Asking about future plans and employee growth opportunities is great - but careful work is required here. That's where the research comes in. Do as much as you can to be specific in your questions regarding the company itself and not the industry as a whole. And be aware that managers are going to sell you on the most positive aspects of the company. Hopefully most are honest and will evade rather than lie when they know information that isn't great news from a new hire perspective.
Taking things point by point to improve the questions:
How your company has sustained when there is a recession occurred in 2008?
This is something you can research - do they have stock? How was their stock price? Were there any news articles related to recessions?
What was this particular industry doing as a whole? For example the defense industry usually does well in a recession year, but badly a few years after that - so an unscrupulous manager may say "we did just fine, in fact we grew!" but a more business savy person would say "we did well but so did everyone else in this industry - the important part is how we did in 2011 when the tax base from the recession coupled with the retreat from a full scale Middle East operation triggered defense cuts - here's how we did then...."
So, know the industry a bit, know it's challenges and opportunities and ask what the company is doing.
Now IT is highly on competitive edge and facing many challenges all over the world. What is your strategy and plans to sustain and secure your employees growth?
OK - so this one's kind of muddy - employee growth vs. staying competitive are related, but your first statement here is making the manager think about competitive strategies for the organization. The real question is "how do you grow your employees?" - which I assume is stuff like conferences, training, funding of college degrees, growth assignments and mentoring. Asking about all of those is important and totally fine - just make sure you ask a question that will get you a clear answer.
Realize that "do you do state of the art work?" is a pretty hard question to get a straight answer on from most IT managers. Most shops I know of have some awesome advanced work and some ancient legacy work. Chances are the manager will eventually want you do to do at least some legacy work, and is unlikely to admit that. This is an area to tread cautiously in if you worry that your resume is already out of date, since they may very well be hoping to have you do some of that legacy stuff, and saying "I don't want to do that" can be an opportunity killer".
Does your company involves any cost cutting measures in the downtime? If yes May I know what are those?
This one would be really hard for a manager to answer honestly and accurately. I'd probably rephrase this as "what's your strategy when you need to cut costs?" or "how does the business work in a down turn?" As written, there's an implication that what the company did in the last layoff it will do in the next layoff - and in my experience, that's rarely true. Companies reinvent themselves to survive changes in business conditions - how they treated a downturn 4 years ago versus how they'd treat today are honestly quite different.
And the gruesome truths simply won't come up. You will never hear "well, we consider people to be the easiest to reduce cost, so we lay them off first". You will hear all about how careful they are to preserve "as many jobs as possible" and their investment in their people as domain experts, etc. But in the next downturn, just about any company will look at itself and figure out how it needs to change resources to survive.
What to look for, instead, is how the company conceives of its core business - what's the "must do" stuff and what's the new adventure, interesting add-on, or extra support that they would live without if they could? What's your confidence that their view will remain practical and relevant? If you're working in a core area, and you believe it will continue to be vital over the next 5 years, then don't worry about how they did the last layoff - it won't be you.
How secure the job in your organization?
If you can find a manager who can actually answer this, I'll be impressed. Any layoff or reduction in staff is partly the position itself and partly the person in the position. If you provide more value than the cost of your salary and provide more flexibility for moving to a new job - you'll likely do better in a layoff. There's no magic formula.
Any time you transition jobs, you're at a slight risk, as you are the guy who knows the least about what's going on. No manager will say this because you can still survive a layoff by being completely awesome... they can't judge how awesome you are - you only just got there.