Related Questions

In the question below, are given a statement followed by three courses of actions numbered I, II and III. On the basis of the information given, you have to assume everything in the statement to be true, and then decide which of the following suggested courses of actions logically follow(s) for pursuing. Statement: The Department of Telecommunications (DoT) is set to conduct ‘special audits’ of mobile phone operators from fiscal 2011-12 onwards to check for under-reporting of revenue that might account for a sharp downturn in license fees and spectrum usage charges (SUC). Annual license fees and SUC paid to the government are calculated based on a telco’s revenue. The audit, to be resumed after a gap of three years, comes when license fee and SUC due to the government fell in 2017 by more than 23% on the year and is expected to fall this year too. This is due to the brutal price war, which expedited a bloody consolidation that saw a spate of exits and mergers & acquisitions that dented telecom revenues.  Courses of action: I. All telecom companies will be audited soon and DoT is preparing for this. This will be the third audit and notices will go out soon. II. DoT proposes to conduct audit/special audit of Aircel for the period of seven years for financial years 2011-2012 to 2017-2018. III. Operators fear the new round of audit could lead to a new dues being demanded from the already stressed sector, sparking more litigation and be a drag on time and resources. 
Statement I: Management audit is a part of financial audit.
Statement II: Management audit is not compulsory under any law.
The question given below consists of a statement, followed by three arguments I, II and III. You have to decide which of the arguments is/are ‘strong’ arguments is/are ‘weak’ arguments and accordingly choose your answer from the alternatives given below each question. Statement: India's burgeoning shadow finance sector is likely to face a shake-up after defaults at one major lender battered the nation's financial markets in the past week and reinforced worries about credit risk. Industry officials and experts say they expect Indian regulators to cancel the licences of as many as 1,500 smaller non-banking finance companies because they don't have adequate capital, and to also make it more difficult for new applicants to get approval. Which of the following argument(s) stated support(s) the given fact? Arguments: I. Better capitalised and more conservatively run finance firms are likely to swallow up an increasing number of smaller rivals. That could make it difficult for many small borrowers to get loans, especially in the countryside where two-thirds of India's 1.3 billion people live and put the brakes on a surge in private consumption with a knock-on effect on growth.  II. The shadow banking sector now comprises more than 11,400 firms with a combined balance-sheet worth 22.1 trillion rupees ($304 billion) and is less strictly regulated than banks. It has been attracting new investors, particularly as the nation's banks have had to slow their lending as they seek to work through $150 billion of stressed assets.  III. Nearly 11,000 of India's NBFCs are small and medium-sized businesses with an asset base of less than 5 billion rupees. But the top 400, many of which are backed by banks and finance companies, control about 90 percent of the assets under management.
In the question below, are given a statement followed by three courses of actions numbered I, II and III. On the basis of the information given, you have to assume everything in the statement to be true, and then decide which of the suggested course of action logically follow (s) for pursuing. Statement: Talent management is a term that includes activities such as recruiting, sustaining, developing/progressing and rewarding the talent acquired using the most trusted practices. Gradually, modern-day entrepreneurs understand the ever-increasing importance of talent management practices as this can set the stage for earning high dividend in the long run. In fact, the startups or the well-established firms that fail to acknowledge the potential of aligning its key business strategies with that of its talent management schemes, often find themselves in great trouble down the road. It not just leads to huge wastage of precious resources of the organisation but also make it a fit case for failure in multiple ways.  Courses of action: I. Identifying the organisation’s true purpose and aligning the talent management strategy with it.  II. Letting the channels of communication be open and working effectively for all the employees alike.  III. Analysing huge volume of data with due care and efficiency so as to drive in losses through the masterminds who reside in-house.
Statement I: Energy audit is an indepth check of the amount of energy being utilised.
Statement II: Energy audit includes general and preliminary audit.