DU LLB Mock Test - 10 (New Pattern) - CLAT MCQ

Select the most appropriate word to fill in the blank.

___________ had she stepped out of her house when the rain started.

Four words are given, out of which one word is spelt correctly. Choose the correctly spelt word and click the button corresponding to it.

Choose the appropriate noun form to complete the sentence.

My ___________ who lives in Bombay has come to stay with us.

Direction: Choose the appropriate preposition for the given sentence:

Barring strong headwinds, the plane will arrive ____ schedule.

Direction: Choose the synonym of the given word.

Foundation

Four words are given, out of which only one word is spelt correctly. Choose the correctly spelt word and click the button corresponding to it.

Which one of the following words is an adjective?

Direction: Read the following passage and answer the following question:

In terms of labour, for decades the relatively low cost and high quality of Japanese workers conferred considerable competitive advantage across numerous durable goods and consumer electronics industries (eg. Machinery, automobiles, televisions, radios). Then labour-based advantages shifted to South Korea, then to Malaysia, Mexico and other nations. Today, China appears to be capitalizing best on the basis of labour. Japanese firms still remain competitive in markets for such durable goods, electronics and other products, but the labour force is no longer sufficient for competitive advantage over manufacturers in other industrializing nations. Such shifting of labour-based advantage is clearly not limited to manufacturing industries. Today, a huge number of IT and service jobs are moving from Europe and North America to India, Singapore, and like countries with relatively well-educated, low-cost workforces possessing technical skills. However, as educational levels and technical skills continue to rise in other countries, India, Singapore, and like nations enjoying labour-based competitive advantage today are likely to find such advantage cannot be sustained through the emergence of new competitors.

In terms of capital, for centuries the days of gold coins and later even paper money restricted financial flows. Subsequently, regional concentrations were formed where large banks, industries and markets coalesced. But today capital flows internationally at rapid speed. Globa commerce no longer requires regional interactions among business players. Regional capital concentrations in places such as New York, London and Tokyo still persist, of course, but the capital concentrated there is no longer sufficient for competitive advantage over other capitalists distributed worldwide. Only if an organization is able to combine, integrate and apply its resources (eg. Land, labour, capital, IT in an effective manner that is not readily imitable by competitors can such an organization enjoy competitive advantage sustainable overtime.

In a knowledge-based theory of the firm, this idea is extended to view organizational knowledge as a resource with at least the same level of power and importance as the traditional economic inputs. An organization with superior knowledge can achieve a competitive advantage in markets that appreciate the application of such knowledge. Semiconductors, genetic engineering, pharmaceuticals, software, military warfare, and like knowledge-intensive competitive arenas provide both time-proven and current examples. Consider semiconductors (e.g. computer chips), which are made principally of sand and common metals. These ubiquitous and powerful electronic devices are designed within common office buildings, using commercially available tools, and fabricated within factories in many industrialized nations. Hence, the land is not the key competitive resource in the semiconductor industry.

Q. Which country enjoyed competitive advantages in automobile industry for decades?

Direction: Read the following passage and answer the following question:

In terms of labour, for decades the relatively low cost and high quality of Japanese workers conferred considerable competitive advantage across numerous durable goods and consumer electronics industries (eg. Machinery, automobiles, televisions, radios). Then labour-based advantages shifted to South Korea, then to Malaysia, Mexico and other nations. Today, China appears to be capitalizing best on the basis of labour. Japanese firms still remain competitive in markets for such durable goods, electronics and other products, but the labour force is no longer sufficient for competitive advantage over manufacturers in other industrializing nations. Such shifting of labour-based advantage is clearly not limited to manufacturing industries. Today, a huge number of IT and service jobs are moving from Europe and North America to India, Singapore, and like countries with relatively well-educated, low-cost workforces possessing technical skills. However, as educational levels and technical skills continue to rise in other countries, India, Singapore, and like nations enjoying labour-based competitive advantage today are likely to find such advantage cannot be sustained through the emergence of new competitors.

In terms of capital, for centuries the days of gold coins and later even paper money restricted financial flows. Subsequently, regional concentrations were formed where large banks, industries and markets coalesced. But today capital flows internationally at rapid speed. Globa commerce no longer requires regional interactions among business players. Regional capital concentrations in places such as New York, London and Tokyo still persist, of course, but the capital concentrated there is no longer sufficient for competitive advantage over other capitalists distributed worldwide. Only if an organization is able to combine, integrate and apply its resources (eg. Land, labour, capital, IT in an effective manner that is not readily imitable by competitors can such an organization enjoy competitive advantage sustainable overtime.

In a knowledge-based theory of the firm, this idea is extended to view organizational knowledge as a resource with at least the same level of power and importance as the traditional economic inputs. An organization with superior knowledge can achieve a competitive advantage in markets that appreciate the application of such knowledge. Semiconductors, genetic engineering, pharmaceuticals, software, military warfare, and like knowledge-intensive competitive arenas provide both time-proven and current examples. Consider semiconductors (e.g. computer chips), which are made principally of sand and common metals. These ubiquitous and powerful electronic devices are designed within common office buildings, using commercially available tools, and fabricated within factories in many industrialized nations. Hence, the land is not the key competitive resource in the semiconductor industry.

Q. How can an organization enjoy a competitive advantage sustainable overtime?

Direction: Read the following passage and answer the following question:

In terms of labour, for decades the relatively low cost and high quality of Japanese workers conferred considerable competitive advantage across numerous durable goods and consumer electronics industries (eg. Machinery, automobiles, televisions, radios). Then labour-based advantages shifted to South Korea, then to Malaysia, Mexico and other nations. Today, China appears to be capitalizing best on the basis of labour. Japanese firms still remain competitive in markets for such durable goods, electronics and other products, but the labour force is no longer sufficient for competitive advantage over manufacturers in other industrializing nations. Such shifting of labour-based advantage is clearly not limited to manufacturing industries. Today, a huge number of IT and service jobs are moving from Europe and North America to India, Singapore, and like countries with relatively well-educated, low-cost workforces possessing technical skills. However, as educational levels and technical skills continue to rise in other countries, India, Singapore, and like nations enjoying labour-based competitive advantage today are likely to find such advantage cannot be sustained through the emergence of new competitors.

In terms of capital, for centuries the days of gold coins and later even paper money restricted financial flows. Subsequently, regional concentrations were formed where large banks, industries and markets coalesced. But today capital flows internationally at rapid speed. Globa commerce no longer requires regional interactions among business players. Regional capital concentrations in places such as New York, London and Tokyo still persist, of course, but the capital concentrated there is no longer sufficient for competitive advantage over other capitalists distributed worldwide. Only if an organization is able to combine, integrate and apply its resources (eg. Land, labour, capital, IT in an effective manner that is not readily imitable by competitors can such an organization enjoy competitive advantage sustainable overtime.

In a knowledge-based theory of the firm, this idea is extended to view organizational knowledge as a resource with at least the same level of power and importance as the traditional economic inputs. An organization with superior knowledge can achieve a competitive advantage in markets that appreciate the application of such knowledge. Semiconductors, genetic engineering, pharmaceuticals, software, military warfare, and like knowledge-intensive competitive arenas provide both time-proven and current examples. Consider semiconductors (e.g. computer chips), which are made principally of sand and common metals. These ubiquitous and powerful electronic devices are designed within common office buildings, using commercially available tools, and fabricated within factories in many industrialized nations. Hence, the land is not the key competitive resource in the semiconductor industry.

Q. The passage also mentions the trend of:

Direction: Read the following passage and answer the following question:

In terms of labour, for decades the relatively low cost and high quality of Japanese workers conferred considerable competitive advantage across numerous durable goods and consumer electronics industries (eg. Machinery, automobiles, televisions, radios). Then labour-based advantages shifted to South Korea, then to Malaysia, Mexico and other nations. Today, China appears to be capitalizing best on the basis of labour. Japanese firms still remain competitive in markets for such durable goods, electronics and other products, but the labour force is no longer sufficient for competitive advantage over manufacturers in other industrializing nations. Such shifting of labour-based advantage is clearly not limited to manufacturing industries. Today, a huge number of IT and service jobs are moving from Europe and North America to India, Singapore, and like countries with relatively well-educated, low-cost workforces possessing technical skills. However, as educational levels and technical skills continue to rise in other countries, India, Singapore, and like nations enjoying labour-based competitive advantage today are likely to find such advantage cannot be sustained through the emergence of new competitors.

In terms of capital, for centuries the days of gold coins and later even paper money restricted financial flows. Subsequently, regional concentrations were formed where large banks, industries and markets coalesced. But today capital flows internationally at rapid speed. Globa commerce no longer requires regional interactions among business players. Regional capital concentrations in places such as New York, London and Tokyo still persist, of course, but the capital concentrated there is no longer sufficient for competitive advantage over other capitalists distributed worldwide. Only if an organization is able to combine, integrate and apply its resources (eg. Land, labour, capital, IT in an effective manner that is not readily imitable by competitors can such an organization enjoy competitive advantage sustainable overtime.

In a knowledge-based theory of the firm, this idea is extended to view organizational knowledge as a resource with at least the same level of power and importance as the traditional economic inputs. An organization with superior knowledge can achieve a competitive advantage in markets that appreciate the application of such knowledge. Semiconductors, genetic engineering, pharmaceuticals, software, military warfare, and like knowledge-intensive competitive arenas provide both time-proven and current examples. Consider semiconductors (e.g. computer chips), which are made principally of sand and common metals. These ubiquitous and powerful electronic devices are designed within common office buildings, using commercially available tools, and fabricated within factories in many industrialized nations. Hence, the land is not the key competitive resource in the semiconductor industry.

Q. What is required to ensure competitive advantages in specific markets?