IBPS po mock test in hindi 2025 free – 1

एक ट्रेन 60 किमी/घंटा की रफ्तार से 132 मीटर लंबे प्लेटफार्म को 10 सेकंड में पार करती है। ट्रेन की लंबाई कितनी है?

किसी वस्तु की कीमत पर 20% की छूट और उसके बाद 10% की अतिरिक्त छूट दी जाती है। कुल छूट कितनी प्रतिशत है?

एक व्यक्ति ने ₹12,000 को 2 साल के लिए 10% वार्षिक दर पर साधारण ब्याज पर लगाया। ब्याज कितना मिलेगा?

दो पाइप एक टंकी को क्रमशः 12 मिनट और 18 मिनट में भर सकते हैं। दोनों मिलकर कितने समय में टंकी भरेंगे?

एक व्यक्ति ने ₹12,000 को 2 साल के लिए 10% वार्षिक दर पर साधारण ब्याज पर लगाया। ब्याज कितना मिलेगा?

एक ट्रेन 60 किमी/घंटा की रफ्तार से 132 मीटर लंबे प्लेटफार्म को 10 सेकंड में पार करती है।Q: ट्रेन की लंबाई कितनी है?

दो पाइप एक टंकी को क्रमशः 12 मिनट और 18 मिनट में भर सकते हैं। दोनों मिलकर कितने समय में पूरा होगा?

Comprehension-based (IBPS PO की सर्कुलर मशीन लॉजिक से मिलती-जुलती):दो पाइप एक टैंक को क्रमशः 12 मिनट और 18 मिनट में भरते हैं। यदि पहले पाइप को 4 मिनट तक खोला जाए, और फिर दूसरा पाइप दोनों खोलकर टैंक भरने दिया जाए, तो पूरा टैंक कितने मिनट में भरेगा?

एक वस्तु की कीमत पर 20% की छूट और फिर 10% की अतिरिक्त छूट दी गई। कुल छूट कितनी प्रतिशत होगी?

एक व्यक्ति 12% वार्षिक साधारण ब्याज पर ₹5000 का निवेश करता है। 3 वर्षों के बाद उसे कुल कितना ब्याज मिलेगा?

A एक कार्य को अकेले 10 दिन में करता है और B उसे 15 दिन में करता है। दोनों साथ में कितने दिन में काम पूरा करेंगे?

यदि किसी संख्या का 40% = 240 हो, तो वह संख्या क्या होगी?

एक वस्तु को ₹5000 में बेचकर 20% लाभ होता है। लागत मूल्य क्या है?

एक संख्या है जो 12 और 18 दोनों से विभाज्य है और 72 से छोटी है। वह सबसे बड़ी संख्या कौन सी है?

एक वस्तु पर 25% हानि के बाद ₹1500 प्राप्त होता है। वस्तु का क्रय मूल्य क्या है?

A एक कार्य 12 दिन में करता है और B उसी कार्य को 16 दिन में करता है। दोनों मिलकर कार्य कितने दिनों में पूरा करेंगे?

किसी संख्या का 5% = 75 है। संख्या क्या होगी?

एक वस्तु को 25% लाभ पर ₹500 में बेचा गया। लागत मूल्य क्या है?

यदि x² – 10x + 24 = 0, तो x के मान क्या हैं?

एक निवेश योजना में ₹8000 की राशि 2 वर्षों के लिए 10% चक्रवृद्धि ब्याज पर लगाई गई। ब्याज कितना मिलेगा?

दो संख्याओं का औसत 30 है। यदि एक संख्या 24 है, दूसरी क्या होगी?

यदि एक वस्तु का 10% 600 है, तो वस्तु की पूरी कीमत कितनी है?

किसी संख्या को 8 से गुणा कर 96 प्राप्त होता है। संख्या क्या है?

एक टंकी को A नल अकेला 20 घंटे में भरता है, और B नल अकेला 30 घंटे में भरता है। दोनों मिलकर कितने घंटे में टंकी भरेंगे?

एक वस्तु को ₹9600 में बेचने पर 20% हानि होती है। लाभ प्राप्त करने के लिए उसे कितने में बेचना चाहिए? (20% लाभ)

किसी वस्तु की कीमत पर 10% की छूट के बाद ₹2700 में बेचा गया। मूल कीमत क्या थी?

एक ट्रेन 60 किमी/घंटा की रफ्तार से चलती है। वह 1 मिनट में कितनी दूरी तय करेगी?

यदि x = 3 और y = 4, तो (x2+y2)2=?(x^2 + y^2)^2 = ?(x2+y2)2=?

दो संख्याओं का अनुपात 5:7 है। उनका योग 96 है। बड़ी संख्या क्या है?

यदि 10 लोग एक कार्य को 20 दिन में पूरा करते हैं, तो 5 लोग वही कार्य कितने दिन में करेंगे?

किसी संख्या को 20% बढ़ाने के बाद वह 180 हो जाती है। मूल संख्या क्या है?

किसी वस्तु का मूल्य 25% घटाने के बाद ₹900 होता है। मूल मूल्य क्या था?

x = 5, y = 2, z = 1 हो तो x² – 2yz + y² = ?

दो संख्याओं का योग 72 है और उनका अंतर 12 है। बड़ी संख्या क्या है?

एक वस्तु को 25% लाभ पर ₹2500 में बेचा गया। लागत मूल्य क्या है?

एक व्यक्ति की मासिक आय ₹40,000 है। वह 20% किराया, 15% भोजन, और 10% अन्य खर्च करता है। उसकी बचत कितनी है?

3, 6, 12, 24, ?

एक कार 60 किमी/घंटा की रफ्तार से चलती है। वह 2.5 घंटे में कितनी दूरी तय करेगी?

₹6000 की 2 वर्षों की 10% वार्षिक चक्रवृद्धि ब्याज पर कुल राशि क्या होगी?

यदि x² + 7x + 12 = 0, तो x के मान क्या हैं?

अगर WATER को XZVHU कोड में लिखा जाए, तो BREAD को किस कोड में लिखा जाएगा?

एक श्रृंखला में, AZ, BY, CX, ?

यदि 5 × 2 = 12, 6 × 3 = 21, 7 × 4 = 32, तो 8 × 5 = ?

एक महिला ने दक्षिण की ओर मुंह किया और 20 मीटर चली, फिर बाएं मुड़कर 30 मीटर चली, फिर बाएं मुड़कर 20 मीटर चली। अब वह किस दिशा में है?

यदि 5 × 2 = 12, 6 × 3 = 21, 7 × 4 = 32, तो 8 × 5 = ?

एक व्यक्ति दक्षिण की ओर मुंह करके 20 मीटर चलता है → बाएँ मुड़कर 30 मीटर → फिर बाएँ मुड़कर 20 मीटर। वह अब किस दिशा में है?

B से पूरब 4 किमी → C → दक्षिण ओर दाएँ मुड़कर 3 किमी → … अंत में E पहुँचता है।दूसरी ओर A से Q तक पहुंचता है…प्रश्न: Q के सन्दर्भ में E की स्थिति क्या है?

दिशा धनात्मक एक व्यक्ति बिंदु B से पूर्व दिशा में 4 किमी चलता है → दाएँ मुड़कर 3 किमी C पहुँचा → फिर 4 किमी बाएँ, फिर 4 किमी दाएँ D पहुँचा → फिर बाएँ 4 किमी E पहुँचा → आख़िर में 7 किमी उत्तर की ओर P पहुँचा।दूसरा व्यक्ति A से पश्चिम 5 किमी चलता है → दाएँ 4 किमी → फिर दाएँ और बाएँ… अंत में Q → फिर पश्चिम में 7 किमी चलता है और P पहुँचता है।प्रश्न: बिंदु Q के सन्दर्भ में बिंदु E किस दिशा में होगा?

यदि PAPER को SDSHU के रूप में कोड किया जाता है, तो BOARD का कोड क्या होगा?

श्रृंखला पूर्ण करें: 5, 11, 23, 47, ?

कथन: कुछ मोबाइल कैमरे हैं। सभी कैमरे डिवाइस हैं।निष्कर्ष: I. कुछ मोबाइल डिवाइस हो सकते हैं।II. सभी कैमरे मोबाइल हैं।     

ABC:XYZ :: DEF:?

एक आदमी पश्चिम दिशा में 20 मीटर चलता है, फिर बाएँ मुड़कर 30 मीटर चलता है, फिर फिर से बाएँ मुड़कर 20 मीटर चलता है। अब वह किस दिशा की ओर है?

दिशा आधारित (उपरोक्त स्टोरी क्रम में: बिंदु B के सन्दर्भ में बिंदु Q कितनी दूरी और किस दिशा में है?

श्रृंखला: AZ, BY, CX, ?

एक व्यक्ति दक्षिण दिशा में 10 मीटर चला, फिर दाएँ मुड़कर 20 मीटर, फिर दाएँ मुड़कर 10 मीटर। वह अब किस दिशा की ओर है?

यदि DOG = 4157 और CAT = 3120, तो GOD = ?

कोडिंग: यदि NEAT को OGBU लिखा जाए, तो MEAL को क्या लिखा जाएगा?

कथन: सभी शिक्षक लेखक हैं। कुछ लेखक चित्रकार हैं।निष्कर्ष:I. कुछ चित्रकार शिक्षक हैं।II. सभी शिक्षक चित्रकार नहीं हैं।

दिशा: R बाएँ मुड़कर 8 किमी चला, फिर दाएँ मुड़कर 6 किमी, फिर बाएँ 8 किमी चला। वह प्रारंभ बिंदु से किस दिशा में है?

श्रृंखला: 4, 9, 19, 39, ?, 159

यदि 9 × 3 = 90, 8 × 4 = 96, तो 7 × 5 = ?

यदि BOY = 25 और CAT = 24, तो DOG = ?

एक शब्द के अक्षर उलट दिए जाते हैं। “DRAWER” को उलटने पर कौन सा शब्द बनेगा?

श्रृंखला: 3, 6, 12, 24, ?, 96

कथन: सभी इंजीनियर बुद्धिमान हैं।निष्कर्ष: I. कुछ बुद्धिमान इंजीनियर हैं।II. सभी बुद्धिमान इंजीनियर नहीं हैं।     

एक व्यक्ति पूर्व दिशा में 4 किमी चलता है, फिर दाएँ मुड़कर 3 किमी, फिर बाएँ 2 किमी। अब वह किस दिशा में है?

श्रृंखला: B, D, G, K, ?

यदि 2 × 3 = 13, 3 × 4 = 25, तो 4 × 5 = ?

कोडिंग: यदि GUN = 7921314, तो RUN = ?

यदि TRAIN = 81219514, तो RAIN = ?

कथन: कुछ छात्र खिलाड़ी हैं। सभी छात्र पढ़ाकू हैं।निष्कर्ष:I. कुछ खिलाड़ी पढ़ाकू हैं।II. सभी पढ़ाकू छात्र नहीं हैं।

यदि 15 ÷ 3 + 2 = ?

कोडिंग-डिकोडिंग: यदि LION = 1234, और NOTE = 3456, तो LITE = ?

कथन: कुछ कलाकार लेखक हैं। सभी लेखक गायक हैं।निष्कर्ष:I. कुछ गायक कलाकार हो सकते हैं।II. सभी कलाकार गायक हैं।

श्रृंखला: A, D, G, J, ?

एक व्यक्ति पश्चिम की ओर 15 किमी चला, फिर बाएं मुड़कर 10 किमी, फिर दाएं 5 किमी चला। वह प्रारंभ बिंदु से किस दिशा में है?

यदि STAR = 57 और MOON = 52, तो SUN = ?

2, 6, 12, 20, ?, 42

Directions (1-5): In questions given below there are two statements, each statement consists of two blanks. You have to choose the option which provides the correct set of words that fits the blanks in both the statements appropriately and in the same order making them meaningful and grammatically correct.

I. An erstwhile __________ department in the ministry of commerce, the Department of Industrial Policy and Promotion (DIPP), was put in ________ of this transformation.

II. A _______ driver was arrestd yesterday on a drunk driving _______ on the Delhi-Chandigarh Highway

Directions (1-5): In questions given below there are two statements, each statement consists of two blanks. You have to choose the option which provides the correct set of words that fits the blanks in both the statements appropriately and in the same order making them meaningful and grammatically correct.

I. Economic growth, which had been _______ down for some time but had been given a boost by strong governance reforms was given a demand boost to facilitate _________ acceleration.

II. Forced ___________ is when political parties hire PR agencies which ________ employ social media ‘influencers’ who release the same tweets with the hashtag at a high intensity.

Directions (1-5): In questions given below there are two statements, each statement consists of two blanks. You have to choose the option which provides the correct set of words that fits the blanks in both the statements appropriately and in the same order making them meaningful and grammatically correct.

I. India did not have ___________ targeting then and so was able to deal with the shocks ___________ than many countries.

II. ________ remains below targets for many Central Bank; and is generally set to stay that way in the year ahead even though the world economy in general is set to do much _______ in 2018.

Directions (1-5): In questions given below there are two statements, each statement consists of two blanks. You have to choose the option which provides the correct set of words that fits the blanks in both the statements appropriately and in the same order making them meaningful and grammatically correct.

I. U.S. consumer confidence jumped to a near 17-year high in October, with households _________ about the labor market and business ____________, which could underpin consumer spending and boost the economy.

II. The services sector was the most __________ about business prospects in over three years with about 9 per cent of firms expecting more favourable business _________ in the October to March period.

Directions (1-5): In questions given below there are two statements, each statement consists of two blanks. You have to choose the option which provides the correct set of words that fits the blanks in both the statements appropriately and in the same order making them meaningful and grammatically correct.

I. Should quarterly growth __________ and BJP make gains in serial state elections it would salvage lost _________, Indicating a positive shift in perceptions.

II. We expect crude oil to __________ to USD 65 per barrel along with commodities standing their __________ against the temporary headwinds.

Directions (6-15): 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.

Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled 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 conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today’s fastpaced 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. 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. 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 dearth 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 capricious 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.

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

Directions (6-15): 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.

Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled 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 conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today’s fastpaced 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. 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. 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 dearth 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 capricious 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.

Question: The writer has cited some hurdles in the case of product markets regarding shortage of information. Which of the following statement(s) in this regard is/are true ?

A. Communications infrastructure in emerging markets is often under developed.

B. Postal service is typically inefficient, slow or unreliable.

C. High rates of illiteracy make it difficult for marketers to communicate effectively with customers.

Directions (6-15): 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.

Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled 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 conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today’s fastpaced 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. 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. 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 dearth 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 capricious 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.

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

Directions (6-15): 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.

Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled 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 conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today’s fastpaced 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. 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. 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 dearth 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 capricious 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.

Question: Established brands can wield tremendous power in emerging markets because

Directions (6-15): 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.

Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled 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 conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today’s fastpaced 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. 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. 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 dearth 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 capricious 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.

Question: What should be the most appropriate title of this passage ?

Directions (6-15): 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.

Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled 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 conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today’s fastpaced 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. 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. 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 dearth 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 capricious 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.

Question: 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.
CONFORM TO

Directions (6-15): 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.

Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled 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 conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today’s fastpaced 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. 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. 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 dearth 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 capricious 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.

Question: 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.

DISMANTLE

Directions (6-15): 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.

Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled 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 conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today’s fastpaced 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. 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. 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 dearth 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 capricious 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.

Question: Choose the word which is MOST OPPOSITE in meaning to the word printed in bold as used in the passage.

CAPRICIOUS

Directions (6-15): 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.

Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled 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 conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today’s fastpaced 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. 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. 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 dearth 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 capricious 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.

Question: Choose the word which is MOST OPPOSITE in meaning to the word printed in bold as used in the passage.

DEARTH

Directions (16-20): 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.

(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.

(B) Beekeepers tapped for the survey manage a total of 400,000 colonies, representing about 14.5 percent of the United States’ honeybee colonies.

(C) Overall, colony losses during the 12-month period that ended in April reached 42.1 percent – the second highest annual loss to date.

(D) Summer colony losses reached 27.4 percent, exceeding winter losses that came in at 23.7 percent.

(E) For the first time, beekeepers watched more of their colonies disappear during the summer than in winter.

(F) A new survey outlining honeybee colony losses in the U.S. has scientists scratching their heads.

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

Directions (16-20): 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.

(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.

(B) Beekeepers tapped for the survey manage a total of 400,000 colonies, representing about 14.5 percent of the United States’ honeybee colonies.

(C) Overall, colony losses during the 12-month period that ended in April reached 42.1 percent – the second highest annual loss to date.

(D) Summer colony losses reached 27.4 percent, exceeding winter losses that came in at 23.7 percent.

(E) For the first time, beekeepers watched more of their colonies disappear during the summer than in winter.

(F) A new survey outlining honeybee colony losses in the U.S. has scientists scratching their heads.

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

Directions (16-20): 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.

(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.

(B) Beekeepers tapped for the survey manage a total of 400,000 colonies, representing about 14.5 percent of the United States’ honeybee colonies.

(C) Overall, colony losses during the 12-month period that ended in April reached 42.1 percent – the second highest annual loss to date.

(D) Summer colony losses reached 27.4 percent, exceeding winter losses that came in at 23.7 percent.

(E) For the first time, beekeepers watched more of their colonies disappear during the summer than in winter.

(F) A new survey outlining honeybee colony losses in the U.S. has scientists scratching their heads.

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

Directions (16-20): 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.

(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.

(B) Beekeepers tapped for the survey manage a total of 400,000 colonies, representing about 14.5 percent of the United States’ honeybee colonies.

(C) Overall, colony losses during the 12-month period that ended in April reached 42.1 percent – the second highest annual loss to date.

(D) Summer colony losses reached 27.4 percent, exceeding winter losses that came in at 23.7 percent.

(E) For the first time, beekeepers watched more of their colonies disappear during the summer than in winter.

(F) A new survey outlining honeybee colony losses in the U.S. has scientists scratching their heads.

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

Directions (16-20): 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.

(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.

(B) Beekeepers tapped for the survey manage a total of 400,000 colonies, representing about 14.5 percent of the United States’ honeybee colonies.

(C) Overall, colony losses during the 12-month period that ended in April reached 42.1 percent – the second highest annual loss to date.

(D) Summer colony losses reached 27.4 percent, exceeding winter losses that came in at 23.7 percent.

(E) For the first time, beekeepers watched more of their colonies disappear during the summer than in winter.

(F) A new survey outlining honeybee colony losses in the U.S. has scientists scratching their heads.

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

Directions (21-25): Which of the following phrases (1), (2), (3), (4) given below in the statement should replace the phrase printed in bold in the sentence to make it grammatically correct? If the sentence is correct as it is given, and ‘No Correction is required’, mark (5) as the answer

Question: Public health facilities are inadequate and unable to meet the demand of the country’s burgeoning population.

(A) increasing population

(B) expanding population

(C) growing population

Directions (21-25): Which of the following phrases (1), (2), (3), (4) given below in the statement should replace the phrase printed in bold in the sentence to make it grammatically correct? If the sentence is correct as it is given, and ‘No Correction is required’, mark (5) as the answer

Question: Rural areas have very limited medical facilities while some areas do not have access to any clinics or hospitals.

(A) little medical facilities

(B) less medical facilities

(C) inadequate medical facilities