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Directions:Read the following passage and answer the question that follows.Few entrepreneurs start out with both a well-defined strategy and a plan for developing an organisation that can achieve that strategy. In fact, many start-ups, which dont have formal control systems, decision-making processes, or clear roles for employees, can hardly be called organisations. The founders of such ventures improvise. They perform most of the important functions themselves and make decisions as they go along.Informality is fine as long as entrepreneurs arent interested in building a large, sustainable business. Once that becomes their goal, however, they must start developing formal systems and processes. Such organisational infrastructure allows a venture to grow, but at the same time, it increases overhead and may slow down decision-making. How much infrastructure is enough and how much is too much? To match investments in infrastructure to the requirements of a ventures strategy, entrepreneurs must consider the degree to which their strategy depends on the following:As a young venture grows, its founders will probably need to delegate many of the tasks that they used to perform. To get employees to perform those tasks competently and diligently, the founders may need to establish mechanisms to monitor employees and standard operating procedures and policies. Consider an extreme example. Randy and Debbi Fields pass along their skills and knowledge through software that tells employees in every Mrs. Fields Cookies shop exactly how to make cookies and operate the business. The software analyses data such as local weather conditions and the day of the week to generate hourly instructions about such matters as which cookies to bake, when to offer free samples, and when to reorder chocolate chips.Telling employees how to do their jobs, however, can stifle initiative. Companies that require frontline employees to act quickly and resourcefully might decide to focus more on outcomes than on behaviour, using control systems that set performance targets for employees, compare results against objectives and provide appropriate incentives.In a small-scale start-up, everyone does a little bit of everything but as a business grows and tries to achieve economies of scale and scope, employees must be assigned clearly defined roles and grouped into appropriate organisational units. An all purpose workshop employee, for example, might become a machine tool operator, who is part of a manufacturing unit. Specialised activities need to be integrated by, for example, creating the position of a general manager, who coordinates the manufacturing and marketing functions, or through systems that are designed to measure and reward employees for cross-functional cooperation. Poor integrative mechanisms are reasons why geographic expansion, vertical integration, broadening of product lines and other strategies to achieve economies of scale and scope often fail.Cash-strapped businesses that are trying to grow need good systems to forecast and monitor the availability of funds. Outside sources of capital such as banks often refuse to advance funds to companies with weak controls and organisational infrastructure.If entrepreneurs hope to build a company that they can sell, they must start preparing early. Public markets and potential acquirers like to see an extended history of well-kept financial records and controls to reassure them of the soundness of the business.Q.None of the following statements can be inferred from the passage EXCEPT that:a)Clear cut positions for employees is a prerequisite for any small business.b)Establishing working procedures is a standard rule for small businesses.c)Prediction of results is beneficial.d)Weak organisational edifice needs to be dismantled and restructured to grow into a bigger organisation.Correct answer is option 'D'. Can you explain this answer? for CAT 2024 is part of CAT preparation. The Question and answers have been prepared according to the CAT exam syllabus. Information about Directions:Read the following passage and answer the question that follows.Few entrepreneurs start out with both a well-defined strategy and a plan for developing an organisation that can achieve that strategy. In fact, many start-ups, which dont have formal control systems, decision-making processes, or clear roles for employees, can hardly be called organisations. The founders of such ventures improvise. They perform most of the important functions themselves and make decisions as they go along.Informality is fine as long as entrepreneurs arent interested in building a large, sustainable business. Once that becomes their goal, however, they must start developing formal systems and processes. Such organisational infrastructure allows a venture to grow, but at the same time, it increases overhead and may slow down decision-making. How much infrastructure is enough and how much is too much? To match investments in infrastructure to the requirements of a ventures strategy, entrepreneurs must consider the degree to which their strategy depends on the following:As a young venture grows, its founders will probably need to delegate many of the tasks that they used to perform. To get employees to perform those tasks competently and diligently, the founders may need to establish mechanisms to monitor employees and standard operating procedures and policies. Consider an extreme example. Randy and Debbi Fields pass along their skills and knowledge through software that tells employees in every Mrs. Fields Cookies shop exactly how to make cookies and operate the business. The software analyses data such as local weather conditions and the day of the week to generate hourly instructions about such matters as which cookies to bake, when to offer free samples, and when to reorder chocolate chips.Telling employees how to do their jobs, however, can stifle initiative. Companies that require frontline employees to act quickly and resourcefully might decide to focus more on outcomes than on behaviour, using control systems that set performance targets for employees, compare results against objectives and provide appropriate incentives.In a small-scale start-up, everyone does a little bit of everything but as a business grows and tries to achieve economies of scale and scope, employees must be assigned clearly defined roles and grouped into appropriate organisational units. An all purpose workshop employee, for example, might become a machine tool operator, who is part of a manufacturing unit. Specialised activities need to be integrated by, for example, creating the position of a general manager, who coordinates the manufacturing and marketing functions, or through systems that are designed to measure and reward employees for cross-functional cooperation. Poor integrative mechanisms are reasons why geographic expansion, vertical integration, broadening of product lines and other strategies to achieve economies of scale and scope often fail.Cash-strapped businesses that are trying to grow need good systems to forecast and monitor the availability of funds. Outside sources of capital such as banks often refuse to advance funds to companies with weak controls and organisational infrastructure.If entrepreneurs hope to build a company that they can sell, they must start preparing early. Public markets and potential acquirers like to see an extended history of well-kept financial records and controls to reassure them of the soundness of the business.Q.None of the following statements can be inferred from the passage EXCEPT that:a)Clear cut positions for employees is a prerequisite for any small business.b)Establishing working procedures is a standard rule for small businesses.c)Prediction of results is beneficial.d)Weak organisational edifice needs to be dismantled and restructured to grow into a bigger organisation.Correct answer is option 'D'. Can you explain this answer? covers all topics & solutions for CAT 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Directions:Read the following passage and answer the question that follows.Few entrepreneurs start out with both a well-defined strategy and a plan for developing an organisation that can achieve that strategy. In fact, many start-ups, which dont have formal control systems, decision-making processes, or clear roles for employees, can hardly be called organisations. The founders of such ventures improvise. They perform most of the important functions themselves and make decisions as they go along.Informality is fine as long as entrepreneurs arent interested in building a large, sustainable business. Once that becomes their goal, however, they must start developing formal systems and processes. Such organisational infrastructure allows a venture to grow, but at the same time, it increases overhead and may slow down decision-making. How much infrastructure is enough and how much is too much? To match investments in infrastructure to the requirements of a ventures strategy, entrepreneurs must consider the degree to which their strategy depends on the following:As a young venture grows, its founders will probably need to delegate many of the tasks that they used to perform. To get employees to perform those tasks competently and diligently, the founders may need to establish mechanisms to monitor employees and standard operating procedures and policies. Consider an extreme example. Randy and Debbi Fields pass along their skills and knowledge through software that tells employees in every Mrs. Fields Cookies shop exactly how to make cookies and operate the business. The software analyses data such as local weather conditions and the day of the week to generate hourly instructions about such matters as which cookies to bake, when to offer free samples, and when to reorder chocolate chips.Telling employees how to do their jobs, however, can stifle initiative. Companies that require frontline employees to act quickly and resourcefully might decide to focus more on outcomes than on behaviour, using control systems that set performance targets for employees, compare results against objectives and provide appropriate incentives.In a small-scale start-up, everyone does a little bit of everything but as a business grows and tries to achieve economies of scale and scope, employees must be assigned clearly defined roles and grouped into appropriate organisational units. An all purpose workshop employee, for example, might become a machine tool operator, who is part of a manufacturing unit. Specialised activities need to be integrated by, for example, creating the position of a general manager, who coordinates the manufacturing and marketing functions, or through systems that are designed to measure and reward employees for cross-functional cooperation. Poor integrative mechanisms are reasons why geographic expansion, vertical integration, broadening of product lines and other strategies to achieve economies of scale and scope often fail.Cash-strapped businesses that are trying to grow need good systems to forecast and monitor the availability of funds. Outside sources of capital such as banks often refuse to advance funds to companies with weak controls and organisational infrastructure.If entrepreneurs hope to build a company that they can sell, they must start preparing early. Public markets and potential acquirers like to see an extended history of well-kept financial records and controls to reassure them of the soundness of the business.Q.None of the following statements can be inferred from the passage EXCEPT that:a)Clear cut positions for employees is a prerequisite for any small business.b)Establishing working procedures is a standard rule for small businesses.c)Prediction of results is beneficial.d)Weak organisational edifice needs to be dismantled and restructured to grow into a bigger organisation.Correct answer is option 'D'. Can you explain this answer?.

Solutions for Directions:Read the following passage and answer the question that follows.Few entrepreneurs start out with both a well-defined strategy and a plan for developing an organisation that can achieve that strategy. In fact, many start-ups, which dont have formal control systems, decision-making processes, or clear roles for employees, can hardly be called organisations. The founders of such ventures improvise. They perform most of the important functions themselves and make decisions as they go along.Informality is fine as long as entrepreneurs arent interested in building a large, sustainable business. Once that becomes their goal, however, they must start developing formal systems and processes. Such organisational infrastructure allows a venture to grow, but at the same time, it increases overhead and may slow down decision-making. How much infrastructure is enough and how much is too much? To match investments in infrastructure to the requirements of a ventures strategy, entrepreneurs must consider the degree to which their strategy depends on the following:As a young venture grows, its founders will probably need to delegate many of the tasks that they used to perform. To get employees to perform those tasks competently and diligently, the founders may need to establish mechanisms to monitor employees and standard operating procedures and policies. Consider an extreme example. Randy and Debbi Fields pass along their skills and knowledge through software that tells employees in every Mrs. Fields Cookies shop exactly how to make cookies and operate the business. The software analyses data such as local weather conditions and the day of the week to generate hourly instructions about such matters as which cookies to bake, when to offer free samples, and when to reorder chocolate chips.Telling employees how to do their jobs, however, can stifle initiative. Companies that require frontline employees to act quickly and resourcefully might decide to focus more on outcomes than on behaviour, using control systems that set performance targets for employees, compare results against objectives and provide appropriate incentives.In a small-scale start-up, everyone does a little bit of everything but as a business grows and tries to achieve economies of scale and scope, employees must be assigned clearly defined roles and grouped into appropriate organisational units. An all purpose workshop employee, for example, might become a machine tool operator, who is part of a manufacturing unit. Specialised activities need to be integrated by, for example, creating the position of a general manager, who coordinates the manufacturing and marketing functions, or through systems that are designed to measure and reward employees for cross-functional cooperation. Poor integrative mechanisms are reasons why geographic expansion, vertical integration, broadening of product lines and other strategies to achieve economies of scale and scope often fail.Cash-strapped businesses that are trying to grow need good systems to forecast and monitor the availability of funds. Outside sources of capital such as banks often refuse to advance funds to companies with weak controls and organisational infrastructure.If entrepreneurs hope to build a company that they can sell, they must start preparing early. Public markets and potential acquirers like to see an extended history of well-kept financial records and controls to reassure them of the soundness of the business.Q.None of the following statements can be inferred from the passage EXCEPT that:a)Clear cut positions for employees is a prerequisite for any small business.b)Establishing working procedures is a standard rule for small businesses.c)Prediction of results is beneficial.d)Weak organisational edifice needs to be dismantled and restructured to grow into a bigger organisation.Correct answer is option 'D'. Can you explain this answer? in English & in Hindi are available as part of our courses for CAT. Download more important topics, notes, lectures and mock test series for CAT Exam by signing up for free.

Here you can find the meaning of Directions:Read the following passage and answer the question that follows.Few entrepreneurs start out with both a well-defined strategy and a plan for developing an organisation that can achieve that strategy. In fact, many start-ups, which dont have formal control systems, decision-making processes, or clear roles for employees, can hardly be called organisations. The founders of such ventures improvise. They perform most of the important functions themselves and make decisions as they go along.Informality is fine as long as entrepreneurs arent interested in building a large, sustainable business. Once that becomes their goal, however, they must start developing formal systems and processes. Such organisational infrastructure allows a venture to grow, but at the same time, it increases overhead and may slow down decision-making. How much infrastructure is enough and how much is too much? To match investments in infrastructure to the requirements of a ventures strategy, entrepreneurs must consider the degree to which their strategy depends on the following:As a young venture grows, its founders will probably need to delegate many of the tasks that they used to perform. To get employees to perform those tasks competently and diligently, the founders may need to establish mechanisms to monitor employees and standard operating procedures and policies. Consider an extreme example. Randy and Debbi Fields pass along their skills and knowledge through software that tells employees in every Mrs. Fields Cookies shop exactly how to make cookies and operate the business. The software analyses data such as local weather conditions and the day of the week to generate hourly instructions about such matters as which cookies to bake, when to offer free samples, and when to reorder chocolate chips.Telling employees how to do their jobs, however, can stifle initiative. Companies that require frontline employees to act quickly and resourcefully might decide to focus more on outcomes than on behaviour, using control systems that set performance targets for employees, compare results against objectives and provide appropriate incentives.In a small-scale start-up, everyone does a little bit of everything but as a business grows and tries to achieve economies of scale and scope, employees must be assigned clearly defined roles and grouped into appropriate organisational units. An all purpose workshop employee, for example, might become a machine tool operator, who is part of a manufacturing unit. Specialised activities need to be integrated by, for example, creating the position of a general manager, who coordinates the manufacturing and marketing functions, or through systems that are designed to measure and reward employees for cross-functional cooperation. Poor integrative mechanisms are reasons why geographic expansion, vertical integration, broadening of product lines and other strategies to achieve economies of scale and scope often fail.Cash-strapped businesses that are trying to grow need good systems to forecast and monitor the availability of funds. Outside sources of capital such as banks often refuse to advance funds to companies with weak controls and organisational infrastructure.If entrepreneurs hope to build a company that they can sell, they must start preparing early. Public markets and potential acquirers like to see an extended history of well-kept financial records and controls to reassure them of the soundness of the business.Q.None of the following statements can be inferred from the passage EXCEPT that:a)Clear cut positions for employees is a prerequisite for any small business.b)Establishing working procedures is a standard rule for small businesses.c)Prediction of results is beneficial.d)Weak organisational edifice needs to be dismantled and restructured to grow into a bigger organisation.Correct answer is option 'D'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Directions:Read the following passage and answer the question that follows.Few entrepreneurs start out with both a well-defined strategy and a plan for developing an organisation that can achieve that strategy. In fact, many start-ups, which dont have formal control systems, decision-making processes, or clear roles for employees, can hardly be called organisations. The founders of such ventures improvise. They perform most of the important functions themselves and make decisions as they go along.Informality is fine as long as entrepreneurs arent interested in building a large, sustainable business. Once that becomes their goal, however, they must start developing formal systems and processes. Such organisational infrastructure allows a venture to grow, but at the same time, it increases overhead and may slow down decision-making. How much infrastructure is enough and how much is too much? To match investments in infrastructure to the requirements of a ventures strategy, entrepreneurs must consider the degree to which their strategy depends on the following:As a young venture grows, its founders will probably need to delegate many of the tasks that they used to perform. To get employees to perform those tasks competently and diligently, the founders may need to establish mechanisms to monitor employees and standard operating procedures and policies. Consider an extreme example. Randy and Debbi Fields pass along their skills and knowledge through software that tells employees in every Mrs. Fields Cookies shop exactly how to make cookies and operate the business. The software analyses data such as local weather conditions and the day of the week to generate hourly instructions about such matters as which cookies to bake, when to offer free samples, and when to reorder chocolate chips.Telling employees how to do their jobs, however, can stifle initiative. Companies that require frontline employees to act quickly and resourcefully might decide to focus more on outcomes than on behaviour, using control systems that set performance targets for employees, compare results against objectives and provide appropriate incentives.In a small-scale start-up, everyone does a little bit of everything but as a business grows and tries to achieve economies of scale and scope, employees must be assigned clearly defined roles and grouped into appropriate organisational units. An all purpose workshop employee, for example, might become a machine tool operator, who is part of a manufacturing unit. Specialised activities need to be integrated by, for example, creating the position of a general manager, who coordinates the manufacturing and marketing functions, or through systems that are designed to measure and reward employees for cross-functional cooperation. Poor integrative mechanisms are reasons why geographic expansion, vertical integration, broadening of product lines and other strategies to achieve economies of scale and scope often fail.Cash-strapped businesses that are trying to grow need good systems to forecast and monitor the availability of funds. Outside sources of capital such as banks often refuse to advance funds to companies with weak controls and organisational infrastructure.If entrepreneurs hope to build a company that they can sell, they must start preparing early. Public markets and potential acquirers like to see an extended history of well-kept financial records and controls to reassure them of the soundness of the business.Q.None of the following statements can be inferred from the passage EXCEPT that:a)Clear cut positions for employees is a prerequisite for any small business.b)Establishing working procedures is a standard rule for small businesses.c)Prediction of results is beneficial.d)Weak organisational edifice needs to be dismantled and restructured to grow into a bigger organisation.Correct answer is option 'D'. Can you explain this answer?, a detailed solution for Directions:Read the following passage and answer the question that follows.Few entrepreneurs start out with both a well-defined strategy and a plan for developing an organisation that can achieve that strategy. In fact, many start-ups, which dont have formal control systems, decision-making processes, or clear roles for employees, can hardly be called organisations. The founders of such ventures improvise. They perform most of the important functions themselves and make decisions as they go along.Informality is fine as long as entrepreneurs arent interested in building a large, sustainable business. Once that becomes their goal, however, they must start developing formal systems and processes. Such organisational infrastructure allows a venture to grow, but at the same time, it increases overhead and may slow down decision-making. How much infrastructure is enough and how much is too much? To match investments in infrastructure to the requirements of a ventures strategy, entrepreneurs must consider the degree to which their strategy depends on the following:As a young venture grows, its founders will probably need to delegate many of the tasks that they used to perform. To get employees to perform those tasks competently and diligently, the founders may need to establish mechanisms to monitor employees and standard operating procedures and policies. Consider an extreme example. Randy and Debbi Fields pass along their skills and knowledge through software that tells employees in every Mrs. Fields Cookies shop exactly how to make cookies and operate the business. The software analyses data such as local weather conditions and the day of the week to generate hourly instructions about such matters as which cookies to bake, when to offer free samples, and when to reorder chocolate chips.Telling employees how to do their jobs, however, can stifle initiative. Companies that require frontline employees to act quickly and resourcefully might decide to focus more on outcomes than on behaviour, using control systems that set performance targets for employees, compare results against objectives and provide appropriate incentives.In a small-scale start-up, everyone does a little bit of everything but as a business grows and tries to achieve economies of scale and scope, employees must be assigned clearly defined roles and grouped into appropriate organisational units. An all purpose workshop employee, for example, might become a machine tool operator, who is part of a manufacturing unit. Specialised activities need to be integrated by, for example, creating the position of a general manager, who coordinates the manufacturing and marketing functions, or through systems that are designed to measure and reward employees for cross-functional cooperation. Poor integrative mechanisms are reasons why geographic expansion, vertical integration, broadening of product lines and other strategies to achieve economies of scale and scope often fail.Cash-strapped businesses that are trying to grow need good systems to forecast and monitor the availability of funds. Outside sources of capital such as banks often refuse to advance funds to companies with weak controls and organisational infrastructure.If entrepreneurs hope to build a company that they can sell, they must start preparing early. Public markets and potential acquirers like to see an extended history of well-kept financial records and controls to reassure them of the soundness of the business.Q.None of the following statements can be inferred from the passage EXCEPT that:a)Clear cut positions for employees is a prerequisite for any small business.b)Establishing working procedures is a standard rule for small businesses.c)Prediction of results is beneficial.d)Weak organisational edifice needs to be dismantled and restructured to grow into a bigger organisation.Correct answer is option 'D'. Can you explain this answer? has been provided alongside types of Directions:Read the following passage and answer the question that follows.Few entrepreneurs start out with both a well-defined strategy and a plan for developing an organisation that can achieve that strategy. In fact, many start-ups, which dont have formal control systems, decision-making processes, or clear roles for employees, can hardly be called organisations. The founders of such ventures improvise. They perform most of the important functions themselves and make decisions as they go along.Informality is fine as long as entrepreneurs arent interested in building a large, sustainable business. Once that becomes their goal, however, they must start developing formal systems and processes. Such organisational infrastructure allows a venture to grow, but at the same time, it increases overhead and may slow down decision-making. How much infrastructure is enough and how much is too much? To match investments in infrastructure to the requirements of a ventures strategy, entrepreneurs must consider the degree to which their strategy depends on the following:As a young venture grows, its founders will probably need to delegate many of the tasks that they used to perform. To get employees to perform those tasks competently and diligently, the founders may need to establish mechanisms to monitor employees and standard operating procedures and policies. Consider an extreme example. Randy and Debbi Fields pass along their skills and knowledge through software that tells employees in every Mrs. Fields Cookies shop exactly how to make cookies and operate the business. The software analyses data such as local weather conditions and the day of the week to generate hourly instructions about such matters as which cookies to bake, when to offer free samples, and when to reorder chocolate chips.Telling employees how to do their jobs, however, can stifle initiative. Companies that require frontline employees to act quickly and resourcefully might decide to focus more on outcomes than on behaviour, using control systems that set performance targets for employees, compare results against objectives and provide appropriate incentives.In a small-scale start-up, everyone does a little bit of everything but as a business grows and tries to achieve economies of scale and scope, employees must be assigned clearly defined roles and grouped into appropriate organisational units. An all purpose workshop employee, for example, might become a machine tool operator, who is part of a manufacturing unit. Specialised activities need to be integrated by, for example, creating the position of a general manager, who coordinates the manufacturing and marketing functions, or through systems that are designed to measure and reward employees for cross-functional cooperation. Poor integrative mechanisms are reasons why geographic expansion, vertical integration, broadening of product lines and other strategies to achieve economies of scale and scope often fail.Cash-strapped businesses that are trying to grow need good systems to forecast and monitor the availability of funds. Outside sources of capital such as banks often refuse to advance funds to companies with weak controls and organisational infrastructure.If entrepreneurs hope to build a company that they can sell, they must start preparing early. Public markets and potential acquirers like to see an extended history of well-kept financial records and controls to reassure them of the soundness of the business.Q.None of the following statements can be inferred from the passage EXCEPT that:a)Clear cut positions for employees is a prerequisite for any small business.b)Establishing working procedures is a standard rule for small businesses.c)Prediction of results is beneficial.d)Weak organisational edifice needs to be dismantled and restructured to grow into a bigger organisation.Correct answer is option 'D'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Directions:Read the following passage and answer the question that follows.Few entrepreneurs start out with both a well-defined strategy and a plan for developing an organisation that can achieve that strategy. In fact, many start-ups, which dont have formal control systems, decision-making processes, or clear roles for employees, can hardly be called organisations. The founders of such ventures improvise. They perform most of the important functions themselves and make decisions as they go along.Informality is fine as long as entrepreneurs arent interested in building a large, sustainable business. Once that becomes their goal, however, they must start developing formal systems and processes. Such organisational infrastructure allows a venture to grow, but at the same time, it increases overhead and may slow down decision-making. How much infrastructure is enough and how much is too much? To match investments in infrastructure to the requirements of a ventures strategy, entrepreneurs must consider the degree to which their strategy depends on the following:As a young venture grows, its founders will probably need to delegate many of the tasks that they used to perform. To get employees to perform those tasks competently and diligently, the founders may need to establish mechanisms to monitor employees and standard operating procedures and policies. Consider an extreme example. Randy and Debbi Fields pass along their skills and knowledge through software that tells employees in every Mrs. Fields Cookies shop exactly how to make cookies and operate the business. The software analyses data such as local weather conditions and the day of the week to generate hourly instructions about such matters as which cookies to bake, when to offer free samples, and when to reorder chocolate chips.Telling employees how to do their jobs, however, can stifle initiative. Companies that require frontline employees to act quickly and resourcefully might decide to focus more on outcomes than on behaviour, using control systems that set performance targets for employees, compare results against objectives and provide appropriate incentives.In a small-scale start-up, everyone does a little bit of everything but as a business grows and tries to achieve economies of scale and scope, employees must be assigned clearly defined roles and grouped into appropriate organisational units. An all purpose workshop employee, for example, might become a machine tool operator, who is part of a manufacturing unit. Specialised activities need to be integrated by, for example, creating the position of a general manager, who coordinates the manufacturing and marketing functions, or through systems that are designed to measure and reward employees for cross-functional cooperation. Poor integrative mechanisms are reasons why geographic expansion, vertical integration, broadening of product lines and other strategies to achieve economies of scale and scope often fail.Cash-strapped businesses that are trying to grow need good systems to forecast and monitor the availability of funds. Outside sources of capital such as banks often refuse to advance funds to companies with weak controls and organisational infrastructure.If entrepreneurs hope to build a company that they can sell, they must start preparing early. Public markets and potential acquirers like to see an extended history of well-kept financial records and controls to reassure them of the soundness of the business.Q.None of the following statements can be inferred from the passage EXCEPT that:a)Clear cut positions for employees is a prerequisite for any small business.b)Establishing working procedures is a standard rule for small businesses.c)Prediction of results is beneficial.d)Weak organisational edifice needs to be dismantled and restructured to grow into a bigger organisation.Correct answer is option 'D'. Can you explain this answer? tests, examples and also practice CAT tests.