Cloze Test PO7-114,121

The traditional method of managing cre dit risk is (11) diversification. Although (12) credit risk through diversification is effective, institutions are often constrained by (13) of diversification (14) on account of limited area of (15). During the last few years, managing credit risk through selling assets by way of securitization has (16) in popularity. The market for securitized assets has grown (17) in the last few years and is expected to grow further in the (18) years. This mode of credit risk mitigation is most (19) to loans with standardized payment schedule and similar credit risk characteristics such as housing loans, auto loans, credit card receivables, etc. Further, shedding loans through securitization might (20) client relationship. In this context, credit derivatives provide a new technique for managing credit risk

The skin’s worst enemy is the sun. If you avoid 21 you can 22 to prolog the young and 23 skin. The sun 24 deprive the skin of 25 hastening the appearance of 26 line and wrinkles that 27 is all about. It is 28 responsible for many skin 29 likepigmentation, discoloration, freckles and 30 skin cancer. So, protect the skin with a sunscreen and moisturize it daily

Big ideas come from tackling — 13— problems. When one is confronted with an overwhelming task, it’s pieces. Business jargon is full of phrases about that, like “pilot projects” and “low-hanging fruit.” They have their place, but in the repertory of management —14—, they should share their place with bold approaches to big challenges. Much of today’s most valuable management knowledge came from wrestling with such issues. The most complicated workplace in the middle of the last century was the automobile assembly plant. Drawn to its complexity where Peter F. Drucker, W. Edwards Deming, and Taiichi Ohno, among others. The work they and their disciples did, applied in industry after industry, is the basis of the best that we know about operations, managing people, innovation, organizational design, and much more. The most complex workplaces are tertiary care hospitals. These vast —15— employ tens of th ousands of people who, under one roof, do everything from neurosurgery to laundry. Each patient - that is to say, each “job” — calls on a different set of people with a different constellation of —-16— ; even when the two patients have the same diagnosis, success may be —17-differently. This is complexity of an order of magnitude greater than automobile assembly, and anyone who -18— hospitalized knows that management has thus far been unequal to the scope of task. The workers, managers, consultants, and scholars —19— crack this nut will reshape industries and institutions just as —20— as Drucker, Deming, and Ohno did. Small

Big ideas come from tackling — 13— problems. When one is confronted with an overwhelming task, it’s pieces. Business jargon is full of phrases about that, like “pilot projects” and “low-hanging fruit.” They have their place, but in the repertory of management —14—, they should share their place with bold approaches to big challenges. Much of today’s most valuable management knowledge came from wrestling with such issues. The most complicated workplace in the middle of the last century was the automobile assembly plant. Drawn to its complexity where Peter F. Drucker, W. Edwards Deming, and Taiichi Ohno, among others. The work they and their disciples did, applied in industry after industry, is the basis of the best that we know about operations, managing people, innovation, organizational design, and much more. The most complex workplaces are tertiary care hospitals. These vast —15— employ tens of th ousands of people who, under one roof, do everything from neurosurgery to laundry. Each patient - that is to say, each “job” — calls on a different set of people with a different constellation of —-16— ; even when the two patients have the same diagnosis, success may be —17-differently. This is complexity of an order of magnitude greater than automobile assembly, and anyone who -18— hospitalized knows that management has thus far been unequal to the scope of task. The workers, managers, consultants, and scholars —19— crack this nut will reshape industries and institutions just as —20— as Drucker, Deming, and Ohno did.

Big ideas come from tackling — 13— problems. When one is confronted with an overwhelming task, it’s pieces. Business jargon is full of phrases about that, like “pilot projects” and “low-hanging fruit.” They have their place, but in the repertory of management —14—, they should share their place with bold approaches to big challenges. Much of today’s most valuable management knowledge came from wrestling with such issues. The most complicated workplace in the middle of the last century was the automobile assembly plant. Drawn to its complexity where Peter F. Drucker, W. Edwards Deming, and Taiichi Ohno, among others. The work they and their disciples did, applied in industry after industry, is the basis of the best that we know about operations, managing people, innovation, organizational design, and much more. The most complex workplaces are tertiary care hospitals. These vast —15— employ tens of th ousands of people who, under one roof, do everything from neurosurgery to laundry. Each patient - that is to say, each “job” — calls on a different set of people with a different constellation of —-16— ; even when the two patients have the same diagnosis, success may be —17-differently. This is complexity of an order of magnitude greater than automobile assembly, and anyone who -18— hospitalized knows that management has thus far been unequal to the scope of task. The workers, managers, consultants, and scholars —19— crack this nut will reshape industries and institutions just as —20— as Drucker, Deming, and Ohno did.

Big ideas come from tackling — 13— problems. When one is confronted with an overwhelming task, it’s pieces. Business jargon is full of phrases about that, like “pilot projects” and “low-hanging fruit.” They have their place, but in the repertory of management —14—, they should share their place with bold approaches to big challenges. Much of today’s most valuable management knowledge came from wrestling with such issues. The most complicated workplace in the middle of the last century was the automobile assembly plant. Drawn to its complexity where Peter F. Drucker, W. Edwards Deming, and Taiichi Ohno, among others. The work they and their disciples did, applied in industry after industry, is the basis of the best that we know about operations, managing people, innovation, organizational design, and much more. The most complex workplaces are tertiary care hospitals. These vast —15— employ tens of th ousands of people who, under one roof, do everything from neurosurgery to laundry. Each patient - that is to say, each “job” — calls on a different set of people with a different constellation of —-16— ; even when the two patients have the same diagnosis, success may be —17-differently. This is complexity of an order of magnitude greater than automobile assembly, and anyone who -18— hospitalized knows that management has thus far been unequal to the scope of task. The workers, managers, consultants, and scholars —19— crack this nut will reshape industries and institutions just as —20— as Drucker, Deming, and Ohno did

Big ideas come from tackling — 13— problems. When one is confronted with an overwhelming task, it’s pieces. Business jargon is full of phrases about that, like “pilot projects” and “low-hanging fruit.” They have their place, but in the repertory of management —14—, they should share their place with bold approaches to big challenges. Much of today’s most valuable management knowledge came from wrestling with such issues. The most complicated workplace in the middle of the last century was the automobile assembly plant. Drawn to its complexity where Peter F. Drucker, W. Edwards Deming, and Taiichi Ohno, among others. The work they and their disciples did, applied in industry after industry, is the basis of the best that we know about operations, managing people, innovation, organizational design, and much more. The most complex workplaces are tertiary care hospitals. These vast —15— employ tens of th ousands of people who, under one roof, do everything from neurosurgery to laundry. Each patient - that is to say, each “job” — calls on a different set of people with a different constellation of —-16— ; even when the two patients have the same diagnosis, success may be —17-differently. This is complexity of an order of magnitude greater than automobile assembly, and anyone who -18— hospitalized knows that management has thus far been unequal to the scope of task. The workers, managers, consultants, and scholars —19— crack this nut will reshape industries and institutions just as —20— as Drucker, Deming, and Ohno did.