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IBPS Clerk Prelims Mock Test - 14 - Banking Exams MCQ


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30 Questions MCQ Test - IBPS Clerk Prelims Mock Test - 14

IBPS Clerk Prelims Mock Test - 14 for Banking Exams 2024 is part of Banking Exams preparation. The IBPS Clerk Prelims Mock Test - 14 questions and answers have been prepared according to the Banking Exams exam syllabus.The IBPS Clerk Prelims Mock Test - 14 MCQs are made for Banking Exams 2024 Exam. Find important definitions, questions, notes, meanings, examples, exercises, MCQs and online tests for IBPS Clerk Prelims Mock Test - 14 below.
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IBPS Clerk Prelims Mock Test - 14 - Question 1

Directions : Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Q. Why, according to the author, is a distinction between management and leadership crucial? 

IBPS Clerk Prelims Mock Test - 14 - Question 2

Directions : Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Q. Why did companies and universities develop programmes to prepare managers in such a large number? 

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IBPS Clerk Prelims Mock Test - 14 - Question 3

Directions : Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Q. Which of the following is not the characteristic of bureaucratic culture? 

IBPS Clerk Prelims Mock Test - 14 - Question 4

Directions : Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Q. Management education was emphasized in the management programmes because?

IBPS Clerk Prelims Mock Test - 14 - Question 5

Directions : Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Q. What is the historical reason for many organisations not having leadership?

IBPS Clerk Prelims Mock Test - 14 - Question 6

Directions : Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Q. Why does the attention of large organizations turn inward?

IBPS Clerk Prelims Mock Test - 14 - Question 7

Directions : Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Q. What, according to the author, is leadership?

IBPS Clerk Prelims Mock Test - 14 - Question 8

Directions : Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Q. Which of the following is SIMILAR in meaning to the word SMOTHER as used in the passage? 

IBPS Clerk Prelims Mock Test - 14 - Question 9

Directions : Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Q. Which of the following is SIMILAR in meaning of the word NURTURED as used in the passage?

IBPS Clerk Prelims Mock Test - 14 - Question 10

Directions : Read the following passage carefully and answer the questions given below. Certain words/phrases have been printed in bold to help you locate them.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organising, staffing, controlling, and problem-solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes here: Successful transformation is 70 to 90 per cent leadership and only 10 to 30 per cent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problems here as one of managing For most of this century, as we created thousands and thousands of large organizations for the first time in human history, we didn't have enough good managers to keep all those bureaucracies functioning. So many companies and universities developed management programmes, and hundreds and thousands of people were encouraged to learn management on the job. And they did. But, people were taught little about leadership. To some degree, management was emphasized because it's easier to teach than leadership. But even more so, management was the main item on the twentieth-century agenda because that's what was needed. For every entrepreneur or business builder who was a leader, we needed hundreds of managers to run their ever growing enterprises.

Unfortunately for us today, this emphasis on management has often been institutionalized in corporate cultures that discourage employees from learning how to lead. Ironically, past success is usually the key ingredient in producing this outcome. The syndrome, as I have observed it on many occasions, goes like this: success creates some degree of market dominance, which in turn produces much growth. After a while keeping the ever larger organization under control becomes the primary challenge. So attention turns inward, and managerial competencies are nurtured. With a strong emphasis on management but not on leadership, bureaucracy and an inward focus take over. But with continued success, the result mostly of market dominance, the problem often goes unaddressed and an unhealthy arrogance begins to evolve. All of these characteristics then make any transformation effort much more difficult.

Arrogant managers can over-evaluate their current performance and competitive position, listen poorly, and learn slowly. Inwardly focused employees can have difficulty seeing the very forces that present threats and opportunities. Bureaucratic cultures can smother those who want to respond to shifting conditions. And the lack of leadership leaves no force inside these organisations to break out of the morass.

Q. Which of the following statements is/are definitely true in the context of the passage?

(A) Bureaucracy fosters strong and arrogant culture.

(B) Leadership competencies are nurtured in large-size organisations.

(C) Successful transformation in organizations is 70 to 90 per cent leadership.

IBPS Clerk Prelims Mock Test - 14 - Question 11

Directions: Rearrange the following six sentences (A), (B), (C), (D), (E) and (F) in the proper sequence to form a meaningful paragraph; then answer the questions given below them.

(A) Would you steal a software program out of a retail shop?

(B) The industry on its part has formed an organisation to specially gather information, educate and  drag the software  pirates to courts.

(C) But more than the legality, there is always a different way of looking at piracy and that is in terms of morality.

(D) The Government on the other hand has initiated National Enforcement Committees.

(E) As far as the issue of tackling piracy is concerned, both the industry and the Government have already started initiating action.

Q. Which of the following should be the third sentence?

IBPS Clerk Prelims Mock Test - 14 - Question 12

Directions: Rearrange the following six sentences (A), (B), (C), (D), (E) and (F) in the proper sequence to form a meaningful paragraph; then answer the questions given below them.

(A) Would you steal a software program out of a retail shop?

(B) The industry on its part has formed an organisation to specially gather information, educate and  drag the software  pirates to courts.

(C) But more than the legality, there is always a different way of looking at piracy and that is in terms of morality.

(D) The Government on the other hand has initiated National Enforcement Committees.

(E) As far as the issue of tackling piracy is concerned, both the industry and the Government have already started initiating action.

Q. Which of the following should be the first sentence?

IBPS Clerk Prelims Mock Test - 14 - Question 13

Directions: Rearrange the following six sentences (A), (B), (C), (D), (E) and (F) in the proper sequence to form a meaningful paragraph; then answer the questions given below them.

(A) Would you steal a software program out of a retail shop?

(B) The industry on its part has formed an organisation to specially gather information, educate and  drag the software  pirates to courts.

(C) But more than the legality, there is always a different way of looking at piracy and that is in terms of morality.

(D) The Government on the other hand has initiated National Enforcement Committees.

(E) As far as the issue of tackling piracy is concerned, both the industry and the Government have already started initiating action.

Q. Which of the following should be the second sentence?

IBPS Clerk Prelims Mock Test - 14 - Question 14

Directions: Rearrange the following six sentences (A), (B), (C), (D), (E) and (F) in the proper sequence to form a meaningful paragraph; then answer the questions given below them.

(A) Would you steal a software program out of a retail shop?

(B) The industry on its part has formed an organisation to specially gather information, educate and  drag the software  pirates to courts.

(C) But more than the legality, there is always a different way of looking at piracy and that is in terms of morality.

(D) The Government on the other hand has initiated National Enforcement Committees.

(E) As far as the issue of tackling piracy is concerned, both the industry and the Government have already started initiating action.

Q. Which of the following should be the last sentence? 

IBPS Clerk Prelims Mock Test - 14 - Question 15

Directions: Rearrange the following six sentences (A), (B), (C), (D), (E) and (F) in the proper sequence to form a meaningful paragraph; then answer the questions given below them.

(A) Would you steal a software program out of a retail shop?

(B) The industry on its part has formed an organisation to specially gather information, educate and  drag the software  pirates to courts.

(C) But more than the legality, there is always a different way of looking at piracy and that is in terms of morality.

(D) The Government on the other hand has initiated National Enforcement Committees.

(E) As far as the issue of tackling piracy is concerned, both the industry and the Government have already started initiating action.

Q. Which of the following should be the fourth sentence?

IBPS Clerk Prelims Mock Test - 14 - Question 16

Directions: Read each sentence to find out whether there is any error in it. The error, if any, will be in one part is the answer. If there is no error the answer is (5). (Ignore errors of punctuation, if any.)

I am sure about it, A)/ nobody has lived B)/ in that house C)/ for a hundred years. D)/ No error E)

Detailed Solution for IBPS Clerk Prelims Mock Test - 14 - Question 16

 (replace has lived with has been living)

IBPS Clerk Prelims Mock Test - 14 - Question 17

Directions: Read each sentence to find out whether there is any error in it. The error, if any, will be in one part is the answer. If there is no error the answer is (5). (Ignore errors of punctuation, if any.)

I always prefer A)/ working in a B)/ relaxed atmosphere than C)/ one full of tension and anxiety. D)/ No error E)

Detailed Solution for IBPS Clerk Prelims Mock Test - 14 - Question 17

replace 'than' with 'to'. 'Prefer' is always followed by 'to'

IBPS Clerk Prelims Mock Test - 14 - Question 18

Directions: Read each sentence to find out whether there is any error in it. The error, if any, will be in one part is the answer. If there is no error the answer is (5). (Ignore errors of punctuation, if any.)

Yesterday Ramesh got the A)/ information that his father B)/ died of accident C)/ while travelling in a car. D)/ No error E)

Detailed Solution for IBPS Clerk Prelims Mock Test - 14 - Question 18

replace 'died'with 'had died'

IBPS Clerk Prelims Mock Test - 14 - Question 19

Directions: Read each sentence to find out whether there is any error in it. The error, if any, will be in one part is the answer. If there is no error the answer is (5). (Ignore errors of punctuation, if any.)

I told him bluntly A)/ that he is lazy fellow B)/ and that he had done C)/ his work very badly. D)/ No error E)

Detailed Solution for IBPS Clerk Prelims Mock Test - 14 - Question 19

replace 'is' with 'was'

IBPS Clerk Prelims Mock Test - 14 - Question 20

Directions: Read each sentence to find out whether there is any error in it. The error, if any, will be in one part is the answer. If there is no error the answer is (5). (Ignore errors of punctuation, if any.)

He telephoned from a public call-box A)/ so that the call B)/ would not be traced C)/ to his own address. D)/ No error E)

Detailed Solution for IBPS Clerk Prelims Mock Test - 14 - Question 20

replace 'would' with 'could'

IBPS Clerk Prelims Mock Test - 14 - Question 21

Directions: Which of the phrases (A), (B), (C), (D) given below each sentence should replace the phrase printed in bold to make the sentence grammatically correct? If the sentence is correct as it, mark (E) ie ‘No correction required’ as the answer.

For countries undergoing a recession, large cuts in public spending seem to be the ordering of the day.

IBPS Clerk Prelims Mock Test - 14 - Question 22

Directions: Which of the phrases (A), (B), (C), (D) given below each sentence should replace the phrase printed in bold to make the sentence grammatically correct? If the sentence is correct as it, mark (E) ie ‘No correction required’ as the answer.

As it was a dark and stormy night, Lata was too scared to go home alone.

IBPS Clerk Prelims Mock Test - 14 - Question 23

Directions: Which of the phrases (A), (B), (C), (D) given below each sentence should replace the phrase printed in bold to make the sentence grammatically correct? If the sentence is correct as it, mark (E) ie ‘No correction required’ as the answer.

The little boy appeared all of a sudden out of nowhere and take everyone by surprise.

IBPS Clerk Prelims Mock Test - 14 - Question 24

Directions: Which of the phrases (A), (B), (C), (D) given below each sentence should replace the phrase printed in bold to make the sentence grammatically correct? If the sentence is correct as it, mark (E) ie ‘No correction required’ as the answer.

Despite being tried his best to persuade people to give up smoking, he could not attain success.

IBPS Clerk Prelims Mock Test - 14 - Question 25

Directions: Which of the phrases (A), (B), (C), (D) given below each sentence should replace the phrase printed in bold to make the sentence grammatically correct? If the sentence is correct as it, mark (E) ie ‘No correction required’ as the answer.

Even on most critical moments, he is calm, but today he appears very much disturbed.

IBPS Clerk Prelims Mock Test - 14 - Question 26

Directions: Each question below has two blanks, each blank indicating that something has been omitted. Choose the set of words for each pair of blanks that best fits the meaning of the sentence as a whole.

Smart cities can make daily life ____ for residents ____ by automating routine functions.

IBPS Clerk Prelims Mock Test - 14 - Question 27

Directions: Each question below has two blanks, each blank indicating that something has been omitted. Choose the set of words for each pair of blanks that best fits the meaning of the sentence as a whole.

He is the ____ of the ____ for his company now.

IBPS Clerk Prelims Mock Test - 14 - Question 28

Directions: Each question below has two blanks, each blank indicating that something has been omitted. Choose the set of words for each pair of blanks that best fits the meaning of the sentence as a whole.

This will not only help corporate in ____ their social responsibilities, ____ is important for fuelling growth in other industries.

IBPS Clerk Prelims Mock Test - 14 - Question 29

Directions: Each question below has two blanks, each blank indicating that something has been omitted. Choose the set of words for each pair of blanks that best fits the meaning of the sentence as a whole.

This is _____, ____ to the requirement of income proofs.

IBPS Clerk Prelims Mock Test - 14 - Question 30

Directions: Each question below has two blanks, each blank indicating that something has been omitted. Choose the set of words for each pair of blanks that best fits the meaning of the sentence as a whole.

____ much of capital goes to large companies and ____ little to small businessman.

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