Read the following passage carefully and answer the questions given below it.

From ‘apparel to aerospace’, ‘steel to software’, the pace of technological innovation is quickening. No longer can companies afford to miss generation of technology and expect to remain competitive. Adding to the pressure, innovations are increasingly crossing industry boundaries; a new fiber developed by the textile industry has potential for building materials and medical equipment. Some companies are adept at using a diversity of technologies to create new products that transform markets. But many others are floundering because they rely on a technology strategy that no longer works in such a fast changing environment. The difference between success and failure is not how much a company spends on research and development (R&D), but how it approaches it.

There are two possible approaches. Either a company can invest in R&D that replaces an older generation of technology the ‘break through’ approach-or its focus on combining existing technologies into hybrid technologies – the ‘technologies fusion’ approach. It blends incremental technical improvements from several previously separate field of technology to create products that revolutionise markets.

In a world where the old maxim ‘one technology one industry’ no longer applies, a singular breakthrough strategy is inadequate; companies need to include both the breakthrough and fusion approaches in their technology strategy. Relying on breakthroughs alone fails because it focuses the R&D efforts to narrowly, ignoring the possibilities of combining technologies. Yet many western companies still rely almost exclusively – on the breakthrough approach. The reasons are complex: a distrust of outside innovations and not-invented here engineering and arrogance and aversion to sharing research results.

Which of the following is false according to the passage?

Read the following passage carefully and answer the questions given below it.

From ‘apparel to aerospace’, ‘steel to software’, the pace of technological innovation is quickening. No longer can companies afford to miss generation of technology and expect to remain competitive. Adding to the pressure, innovations are increasingly crossing industry boundaries; a new fiber developed by the textile industry has potential for building materials and medical equipment. Some companies are adept at using a diversity of technologies to create new products that transform markets. But many others are floundering because they rely on a technology strategy that no longer works in such a fast changing environment. The difference between success and failure is not how much a company spends on research and development (R&D), but how it approaches it.

There are two possible approaches. Either a company can invest in R&D that replaces an older generation of technology the ‘break through’ approach-or its focus on combining existing technologies into hybrid technologies – the ‘technologies fusion’ approach. It blends incremental technical improvements from several previously separate field of technology to create products that revolutionise markets.

In a world where the old maxim ‘one technology one industry’ no longer applies, a singular breakthrough strategy is inadequate; companies need to include both the breakthrough and fusion approaches in their technology strategy. Relying on breakthroughs alone fails because it focuses the R&D efforts to narrowly, ignoring the possibilities of combining technologies. Yet many western companies still rely almost exclusively – on the breakthrough approach. The reasons are complex: a distrust of outside innovations and not-invented here engineering and arrogance and aversion to sharing research results.

Which of the following would correctly reflect the position regarding the two approaches to technology adoption?

Read the following passage carefully and answer the questions given below it.

From ‘apparel to aerospace’, ‘steel to software’, the pace of technological innovation is quickening. No longer can companies afford to miss generation of technology and expect to remain competitive. Adding to the pressure, innovations are increasingly crossing industry boundaries; a new fiber developed by the textile industry has potential for building materials and medical equipment. Some companies are adept at using a diversity of technologies to create new products that transform markets. But many others are floundering because they rely on a technology strategy that no longer works in such a fast changing environment. The difference between success and failure is not how much a company spends on research and development (R&D), but how it approaches it.

There are two possible approaches. Either a company can invest in R&D that replaces an older generation of technology the ‘break through’ approach-or its focus on combining existing technologies into hybrid technologies – the ‘technologies fusion’ approach. It blends incremental technical improvements from several previously separate field of technology to create products that revolutionise markets.

In a world where the old maxim ‘one technology one industry’ no longer applies, a singular breakthrough strategy is inadequate; companies need to include both the breakthrough and fusion approaches in their technology strategy. Relying on breakthroughs alone fails because it focuses the R&D efforts to narrowly, ignoring the possibilities of combining technologies. Yet many western companies still rely almost exclusively – on the breakthrough approach. The reasons are complex: a distrust of outside innovations and not-invented here engineering and arrogance and aversion to sharing research results.

Which of the following has the same meaning as the word ‘ generation’ as it has been used in-the passage?

Read the following passage carefully and answer the questions given below it.

From ‘apparel to aerospace’, ‘steel to software’, the pace of technological innovation is quickening. No longer can companies afford to miss generation of technology and expect to remain competitive. Adding to the pressure, innovations are increasingly crossing industry boundaries; a new fiber developed by the textile industry has potential for building materials and medical equipment. Some companies are adept at using a diversity of technologies to create new products that transform markets. But many others are floundering because they rely on a technology strategy that no longer works in such a fast changing environment. The difference between success and failure is not how much a company spends on research and development (R&D), but how it approaches it.

There are two possible approaches. Either a company can invest in R&D that replaces an older generation of technology the ‘break through’ approach-or its focus on combining existing technologies into hybrid technologies – the ‘technologies fusion’ approach. It blends incremental technical improvements from several previously separate field of technology to create products that revolutionise markets.

In a world where the old maxim ‘one technology one industry’ no longer applies, a singular breakthrough strategy is inadequate; companies need to include both the breakthrough and fusion approaches in their technology strategy. Relying on breakthroughs alone fails because it focuses the R&D efforts to narrowly, ignoring the possibilities of combining technologies. Yet many western companies still rely almost exclusively – on the breakthrough approach. The reasons are complex: a distrust of outside innovations and not-invented here engineering and arrogance and aversion to sharing research results.

Which of the following features of technology has been highlighted most prominently by the author of the passage?

Read the following passage carefully and answer the questions given below it.

From ‘apparel to aerospace’, ‘steel to software’, the pace of technological innovation is quickening. No longer can companies afford to miss generation of technology and expect to remain competitive. Adding to the pressure, innovations are increasingly crossing industry boundaries; a new fiber developed by the textile industry has potential for building materials and medical equipment. Some companies are adept at using a diversity of technologies to create new products that transform markets. But many others are floundering because they rely on a technology strategy that no longer works in such a fast changing environment. The difference between success and failure is not how much a company spends on research and development (R&D), but how it approaches it.

There are two possible approaches. Either a company can invest in R&D that replaces an older generation of technology the ‘break through’ approach-or its focus on combining existing technologies into hybrid technologies – the ‘technologies fusion’ approach. It blends incremental technical improvements from several previously separate field of technology to create products that revolutionise markets.

In a world where the old maxim ‘one technology one industry’ no longer applies, a singular breakthrough strategy is inadequate; companies need to include both the breakthrough and fusion approaches in their technology strategy. Relying on breakthroughs alone fails because it focuses the R&D efforts to narrowly, ignoring the possibilities of combining technologies. Yet many western companies still rely almost exclusively – on the breakthrough approach. The reasons are complex: a distrust of outside innovations and not-invented here engineering and arrogance and aversion to sharing research results.

What does the author want to highlight by using the example ‘ apparel to aerospace’ and ‘ steel to software’?

Read the following passage carefully and answer the questions given below it.

From ‘apparel to aerospace’, ‘steel to software’, the pace of technological innovation is quickening. No longer can companies afford to miss generation of technology and expect to remain competitive. Adding to the pressure, innovations are increasingly crossing industry boundaries; a new fiber developed by the textile industry has potential for building materials and medical equipment. Some companies are adept at using a diversity of technologies to create new products that transform markets. But many others are floundering because they rely on a technology strategy that no longer works in such a fast changing environment. The difference between success and failure is not how much a company spends on research and development (R&D), but how it approaches it.

There are two possible approaches. Either a company can invest in R&D that replaces an older generation of technology the ‘break through’ approach-or its focus on combining existing technologies into hybrid technologies – the ‘technologies fusion’ approach. It blends incremental technical improvements from several previously separate field of technology to create products that revolutionise markets.

In a world where the old maxim ‘one technology one industry’ no longer applies, a singular breakthrough strategy is inadequate; companies need to include both the breakthrough and fusion approaches in their technology strategy. Relying on breakthroughs alone fails because it focuses the R&D efforts to narrowly, ignoring the possibilities of combining technologies. Yet many western companies still rely almost exclusively – on the breakthrough approach. The reasons are complex: a distrust of outside innovations and not-invented here engineering and arrogance and aversion to sharing research results.

What, according to the author, is adding to the pressure on the companies?

Read the following passage carefully and answer the questions given below it.

From ‘apparel to aerospace’, ‘steel to software’, the pace of technological innovation is quickening. No longer can companies afford to miss generation of technology and expect to remain competitive. Adding to the pressure, innovations are increasingly crossing industry boundaries; a new fiber developed by the textile industry has potential for building materials and medical equipment. Some companies are adept at using a diversity of technologies to create new products that transform markets. But many others are floundering because they rely on a technology strategy that no longer works in such a fast changing environment. The difference between success and failure is not how much a company spends on research and development (R&D), but how it approaches it.

There are two possible approaches. Either a company can invest in R&D that replaces an older generation of technology the ‘break through’ approach-or its focus on combining existing technologies into hybrid technologies – the ‘technologies fusion’ approach. It blends incremental technical improvements from several previously separate field of technology to create products that revolutionise markets.

In a world where the old maxim ‘one technology one industry’ no longer applies, a singular breakthrough strategy is inadequate; companies need to include both the breakthrough and fusion approaches in their technology strategy. Relying on breakthroughs alone fails because it focuses the R&D efforts to narrowly, ignoring the possibilities of combining technologies. Yet many western companies still rely almost exclusively – on the breakthrough approach. The reasons are complex: a distrust of outside innovations and not-invented here engineering and arrogance and aversion to sharing research results.

What is the immediate effect, according to the passage, if a company does not innovate?

Read the following passage carefully and answer the questions given below it.

From ‘apparel to aerospace’, ‘steel to software’, the pace of technological innovation is quickening. No longer can companies afford to miss generation of technology and expect to remain competitive. Adding to the pressure, innovations are increasingly crossing industry boundaries; a new fiber developed by the textile industry has potential for building materials and medical equipment. Some companies are adept at using a diversity of technologies to create new products that transform markets. But many others are floundering because they rely on a technology strategy that no longer works in such a fast changing environment. The difference between success and failure is not how much a company spends on research and development (R&D), but how it approaches it.

There are two possible approaches. Either a company can invest in R&D that replaces an older generation of technology the ‘break through’ approach-or its focus on combining existing technologies into hybrid technologies – the ‘technologies fusion’ approach. It blends incremental technical improvements from several previously separate field of technology to create products that revolutionise markets.

In a world where the old maxim ‘one technology one industry’ no longer applies, a singular breakthrough strategy is inadequate; companies need to include both the breakthrough and fusion approaches in their technology strategy. Relying on breakthroughs alone fails because it focuses the R&D efforts to narrowly, ignoring the possibilities of combining technologies. Yet many western companies still rely almost exclusively – on the breakthrough approach. The reasons are complex: a distrust of outside innovations and not-invented here engineering and arrogance and aversion to sharing research results.

What, according to the author, is the major drawback of the breakthrough approach of technological innovation?

Read the following passage carefully and answer the questions given below it.

From ‘apparel to aerospace’, ‘steel to software’, the pace of technological innovation is quickening. No longer can companies afford to miss generation of technology and expect to remain competitive. Adding to the pressure, innovations are increasingly crossing industry boundaries; a new fiber developed by the textile industry has potential for building materials and medical equipment. Some companies are adept at using a diversity of technologies to create new products that transform markets. But many others are floundering because they rely on a technology strategy that no longer works in such a fast changing environment. The difference between success and failure is not how much a company spends on research and development (R&D), but how it approaches it.

There are two possible approaches. Either a company can invest in R&D that replaces an older generation of technology the ‘break through’ approach-or its focus on combining existing technologies into hybrid technologies – the ‘technologies fusion’ approach. It blends incremental technical improvements from several previously separate field of technology to create products that revolutionise markets.

In a world where the old maxim ‘one technology one industry’ no longer applies, a singular breakthrough strategy is inadequate; companies need to include both the breakthrough and fusion approaches in their technology strategy. Relying on breakthroughs alone fails because it focuses the R&D efforts to narrowly, ignoring the possibilities of combining technologies. Yet many western companies still rely almost exclusively – on the breakthrough approach. The reasons are complex: a distrust of outside innovations and not-invented here engineering and arrogance and aversion to sharing research results.

Which of the following is the correct way, according to the author, of spending money on research?

Read the following passage carefully and answer the questions given below it.

From ‘apparel to aerospace’, ‘steel to software’, the pace of technological innovation is quickening. No longer can companies afford to miss generation of technology and expect to remain competitive. Adding to the pressure, innovations are increasingly crossing industry boundaries; a new fiber developed by the textile industry has potential for building materials and medical equipment. Some companies are adept at using a diversity of technologies to create new products that transform markets. But many others are floundering because they rely on a technology strategy that no longer works in such a fast changing environment. The difference between success and failure is not how much a company spends on research and development (R&D), but how it approaches it.

There are two possible approaches. Either a company can invest in R&D that replaces an older generation of technology the ‘break through’ approach-or its focus on combining existing technologies into hybrid technologies – the ‘technologies fusion’ approach. It blends incremental technical improvements from several previously separate field of technology to create products that revolutionise markets.

In a world where the old maxim ‘one technology one industry’ no longer applies, a singular breakthrough strategy is inadequate; companies need to include both the breakthrough and fusion approaches in their technology strategy. Relying on breakthroughs alone fails because it focuses the R&D efforts to narrowly, ignoring the possibilities of combining technologies. Yet many western companies still rely almost exclusively – on the breakthrough approach. The reasons are complex: a distrust of outside innovations and not-invented here engineering and arrogance and aversion to sharing research results.

Why do Western companies avoid the technology fusion approach?

Read the following passage carefully and answer the questions given below it. 
In a poor country like India, as income rises people first concentrate on increasing their consumption of what they regard as basic or more essential consumer goods. For the poor, these goods would primarily include cereals and for people at successive levels of higher income protective foods, simple non-food consumer goods, more modern, better quality non-food consumer goods and simple consumer durables, better quality consumer goods, and so on. When the demand for basic and more essential consumer goods is more or less met, demand for the next higher level of consumer goods begins to impinge on consumer decision making and their consumption increases. There is thus a hierarchy of income levels and a hierarchy of consumer goods. As incomes rise and one approaches the turning point referred to, there is an upward movement along the hierarchy in the demand for consumer goods which exhibits itself in a relative increase in the demand for these goods.
If one examines the past consumption behaviour of households in India, one finds confirmation of the proposition just made. Until the mid-seventies one notices a rise in the proportion of consumption expenditure on cereals, and thereafter, a steady decline reflecting a progressive increase in the relative expenditure on non-cereal or protective foods. About the same time the rising trend in the share of food in total consumption expenditure also begins to decline, raising the proportion of expenditure on non-food consumer goods. Simultaneously one also notices a sharper rise in the proportion of expenditure on consumer durables. Thus, what one sees is an upward movement in consumer demand along the hierarchy of consumer goods which amounts to a major change in consumer behaviour. There are two features of this change to which attention particularly needs to be drawn.
If we examine the price behaviour of food items over the past several years, we find that the prices of protective foods (edible oils, pulses, sugar, meat, fish etc) have been rising more sharply than those of cereals on account of an inadequate supply response to the increase in demand. This is particularly unfortunate because it affects the poorer segments of the population, whose need to increase consumption of protective foods is being thwarted by an excessive rise in prices. In the Approach to the Seventh Plan, importance was given to edible oils, pulses and some of the other protective foods but the overall impression created was that food grains still hold the centre of the stage. Whereas it is important to meet the demand for agricultural inputs to sustain the impetus of food grain production and to reduce the regional imbalance in agriculture development, the thrust of agricultural policy now must be more on increasing availability of protective food at reasonable prices.

As income rises in a poor country like India, the poor people concentrate on increasing their consumption of

Read the following passage carefully and answer the questions given below it. 
In a poor country like India, as income rises people first concentrate on increasing their consumption of what they regard as basic or more essential consumer goods. For the poor, these goods would primarily include cereals and for people at successive levels of higher income protective foods, simple non-food consumer goods, more modern, better quality non-food consumer goods and simple consumer durables, better quality consumer goods, and so on. When the demand for basic and more essential consumer goods is more or less met, demand for the next higher level of consumer goods begins to impinge on consumer decision making and their consumption increases. There is thus a hierarchy of income levels and a hierarchy of consumer goods. As incomes rise and one approaches the turning point referred to, there is an upward movement along the hierarchy in the demand for consumer goods which exhibits itself in a relative increase in the demand for these goods.
If one examines the past consumption behaviour of households in India, one finds confirmation of the proposition just made. Until the mid-seventies one notices a rise in the proportion of consumption expenditure on cereals, and thereafter, a steady decline reflecting a progressive increase in the relative expenditure on non-cereal or protective foods. About the same time the rising trend in the share of food in total consumption expenditure also begins to decline, raising the proportion of expenditure on non-food consumer goods. Simultaneously one also notices a sharper rise in the proportion of expenditure on consumer durables. Thus, what one sees is an upward movement in consumer demand along the hierarchy of consumer goods which amounts to a major change in consumer behaviour. There are two features of this change to which attention particularly needs to be drawn.
If we examine the price behaviour of food items over the past several years, we find that the prices of protective foods (edible oils, pulses, sugar, meat, fish etc) have been rising more sharply than those of cereals on account of an inadequate supply response to the increase in demand. This is particularly unfortunate because it affects the poorer segments of the population, whose need to increase consumption of protective foods is being thwarted by an excessive rise in prices. In the Approach to the Seventh Plan, importance was given to edible oils, pulses and some of the other protective foods but the overall impression created was that food grains still hold the centre of the stage. Whereas it is important to meet the demand for agricultural inputs to sustain the impetus of food grain production and to reduce the regional imbalance in agriculture development, the thrust of agricultural policy now must be more on increasing availability of protective food at reasonable prices.

Whenever there is a decline in the proportion of consumption expenditure on cereals

Read the following passage carefully and answer the questions given below it. 
In a poor country like India, as income rises people first concentrate on increasing their consumption of what they regard as basic or more essential consumer goods. For the poor, these goods would primarily include cereals and for people at successive levels of higher income protective foods, simple non-food consumer goods, more modern, better quality non-food consumer goods and simple consumer durables, better quality consumer goods, and so on. When the demand for basic and more essential consumer goods is more or less met, demand for the next higher level of consumer goods begins to impinge on consumer decision making and their consumption increases. There is thus a hierarchy of income levels and a hierarchy of consumer goods. As incomes rise and one approaches the turning point referred to, there is an upward movement along the hierarchy in the demand for consumer goods which exhibits itself in a relative increase in the demand for these goods.
If one examines the past consumption behaviour of households in India, one finds confirmation of the proposition just made. Until the mid-seventies one notices a rise in the proportion of consumption expenditure on cereals, and thereafter, a steady decline reflecting a progressive increase in the relative expenditure on non-cereal or protective foods. About the same time the rising trend in the share of food in total consumption expenditure also begins to decline, raising the proportion of expenditure on non-food consumer goods. Simultaneously one also notices a sharper rise in the proportion of expenditure on consumer durables. Thus, what one sees is an upward movement in consumer demand along the hierarchy of consumer goods which amounts to a major change in consumer behaviour. There are two features of this change to which attention particularly needs to be drawn.
If we examine the price behaviour of food items over the past several years, we find that the prices of protective foods (edible oils, pulses, sugar, meat, fish etc) have been rising more sharply than those of cereals on account of an inadequate supply response to the increase in demand. This is particularly unfortunate because it affects the poorer segments of the population, whose need to increase consumption of protective foods is being thwarted by an excessive rise in prices. In the Approach to the Seventh Plan, importance was given to edible oils, pulses and some of the other protective foods but the overall impression created was that food grains still hold the centre of the stage. Whereas it is important to meet the demand for agricultural inputs to sustain the impetus of food grain production and to reduce the regional imbalance in agriculture development, the thrust of agricultural policy now must be more on increasing availability of protective food at reasonable prices.

For the poor, the basic consumer goods include items like

Read the following passage carefully and answer the questions given below it. 
In a poor country like India, as income rises people first concentrate on increasing their consumption of what they regard as basic or more essential consumer goods. For the poor, these goods would primarily include cereals and for people at successive levels of higher income protective foods, simple non-food consumer goods, more modern, better quality non-food consumer goods and simple consumer durables, better quality consumer goods, and so on. When the demand for basic and more essential consumer goods is more or less met, demand for the next higher level of consumer goods begins to impinge on consumer decision making and their consumption increases. There is thus a hierarchy of income levels and a hierarchy of consumer goods. As incomes rise and one approaches the turning point referred to, there is an upward movement along the hierarchy in the demand for consumer goods which exhibits itself in a relative increase in the demand for these goods.
If one examines the past consumption behaviour of households in India, one finds confirmation of the proposition just made. Until the mid-seventies one notices a rise in the proportion of consumption expenditure on cereals, and thereafter, a steady decline reflecting a progressive increase in the relative expenditure on non-cereal or protective foods. About the same time the rising trend in the share of food in total consumption expenditure also begins to decline, raising the proportion of expenditure on non-food consumer goods. Simultaneously one also notices a sharper rise in the proportion of expenditure on consumer durables. Thus, what one sees is an upward movement in consumer demand along the hierarchy of consumer goods which amounts to a major change in consumer behaviour. There are two features of this change to which attention particularly needs to be drawn.
If we examine the price behaviour of food items over the past several years, we find that the prices of protective foods (edible oils, pulses, sugar, meat, fish etc) have been rising more sharply than those of cereals on account of an inadequate supply response to the increase in demand. This is particularly unfortunate because it affects the poorer segments of the population, whose need to increase consumption of protective foods is being thwarted by an excessive rise in prices. In the Approach to the Seventh Plan, importance was given to edible oils, pulses and some of the other protective foods but the overall impression created was that food grains still hold the centre of the stage. Whereas it is important to meet the demand for agricultural inputs to sustain the impetus of food grain production and to reduce the regional imbalance in agriculture development, the thrust of agricultural policy now must be more on increasing availability of protective food at reasonable prices.

Prices of protective food have risen because

Read the following passage carefully and answer the questions given below it. 
In a poor country like India, as income rises people first concentrate on increasing their consumption of what they regard as basic or more essential consumer goods. For the poor, these goods would primarily include cereals and for people at successive levels of higher income protective foods, simple non-food consumer goods, more modern, better quality non-food consumer goods and simple consumer durables, better quality consumer goods, and so on. When the demand for basic and more essential consumer goods is more or less met, demand for the next higher level of consumer goods begins to impinge on consumer decision making and their consumption increases. There is thus a hierarchy of income levels and a hierarchy of consumer goods. As incomes rise and one approaches the turning point referred to, there is an upward movement along the hierarchy in the demand for consumer goods which exhibits itself in a relative increase in the demand for these goods.
If one examines the past consumption behaviour of households in India, one finds confirmation of the proposition just made. Until the mid-seventies one notices a rise in the proportion of consumption expenditure on cereals, and thereafter, a steady decline reflecting a progressive increase in the relative expenditure on non-cereal or protective foods. About the same time the rising trend in the share of food in total consumption expenditure also begins to decline, raising the proportion of expenditure on non-food consumer goods. Simultaneously one also notices a sharper rise in the proportion of expenditure on consumer durables. Thus, what one sees is an upward movement in consumer demand along the hierarchy of consumer goods which amounts to a major change in consumer behaviour. There are two features of this change to which attention particularly needs to be drawn.
If we examine the price behaviour of food items over the past several years, we find that the prices of protective foods (edible oils, pulses, sugar, meat, fish etc) have been rising more sharply than those of cereals on account of an inadequate supply response to the increase in demand. This is particularly unfortunate because it affects the poorer segments of the population, whose need to increase consumption of protective foods is being thwarted by an excessive rise in prices. In the Approach to the Seventh Plan, importance was given to edible oils, pulses and some of the other protective foods but the overall impression created was that food grains still hold the centre of the stage. Whereas it is important to meet the demand for agricultural inputs to sustain the impetus of food grain production and to reduce the regional imbalance in agriculture development, the thrust of agricultural policy now must be more on increasing availability of protective food at reasonable prices.

In the approach to the seventh plan, the overall impression was that priority should be given to

Five statements are given below, labeled (A), (B), (C), (D) and (E). Among these, four statements are in logical order and form a coherent paragraph. From the given options, choose the option that does not fit into the theme of the paragraph.

Five statements are given below, labeled (A), (B), (C), (D) and (E). Among these, four statements are in logical order and form a coherent paragraph. From the given options, choose the option that does not fit into the theme of the paragraph.

Five statements are given below, labeled (A), (B), (C), (D) and (E). Among these, four statements are in logical order and form a coherent paragraph. From the given options, choose the option that does not fit into the theme of the paragraph.

In the question given below, there are four sentences. Choose the sentence which is grammatically correct as your answer. If all the given sentences are grammatically incorrect or require correction in all the sentences, choose (E) i.e. “All are incorrect” as your answer.

In the question given below, there are four sentences. Choose the sentence which is grammatically correct as your answer. If all the given sentences are grammatically incorrect or require correction in all the sentences, choose (E) i.e. “All are incorrect” as your answer.

In the question given below, there are four sentences. Choose the sentence which is grammatically correct as your answer. If all the given sentences are grammatically incorrect or require correction in all the sentences, choose (E) i.e. “All are incorrect” as your answer.

In the question given below, there are four sentences. Choose the sentence which is grammatically correct as your answer. If all the given sentences are grammatically incorrect or require correction in all the sentences, choose (E) i.e. “All are incorrect” as your answer.

In the question given below, there are four sentences. Choose the sentence which is grammatically correct as your answer. If all the given sentences are grammatically incorrect or require correction in all the sentences, choose (E) i.e. “All are incorrect” as your answer.