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Section Practice Test || English Language (1/6)
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Question 1
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
What is the exceptional thing about SBI that makes it different from other locally groomed banks?
Question 2
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Despite following the model of banks like HDFC and ICICI, how did the customers of SBI remain unexploited?
Question 3
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
What renovation plan will the chairman of SBI bring to change the course of SBI?
Question 4
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Which of the following is true with respect to the given passage?
Question 5
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
According to Darpin Shah, in what way is SBI getting a good fee growth?
Question 6
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
What ‘succession planning’ did the bank come up with, a year after the staff lost out on promotions?
Question 7
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Which of the following is the MOST SIMILAR in meaning to the given word?
Mantle
Mantle
Question 8
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Which of the following is the MOST SIMILAR in meaning to the given word?
Revamp
Revamp
Question 9
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Which of the following is the MOST OPPOSITE in meaning to the given word?
Amalgamate
Amalgamate
Question 10
Direction: Read the given passage carefully and answer the questions that follow. Certain words are printed in bold to help you locate them while answering some of these.
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Barely would one come across staff in the State Bank of India walking up to a customer to sell a product that one had not asked for. But that is set to change. Cross-selling has been a mantra on which many of the global lenders – from Citibank to the locally groomed HDFC Bank – rest their success on. For Indian state-run banks built on orders from their political master, that’s hardly strength. While SBI followed a model of others such as HDFC Bank and ICICI Bank when it came to the idea of a financial supermarket, its large lending operations and other activities such as earning fee income from advisory remained in silos that reduced its ability to exploit the customers. Growth has all along been about increasing the asset size by cutting cheques for thousands of crores in project finance, but not looking at customers’ needs for other services such as digital only and complex financial products.
As the 25th chairman of SBI, Rajnish Kumar is determined to change course. In what is a total revamp of the organisational structure for the first time in 18 years, the lender will see its corporate lending groups amalgamated with the idea of extracting higher share of the customers’ wallet – from selling derivatives, encircling their suppliers for more business and make a business out of bad loans that it has accumulated. “The aim is to improve fee income as the corporate accounts group will also focus on project finance and credit accounts have huge supply chains around them,” says Kumar.
The mighty corporate accounts group will focus on large corporates with the best credentials, but would not restrict its activity to lending, but would exploit the potential to bring in other banking business. These companies such as Tata Motors have thousands of suppliers around them that is a great catchment area. Although SBI is the biggest with 23% market share of assets, it has also one-fourth of the total deposits and loan market. For the nine month period in the last fiscal, its income from fees grew 9% and cross-selling income grew by 85%. At the end of the December quarter, the bank’s fee income comprised only 8% of its total income, this compares to 30% for Axis Bank.
Increasing fee income may be a good strategy, but hard to execute as it comes with many challenges. “There is a huge potential to grow fee income just looking at the sheer size,” says Darpin Shah, banking analyst, HDFC Securities. “I did a road-trip in UP. It was surprising that SBI is the only PSU bank putting up a tough challenge to NBFCs and other banks in that region, in some places it was even No 1 and this is getting them good fee growth.”
The very strengths that an institution counts upon to build its future could by itself become a drag. The staff strength of 2.6 lakh, including the over 73,000 that it got after the merger of associate banks last year, was becoming as much a problem as it opened up opportunities. After a year when staff from amalgamated banks’ lost out on promotions, the bank has come up with its own ‘succession planning’ up to the deputy managing director level within its ambit. For each DMD role, the bank will shortlist four chief general managers and, for every CGM position, there will be nearly 4 GMs who will prepare to take over senior management mantle.
Source: Economic Times
Which of the following is the MOST OPPOSITE in meaning to the given word?
Accumulate
Accumulate
Question 11
Direction: In the following passage, there are blanks, each followed by a word given in bold. Every blank has four alternative words given in options (A), (B), (C) and (D). Find the word which best suits the place. If the given word suits the blank, mark 'no correction/change required' as the answer.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
Find the appropriate word in each case.
Question 12
Direction: In the following passage, there are blanks, each followed by a word given in bold. Every blank has four alternative words given in options (A), (B), (C) and (D). Find the word which best suits the place. If the given word suits the blank, mark 'no correction/change required' as the answer.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
Find the appropriate word in each case.
Question 13
Direction: In the following passage, there are blanks, each followed by a word given in bold. Every blank has four alternative words given in options (A), (B), (C) and (D). Find the word which best suits the place. If the given word suits the blank, mark 'no correction/change required' as the answer.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
Find the appropriate word in each case.
Question 14
Direction: In the following passage, there are blanks, each followed by a word given in bold. Every blank has four alternative words given in options (A), (B), (C) and (D). Find the word which best suits the place. If the given word suits the blank, mark 'no correction/change required' as the answer.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
Find the appropriate word in each case.
Question 15
Direction: In the following passage, there are blanks, each followed by a word given in bold. Every blank has four alternative words given in options (A), (B), (C) and (D). Find the word which best suits the place. If the given word suits the blank, mark 'no correction/change required' as the answer.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
Find the appropriate word in each case.
Question 16
Direction: In the following passage, there are blanks, each followed by a word given in bold. Every blank has four alternative words given in options (A), (B), (C) and (D). Find the word which best suits the place. If the given word suits the blank, mark 'no correction/change required' as the answer.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
Find the appropriate word in each case.
Question 17
Direction: In the following passage, there are blanks, each followed by a word given in bold. Every blank has four alternative words given in options (A), (B), (C) and (D). Find the word which best suits the place. If the given word suits the blank, mark 'no correction/change required' as the answer.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
Find the appropriate word in each case.
Question 18
Direction: In the following passage, there are blanks, each followed by a word given in bold. Every blank has four alternative words given in options (A), (B), (C) and (D). Find the word which best suits the place. If the given word suits the blank, mark 'no correction/change required' as the answer.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
Find the appropriate word in each case.
Question 19
Direction: In the following passage, there are blanks, each followed by a word given in bold. Every blank has four alternative words given in options (A), (B), (C) and (D). Find the word which best suits the place. If the given word suits the blank, mark 'no correction/change required' as the answer.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
Find the appropriate word in each case.
Question 20
Direction: In the following passage, there are blanks, each followed by a word given in bold. Every blank has four alternative words given in options (A), (B), (C) and (D). Find the word which best suits the place. If the given word suits the blank, mark 'no correction/change required' as the answer.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
In Germany in the late 19th century, scholars in a number of universities, led by Gustav von Schmoller, developed the historical school of economic history. It does not go in the mathematical details and (11) ______ [bores] quantitative and mathematical approaches. Historical approach (12) ______ [existed] German and French scholarship for most of the 20th century. Britain's first professor in the subject was George Unwin at the University of Manchester. In France, economic history was heavily (13) _______ [inveighed] by the Annales School from the early 20th century to the present. It exerts a worldwide influence through its Journal Annales. Treating economic history as a discrete academic discipline has been a (14) ______ [sensuous] issue for many years. Academics at the London School of Economics and the University of Cambridge had numerous (15) _______ [wars] over the separation of economics and economic history in the interwar era. Cambridge economists believed that pure economics involved a (16) ________ [shade] of economic history and that the two were inseparably (17) _____ [flanneled]. In the initial period of the subject's development, the LSE position of separating economic history from economics won out. Indeed, the Economic History Society had its (18) _________ [initiation] at LSE in 1926 and the University of Cambridge eventually established its own economic history programme. However, the past twenty years have witnessed the widespread (19) ________ [closure] of these separate programmes in the UK and the integration of the discipline into either history or economics departments. Only the LSE retains a separate economic history department and (20) __________ [stand-up] undergraduate and graduate programme in economic history.
Find the appropriate word in each case.
Question 21
Directions: In the given question, a part of the sentence is printed in bold. Below the sentence, three alternatives to the bold part are given which may help improve the sentence. Choose the option that reflects the correct use of the phrase in the context of the sentence. In case the given sentence is correct, your answer is (E), i.e., 'No correction required'.
Lack of discipline in home meant that many pupils found it difficult to settle into the ordered environment of the school.
i. at home meant that many pupil found it difficult to settle
ii. in home meant that many pupils finds it difficult to settle
iii. at home meant that many pupils found it difficult to settle
i. at home meant that many pupil found it difficult to settle
ii. in home meant that many pupils finds it difficult to settle
iii. at home meant that many pupils found it difficult to settle
Question 22
Direction: In the given question, a part of the sentence is printed in bold. Below the sentence, three alternatives to the bold part are given which may help improve the sentence. Choose the option that reflects the correct use of the phrase in the context of the sentence. In case the given sentence is correct, your answer is (E), i.e., 'No correction required'.
Although he was sometimes too strict with his children, him had his best interests at heart.
i. him had his best interests on heart
ii. he had his best interests beyond heart
iii. he had his best interests at heart
i. him had his best interests on heart
ii. he had his best interests beyond heart
iii. he had his best interests at heart
Question 23
Direction: In the given question, a part of the sentence is printed in bold. Below the sentence three alternatives to the bold part are given which may help improve the sentence. Choose the option that reflects the correct use of the phrase in the context of the. In case the given sentence is correct, your answer is (E) i.e. No correction required.
The only man who is really free is the one who can turn on an invitation to dinner without giving any excuse.
i. can turn around an invitation to dinner without
ii. can turn down an invitation to dinner without
iii. can turn an invitation to dinner in without
i. can turn around an invitation to dinner without
ii. can turn down an invitation to dinner without
iii. can turn an invitation to dinner in without
Question 24
Direction: In the given question, a part of the sentence is printed in bold. Below the sentence three alternatives to the bold part are given which may help improve the sentence. Choose the option that reflects the correct use of the phrase in the context of the sentence. In case the given sentence is correct, your answer is (E) i.e. No correction required.
I want to bring out the secrets of nature and apply them for the happiness of men, because given the short time for which we are in the world, I don't know of any best service to offer.
i. I did not know of any better service to offer
ii. I did not know of any best service to offer
iii. I don't know of any better service to offer
i. I did not know of any better service to offer
ii. I did not know of any best service to offer
iii. I don't know of any better service to offer
Question 25
Direction: In the given question, a part of the sentence is printed in bold. Below the sentence three alternatives to the bold part are given which may help improve the sentence. Choose the option that reflects the correct use of the phrase in the context of the sentence. In case the given sentence is correct, your answer is (E), i.e., 'No correction required'.
Everything can be taken from a man but not one thing; the freedom to choose his attitude in any given set of circumstances.
i. taken from a man but one thing
ii. taken from a man one thing cannot
iii. taken from a man but one thing will not
i. taken from a man but one thing
ii. taken from a man one thing cannot
iii. taken from a man but one thing will not
Question 26
Direction: In the given question, a part of the sentence is printed in bold. Below the sentence three alternatives to the bold part are given which may help improve the sentence. Choose the option that reflects the correct use of the phrase in the context of the sentence. In case the given sentence is correct, your answer is (E), i.e., 'No correction required'.
A habit cannot be flung out of the window by any man for coaxed downstairs a step a time.
i. but coaxed down a step down a time
ii. but coaxed downstairs one step at a time
iii. but coaxed downstairs a step a time
Question 27
Direction: In the given question, a part of the sentence is printed in bold. Below the sentence three alternatives to the bold part are given which may help improve the sentence. Choose the option that reflects the correct use of the phrase in the context of the. In case the given sentence is correct, your answer is (E), i.e., 'No correction required'.
He rarely does anything strenuous than changing the channels on the television.
i. barely does anything strenuous than changing
ii. rarely does anything more strenuous than changing
iii. rarely does anything strenuous then changing
i. barely does anything strenuous than changing
ii. rarely does anything more strenuous than changing
iii. rarely does anything strenuous then changing
Question 28
Direction: In the given question, a part of the sentence is printed in bold. Below the sentence, three alternatives to the bold part are given which may help improve the sentence. Choose the option that reflects the correct use of the phrase in the context of the given sentence. In case the given sentence is correct, your answer is (E) i.e. No correction required.
Men will wrangle for religion, will be writing for it, fighting for it, die for it, do anything but live for it.
i. will be writing for it, fight for it
ii. write for it, fight for it
iii. will be writing for it, fought for it
i. will be writing for it, fight for it
ii. write for it, fight for it
iii. will be writing for it, fought for it
Question 29
Direction: In the given question, a part of the sentence is printed in bold. Below the sentence, three alternatives to the bold part are given which may help improve the sentence. Choose the option that reflects the correct use of the phrase in the context of the sentence. In case the given sentence is correct, your answer is (E), i.e., “No correction required”.
Helen was so interested in the boat that she insisted on shown every inch of it: from the engine to the flag on the flagstaff.
i. insisted on being shown every inch of
ii. insisted on having been shown every inch of
iii. insisted to sought every inch
i. insisted on being shown every inch of
ii. insisted on having been shown every inch of
iii. insisted to sought every inch
Question 30
Direction: In the given question, a part of the sentence is printed in bold. Below the sentence three alternatives to the bold part are given which may help improve the sentence. Choose the option that reflects the correct use of the phrase in the context of the sentence. In case the given sentence is correct, your answer is (E), i.e., 'No correction required'.
She's one of those children who can wheedle you into giving her anything she wants.
i. wheedle your in giving her anything
ii. wheedle yours into giving her anything
iii. wheedle you in giving anything
i. wheedle your in giving her anything
ii. wheedle yours into giving her anything
iii. wheedle you in giving anything
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Apr 30PO, Clerk, SO, Insurance
