from a wide variety of educational backgrounds. There is a need to bring people to a common minimum level of knowledge and skills. From technical skills or domain knowledge or personal competencies, people need to keep upgrading.

Values and Culture: The leaders need to be role models of the values the company proclaims. When the majority of employee responses to everyday situations become uniform, it forms the culture of the organization. Tying the professional development to strategic challenges is a strong reason to invest in training.
The culture of the organization has to support its vision and strategy. This needs a place when people can come together and connect with others and learn. Technical training can be delivered through e-learning modules. It is the intangibles like culture that people need to learn from role models.

1)   What does Apple University teach the employees of Apple?
- Published on 19 Oct 15

a. That they need to have superior communication skills.
b. That since they work at one of the biggest brands of the world, they cannot afford to make an error.
c. That they need to master every skill.
d. That they need to be the very best in the work they do.
e. That the importance of the task assigned to them cannot be stressed enough.
Answer  Explanation 

ANSWER: That they need to be the very best in the work they do.

Explanation:
Check para 6, last sentence


View Passage

In the mid-fifties when GE was expanding its operations across the globe, the president of GE, Ralph Cordiner decided to set up a corporate university an hour away from New York spread over 59 acres. In 1956 GE offered its first course that spread over 13 weeks. Today no executive can imagine spending a full quarter of the year sitting in a classroom. While the courses that are offered at Crotonville have become shorter, the efficacy of the investment remains unquestionable. The headhunters refer to GE as a leadership factory.

GE is not alone. McDonalds set up its Hamburger University in 1961. When Steve Jobs hired Joe Podolny, the then dean of Yale to start Apple University in 2008 it made a big splash. Apple University drew faculty members including professors from universities like Yale, Harvard, Berkeley, Stanford and MIT.

The trend of corporate universities is on the rise. The companies have a large employee base that ranges from 8,000 to 300,000 employees or more. They cut across sectors and businesses from automobiles to pharma and everything else in between. General Motors Institute, Caterpillar, Unilever, GDF Suez, Veolia, Axa, Sanofi, Novartis, Petronas, and many more.

In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. According to BCG, there are estimated to be more than 4,000 companies with formal corporate universities.

Scale: McDonalds serves 68 million customers daily in 119 countries across 35,000 outlets. This complexity requires training. That ensures that McDonalds burgers taste the same from Mumbai to Moscow.

Complexity: When surgeons move to the operating theater they rely on checklists. These lists reduce human error, and help the surgeon to operate with speed without having to stop and double check if they are missing any step. In performing complex tasks through collaborating teams, speed comes through training in standard processes and procedures. Apple University teaches employees that they’re at the company to be the very best at one specific task.

Corporate Governance: Governance needs the ability to manage reporting relationships, finances, and facilities. Compliance and risk management demand investments in training. On any given day two billion people use Unilever products across countries that have different rules and regulations. This scale and complexity demands constant investment to ensure standards are not compromised.

Education: Entry-level hires are drawn from a wide variety of educational backgrounds. There is a need to bring people to a common minimum level of knowledge and skills. From technical skills or domain knowledge or personal competencies, people need to keep upgrading.

Values and Culture: The leaders need to be role models of the values the company proclaims. When the majority of employee responses to everyday situations become uniform, it forms the culture of the organization. Tying the professional development to strategic challenges is a strong reason to invest in training.
The culture of the organization has to support its vision and strategy. This needs a place when people can come together and connect with others and learn. Technical training can be delivered through e-learning modules. It is the intangibles like culture that people need to learn from role models.

2)   What, according to the author, do you think is the main challenge of increasing scale?
- Published on 19 Oct 15

a. The main challenge is to engage an increasing number of employees for handling the scaled up operations.
b. The main challenge is to break down the complex operation into simple steps.
c. The main challenge is to train the employees involved in the large scale operations.
d. The main challenge is to maintain a consistency of output quality.
e. Not clearly mentioned.
Answer  Explanation 

ANSWER: The main challenge is to maintain a consistency of output quality.

Explanation:
Check para 5, sentence 3
See para 3, sentence 1 & 2


View Passage

In the mid-fifties when GE was expanding its operations across the globe, the president of GE, Ralph Cordiner decided to set up a corporate university an hour away from New York spread over 59 acres. In 1956 GE offered its first course that spread over 13 weeks. Today no executive can imagine spending a full quarter of the year sitting in a classroom. While the courses that are offered at Crotonville have become shorter, the efficacy of the investment remains unquestionable. The headhunters refer to GE as a leadership factory.

GE is not alone. McDonalds set up its Hamburger University in 1961. When Steve Jobs hired Joe Podolny, the then dean of Yale to start Apple University in 2008 it made a big splash. Apple University drew faculty members including professors from universities like Yale, Harvard, Berkeley, Stanford and MIT.

The trend of corporate universities is on the rise. The companies have a large employee base that ranges from 8,000 to 300,000 employees or more. They cut across sectors and businesses from automobiles to pharma and everything else in between. General Motors Institute, Caterpillar, Unilever, GDF Suez, Veolia, Axa, Sanofi, Novartis, Petronas, and many more.

In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. According to BCG, there are estimated to be more than 4,000 companies with formal corporate universities.

Scale: McDonalds serves 68 million customers daily in 119 countries across 35,000 outlets. This complexity requires training. That ensures that McDonalds burgers taste the same from Mumbai to Moscow.

Complexity: When surgeons move to the operating theater they rely on checklists. These lists reduce human error, and help the surgeon to operate with speed without having to stop and double check if they are missing any step. In performing complex tasks through collaborating teams, speed comes through training in standard processes and procedures. Apple University teaches employees that they’re at the company to be the very best at one specific task.

Corporate Governance: Governance needs the ability to manage reporting relationships, finances, and facilities. Compliance and risk management demand investments in training. On any given day two billion people use Unilever products across countries that have different rules and regulations. This scale and complexity demands constant investment to ensure standards are not compromised.

Education: Entry-level hires are drawn from a wide variety of educational backgrounds. There is a need to bring people to a common minimum level of knowledge and skills. From technical skills or domain knowledge or personal competencies, people need to keep upgrading.

Values and Culture: The leaders need to be role models of the values the company proclaims. When the majority of employee responses to everyday situations become uniform, it forms the culture of the organization. Tying the professional development to strategic challenges is a strong reason to invest in training.
The culture of the organization has to support its vision and strategy. This needs a place when people can come together and connect with others and learn. Technical training can be delivered through e-learning modules. It is the intangibles like culture that people need to learn from role models.

3)   In the context of the passage, choose the word which is most opposite in meaning to the given word.

Intangible

- Published on 19 Oct 15

a. Priceless
b. Ambivalent
c. Transparent
d. Cheap
e. Definite
Answer  Explanation 

ANSWER: Definite

Explanation:
Eg: There is a quality about her that draws me to her; it is something intangible, something I cannot put a finger on.


View Passage

In the mid-fifties when GE was expanding its operations across the globe, the president of GE, Ralph Cordiner decided to set up a corporate university an hour away from New York spread over 59 acres. In 1956 GE offered its first course that spread over 13 weeks. Today no executive can imagine spending a full quarter of the year sitting in a classroom. While the courses that are offered at Crotonville have become shorter, the efficacy of the investment remains unquestionable. The headhunters refer to GE as a leadership factory.

GE is not alone. McDonalds set up its Hamburger University in 1961. When Steve Jobs hired Joe Podolny, the then dean of Yale to start Apple University in 2008 it made a big splash. Apple University drew faculty members including professors from universities like Yale, Harvard, Berkeley, Stanford and MIT.

The trend of corporate universities is on the rise. The companies have a large employee base that ranges from 8,000 to 300,000 employees or more. They cut across sectors and businesses from automobiles to pharma and everything else in between. General Motors Institute, Caterpillar, Unilever, GDF Suez, Veolia, Axa, Sanofi, Novartis, Petronas, and many more.

In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. According to BCG, there are estimated to be more than 4,000 companies with formal corporate universities.

Scale: McDonalds serves 68 million customers daily in 119 countries across 35,000 outlets. This complexity requires training. That ensures that McDonalds burgers taste the same from Mumbai to Moscow.

Complexity: When surgeons move to the operating theater they rely on checklists. These lists reduce human error, and help the surgeon to operate with speed without having to stop and double check if they are missing any step. In performing complex tasks through collaborating teams, speed comes through training in standard processes and procedures. Apple University teaches employees that they’re at the company to be the very best at one specific task.

Corporate Governance: Governance needs the ability to manage reporting relationships, finances, and facilities. Compliance and risk management demand investments in training. On any given day two billion people use Unilever products across countries that have different rules and regulations. This scale and complexity demands constant investment to ensure standards are not compromised.

Education: Entry-level hires are drawn from a wide variety of educational backgrounds. There is a need to bring people to a common minimum level of knowledge and skills. From technical skills or domain knowledge or personal competencies, people need to keep upgrading.

Values and Culture: The leaders need to be role models of the values the company proclaims. When the majority of employee responses to everyday situations become uniform, it forms the culture of the organization. Tying the professional development to strategic challenges is a strong reason to invest in training.
The culture of the organization has to support its vision and strategy. This needs a place when people can come together and connect with others and learn. Technical training can be delivered through e-learning modules. It is the intangibles like culture that people need to learn from role models.

4)   In the context of the passage, choose the word which is most opposite in meaning to the given word.

Upgrade

- Published on 19 Oct 15

a. Deteriorate
b. Elevate
c. Learn
d. Decentralize
Answer  Explanation 

ANSWER: Deteriorate

Explanation:
Eg: There is so much competition nowadays that even doctors need to keep upgrading, i.e., learning new methods of treatment.


View Passage

In the mid-fifties when GE was expanding its operations across the globe, the president of GE, Ralph Cordiner decided to set up a corporate university an hour away from New York spread over 59 acres. In 1956 GE offered its first course that spread over 13 weeks. Today no executive can imagine spending a full quarter of the year sitting in a classroom. While the courses that are offered at Crotonville have become shorter, the efficacy of the investment remains unquestionable. The headhunters refer to GE as a leadership factory.

GE is not alone. McDonalds set up its Hamburger University in 1961. When Steve Jobs hired Joe Podolny, the then dean of Yale to start Apple University in 2008 it made a big splash. Apple University drew faculty members including professors from universities like Yale, Harvard, Berkeley, Stanford and MIT.

The trend of corporate universities is on the rise. The companies have a large employee base that ranges from 8,000 to 300,000 employees or more. They cut across sectors and businesses from automobiles to pharma and everything else in between. General Motors Institute, Caterpillar, Unilever, GDF Suez, Veolia, Axa, Sanofi, Novartis, Petronas, and many more.

In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. According to BCG, there are estimated to be more than 4,000 companies with formal corporate universities.

Scale: McDonalds serves 68 million customers daily in 119 countries across 35,000 outlets. This complexity requires training. That ensures that McDonalds burgers taste the same from Mumbai to Moscow.

Complexity: When surgeons move to the operating theater they rely on checklists. These lists reduce human error, and help the surgeon to operate with speed without having to stop and double check if they are missing any step. In performing complex tasks through collaborating teams, speed comes through training in standard processes and procedures. Apple University teaches employees that they’re at the company to be the very best at one specific task.

Corporate Governance: Governance needs the ability to manage reporting relationships, finances, and facilities. Compliance and risk management demand investments in training. On any given day two billion people use Unilever products across countries that have different rules and regulations. This scale and complexity demands constant investment to ensure standards are not compromised.

Education: Entry-level hires are drawn from a wide variety of educational backgrounds. There is a need to bring people to a common minimum level of knowledge and skills. From technical skills or domain knowledge or personal competencies, people need to keep upgrading.

Values and Culture: The leaders need to be role models of the values the company proclaims. When the majority of employee responses to everyday situations become uniform, it forms the culture of the organization. Tying the professional development to strategic challenges is a strong reason to invest in training.
The culture of the organization has to support its vision and strategy. This needs a place when people can come together and connect with others and learn. Technical training can be delivered through e-learning modules. It is the intangibles like culture that people need to learn from role models.

5)   Choose the word/ phrase which is most similar in meaning to the given word.

Human error

- Published on 19 Oct 15

a. The flawed logic of comparing human beings to machines
b. A term coined by psychologists meaning ‘deviation in human thought’
c. The propensity for making mistakes as a result of being human
d. Error in recognizing human potential
Answer  Explanation 

ANSWER: The propensity for making mistakes as a result of being human

Explanation:
Eg: Self-driving cars by Google aim to reduce road accidents by eliminating scope for human error. Since these run on technology and no human driver is required, there is no scope for human error.


View Passage

In the mid-fifties when GE was expanding its operations across the globe, the president of GE, Ralph Cordiner decided to set up a corporate university an hour away from New York spread over 59 acres. In 1956 GE offered its first course that spread over 13 weeks. Today no executive can imagine spending a full quarter of the year sitting in a classroom. While the courses that are offered at Crotonville have become shorter, the efficacy of the investment remains unquestionable. The headhunters refer to GE as a leadership factory.

GE is not alone. McDonalds set up its Hamburger University in 1961. When Steve Jobs hired Joe Podolny, the then dean of Yale to start Apple University in 2008 it made a big splash. Apple University drew faculty members including professors from universities like Yale, Harvard, Berkeley, Stanford and MIT.

The trend of corporate universities is on the rise. The companies have a large employee base that ranges from 8,000 to 300,000 employees or more. They cut across sectors and businesses from automobiles to pharma and everything else in between. General Motors Institute, Caterpillar, Unilever, GDF Suez, Veolia, Axa, Sanofi, Novartis, Petronas, and many more.

In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. According to BCG, there are estimated to be more than 4,000 companies with formal corporate universities.

Scale: McDonalds serves 68 million customers daily in 119 countries across 35,000 outlets. This complexity requires training. That ensures that McDonalds burgers taste the same from Mumbai to Moscow.

Complexity: When surgeons move to the operating theater they rely on checklists. These lists reduce human error, and help the surgeon to operate with speed without having to stop and double check if they are missing any step. In performing complex tasks through collaborating teams, speed comes through training in standard processes and procedures. Apple University teaches employees that they’re at the company to be the very best at one specific task.

Corporate Governance: Governance needs the ability to manage reporting relationships, finances, and facilities. Compliance and risk management demand investments in training. On any given day two billion people use Unilever products across countries that have different rules and regulations. This scale and complexity demands constant investment to ensure standards are not compromised.

Education: Entry-level hires are drawn from a wide variety of educational backgrounds. There is a need to bring people to a common minimum level of knowledge and skills. From technical skills or domain knowledge or personal competencies, people need to keep upgrading.

Values and Culture: The leaders need to be role models of the values the company proclaims. When the majority of employee responses to everyday situations become uniform, it forms the culture of the organization. Tying the professional development to strategic challenges is a strong reason to invest in training.
The culture of the organization has to support its vision and strategy. This needs a place when people can come together and connect with others and learn. Technical training can be delivered through e-learning modules. It is the intangibles like culture that people need to learn from role models.

6)   Choose the word/ phrase which is most similar in meaning to the given word.

Efficacy

- Published on 19 Oct 15

a. Effectiveness
b. Monetary returns
c. Need
d. Futility
e. Tenure
Answer  Explanation 

ANSWER: Effectiveness

Explanation:
For Eg: The efficacy of the medicine, i.e., its ability to cure the patient, has been proved over the trial period.


View Passage

In the mid-fifties when GE was expanding its operations across the globe, the president of GE, Ralph Cordiner decided to set up a corporate university an hour away from New York spread over 59 acres. In 1956 GE offered its first course that spread over 13 weeks. Today no executive can imagine spending a full quarter of the year sitting in a classroom. While the courses that are offered at Crotonville have become shorter, the efficacy of the investment remains unquestionable. The headhunters refer to GE as a leadership factory.

GE is not alone. McDonalds set up its Hamburger University in 1961. When Steve Jobs hired Joe Podolny, the then dean of Yale to start Apple University in 2008 it made a big splash. Apple University drew faculty members including professors from universities like Yale, Harvard, Berkeley, Stanford and MIT.

The trend of corporate universities is on the rise. The companies have a large employee base that ranges from 8,000 to 300,000 employees or more. They cut across sectors and businesses from automobiles to pharma and everything else in between. General Motors Institute, Caterpillar, Unilever, GDF Suez, Veolia, Axa, Sanofi, Novartis, Petronas, and many more.

In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. According to BCG, there are estimated to be more than 4,000 companies with formal corporate universities.

Scale: McDonalds serves 68 million customers daily in 119 countries across 35,000 outlets. This complexity requires training. That ensures that McDonalds burgers taste the same from Mumbai to Moscow.

Complexity: When surgeons move to the operating theater they rely on checklists. These lists reduce human error, and help the surgeon to operate with speed without having to stop and double check if they are missing any step. In performing complex tasks through collaborating teams, speed comes through training in standard processes and procedures. Apple University teaches employees that they’re at the company to be the very best at one specific task.

Corporate Governance: Governance needs the ability to manage reporting relationships, finances, and facilities. Compliance and risk management demand investments in training. On any given day two billion people use Unilever products across countries that have different rules and regulations. This scale and complexity demands constant investment to ensure standards are not compromised.

Education: Entry-level hires are drawn from a wide variety of educational backgrounds. There is a need to bring people to a common minimum level of knowledge and skills. From technical skills or domain knowledge or personal competencies, people need to keep upgrading.

Values and Culture: The leaders need to be role models of the values the company proclaims. When the majority of employee responses to everyday situations become uniform, it forms the culture of the organization. Tying the professional development to strategic challenges is a strong reason to invest in training.
The culture of the organization has to support its vision and strategy. This needs a place when people can come together and connect with others and learn. Technical training can be delivered through e-learning modules. It is the intangibles like culture that people need to learn from role models.

7)   According to the author, what could be a good reason to invest in the training
- Published on 19 Oct 15

a. Strategic growth can be brought about by professional development.
b. To keep up with the rest of the big companies.
c. Corporate universities are a booming industry.
d. Because even small companies need growth.
e. Because a small amount of investment can bring huge profits.
Answer  Explanation 

ANSWER: Strategic growth can be brought about by professional development.

Explanation:
Check para 9, last sentence


View Passage

In the mid-fifties when GE was expanding its operations across the globe, the president of GE, Ralph Cordiner decided to set up a corporate university an hour away from New York spread over 59 acres. In 1956 GE offered its first course that spread over 13 weeks. Today no executive can imagine spending a full quarter of the year sitting in a classroom. While the courses that are offered at Crotonville have become shorter, the efficacy of the investment remains unquestionable. The headhunters refer to GE as a leadership factory.

GE is not alone. McDonalds set up its Hamburger University in 1961. When Steve Jobs hired Joe Podolny, the then dean of Yale to start Apple University in 2008 it made a big splash. Apple University drew faculty members including professors from universities like Yale, Harvard, Berkeley, Stanford and MIT.

The trend of corporate universities is on the rise. The companies have a large employee base that ranges from 8,000 to 300,000 employees or more. They cut across sectors and businesses from automobiles to pharma and everything else in between. General Motors Institute, Caterpillar, Unilever, GDF Suez, Veolia, Axa, Sanofi, Novartis, Petronas, and many more.

In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. According to BCG, there are estimated to be more than 4,000 companies with formal corporate universities.

Scale: McDonalds serves 68 million customers daily in 119 countries across 35,000 outlets. This complexity requires training. That ensures that McDonalds burgers taste the same from Mumbai to Moscow.

Complexity: When surgeons move to the operating theater they rely on checklists. These lists reduce human error, and help the surgeon to operate with speed without having to stop and double check if they are missing any step. In performing complex tasks through collaborating teams, speed comes through training in standard processes and procedures. Apple University teaches employees that they’re at the company to be the very best at one specific task.

Corporate Governance: Governance needs the ability to manage reporting relationships, finances, and facilities. Compliance and risk management demand investments in training. On any given day two billion people use Unilever products across countries that have different rules and regulations. This scale and complexity demands constant investment to ensure standards are not compromised.

Education: Entry-level hires are drawn from a wide variety of educational backgrounds. There is a need to bring people to a common minimum level of knowledge and skills. From technical skills or domain knowledge or personal competencies, people need to keep upgrading.

Values and Culture: The leaders need to be role models of the values the company proclaims. When the majority of employee responses to everyday situations become uniform, it forms the culture of the organization. Tying the professional development to strategic challenges is a strong reason to invest in training.
The culture of the organization has to support its vision and strategy. This needs a place when people can come together and connect with others and learn. Technical training can be delivered through e-learning modules. It is the intangibles like culture that people need to learn from role models.

8)   Why are companies setting up corporate universities?
- Published on 19 Oct 15

a. Because there are employees in various domains and the leaders too are experts in each domain.
b. Because there are millions of employees and these universities can earn a huge profit.
c. Because there are challenges of scale and complexity and good governance issues that can be addressed through corporate training.
d. Because academic education does not help the new hires in their job.
e. Because e-learning is the fastest and most reliable method to teach everything from technology to culture.
Answer  Explanation 

ANSWER: Because there are challenges of scale and complexity and good governance issues that can be addressed through corporate training.

Explanation:
a. There is no mention anywhere of company leaders being domain experts
b. Profits from universities are not mentioned anywhere
c. Look at paragraphs 5,6 and 7
d. Para 8 does talk about bringing entry level hires at par with company peers. But the passage does not say that academic education does not help at all.


View Passage

In the mid-fifties when GE was expanding its operations across the globe, the president of GE, Ralph Cordiner decided to set up a corporate university an hour away from New York spread over 59 acres. In 1956 GE offered its first course that spread over 13 weeks. Today no executive can imagine spending a full quarter of the year sitting in a classroom. While the courses that are offered at Crotonville have become shorter, the efficacy of the investment remains unquestionable. The headhunters refer to GE as a leadership factory.

GE is not alone. McDonalds set up its Hamburger University in 1961. When Steve Jobs hired Joe Podolny, the then dean of Yale to start Apple University in 2008 it made a big splash. Apple University drew faculty members including professors from universities like Yale, Harvard, Berkeley, Stanford and MIT.

The trend of corporate universities is on the rise. The companies have a large employee base that ranges from 8,000 to 300,000 employees or more. They cut across sectors and businesses from automobiles to pharma and everything else in between. General Motors Institute, Caterpillar, Unilever, GDF Suez, Veolia, Axa, Sanofi, Novartis, Petronas, and many more.

In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. According to BCG, there are estimated to be more than 4,000 companies with formal corporate universities.

Scale: McDonalds serves 68 million customers daily in 119 countries across 35,000 outlets. This complexity requires training. That ensures that McDonalds burgers taste the same from Mumbai to Moscow.

Complexity: When surgeons move to the operating theater they rely on checklists. These lists reduce human error, and help the surgeon to operate with speed without having to stop and double check if they are missing any step. In performing complex tasks through collaborating teams, speed comes through training in standard processes and procedures. Apple University teaches employees that they’re at the company to be the very best at one specific task.

Corporate Governance: Governance needs the ability to manage reporting relationships, finances, and facilities. Compliance and risk management demand investments in training. On any given day two billion people use Unilever products across countries that have different rules and regulations. This scale and complexity demands constant investment to ensure standards are not compromised.

Education: Entry-level hires are drawn from a wide variety of educational backgrounds. There is a need to bring people to a common minimum level of knowledge and skills. From technical skills or domain knowledge or personal competencies, people need to keep upgrading.

Values and Culture: The leaders need to be role models of the values the company proclaims. When the majority of employee responses to everyday situations become uniform, it forms the culture of the organization. Tying the professional development to strategic challenges is a strong reason to invest in training.
The culture of the organization has to support its vision and strategy. This needs a place when people can come together and connect with others and learn. Technical training can be delivered through e-learning modules. It is the intangibles like culture that people need to learn from role models.

9)   The passage is in favor of:

I) Bringing entry level hires at par with the company peers
II) Good governance should include- managing reporting relations, finances and technical development.
III) Standardizing employee response to day-to-day challenges.

- Published on 19 Oct 15

a. Only I
b. Only II
c. I and III
d. II and III
e. Only III
Answer  Explanation 

ANSWER: I and III

Explanation:
I. Check para 8, sentence 2
II. Check para 7, sentence 1 (technical development not mentioned)
III. Check para 9, sentence 2


View Passage

In the mid-fifties when GE was expanding its operations across the globe, the president of GE, Ralph Cordiner decided to set up a corporate university an hour away from New York spread over 59 acres. In 1956 GE offered its first course that spread over 13 weeks. Today no executive can imagine spending a full quarter of the year sitting in a classroom. While the courses that are offered at Crotonville have become shorter, the efficacy of the investment remains unquestionable. The headhunters refer to GE as a leadership factory.

GE is not alone. McDonalds set up its Hamburger University in 1961. When Steve Jobs hired Joe Podolny, the then dean of Yale to start Apple University in 2008 it made a big splash. Apple University drew faculty members including professors from universities like Yale, Harvard, Berkeley, Stanford and MIT.

The trend of corporate universities is on the rise. The companies have a large employee base that ranges from 8,000 to 300,000 employees or more. They cut across sectors and businesses from automobiles to pharma and everything else in between. General Motors Institute, Caterpillar, Unilever, GDF Suez, Veolia, Axa, Sanofi, Novartis, Petronas, and many more.

In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. According to BCG, there are estimated to be more than 4,000 companies with formal corporate universities.

Scale: McDonalds serves 68 million customers daily in 119 countries across 35,000 outlets. This complexity requires training. That ensures that McDonalds burgers taste the same from Mumbai to Moscow.

Complexity: When surgeons move to the operating theater they rely on checklists. These lists reduce human error, and help the surgeon to operate with speed without having to stop and double check if they are missing any step. In performing complex tasks through collaborating teams, speed comes through training in standard processes and procedures. Apple University teaches employees that they’re at the company to be the very best at one specific task.

Corporate Governance: Governance needs the ability to manage reporting relationships, finances, and facilities. Compliance and risk management demand investments in training. On any given day two billion people use Unilever products across countries that have different rules and regulations. This scale and complexity demands constant investment to ensure standards are not compromised.

Education: Entry-level hires are drawn from a wide variety of educational backgrounds. There is a need to bring people to a common minimum level of knowledge and skills. From technical skills or domain knowledge or personal competencies, people need to keep upgrading.

Values and Culture: The leaders need to be role models of the values the company proclaims. When the majority of employee responses to everyday situations become uniform, it forms the culture of the organization. Tying the professional development to strategic challenges is a strong reason to invest in training.
The culture of the organization has to support its vision and strategy. This needs a place when people can come together and connect with others and learn. Technical training can be delivered through e-learning modules. It is the intangibles like culture that people need to learn from role models.

10)   Which of these is false in the context of the passage?

I. The pilot course offered at Crotonville was much shorter in duration compared to the executive courses today.
II. Till today GE continues to be the only company to provide proper classroom training to its employees.
III. Culture has to be learned from leaders; e-learning modules will not do.

- Published on 19 Oct 15

a. only I
b. II and III
c. I and III
d. only III
e. I and II
Answer  Explanation 

ANSWER: I and II

Explanation:
i. Check para 1, sentence 4
ii. Check para 2 & 3
iii. Check the last sentence of para 10


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