“20-20” English Question | Crack SBI Clerk 2018 Day-31

Directions (Q. 1-5): Which of the words/phrases (a), (b), (c) and (d) given below should replace the words/phrases given in bold in the following sentences to make it meaningful and grammatically correct? If the sentence is correct as it is and ‘No correction is required’, mark (e) as the answer.

Unless India and the US are signing a new extradition treaty or adjusting the existing one is rather unclear, but there is no doubt that India’s extradition requests have usually been turned by western democracies.

Directions (Q. 1-5): Which of the words/phrases (a), (b), (c) and (d) given below should replace the words/phrases given in bold in the following sentences to make it meaningful and grammatically correct? If the sentence is correct as it is and ‘No correction is required’, mark (e) as the answer.

When women are allowed to work in a profession of their choice, when they have access to financial services and when they are protected, by law, from domestic violence, they are not only economically empowered, they also live longer.

Directions (Q. 1-5): Which of the words/phrases (a), (b), (c) and (d) given below should replace the words/phrases given in bold in the following sentences to make it meaningful and grammatically correct? If the sentence is correct as it is and ‘No correction is required’, mark (e) as the answer.

The force of technical improvement in armaments on man, have to be analyzed with a sane mind, and heart free from prejudices of any kind towards modernization.

Directions (Q. 1-5): Which of the words/phrases (a), (b), (c) and (d) given below should replace the words/phrases given in bold in the following sentences to make it meaningful and grammatically correct? If the sentence is correct as it is and ‘No correction is required’, mark (e) as the answer.

Realizing is the importance of technical education for mounting country; the government laid aside a large sum on it in the last plan-period.

Directions (Q. 1-5): Which of the words/phrases (a), (b), (c) and (d) given below should replace the words/phrases given in bold in the following sentences to make it meaningful and grammatically correct? If the sentence is correct as it is and ‘No correction is required’, mark (e) as the answer.

The greater part of the poor remains in rural areas, and measures to rectify poverty must concentrate on striking both agricultural expansion and non-farm employment.

Directions (Q. 6-10): Read each sentence to find out whether there is any grammatical or idiomatic error in it. The error any, will be in one part of the sentence. The number of that part is the answer. If there is no error, the answer is (e).

(a) As news of police violence spread, / (b) Patel community members, returning to villages / (c) and towns from the rally, / (d) set fire government property./(e) No error.

Directions (Q. 6-10): Read each sentence to find out whether there is any grammatical or idiomatic error in it. The error any, will be in one part of the sentence. The number of that part is the answer. If there is no error, the answer is (e).

(a) The only silver line to this recent crisis / (b) over reservation was her successful handling / (c) of talks with other OBC groups / (d) who make up 27 percent of the state’s population. / (e) No error

Directions (Q. 6-10): Read each sentence to find out whether there is any grammatical or idiomatic error in it. The error any, will be in one part of the sentence. The number of that part is the answer. If there is no error, the answer is (e).

(a) A lots of real estate companies may come up / (b) with tempting offers and discounts but buyers should / (c) always keep their eyes open and must check / (d) whether all approvals are in place or not. / (e) No error

Directions (Q. 6-10): Read each sentence to find out whether there is any grammatical or idiomatic error in it. The error any, will be in one part of the sentence. The number of that part is the answer. If there is no error, the answer is (e).

(a) Before investing, / (b) you should look after the / (c) overall business dynamics of the company / (d) along with efficient management and good corporate governance. / (e) No error

Directions (Q. 6-10): Read each sentence to find out whether there is any grammatical or idiomatic error in it. The error any, will be in one part of the sentence. The number of that part is the answer. If there is no error, the answer is (e).

(a) Considering that a large part of the population in India / (b) does not have access to banking services, / (c) payments banks are expected to reach far-flung areas /(d) extending the umbrella of financial inclusion to everyone. / (e) No error

Directions (Q. 11 – 20): Read the following passage carefully and answer the questions given below it.

The Indian economy rests on agricultural base and for decades and generations the picture that India presented to the world was one of famine and of an unchanging peasantry reluctant to depart from the cultural practices. Handed down to them by their forefathers. Indian agriculture, it was said, was a gamble on the rains. Some visionaries and civil servants had sought to change all this. Their experiments at rural transformation were watched with amused interest and if their efforts did not meet with more than temporary and isolated success. It was because they were operating individually and in very limited areas within what was basically an inhospitable and unresponsive administrative environment. The scale of effort was enlarged during the Second World War with the launching of the “grow more food campaign. “But the administrative structure remained largely unaltered.

It was to change all this that the community development programme was introduced. There were three problems that had to be tackled. First, if the farmer was to change methods, he had to be educated to see the possibility to change through actual demonstration in his field at no cost to himself. If the farmer tilled the land in the same manner as his father did before him, it was because tradition had not optimised risks and the farmer had no margin on the basis of which to gamble on strange new practices and risk not merely a financial loss but his very survival. Secondly, there was no one agency to whom the farmer could turn for assistance or advice. If he wanted better seeds, he had to go to agriculture department. For irrigation he had to knock at the door of the irrigation department. Roads were the responsibility of the PWD. Land problems had to be taken up with the revenue authorities and so on. In short, the administration was totally fragmented at the point which touched the life of the farmer. Co-ordination was difficult and the totality of the farmer’s problem could never be adequately comprehended, let alone ameliorated, by the administration. Thirdly, even if the administration sought to promote rural transformation, and the farmers were willing, how was the new knowledge to be transmitted not merely to every village but to each cultivator?

The community development programme sought to provide answers to these three problems. Something in the nature of the single – line administration was established under a chain of command running through the district development officer and block development officer to the multipurpose village level worker. Instead of having to go to several departments to get anything done, the farmer could now deal with the single community development authority with which all the executive agencies involved in Rural development were associated. The many thousands of field demonstration laid out  under the community development programme demonstrated the possibility of change in a manner that carried conviction and at no risk to the peasant. Once the farmer was persuaded, his alleged age-old conservatism vanished and the next problem was to satisfy his ever growing demands. Meanwhile, the establishment of a national extension service for the first time created a permanent transmission system for the propagation and demonstration of new ideas and methods, not just in isolated pockets, but over very wide areas.

For the people in the world, the image of Indian village is that of

Directions (Q. 11 – 20): Read the following passage carefully and answer the questions given below it.

The Indian economy rests on agricultural base and for decades and generations the picture that India presented to the world was one of famine and of an unchanging peasantry reluctant to depart from the cultural practices. Handed down to them by their forefathers. Indian agriculture, it was said, was a gamble on the rains. Some visionaries and civil servants had sought to change all this. Their experiments at rural transformation were watched with amused interest and if their efforts did not meet with more than temporary and isolated success. It was because they were operating individually and in very limited areas within what was basically an inhospitable and unresponsive administrative environment. The scale of effort was enlarged during the Second World War with the launching of the “grow more food campaign. “But the administrative structure remained largely unaltered.

It was to change all this that the community development programme was introduced. There were three problems that had to be tackled. First, if the farmer was to change methods, he had to be educated to see the possibility to change through actual demonstration in his field at no cost to himself. If the farmer tilled the land in the same manner as his father did before him, it was because tradition had not optimised risks and the farmer had no margin on the basis of which to gamble on strange new practices and risk not merely a financial loss but his very survival. Secondly, there was no one agency to whom the farmer could turn for assistance or advice. If he wanted better seeds, he had to go to agriculture department. For irrigation he had to knock at the door of the irrigation department. Roads were the responsibility of the PWD. Land problems had to be taken up with the revenue authorities and so on. In short, the administration was totally fragmented at the point which touched the life of the farmer. Co-ordination was difficult and the totality of the farmer’s problem could never be adequately comprehended, let alone ameliorated, by the administration. Thirdly, even if the administration sought to promote rural transformation, and the farmers were willing, how was the new knowledge to be transmitted not merely to every village but to each cultivator?

The community development programme sought to provide answers to these three problems. Something in the nature of the single – line administration was established under a chain of command running through the district development officer and block development officer to the multipurpose village level worker. Instead of having to go to several departments to get anything done, the farmer could now deal with the single community development authority with which all the executive agencies involved in Rural development were associated. The many thousands of field demonstration laid out  under the community development programme demonstrated the possibility of change in a manner that carried conviction and at no risk to the peasant. Once the farmer was persuaded, his alleged age-old conservatism vanished and the next problem was to satisfy his ever growing demands. Meanwhile, the establishment of a national extension service for the first time created a permanent transmission system for the propagation and demonstration of new ideas and methods, not just in isolated pockets, but over very wide areas.

The experiments undertaken by some visionaries were aimed at

Directions (Q. 11 – 20): Read the following passage carefully and answer the questions given below it.

The Indian economy rests on agricultural base and for decades and generations the picture that India presented to the world was one of famine and of an unchanging peasantry reluctant to depart from the cultural practices. Handed down to them by their forefathers. Indian agriculture, it was said, was a gamble on the rains. Some visionaries and civil servants had sought to change all this. Their experiments at rural transformation were watched with amused interest and if their efforts did not meet with more than temporary and isolated success. It was because they were operating individually and in very limited areas within what was basically an inhospitable and unresponsive administrative environment. The scale of effort was enlarged during the Second World War with the launching of the “grow more food campaign. “But the administrative structure remained largely unaltered.

It was to change all this that the community development programme was introduced. There were three problems that had to be tackled. First, if the farmer was to change methods, he had to be educated to see the possibility to change through actual demonstration in his field at no cost to himself. If the farmer tilled the land in the same manner as his father did before him, it was because tradition had not optimised risks and the farmer had no margin on the basis of which to gamble on strange new practices and risk not merely a financial loss but his very survival. Secondly, there was no one agency to whom the farmer could turn for assistance or advice. If he wanted better seeds, he had to go to agriculture department. For irrigation he had to knock at the door of the irrigation department. Roads were the responsibility of the PWD. Land problems had to be taken up with the revenue authorities and so on. In short, the administration was totally fragmented at the point which touched the life of the farmer. Co-ordination was difficult and the totality of the farmer’s problem could never be adequately comprehended, let alone ameliorated, by the administration. Thirdly, even if the administration sought to promote rural transformation, and the farmers were willing, how was the new knowledge to be transmitted not merely to every village but to each cultivator?

The community development programme sought to provide answers to these three problems. Something in the nature of the single – line administration was established under a chain of command running through the district development officer and block development officer to the multipurpose village level worker. Instead of having to go to several departments to get anything done, the farmer could now deal with the single community development authority with which all the executive agencies involved in Rural development were associated. The many thousands of field demonstration laid out  under the community development programme demonstrated the possibility of change in a manner that carried conviction and at no risk to the peasant. Once the farmer was persuaded, his alleged age-old conservatism vanished and the next problem was to satisfy his ever growing demands. Meanwhile, the establishment of a national extension service for the first time created a permanent transmission system for the propagation and demonstration of new ideas and methods, not just in isolated pockets, but over very wide areas.

The success of the efforts put in for rural transformation was limited because

Directions (Q. 11 – 20): Read the following passage carefully and answer the questions given below it.

The Indian economy rests on agricultural base and for decades and generations the picture that India presented to the world was one of famine and of an unchanging peasantry reluctant to depart from the cultural practices. Handed down to them by their forefathers. Indian agriculture, it was said, was a gamble on the rains. Some visionaries and civil servants had sought to change all this. Their experiments at rural transformation were watched with amused interest and if their efforts did not meet with more than temporary and isolated success. It was because they were operating individually and in very limited areas within what was basically an inhospitable and unresponsive administrative environment. The scale of effort was enlarged during the Second World War with the launching of the “grow more food campaign. “But the administrative structure remained largely unaltered.

It was to change all this that the community development programme was introduced. There were three problems that had to be tackled. First, if the farmer was to change methods, he had to be educated to see the possibility to change through actual demonstration in his field at no cost to himself. If the farmer tilled the land in the same manner as his father did before him, it was because tradition had not optimised risks and the farmer had no margin on the basis of which to gamble on strange new practices and risk not merely a financial loss but his very survival. Secondly, there was no one agency to whom the farmer could turn for assistance or advice. If he wanted better seeds, he had to go to agriculture department. For irrigation he had to knock at the door of the irrigation department. Roads were the responsibility of the PWD. Land problems had to be taken up with the revenue authorities and so on. In short, the administration was totally fragmented at the point which touched the life of the farmer. Co-ordination was difficult and the totality of the farmer’s problem could never be adequately comprehended, let alone ameliorated, by the administration. Thirdly, even if the administration sought to promote rural transformation, and the farmers were willing, how was the new knowledge to be transmitted not merely to every village but to each cultivator?

The community development programme sought to provide answers to these three problems. Something in the nature of the single – line administration was established under a chain of command running through the district development officer and block development officer to the multipurpose village level worker. Instead of having to go to several departments to get anything done, the farmer could now deal with the single community development authority with which all the executive agencies involved in Rural development were associated. The many thousands of field demonstration laid out  under the community development programme demonstrated the possibility of change in a manner that carried conviction and at no risk to the peasant. Once the farmer was persuaded, his alleged age-old conservatism vanished and the next problem was to satisfy his ever growing demands. Meanwhile, the establishment of a national extension service for the first time created a permanent transmission system for the propagation and demonstration of new ideas and methods, not just in isolated pockets, but over very wide areas.

Which of the following was the objective of launching Community Development Programme?

Directions (Q. 11 – 20): Read the following passage carefully and answer the questions given below it.

The Indian economy rests on agricultural base and for decades and generations the picture that India presented to the world was one of famine and of an unchanging peasantry reluctant to depart from the cultural practices. Handed down to them by their forefathers. Indian agriculture, it was said, was a gamble on the rains. Some visionaries and civil servants had sought to change all this. Their experiments at rural transformation were watched with amused interest and if their efforts did not meet with more than temporary and isolated success. It was because they were operating individually and in very limited areas within what was basically an inhospitable and unresponsive administrative environment. The scale of effort was enlarged during the Second World War with the launching of the “grow more food campaign. “But the administrative structure remained largely unaltered.

It was to change all this that the community development programme was introduced. There were three problems that had to be tackled. First, if the farmer was to change methods, he had to be educated to see the possibility to change through actual demonstration in his field at no cost to himself. If the farmer tilled the land in the same manner as his father did before him, it was because tradition had not optimised risks and the farmer had no margin on the basis of which to gamble on strange new practices and risk not merely a financial loss but his very survival. Secondly, there was no one agency to whom the farmer could turn for assistance or advice. If he wanted better seeds, he had to go to agriculture department. For irrigation he had to knock at the door of the irrigation department. Roads were the responsibility of the PWD. Land problems had to be taken up with the revenue authorities and so on. In short, the administration was totally fragmented at the point which touched the life of the farmer. Co-ordination was difficult and the totality of the farmer’s problem could never be adequately comprehended, let alone ameliorated, by the administration. Thirdly, even if the administration sought to promote rural transformation, and the farmers were willing, how was the new knowledge to be transmitted not merely to every village but to each cultivator?

The community development programme sought to provide answers to these three problems. Something in the nature of the single – line administration was established under a chain of command running through the district development officer and block development officer to the multipurpose village level worker. Instead of having to go to several departments to get anything done, the farmer could now deal with the single community development authority with which all the executive agencies involved in Rural development were associated. The many thousands of field demonstration laid out  under the community development programme demonstrated the possibility of change in a manner that carried conviction and at no risk to the peasant. Once the farmer was persuaded, his alleged age-old conservatism vanished and the next problem was to satisfy his ever growing demands. Meanwhile, the establishment of a national extension service for the first time created a permanent transmission system for the propagation and demonstration of new ideas and methods, not just in isolated pockets, but over very wide areas.

what was the probable disadvantage of the fragmented administration to the farmers?

Directions (Q. 11 – 20): Read the following passage carefully and answer the questions given below it.

The Indian economy rests on agricultural base and for decades and generations the picture that India presented to the world was one of famine and of an unchanging peasantry reluctant to depart from the cultural practices. Handed down to them by their forefathers. Indian agriculture, it was said, was a gamble on the rains. Some visionaries and civil servants had sought to change all this. Their experiments at rural transformation were watched with amused interest and if their efforts did not meet with more than temporary and isolated success. It was because they were operating individually and in very limited areas within what was basically an inhospitable and unresponsive administrative environment. The scale of effort was enlarged during the Second World War with the launching of the “grow more food campaign. “But the administrative structure remained largely unaltered.

It was to change all this that the community development programme was introduced. There were three problems that had to be tackled. First, if the farmer was to change methods, he had to be educated to see the possibility to change through actual demonstration in his field at no cost to himself. If the farmer tilled the land in the same manner as his father did before him, it was because tradition had not optimised risks and the farmer had no margin on the basis of which to gamble on strange new practices and risk not merely a financial loss but his very survival. Secondly, there was no one agency to whom the farmer could turn for assistance or advice. If he wanted better seeds, he had to go to agriculture department. For irrigation he had to knock at the door of the irrigation department. Roads were the responsibility of the PWD. Land problems had to be taken up with the revenue authorities and so on. In short, the administration was totally fragmented at the point which touched the life of the farmer. Co-ordination was difficult and the totality of the farmer’s problem could never be adequately comprehended, let alone ameliorated, by the administration. Thirdly, even if the administration sought to promote rural transformation, and the farmers were willing, how was the new knowledge to be transmitted not merely to every village but to each cultivator?

The community development programme sought to provide answers to these three problems. Something in the nature of the single – line administration was established under a chain of command running through the district development officer and block development officer to the multipurpose village level worker. Instead of having to go to several departments to get anything done, the farmer could now deal with the single community development authority with which all the executive agencies involved in Rural development were associated. The many thousands of field demonstration laid out  under the community development programme demonstrated the possibility of change in a manner that carried conviction and at no risk to the peasant. Once the farmer was persuaded, his alleged age-old conservatism vanished and the next problem was to satisfy his ever growing demands. Meanwhile, the establishment of a national extension service for the first time created a permanent transmission system for the propagation and demonstration of new ideas and methods, not just in isolated pockets, but over very wide areas.

If the administration and also the farmers were willing to promote rural transformation, which was the main hindering factor in their way?

Directions (Q. 11 – 20): Read the following passage carefully and answer the questions given below it.

The Indian economy rests on agricultural base and for decades and generations the picture that India presented to the world was one of famine and of an unchanging peasantry reluctant to depart from the cultural practices. Handed down to them by their forefathers. Indian agriculture, it was said, was a gamble on the rains. Some visionaries and civil servants had sought to change all this. Their experiments at rural transformation were watched with amused interest and if their efforts did not meet with more than temporary and isolated success. It was because they were operating individually and in very limited areas within what was basically an inhospitable and unresponsive administrative environment. The scale of effort was enlarged during the Second World War with the launching of the “grow more food campaign. “But the administrative structure remained largely unaltered.

It was to change all this that the community development programme was introduced. There were three problems that had to be tackled. First, if the farmer was to change methods, he had to be educated to see the possibility to change through actual demonstration in his field at no cost to himself. If the farmer tilled the land in the same manner as his father did before him, it was because tradition had not optimised risks and the farmer had no margin on the basis of which to gamble on strange new practices and risk not merely a financial loss but his very survival. Secondly, there was no one agency to whom the farmer could turn for assistance or advice. If he wanted better seeds, he had to go to agriculture department. For irrigation he had to knock at the door of the irrigation department. Roads were the responsibility of the PWD. Land problems had to be taken up with the revenue authorities and so on. In short, the administration was totally fragmented at the point which touched the life of the farmer. Co-ordination was difficult and the totality of the farmer’s problem could never be adequately comprehended, let alone ameliorated, by the administration. Thirdly, even if the administration sought to promote rural transformation, and the farmers were willing, how was the new knowledge to be transmitted not merely to every village but to each cultivator?

The community development programme sought to provide answers to these three problems. Something in the nature of the single – line administration was established under a chain of command running through the district development officer and block development officer to the multipurpose village level worker. Instead of having to go to several departments to get anything done, the farmer could now deal with the single community development authority with which all the executive agencies involved in Rural development were associated. The many thousands of field demonstration laid out  under the community development programme demonstrated the possibility of change in a manner that carried conviction and at no risk to the peasant. Once the farmer was persuaded, his alleged age-old conservatism vanished and the next problem was to satisfy his ever growing demands. Meanwhile, the establishment of a national extension service for the first time created a permanent transmission system for the propagation and demonstration of new ideas and methods, not just in isolated pockets, but over very wide areas.

The apparent plus-point of the Community Development Programme demonstration was that

Directions (Q. 11 – 20): Read the following passage carefully and answer the questions given below it.

The Indian economy rests on agricultural base and for decades and generations the picture that India presented to the world was one of famine and of an unchanging peasantry reluctant to depart from the cultural practices. Handed down to them by their forefathers. Indian agriculture, it was said, was a gamble on the rains. Some visionaries and civil servants had sought to change all this. Their experiments at rural transformation were watched with amused interest and if their efforts did not meet with more than temporary and isolated success. It was because they were operating individually and in very limited areas within what was basically an inhospitable and unresponsive administrative environment. The scale of effort was enlarged during the Second World War with the launching of the “grow more food campaign. “But the administrative structure remained largely unaltered.

It was to change all this that the community development programme was introduced. There were three problems that had to be tackled. First, if the farmer was to change methods, he had to be educated to see the possibility to change through actual demonstration in his field at no cost to himself. If the farmer tilled the land in the same manner as his father did before him, it was because tradition had not optimised risks and the farmer had no margin on the basis of which to gamble on strange new practices and risk not merely a financial loss but his very survival. Secondly, there was no one agency to whom the farmer could turn for assistance or advice. If he wanted better seeds, he had to go to agriculture department. For irrigation he had to knock at the door of the irrigation department. Roads were the responsibility of the PWD. Land problems had to be taken up with the revenue authorities and so on. In short, the administration was totally fragmented at the point which touched the life of the farmer. Co-ordination was difficult and the totality of the farmer’s problem could never be adequately comprehended, let alone ameliorated, by the administration. Thirdly, even if the administration sought to promote rural transformation, and the farmers were willing, how was the new knowledge to be transmitted not merely to every village but to each cultivator?

The community development programme sought to provide answers to these three problems. Something in the nature of the single – line administration was established under a chain of command running through the district development officer and block development officer to the multipurpose village level worker. Instead of having to go to several departments to get anything done, the farmer could now deal with the single community development authority with which all the executive agencies involved in Rural development were associated. The many thousands of field demonstration laid out  under the community development programme demonstrated the possibility of change in a manner that carried conviction and at no risk to the peasant. Once the farmer was persuaded, his alleged age-old conservatism vanished and the next problem was to satisfy his ever growing demands. Meanwhile, the establishment of a national extension service for the first time created a permanent transmission system for the propagation and demonstration of new ideas and methods, not just in isolated pockets, but over very wide areas.

What was the impact of these demonstrations on the farmers?

Directions (Q. 11 – 20): Read the following passage carefully and answer the questions given below it.

The Indian economy rests on agricultural base and for decades and generations the picture that India presented to the world was one of famine and of an unchanging peasantry reluctant to depart from the cultural practices. Handed down to them by their forefathers. Indian agriculture, it was said, was a gamble on the rains. Some visionaries and civil servants had sought to change all this. Their experiments at rural transformation were watched with amused interest and if their efforts did not meet with more than temporary and isolated success. It was because they were operating individually and in very limited areas within what was basically an inhospitable and unresponsive administrative environment. The scale of effort was enlarged during the Second World War with the launching of the “grow more food campaign. “But the administrative structure remained largely unaltered.

It was to change all this that the community development programme was introduced. There were three problems that had to be tackled. First, if the farmer was to change methods, he had to be educated to see the possibility to change through actual demonstration in his field at no cost to himself. If the farmer tilled the land in the same manner as his father did before him, it was because tradition had not optimised risks and the farmer had no margin on the basis of which to gamble on strange new practices and risk not merely a financial loss but his very survival. Secondly, there was no one agency to whom the farmer could turn for assistance or advice. If he wanted better seeds, he had to go to agriculture department. For irrigation he had to knock at the door of the irrigation department. Roads were the responsibility of the PWD. Land problems had to be taken up with the revenue authorities and so on. In short, the administration was totally fragmented at the point which touched the life of the farmer. Co-ordination was difficult and the totality of the farmer’s problem could never be adequately comprehended, let alone ameliorated, by the administration. Thirdly, even if the administration sought to promote rural transformation, and the farmers were willing, how was the new knowledge to be transmitted not merely to every village but to each cultivator?

The community development programme sought to provide answers to these three problems. Something in the nature of the single – line administration was established under a chain of command running through the district development officer and block development officer to the multipurpose village level worker. Instead of having to go to several departments to get anything done, the farmer could now deal with the single community development authority with which all the executive agencies involved in Rural development were associated. The many thousands of field demonstration laid out  under the community development programme demonstrated the possibility of change in a manner that carried conviction and at no risk to the peasant. Once the farmer was persuaded, his alleged age-old conservatism vanished and the next problem was to satisfy his ever growing demands. Meanwhile, the establishment of a national extension service for the first time created a permanent transmission system for the propagation and demonstration of new ideas and methods, not just in isolated pockets, but over very wide areas.

Which of the following was/were the advantage (s) of the Community Development Programmes?

1. Diverse problems of the farmers could be solved by a single authority
2. These programmes didn’t involve any risk to farmers
3. There was no danger of deviating from the past practices.

Directions (Q. 11 – 20): Read the following passage carefully and answer the questions given below it.

The Indian economy rests on agricultural base and for decades and generations the picture that India presented to the world was one of famine and of an unchanging peasantry reluctant to depart from the cultural practices. Handed down to them by their forefathers. Indian agriculture, it was said, was a gamble on the rains. Some visionaries and civil servants had sought to change all this. Their experiments at rural transformation were watched with amused interest and if their efforts did not meet with more than temporary and isolated success. It was because they were operating individually and in very limited areas within what was basically an inhospitable and unresponsive administrative environment. The scale of effort was enlarged during the Second World War with the launching of the “grow more food campaign. “But the administrative structure remained largely unaltered.

It was to change all this that the community development programme was introduced. There were three problems that had to be tackled. First, if the farmer was to change methods, he had to be educated to see the possibility to change through actual demonstration in his field at no cost to himself. If the farmer tilled the land in the same manner as his father did before him, it was because tradition had not optimised risks and the farmer had no margin on the basis of which to gamble on strange new practices and risk not merely a financial loss but his very survival. Secondly, there was no one agency to whom the farmer could turn for assistance or advice. If he wanted better seeds, he had to go to agriculture department. For irrigation he had to knock at the door of the irrigation department. Roads were the responsibility of the PWD. Land problems had to be taken up with the revenue authorities and so on. In short, the administration was totally fragmented at the point which touched the life of the farmer. Co-ordination was difficult and the totality of the farmer’s problem could never be adequately comprehended, let alone ameliorated, by the administration. Thirdly, even if the administration sought to promote rural transformation, and the farmers were willing, how was the new knowledge to be transmitted not merely to every village but to each cultivator?

The community development programme sought to provide answers to these three problems. Something in the nature of the single – line administration was established under a chain of command running through the district development officer and block development officer to the multipurpose village level worker. Instead of having to go to several departments to get anything done, the farmer could now deal with the single community development authority with which all the executive agencies involved in Rural development were associated. The many thousands of field demonstration laid out  under the community development programme demonstrated the possibility of change in a manner that carried conviction and at no risk to the peasant. Once the farmer was persuaded, his alleged age-old conservatism vanished and the next problem was to satisfy his ever growing demands. Meanwhile, the establishment of a national extension service for the first time created a permanent transmission system for the propagation and demonstration of new ideas and methods, not just in isolated pockets, but over very wide areas.

If the Community Development Programmes were not launched, which of the following would have happened?

1. The farmer’s inclination to cling to past practices would have altered.
2. They could have obtained help to solve their various problems under one roof
3. iii. They would have resorted to latest techniques and strategies of farming