IBPS PO Preliminary Exam - Mock English paper 2

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

I first got to know about the Arctic circle in my Geography class when I was 12 years old. The …(a)… of a land where the sun never sets was fascinating. I cannot remember what exactly made me so …(b)…. about this phenomenon, but I can recall myself …(c)… about places where I can witness one. The beauty of Norway enthralled me in no time and it became number one on my travel bucket list.

When I was starting out to travel around the world for a year in April 2014, I …(d) Scandinavia from the list. Too expensive, I thought. Two months later, when I was traveling in Poland, I realized it would be a shame to come so close to Norway and yet not see its many wonders. So I booked the train reservation and headed for Norway for a few days.
Norway did not …(e)…. The majestic mountains, stunning landscapes, famous fjords, stunning cities and tiny islands of wonder-there was so much to explore in Norway.

I first got to know about the Arctic circle in my Geography class when I was 12 years old. The …(a)… of a land where the sun never sets was fascinating. I cannot remember what exactly made me so …(b)…. about this phenomenon, but I can recall myself …(c)… about places where I can witness one. The beauty of Norway enthralled me in no time and it became number one on my travel bucket list.

When I was starting out to travel around the world for a year in April 2014, I …(d) Scandinavia from the list. Too expensive, I thought. Two months later, when I was traveling in Poland, I realized it would be a shame to come so close to Norway and yet not see its many wonders. So I booked the train reservation and headed for Norway for a few days.
Norway did not …(e)…. The majestic mountains, stunning landscapes, famous fjords, stunning cities and tiny islands of wonder-there was so much to explore in Norway.

I first got to know about the Arctic circle in my Geography class when I was 12 years old. The …(a)… of a land where the sun never sets was fascinating. I cannot remember what exactly made me so …(b)…. about this phenomenon, but I can recall myself …(c)… about places where I can witness one. The beauty of Norway enthralled me in no time and it became number one on my travel bucket list.

When I was starting out to travel around the world for a year in April 2014, I …(d) Scandinavia from the list. Too expensive, I thought. Two months later, when I was traveling in Poland, I realized it would be a shame to come so close to Norway and yet not see its many wonders. So I booked the train reservation and headed for Norway for a few days.
Norway did not …(e)…. The majestic mountains, stunning landscapes, famous fjords, stunning cities and tiny islands of wonder-there was so much to explore in Norway.

I first got to know about the Arctic circle in my Geography class when I was 12 years old. The …(a)… of a land where the sun never sets was fascinating. I cannot remember what exactly made me so …(b)…. about this phenomenon, but I can recall myself …(c)… about places where I can witness one. The beauty of Norway enthralled me in no time and it became number one on my travel bucket list.

When I was starting out to travel around the world for a year in April 2014, I …(d) Scandinavia from the list. Too expensive, I thought. Two months later, when I was traveling in Poland, I realized it would be a shame to come so close to Norway and yet not see its many wonders. So I booked the train reservation and headed for Norway for a few days.
Norway did not …(e)…. The majestic mountains, stunning landscapes, famous fjords, stunning cities and tiny islands of wonder-there was so much to explore in Norway.

I first got to know about the Arctic circle in my Geography class when I was 12 years old. The …(a)… of a land where the sun never sets was fascinating. I cannot remember what exactly made me so …(b)…. about this phenomenon, but I can recall myself …(c)… about places where I can witness one. The beauty of Norway enthralled me in no time and it became number one on my travel bucket list.

When I was starting out to travel around the world for a year in April 2014, I …(d) Scandinavia from the list. Too expensive, I thought. Two months later, when I was traveling in Poland, I realized it would be a shame to come so close to Norway and yet not see its many wonders. So I booked the train reservation and headed for Norway for a few days.
Norway did not …(e)…. The majestic mountains, stunning landscapes, famous fjords, stunning cities and tiny islands of wonder-there was so much to explore in Norway.

I. Fresh from college he was only twenty-one and Rose was sweet seventeen.

II. They must have met and exchanged letters which are not forthcoming.

III. The budding poet was drawn by her grace and vivaciousness.

IV. Daughter of an English baron, Rose Aylmer lost her father early and was living with her mother and sister in a town in South Wales when Walter London met her.

V. Soon after Rose Aylmer proceeded to India with her relatives to visit her aunt, wife of Sir Henry Russel, judge of the Supreme Court of Calcutta.

VI. Rose suddenly died of an attack of cholera and had to be interred in Calcutta only.

I. Fresh from college he was only twenty-one and Rose was sweet seventeen.

II. They must have met and exchanged letters which are not forthcoming.

III. The budding poet was drawn by her grace and vivaciousness.

IV. Daughter of an English baron, Rose Aylmer lost her father early and was living with her mother and sister in a town in South Wales when Walter London met her.

V. Soon after Rose Aylmer proceeded to India with her relatives to visit her aunt, wife of Sir Henry Russel, judge of the Supreme Court of Calcutta.

VI. Rose suddenly died of an attack of cholera and had to be interred in Calcutta only.

I. Fresh from college he was only twenty-one and Rose was sweet seventeen.

II. They must have met and exchanged letters which are not forthcoming.

III. The budding poet was drawn by her grace and vivaciousness.

IV. Daughter of an English baron, Rose Aylmer lost her father early and was living with her mother and sister in a town in South Wales when Walter London met her.

V. Soon after Rose Aylmer proceeded to India with her relatives to visit her aunt, wife of Sir Henry Russel, judge of the Supreme Court of Calcutta.

VI. Rose suddenly died of an attack of cholera and had to be interred in Calcutta only.

I. Fresh from college he was only twenty-one and Rose was sweet seventeen.

II. They must have met and exchanged letters which are not forthcoming.

III. The budding poet was drawn by her grace and vivaciousness.

IV. Daughter of an English baron, Rose Aylmer lost her father early and was living with her mother and sister in a town in South Wales when Walter London met her.

V. Soon after Rose Aylmer proceeded to India with her relatives to visit her aunt, wife of Sir Henry Russel, judge of the Supreme Court of Calcutta.

VI. Rose suddenly died of an attack of cholera and had to be interred in Calcutta only.

I. Fresh from college he was only twenty-one and Rose was sweet seventeen.

II. They must have met and exchanged letters which are not forthcoming.

III. The budding poet was drawn by her grace and vivaciousness.

IV. Daughter of an English baron, Rose Aylmer lost her father early and was living with her mother and sister in a town in South Wales when Walter London met her.

V. Soon after Rose Aylmer proceeded to India with her relatives to visit her aunt, wife of Sir Henry Russel, judge of the Supreme Court of Calcutta.

VI. Rose suddenly died of an attack of cholera and had to be interred in Calcutta only.