SBI PO – SBI PO 2015 Test 1

For the following questions answer them individually.

Realistically, however this disconnect cannot "¦"¦"¦. itself very long, sooner rather than, "¦"¦"¦. the whole will no doubt converge.

For the following questions answer them individually.

Digitisation will"¦"¦"¦. a couple of billion dollars in pay revenues, bring more taxes choice and clean out black money"¦"¦"¦ cable.

For the following questions answer them individually.

Public sector infrastructure financing companies could "¦"¦"¦"¦ of the ambitious 'smart cities' citing "¦"¦ of guaranteed returns on investments.

For the following questions answer them individually.

Looks like the oil markets are not only showing ....... between the physical and the financial perspectives from time to time but Also "¦"¦.. between the short term view and the long term realities.

For the following questions answer them individually.

Top global oil exporter Saudi Arabia "¦"¦"¦. its crude production in April to a record high "¦"¦.. its flourishing Asian market share.

Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have <strong>dismantled</strong> many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to <strong>conform to</strong> Western practice by scaling back the scope of their business activities. The conglomer-, ate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. <br><br> Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. <br><br> Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. In the case of product markets, buyers and sellers usually suffer from a severe <strong>dearth</strong> of information for three reasons. First, the communications infrastructure in emerging markets is often underdeveloped. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer-information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often <strong>capricious</strong> and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.

Which of the following sentence(s) is/are correct in the context of the given passage ? <br><br> I. Consultants and foreign investors argue that the conglomerate is the dinosaur of organisational design too unvvieldly and slow to compete in today's fast-paced markets. <br><br> II. Core competencies and focus are now the mantras of corporate strategists in western economies. <br><br> III. Due to lack of information required, companies in emerging markets face much higher costs in building credible brands in comparison to their counterparts in advanced economies.

Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have <strong>dismantled</strong> many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to <strong>conform to</strong> Western practice by scaling back the scope of their business activities. The conglomer-, ate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. <br><br> Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. <br><br> Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. In the case of product markets, buyers and sellers usually suffer from a severe <strong>dearth</strong> of information for three reasons. First, the communications infrastructure in emerging markets is often underdeveloped. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer-information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often <strong>capricious</strong> and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.

What suggestions have been cited by the writer in regard to raising adequate financing and hiring skilled employees ?

Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have <strong>dismantled</strong> many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to <strong>conform to</strong> Western practice by scaling back the scope of their business activities. The conglomer-, ate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. <br><br> Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. <br><br> Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. In the case of product markets, buyers and sellers usually suffer from a severe <strong>dearth</strong> of information for three reasons. First, the communications infrastructure in emerging markets is often underdeveloped. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer-information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often <strong>capricious</strong> and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.

The writer has cited some hurdles in the case of product markets regarding shortage of information. Which of the following statemen (s) in this regard is/are true ? <br><br> I. Communications infrastructure in emerging markets is often under developed. <br> II. Postal service is typically inefficient, slow or unreliable. <br> III. High rates of illiteracy make it difficult for marketers to communicate effectively with customers.

Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have <strong>dismantled</strong> many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to <strong>conform to</strong> Western practice by scaling back the scope of their business activities. The conglomer-, ate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. <br><br> Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. <br><br> Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. In the case of product markets, buyers and sellers usually suffer from a severe <strong>dearth</strong> of information for three reasons. First, the communications infrastructure in emerging markets is often underdeveloped. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer-information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often <strong>capricious</strong> and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.

Which of the following statements is correct in regard to the given passge ?

Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have <strong>dismantled</strong> many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to <strong>conform to</strong> Western practice by scaling back the scope of their business activities. The conglomer-, ate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. <br><br> Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. <br><br> Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. In the case of product markets, buyers and sellers usually suffer from a severe <strong>dearth</strong> of information for three reasons. First, the communications infrastructure in emerging markets is often underdeveloped. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer-information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often <strong>capricious</strong> and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.

Established brands can wield tremendous power in emerging markets because

Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have <strong>dismantled</strong> many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to <strong>conform to</strong> Western practice by scaling back the scope of their business activities. The conglomer-, ate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. <br><br> Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. <br><br> Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. In the case of product markets, buyers and sellers usually suffer from a severe <strong>dearth</strong> of information for three reasons. First, the communications infrastructure in emerging markets is often underdeveloped. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer-information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often <strong>capricious</strong> and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.

What should be the most appropriate title of this passage ?

Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have <strong>dismantled</strong> many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to <strong>conform to</strong> Western practice by scaling back the scope of their business activities. The conglomer-, ate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. <br><br> Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. <br><br> Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. In the case of product markets, buyers and sellers usually suffer from a severe <strong>dearth</strong> of information for three reasons. First, the communications infrastructure in emerging markets is often underdeveloped. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer-information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often <strong>capricious</strong> and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.

Choose the word/group of words which is most similar in meaning to the word/group of words printed in bold as used in the passage. <br> CONFORMTO

Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have <strong>dismantled</strong> many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to <strong>conform to</strong> Western practice by scaling back the scope of their business activities. The conglomer-, ate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. <br><br> Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. <br><br> Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. In the case of product markets, buyers and sellers usually suffer from a severe <strong>dearth</strong> of information for three reasons. First, the communications infrastructure in emerging markets is often underdeveloped. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer-information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often <strong>capricious</strong> and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.

Choose the word/group of words which is most similar in meaning to the word/group of words printed in bold as used in the passage. <br> DISMANTLE

Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have <strong>dismantled</strong> many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to <strong>conform to</strong> Western practice by scaling back the scope of their business activities. The conglomer-, ate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. <br><br> Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. <br><br> Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. In the case of product markets, buyers and sellers usually suffer from a severe <strong>dearth</strong> of information for three reasons. First, the communications infrastructure in emerging markets is often underdeveloped. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer-information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often <strong>capricious</strong> and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.

Choose the word which is MOST OPPOSITE in meaning to the word printed in bold as used in the passage. <br> CAPRICIOUS

Read the following passage carefully and answer the questions given below it. Certain words/phrases are given in bold to help you locate them while answering some of the questions. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have <strong>dismantled</strong> many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to <strong>conform to</strong> Western practice by scaling back the scope of their business activities. The conglomer-, ate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. <br><br> Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. <br><br> Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. In the case of product markets, buyers and sellers usually suffer from a severe <strong>dearth</strong> of information for three reasons. First, the communications infrastructure in emerging markets is often underdeveloped. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer-information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often <strong>capricious</strong> and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there are few extrajudicial arbitration mechanisms to which one can appeal. As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.

Choose the word which is MOST OPPOSITE in meaning to the word printed in bold as used in the passage. <br> DEARTH

Rearrange the following six sentences (A), (B), (C), (D), (E) and (F) in the proper sequence to form meaningful paragraph; then answer the questions given below them. <br><br> (A) Colony losses last year weren't as dramatic as the declines associated with Colony Collapse Disorder (CCD), which was first identified in October 2006. <br><br> (B) Beekeepers tapped for the survey manage a total of 400,000 colonies, representing about 14.5 percent of the United States' honeybee colonies. <br><br> (C) Overall, colony losses during the 12-month period that ended in April reached 42.1 percent - the second-highest annual loss to date. <br> <br> (D)Summer colony losses reached 27.4 percent, exceeding winter losses that came in at 23.7 percent. <br><br> (E)For the first time, beekeepers watched more of their colonies disappear during the summer than in winter. <br> <br> (F)A new survey outlining honeybee colony losses in the U.S. has scientists scratching their heads.

Which of the following should be the FIRST sentence after rearrangement ?

Rearrange the following six sentences (A), (B), (C), (D), (E) and (F) in the proper sequence to form meaningful paragraph; then answer the questions given below them. <br><br> (A) Colony losses last year weren't as dramatic as the declines associated with Colony Collapse Disorder (CCD), which was first identified in October 2006. <br><br> (B) Beekeepers tapped for the survey manage a total of 400,000 colonies, representing about 14.5 percent of the United States' honeybee colonies. <br><br> (C) Overall, colony losses during the 12-month period that ended in April reached 42.1 percent - the second-highest annual loss to date. <br> <br> (D)Summer colony losses reached 27.4 percent, exceeding winter losses that came in at 23.7 percent. <br><br> (E)For the first time, beekeepers watched more of their colonies disappear during the summer than in winter. <br> <br> (F)A new survey outlining honeybee colony losses in the U.S. has scientists scratching their heads.

Which of the following should be the SECOND sentence after rearrangement ?

Rearrange the following six sentences (A), (B), (C), (D), (E) and (F) in the proper sequence to form meaningful paragraph; then answer the questions given below them. <br><br> (A) Colony losses last year weren't as dramatic as the declines associated with Colony Collapse Disorder (CCD), which was first identified in October 2006. <br><br> (B) Beekeepers tapped for the survey manage a total of 400,000 colonies, representing about 14.5 percent of the United States' honeybee colonies. <br><br> (C) Overall, colony losses during the 12-month period that ended in April reached 42.1 percent - the second-highest annual loss to date. <br> <br> (D)Summer colony losses reached 27.4 percent, exceeding winter losses that came in at 23.7 percent. <br><br> (E)For the first time, beekeepers watched more of their colonies disappear during the summer than in winter. <br> <br> (F)A new survey outlining honeybee colony losses in the U.S. has scientists scratching their heads.

Which of the following should be the SIXTH sentence after rearrangement.

Rearrange the following six sentences (A), (B), (C), (D), (E) and (F) in the proper sequence to form meaningful paragraph; then answer the questions given below them. <br><br> (A) Colony losses last year weren't as dramatic as the declines associated with Colony Collapse Disorder (CCD), which was first identified in October 2006. <br><br> (B) Beekeepers tapped for the survey manage a total of 400,000 colonies, representing about 14.5 percent of the United States' honeybee colonies. <br><br> (C) Overall, colony losses during the 12-month period that ended in April reached 42.1 percent - the second-highest annual loss to date. <br> <br> (D)Summer colony losses reached 27.4 percent, exceeding winter losses that came in at 23.7 percent. <br><br> (E)For the first time, beekeepers watched more of their colonies disappear during the summer than in winter. <br> <br> (F)A new survey outlining honeybee colony losses in the U.S. has scientists scratching their heads.

Which of the following should be the FOURTH sentence after rearrangement ?

Rearrange the following six sentences (A), (B), (C), (D), (E) and (F) in the proper sequence to form meaningful paragraph; then answer the questions given below them. <br><br> (A) Colony losses last year weren't as dramatic as the declines associated with Colony Collapse Disorder (CCD), which was first identified in October 2006. <br><br> (B) Beekeepers tapped for the survey manage a total of 400,000 colonies, representing about 14.5 percent of the United States' honeybee colonies. <br><br> (C) Overall, colony losses during the 12-month period that ended in April reached 42.1 percent - the second-highest annual loss to date. <br> <br> (D)Summer colony losses reached 27.4 percent, exceeding winter losses that came in at 23.7 percent. <br><br> (E)For the first time, beekeepers watched more of their colonies disappear during the summer than in winter. <br> <br> (F)A new survey outlining honeybee colony losses in the U.S. has scientists scratching their heads.

Which of the following should be the FIFTH sentence after rearrangement ?

Read each sentence to find out whether there is any grammatical error or idiomatic error in it. The error, if 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:. (Ignore errors of punctuation, if any.)

Profitability of fleet operators a/ have improved due to a decline b/ in fuel prices during c/ the last two months. d/ No error e

Read each sentence to find out whether there is any grammatical error or idiomatic error in it. The error, if 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:. (Ignore errors of punctuation, if any.)

We are a young country, a:/ a brash country, a forward b:/ looking country, and c:/ true history interest us a lot. d:/ No error e:

Read each sentence to find out whether there is any grammatical error or idiomatic error in it. The error, if 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:. (Ignore errors of punctuation, if any.)

The joint statement included a:/ just three lines on military b:/ cooperation, restriction itself for c:/ exercise and ship visits. d:/ No error e:

Read each sentence to find out whether there is any grammatical error or idiomatic error in it. The error, if 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:. (Ignore errors of punctuation, if any.)

In a country currently there is a:/ absolute no shortage in fact b:/ there is an abundance of pilots holding c:/ a valid licence but unable to find a job. d:/ No error e:

Read each sentence to find out whether there is any grammatical error or idiomatic error in it. The error, if 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:. (Ignore errors of punctuation, if any.)

WPI might have turned negative primarily a/ due to a steep decline in the prices b/ of non-food articles c/ raising vegetable prices keep food articles firm during this month. d/ No error e:

In the following passage there are blanks, each of which has been numbered. These numbers are printed below the passage and against each, five words are suggested, one of which fits the blank appropriately. Find out the appropriate word in each case.

There is plenty written about the wealth divide in the U.S. economy. But there is another important divide the one between consumers and corporations. If you look at how U.S. households have been behaving (26) you'd think it was all blue skies. Consumer confidence is at a five-year high, thanks to higher stock prices and a (27) in the housing market. Home prices have had their biggest jump since 2005. Consumers, finally feeling more (28) are buying that new car or electronic gadget and bolstering GDP growth a bit. The wealth gap between America's high income group and everyone else has (2) record high levels since the economic recovery from the Great Recession of 2007-09, with a clear (30) of increasing wealth for the upper-income families and no wealth growth for the middle- and lower-income families.

In the following passage there are blanks, each of which has been numbered. These numbers are printed below the passage and against each, five words are suggested, one of which fits the blank appropriately. Find out the appropriate word in each case.

There is plenty written about the wealth divide in the U.S. economy. But there is another important divide the one between consumers and corporations. If you look at how U.S. households have been behaving (26) you'd think it was all blue skies. Consumer confidence is at a five-year high, thanks to higher stock prices and a (27) in the housing market. Home prices have had their biggest jump since 2005. Consumers, finally feeling more (28) are buying that new car or electronic gadget and bolstering GDP growth a bit. The wealth gap between America's high income group and everyone else has (2) record high levels since the economic recovery from the Great Recession of 2007-09, with a clear (30) of increasing wealth for the upper-income families and no wealth growth for the middle- and lower-income families.

In the following passage there are blanks, each of which has been numbered. These numbers are printed below the passage and against each, five words are suggested, one of which fits the blank appropriately. Find out the appropriate word in each case.

There is plenty written about the wealth divide in the U.S. economy. But there is another important divide the one between consumers and corporations. If you look at how U.S. households have been behaving (26) you'd think it was all blue skies. Consumer confidence is at a five-year high, thanks to higher stock prices and a (27) in the housing market. Home prices have had their biggest jump since 2005. Consumers, finally feeling more (28) are buying that new car or electronic gadget and bolstering GDP growth a bit. The wealth gap between America's high income group and everyone else has (2) record high levels since the economic recovery from the Great Recession of 2007-09, with a clear (30) of increasing wealth for the upper-income families and no wealth growth for the middle- and lower-income families.

In the following passage there are blanks, each of which has been numbered. These numbers are printed below the passage and against each, five words are suggested, one of which fits the blank appropriately. Find out the appropriate word in each case.

There is plenty written about the wealth divide in the U.S. economy. But there is another important divide the one between consumers and corporations. If you look at how U.S. households have been behaving (26) you'd think it was all blue skies. Consumer confidence is at a five-year high, thanks to higher stock prices and a (27) in the housing market. Home prices have had their biggest jump since 2005. Consumers, finally feeling more (28) are buying that new car or electronic gadget and bolstering GDP growth a bit. The wealth gap between America's high income group and everyone else has (2) record high levels since the economic recovery from the Great Recession of 2007-09, with a clear (30) of increasing wealth for the upper-income families and no wealth growth for the middle- and lower-income families.

In the following passage there are blanks, each of which has been numbered. These numbers are printed below the passage and against each, five words are suggested, one of which fits the blank appropriately. Find out the appropriate word in each case.

There is plenty written about the wealth divide in the U.S. economy. But there is another important divide the one between consumers and corporations. If you look at how U.S. households have been behaving (26) you'd think it was all blue skies. Consumer confidence is at a five-year high, thanks to higher stock prices and a (27) in the housing market. Home prices have had their biggest jump since 2005. Consumers, finally feeling more (28) are buying that new car or electronic gadget and bolstering GDP growth a bit. The wealth gap between America's high income group and everyone else has (2) record high levels since the economic recovery from the Great Recession of 2007-09, with a clear (30) of increasing wealth for the upper-income families and no wealth growth for the middle- and lower-income families.