This is the Vocab24 daily quiz of 15 November 2025, the same 30 questions the app served that day, on the day's vocabulary and editorial. One mark for a right answer, minus 0.25 for a wrong one; the explanation opens as soon as you tap.
Out of the given alternatives select the alternative which best expresses the meaning of given word.
Consensus
Out of the given alternatives select the alternative which best expresses the meaning of given word.
Compliance
Out of the given alternatives select the alternative which best expresses the meaning of given word.
Oversight
Out of the given alternatives select the alternative which best expresses the meaning of given word.
Fiscal
Out of the given alternatives select the word opposite in meaning to the given word.
Outlay
Out of the given alternatives select the word opposite in meaning to the given word.
Corpus
Out of the given alternatives select the word opposite in meaning to the given word.
Impetus
Out of the given alternatives select the word opposite in meaning to the given word.
Proviso
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
The act of following rules, standards, or a request; conformity with requirements.
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
An amount of money spent for a specific purpose; expenditure.
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
A large collection or body of written or spoken texts; also, the principal amount/fund (as in corpus fund).
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
An authoritative order or law, especially one issued by a government or authority.
A statement with one blank is given below. Choose the set of words from the given options which can be used to fill the given blank.
Mr. Goplan ____ his daughter up from school at 4:30 every day.
Explanation: The subject-verb agreement provides us with the rules of placing a correct verb in correspondence to the subject.<br> 'Mr. Gopalan' is the subject in this sentence. The subject is thus singular. <br> 'Picks' is the singular verb. Thus it is the answer. <br> 'Pick' is the plural verb. Hence, it cannot be placed in this sentence.
A statement with one blank is given below. Choose the set of words from the given options which can be used to fill the given blank.
Memon, ____ of former information minister Nisar Memon, had entered politics in 2003?
Explanation: The correct answer is (A) the daughter. <br> Let's break down why: <br> * Why ‘the daughter’? <br> We use ‘the’ when we're talking about a specific daughter. <br> The sentence implies that Memon is *the* well-known daughter in connection with Nisar Memon. <br> It assumes the audience knows which daughter is being referred to. <br> * Why not ‘a daughter’? <br> ‘A daughter’ would mean Memon is *one* of Nisar Memon's daughters, but not necessarily a particularly known or relevant one. <br> It's less specific. <br> * Why not ‘daughter’? <br> ‘Daughter’ alone is grammatically incorrect in this sentence structure. <br> It needs an article (‘a’ or ‘the’) before it to function properly as a noun describing Memon. * Why not ‘none of the above’? <br> Because option (A) is the correct one, the daughter is the suitable answer.
A statement with one blank is given below. Choose the set of words from the given options which can be used to fill the given blank.
My uncle ____ go for a walk every morning.
Explanation: Solution: We use 'used to' when we refer to things in the past which are no longer true. It can refer to repeated actions or to a state or situation. <br> Example: He used to play football for the local team, but he's too old now.
Out of given alternatives select the option which best expresses the meaning of given idiom/ phrase.
To lose one's head
Explanation: To lose one's head: lose self-control; panic.
Out of given alternatives select the option which best expresses the meaning of given idiom/ phrase.
To throw up the sponge
Explanation: Solution: To throw up the sponge: to give up a contest.
Out of given alternatives select the option which best expresses the meaning of given idiom/ phrase.
To give/get the bird
Out of given alternatives select the word which is correctly spelt.
.
Out of given alternatives select the word which is correctly spelt.
.
Out of given alternatives select the word which is correctly spelt.
.
Out of given alternatives select the word which is correctly spelt.
.
Which of phrases given below each sentence should replace the phrase printed in bold type to make the grammatically correct? If the sentence is correct as it is, mark 'd' as the answer.
Adaptive radiation is the process whereby a given species (a)/ through gradual adaptation in several locations to a variety (b)/ of different habitates, eventually become separate species with distinct characteristics and behaviours. (c)/ No error (d)
Explanation: eventually becomes
Which of phrases given below each sentence should replace the phrase printed in bold type to make the grammatically correct? If the sentence is correct as it is, mark 'd' as the answer.
The US constitution may be amended by any of three method: (a)/ by action of the Congress, by action of individual state legislatures, (b)/ and by means of a Constitutional Convention. (c)/ No error (d)
Which of phrases given below each sentence should replace the phrase printed in bold type to make the grammatically correct? If the sentence is correct as it is, mark 'd' as the answer.
Although legal suits are pending in several states (a)/ which may effect the final tally, the Census Bureau has officially deposited (b)/ its population figures in order to meet the deadline prescribed by law (c)/ No error (d)
Explanation: which may affect
The Given Editorial is accompanied by a set of questions based on the information given in it. Answer the following questions according to what is stated or implied in the Editorial. <br>Paragraph 1: When you are the chief executive of a public company, the temptation to opt for a merger or acquisition is great indeed. Many such bosses may get a call every week or so from an investment banker eager to offer the kind of deal that is sure to boost profits. Plenty of those calls are proving fruitful. In the first three quarters of 2017, just over $2.5trn-worth of transactions were agreed globally, according to Dealogic, a data provider. The total was virtually unchanged from the same period in 2016, but the number in Europe, the Middle East and Africa was up by 21%.<br> Paragraph 2: It is easy to understand why an executive opts for a deal. Buying another business looks like decisive action, and is a lot easier than coming up with a new, bestselling product. Furthermore, being the acquirer is far more appealing than being the prey; better to be the butcher than the cattle. A takeover may keep activist hedge funds off the management’s back for a while longer. And being in charge of a much bigger company is a more demanding task that will surely justify a larger salary for the executives in charge. <br> Paragraph 3: But these temptations, good and bad, should generally be resisted. S&P Global Market Intelligence, a research arm of the ratings agency, has updated a study on the impact of deals on the acquiring company’s share price. The study looked at M&A deals done by listed companies in America’s Russell 3000 index between January 2001 and August 2017; deals were only included if they cost more than 5% of the total enterprise value of the acquirer (5% of the equity value, for financial companies). The acquirers’ shares underperformed the market and those of rival firms in the same industry. <br> Paragraph 4: That share-price performance was understandable, in the light of what tended to happen to the fundamentals of the acquiring company’s business. The study finds that, relative to the company’s peer group, net profit margins fall, as do the returns on capital and on equity; earnings per share grow less quickly; and both debt and interest expenses increase. As the deal is done, however, the executives always sound bullish. Costs will be cut, the companies will benefit from selling a wide range of products and so on; a whole range of ‘synergies’ will be achieved. Instead, the combined companies tend to suffer from clashes of culture and teething problems as systems prove hard to integrate. The AOL-Time Warner merger of 2000 is perhaps the most famous example of a dysfunctional deal; at the time, it was one of the biggest mergers in corporate history. Not every deal is that bad. But instead of two plus two equaling the promised five, all too often they add up to three-and-a-half.
What is the tone of the author in the passage?
Explanation: The entire passage talks about how acquisitions may not be as great as they appear from a distance. The passage is replete with research. <br> Sarcastic and witty can be eliminated straight away. <br> Vindictive means spiteful/bitter and can be eliminated. <br> Explanatory is the best fit as the passage is not all that positive about acquisitions in general. <br>Hence, option C is correct.
The Given Editorial is accompanied by a set of questions based on the information given in it. Answer the following questions according to what is stated or implied in the Editorial. <br>Paragraph 1: When you are the chief executive of a public company, the temptation to opt for a merger or acquisition is great indeed. Many such bosses may get a call every week or so from an investment banker eager to offer the kind of deal that is sure to boost profits. Plenty of those calls are proving fruitful. In the first three quarters of 2017, just over $2.5trn-worth of transactions were agreed globally, according to Dealogic, a data provider. The total was virtually unchanged from the same period in 2016, but the number in Europe, the Middle East and Africa was up by 21%.<br> Paragraph 2: It is easy to understand why an executive opts for a deal. Buying another business looks like decisive action, and is a lot easier than coming up with a new, bestselling product. Furthermore, being the acquirer is far more appealing than being the prey; better to be the butcher than the cattle. A takeover may keep activist hedge funds off the management’s back for a while longer. And being in charge of a much bigger company is a more demanding task that will surely justify a larger salary for the executives in charge. <br> Paragraph 3: But these temptations, good and bad, should generally be resisted. S&P Global Market Intelligence, a research arm of the ratings agency, has updated a study on the impact of deals on the acquiring company’s share price. The study looked at M&A deals done by listed companies in America’s Russell 3000 index between January 2001 and August 2017; deals were only included if they cost more than 5% of the total enterprise value of the acquirer (5% of the equity value, for financial companies). The acquirers’ shares underperformed the market and those of rival firms in the same industry. <br> Paragraph 4: That share-price performance was understandable, in the light of what tended to happen to the fundamentals of the acquiring company’s business. The study finds that, relative to the company’s peer group, net profit margins fall, as do the returns on capital and on equity; earnings per share grow less quickly; and both debt and interest expenses increase. As the deal is done, however, the executives always sound bullish. Costs will be cut, the companies will benefit from selling a wide range of products and so on; a whole range of ‘synergies’ will be achieved. Instead, the combined companies tend to suffer from clashes of culture and teething problems as systems prove hard to integrate. The AOL-Time Warner merger of 2000 is perhaps the most famous example of a dysfunctional deal; at the time, it was one of the biggest mergers in corporate history. Not every deal is that bad. But instead of two plus two equaling the promised five, all too often they add up to three-and-a-half.
Which of the following statements, if true, could be warning signs ahead of a takeover?<br> The faster the company was growing before the acquisition, the worse it tends to perform afterwards. <br> All-share deals tend to perform less well than cash offers. <br> Large deals perform less well than small ones. <br>
Explanation: None of the statements depict a sure shot warning sign of a potential merger failure. <br> Hence, option E is correct.
The Given Editorial is accompanied by a set of questions based on the information given in it. Answer the following questions according to what is stated or implied in the Editorial. <br>Paragraph 1: When you are the chief executive of a public company, the temptation to opt for a merger or acquisition is great indeed. Many such bosses may get a call every week or so from an investment banker eager to offer the kind of deal that is sure to boost profits. Plenty of those calls are proving fruitful. In the first three quarters of 2017, just over $2.5trn-worth of transactions were agreed globally, according to Dealogic, a data provider. The total was virtually unchanged from the same period in 2016, but the number in Europe, the Middle East and Africa was up by 21%.<br> Paragraph 2: It is easy to understand why an executive opts for a deal. Buying another business looks like decisive action, and is a lot easier than coming up with a new, bestselling product. Furthermore, being the acquirer is far more appealing than being the prey; better to be the butcher than the cattle. A takeover may keep activist hedge funds off the management’s back for a while longer. And being in charge of a much bigger company is a more demanding task that will surely justify a larger salary for the executives in charge. <br> Paragraph 3: But these temptations, good and bad, should generally be resisted. S&P Global Market Intelligence, a research arm of the ratings agency, has updated a study on the impact of deals on the acquiring company’s share price. The study looked at M&A deals done by listed companies in America’s Russell 3000 index between January 2001 and August 2017; deals were only included if they cost more than 5% of the total enterprise value of the acquirer (5% of the equity value, for financial companies). The acquirers’ shares underperformed the market and those of rival firms in the same industry. <br> Paragraph 4: That share-price performance was understandable, in the light of what tended to happen to the fundamentals of the acquiring company’s business. The study finds that, relative to the company’s peer group, net profit margins fall, as do the returns on capital and on equity; earnings per share grow less quickly; and both debt and interest expenses increase. As the deal is done, however, the executives always sound bullish. Costs will be cut, the companies will benefit from selling a wide range of products and so on; a whole range of ‘synergies’ will be achieved. Instead, the combined companies tend to suffer from clashes of culture and teething problems as systems prove hard to integrate. The AOL-Time Warner merger of 2000 is perhaps the most famous example of a dysfunctional deal; at the time, it was one of the biggest mergers in corporate history. Not every deal is that bad. But instead of two plus two equaling the promised five, all too often they add up to three-and-a-half.
What could be an appropriate title for the passage?
Explanation: As per the passage, the main theme is that Mergers and acquisition have a charming glow about them but the reality is somewhat less lustrous on ground with many underperforming and suffering from weaker fundamentals. Other issues include culture clashes and general adjustment issues. Thus, the enthusiasm shown by the Investment Banks and even executives of the acquiring company is somewhat misplaced. <br> Options B and C are irrelevant. <br> Option D is opposite to what the passage conveys. <br> Option E gives the impression that the passage talks majorly from the perspective of Investment Banks while that is not the case here. <br> Option A is correct. It conveys the main point which is that what may appear to be very lucrative could be very different in reality. <br> Hence, option A is correct.
The Given Editorial is accompanied by a set of questions based on the information given in it. Answer the following questions according to what is stated or implied in the Editorial. <br>Paragraph 1: When you are the chief executive of a public company, the temptation to opt for a merger or acquisition is great indeed. Many such bosses may get a call every week or so from an investment banker eager to offer the kind of deal that is sure to boost profits. Plenty of those calls are proving fruitful. In the first three quarters of 2017, just over $2.5trn-worth of transactions were agreed globally, according to Dealogic, a data provider. The total was virtually unchanged from the same period in 2016, but the number in Europe, the Middle East and Africa was up by 21%.<br> Paragraph 2: It is easy to understand why an executive opts for a deal. Buying another business looks like decisive action, and is a lot easier than coming up with a new, bestselling product. Furthermore, being the acquirer is far more appealing than being the prey; better to be the butcher than the cattle. A takeover may keep activist hedge funds off the management’s back for a while longer. And being in charge of a much bigger company is a more demanding task that will surely justify a larger salary for the executives in charge. <br> Paragraph 3: But these temptations, good and bad, should generally be resisted. S&P Global Market Intelligence, a research arm of the ratings agency, has updated a study on the impact of deals on the acquiring company’s share price. The study looked at M&A deals done by listed companies in America’s Russell 3000 index between January 2001 and August 2017; deals were only included if they cost more than 5% of the total enterprise value of the acquirer (5% of the equity value, for financial companies). The acquirers’ shares underperformed the market and those of rival firms in the same industry. <br> Paragraph 4: That share-price performance was understandable, in the light of what tended to happen to the fundamentals of the acquiring company’s business. The study finds that, relative to the company’s peer group, net profit margins fall, as do the returns on capital and on equity; earnings per share grow less quickly; and both debt and interest expenses increase. As the deal is done, however, the executives always sound bullish. Costs will be cut, the companies will benefit from selling a wide range of products and so on; a whole range of ‘synergies’ will be achieved. Instead, the combined companies tend to suffer from clashes of culture and teething problems as systems prove hard to integrate. The AOL-Time Warner merger of 2000 is perhaps the most famous example of a dysfunctional deal; at the time, it was one of the biggest mergers in corporate history. Not every deal is that bad. But instead of two plus two equaling the promised five, all too often they add up to three-and-a-half.
Which of the following statements can be inferred from the passage? <br> The acquirer firm’s share underperforms its own historic performance 7 out of 10 times. <br> The newly combined company tends to have culture clashes and teething issues. <br> The acquiring company’s fundamentals undergo a positive shift immediately after the acquisition.
Explanation: Refer to: <br> ‘..The acquirers’ shares underperformed the market and those of rival firms in the same industry..’ <br> This renders statement I incorrect. <br> ‘..Instead, the combined companies tend to suffer from clashes of culture and teething problems as systems prove hard to integrate..’ <br> Statement II is correct. <br> ‘..That share-price performance was understandable, in the light of what tended to happen to the fundamentals of the acquiring company’s business. The study finds that, relative to the company’s peer group, net profit margins fall, as do the returns on capital and on equity; earnings per share grow less quickly; and both debt and interest expenses increase…’ Statement III is false. Hence, option D is correct.
The Given Editorial is accompanied by a set of questions based on the information given in it. Answer the following questions according to what is stated or implied in the Editorial. <br>Paragraph 1: When you are the chief executive of a public company, the temptation to opt for a merger or acquisition is great indeed. Many such bosses may get a call every week or so from an investment banker eager to offer the kind of deal that is sure to boost profits. Plenty of those calls are proving fruitful. In the first three quarters of 2017, just over $2.5trn-worth of transactions were agreed globally, according to Dealogic, a data provider. The total was virtually unchanged from the same period in 2016, but the number in Europe, the Middle East and Africa was up by 21%.<br> Paragraph 2: It is easy to understand why an executive opts for a deal. Buying another business looks like decisive action, and is a lot easier than coming up with a new, bestselling product. Furthermore, being the acquirer is far more appealing than being the prey; better to be the butcher than the cattle. A takeover may keep activist hedge funds off the management’s back for a while longer. And being in charge of a much bigger company is a more demanding task that will surely justify a larger salary for the executives in charge. <br> Paragraph 3: But these temptations, good and bad, should generally be resisted. S&P Global Market Intelligence, a research arm of the ratings agency, has updated a study on the impact of deals on the acquiring company’s share price. The study looked at M&A deals done by listed companies in America’s Russell 3000 index between January 2001 and August 2017; deals were only included if they cost more than 5% of the total enterprise value of the acquirer (5% of the equity value, for financial companies). The acquirers’ shares underperformed the market and those of rival firms in the same industry. <br> Paragraph 4: That share-price performance was understandable, in the light of what tended to happen to the fundamentals of the acquiring company’s business. The study finds that, relative to the company’s peer group, net profit margins fall, as do the returns on capital and on equity; earnings per share grow less quickly; and both debt and interest expenses increase. As the deal is done, however, the executives always sound bullish. Costs will be cut, the companies will benefit from selling a wide range of products and so on; a whole range of ‘synergies’ will be achieved. Instead, the combined companies tend to suffer from clashes of culture and teething problems as systems prove hard to integrate. The AOL-Time Warner merger of 2000 is perhaps the most famous example of a dysfunctional deal; at the time, it was one of the biggest mergers in corporate history. Not every deal is that bad. But instead of two plus two equaling the promised five, all too often they add up to three-and-a-half.
s per the passage, why does it sound tempting to opt for a merger or acquisition? <br> I. This path is much simpler than coming up with a new product that would be a bestseller. <br> II. It is more appealing to be the one doing the acquisition rather than the one being acquired. <br> III. The bigger the company the more returns it guarantees in the long run
Explanation: Refer to paragraph 3: <br> ‘..It is easy to understand why an executive opts for a deal. Buying another business looks like decisive action, and is a lot easier than coming up with a new, bestselling product. Furthermore, being the acquirer is far more appealing than being the prey; better to be the butcher than the cattle. A takeover may keep activist hedge funds off the management’s back for a while longer. And being in charge of a much bigger company is a more demanding task that will surely justify a larger salary for the executives in charge…’ Only Statements I and II can be seen here. <br> Statement III is incorrect. <br> Hence, option B is correct. <br>
30 questions in 15 minutes, All India rank, streak and explanations. Free: play it here after logging in, or in the app.
Free. Mobile number + OTP, no password.
