We invite you to test your GMAT knowledge for a chance to win! The second week of every month, we will post a new Challenge Problem for you to attempt. If you submit the correct answer, you will be entered into that month’s drawing for free Manhattan GMAT prep materials. Tell your friends to get out their scrap paper and start solving!

Here is this month’s problem:

If p, q, and r are different positive integers such that p + q + r = 6, what is the value of x ?

(1) The average of x^p and x^q is x^r.

(2) The average of x^p and x^r is not x^q.

Read more

Below is an excerpt from Andrew Yang‘s new book, Smart People Should Build Things: How to Restore Our Culture of Achievement, Build a Path for Entrepreneurs, and Create New Jobs in America, which comes out in February 2014. Andrew was named Managing Director of Manhattan GMAT in 2006, Chief Executive Officer in 2007, and President in 2010. He left Manhattan GMAT in 2010 to start Venture for America, where he now serves as Founder and CEO. 

The Prestige Pathways Part II.  

You could ask, so what if our talented young people all march off to become lawyers, doctors, bankers, and consultants? Isn’t that what smart people are supposed to do?

There are a few problems with this stance. First, the degree to which the recruitment infrastructure exists is a relatively recent phenomenon. Bain and Company, a premier management consulting firm, wasn’t founded until 1973—now it employs over 5,000 talented people and recruits hundreds per year. The financial services industry has mushroomed in size, with Wall Street firms employing 191,800 at their peak in 2008, up from only 65,300 in 1975. The growth in professional services has given rise to an accompanying set of recruitment pipelines only in the past several decades.

Yet the allocation of talent is a zero-sum game. If the academically gifted are funneled in higher numbers toward finance and consulting, then lesser numbers are going into other areas, such as the operation of companies, startups, and early-stage enterprises. In the United States, companies with fewer than 500 employees account for almost two-thirds of net new jobs and generate thirteen times more new patents per employee than do large firms. If the US economy had generated as many startups each year for 2009–12 as it had in 2007, the country would have produced almost 2.5 million new jobs by 2013. If we’re interested in spurring long-term job growth, we want as much talent as possible heading to new firms so that more of them can succeed, expand, and hire more people.
Read more

We invite you to test your GMAT knowledge for a chance to win! Each week, we will post a new Challenge Problem for you to attempt. If you submit the correct answer, you will be entered into that week’s drawing for a free Manhattan GMAT Prep item. Tell your friends to get out their scrap paper and start solving!

Here is this week’s problem:

A pharmacy must purchase a set of n metal weights, each weighing an integer number of grams, such that all integer weights from 1 to 300 grams (inclusive) can be made with a combination of one or more of the weights. What is the minimum number of metal weights that the pharmacy must purchase?

Read more

Below is an excerpt from Andrew Yang‘s new book, Smart People Should Build Things: How to Restore Our Culture of Achievement, Build a Path for Entrepreneurs, and Create New Jobs in America, which comes out in February 2014. Andrew was named Managing Director of Manhattan GMAT in 2006, Chief Executive Officer in 2007, and President in 2010. He left Manhattan GMAT in 2010 to start Venture for America, where he now serves as Founder and CEO. 

The Prestige Pathways.  

Let’s imagine a very large company. It is a leader in its industry and much admired by its peers. It invests a tremendous amount of money—literally billions of dollars a year—in identifying, screening, and training its many employees. Those employees who are considered to have high potential are sent to special training programs at substantial additional cost. Happily, these top training programs are considered to be among the best in the world. After these employees complete their training, the company encourages them to choose for themselves the division in which they’d like to work. Employee preferences are deemed to be the most efficient way of deciding who works where.

This seems like a good system, and it works well for a long time. However, perhaps predictably, many of its most highly rated employees eventually become drawn to the finance and legal divisions because these divisions have very effective recruitment arms, are more visible, pay better, and are thought of as providing a more intellectual level of work.  Over time, proportionally fewer of the top recruits go toward the management of the company or the company’s operations.  The company’s basic training division is considered a backwater, with low pay and low recognition. And only a relative handful of employees go toward research and development or the launching of any new products.

Take a second to think about the company described above. What do you think will happen to this company as time passes? And if you think that it’s not set on a path to success, what would you do to fix it? This company reflects, in essence, the economy of the United States of America.

If you are a smart college student and you want to become a lawyer and go to law school, what you must do has been well established. You must go to a good school, get good grades (already accomplished, for many), and take the LSAT (a four-hour skill test). There is no anxiety in divining the requirements, as they are clearly spelled out. Most undergrads, even those with little interest in law school, know what it takes to get in. The path location costs are low.

The same is true if you want to become a doctor. Becoming a doctor is hard, right? Sort of. It is arduous and time-consuming, but it is not hard if you have certain academic abilities. You must take a battery of college courses (organic chemistry being the most infamous and rigorous of them) and do well, study for the MCAT (an eight-hour exam), and spend a summer or even a year caddying for a reseNavigator, doctor, or hospital. These are time-consuming hoop-jumping tasks, to be sure, but anyone with a very high level of academic aptitude can complete them.

If you attend an Ivy League university or similar national institution, legions of suit-wearing representatives from the big-name investment banks and consulting firms will show up at your campus and conduct first-round interviews to fill their ranks each year, even in a down period (as with the recent years following the financial crisis). They will spend millions of dollars enlisting interns and educating the market annually. Most freshmen have no idea what management consulting is, yet seniors can rattle off the distinctions of different firms with little difficulty. All undergraduates have friends in the classes above them who have gone through this process and gained analyst or associate positions at major investment banks and consulting firms.
Read more

We invite you to test your GMAT knowledge for a chance to win! Each week, we will post a new Challenge Problem for you to attempt. If you submit the correct answer, you will be entered into that week’s drawing for a free Manhattan GMAT Prep item. Tell your friends to get out their scrap paper and start solving!

Here is this week’s problem:

A set of n identical triangles with angle x° and two sides of length 1 is assembled to make a parallelogram (if n is even) or a trapezoid (if n is odd), as shown. Is the perimeter of the parallelogram or trapezoid less than 10?

Read more

We’ve invited mbaMission: MBA Admissions Consulting to share their Business School Charts of the Week. Here is their Chart for November 2013 Social Currency Ranking. 

Rankings come in all shapes and sizes, but can any ranking truly capture social cachet? For a different perspective on the value of an MBA, we turn to the New York Times society pages, where the editors select and profile promising couples. Each month, we dedicate one B-School Chart of the Week to tallying how alumni from top-ranked business schools are advancing their social currency ranking.

Colder weather and holiday travel seem to have brought about a lull in the New York Times wedding announcements for November. Still, of the 124 total announcements last month, 19 included a business school mention.

Several weddings featured MBA students specifically. For example, Nicholas Tangney, who is a managing director for Lorentzen & Stemoco and is studying for his MBA at New York University’s Stern School of Business, was married to Samantha Lee, a vice president and account manager for consumer products clients at DeVries Global. Similarly,Tracy Massel, a student at Harvard Business School, married Steven Melzer, the director of finance and operations strategy at Expeditionary Learning. Morgan Fauth, a first year at Georgetown’s McDonough School of Business who married research analyst Kevin Patrick Coleman, Jr., was also featured among the wedding announcements.
Read more

Here are the free GMAT events we’re holding this week. All times are local unless otherwise specified.

12/15/13– Online – Essay Writing Workshop presented by mbaMission-  8:00AM- 9:30PM (EST)

12/15/13- Online- Free Trial Class- 7:00AM- 10:00AM (EST)

12/16/13-New York, NY-MBA Admissions Myths Destroyed presented by mbaMission– 7:30PM- 9:00PM

12/19/13–  Online – MBA Admissions Myths Destroyed presented by mbaMission– 12:00PM- 1:30PM (EST)

Looking for more free events? Check out our Free Events Listings Page.

We invite you to test your GMAT knowledge for a chance to win! Each week, we will post a new Challenge Problem for you to attempt. If you submit the correct answer, you will be entered into that week’s drawing for a free Manhattan GMAT Prep item. Tell your friends to get out their scrap paper and start solving!

Here is this week’s problem:

Can you find the most efficient way to solve this problem?

Gita, Hussain, Inge, Jeong, Karen, and Leila are seated in a row of six chairs. How many seating arrangements are possible if Gita cannot sit next to Inge and Jeong must sit next to Leila?

Read more

Here are the free GMAT events we’re holding this week. All times are local unless otherwise specified.

Remember, our Black Friday GMAT special ends on December 15th. Receive $150 off all December GMAT courses will the code BLACKFRIDAY150.

12/8/13– Online – Free Trial Class-  7:00AM- 10:30AM (EST)

12/8/13- Washington, DC- Free Trial Class– 10:30PM- 1:30PM

12/8/13-New York, NY- Free Trial Class– 5:30PM- 8:30PM

12/8/13–  Irvine, CA- Free Trial Class– 5:30PM- 8:30PM

12/8/13– San Francisco, CA- Free Trial Class – 2:00PM- 5:00PM

12/8/13– Santa Monica, CA- Free Trial Class– 10:00AM- 1:00PM

12/8/13– San Diego, CA – Free Trial Class-  11:00AM- 2:00PM

12/8/13– London-Free Trial Class- 10:00AM- 1:00PM

12/8/13– Online- Free Trial Class– 8:30AM- 11:30PM (EST)

12/8/13- Boston, MA- Free Trial Class– 5:30PM- 8:30PM

12/8/13-Toronto, ON-  Free Trial Class– 2:00PM- 5:00PM

12/9/13 –  Bellaire, TX- Free Trial Class– 6:30PM- 9:30PM

12/10/13– Online- The Last-Minute MBA Application presented by mbaMission – 3:00PM- 4:30PM (EST)

12/10/13– Santa Clara, CA- Free Trial Class– 6:30AM- 9:30PM

12/10/13– Online – Free Trial Class-  3:00PM- 6:00PM (EST)

12/11/13– Philadelphia, PA-Free Trial Class- 6:30PM- 9:30PM

12/14/13– Online- Free Trial Class- 2:30PM- 5:30PM

Looking for more free events? Check out our Free Events Listings Page.

We are very excited to announce that our new book, The Official Guide Companion for Sentence Correction, will hit bookshelve today, December 3^rd!

What is the OGSC (for short)?

It’s one of the best GMAT study guides you could have (if we do say so ourselves)!

Here’s the deal: nearly everyone studies from The Official Guide for GMATÒ Review, 13^th Edition (or OG13). This book contains about 900 real GMAT questions that appeared on the exam in the past. OG13 does contain explanations, but those explanations are “textbook” explanations: reading them is like reading a grammar book. The answers are completely accurate but a bit hard to follow if you’re not a grammar teacher (and some of them are hard to follow even when you are a grammar teacher… ahem).

So we decided to remedy that problem by writing our own explanations for every single one of the 159 Sentence Correction problems contained in OG13. We’ll tell you the SC Process for getting through any SC question efficiently and effectively. We’ll also discuss how to eliminate each wrong answer in terms that are easy for students (not just teachers) to understand. The book includes an extra section on sentence structure and a glossary of common grammar terms. Finally, you’ll gain access to our online GMAT Navigator program which lets you track your OG work, time yourself, and view your performance data so that you can better determine your strengths and weaknesses.

Who should use the OGSC?

Are you struggling to improve your SC performance? Do you love studying official problems but hate trying to decipher the sometimes-mystifying official explanations? Do you want to throw your OG13 across the room when you read yet another explanation that says an answer choice is “wordy” or “awkward”?

If something is “awkward,” there is a real reason why—and we explain that specific reason to you so that you can start to pick out similar faulty constructions on other problems in future. (Did you know that, most of the time, “wordy” and “awkward” are code words for an ambiguous or illogical meaning? The OGSC will help you learn how to decipher these for yourself!)

How can I get the most out of the OGSC?

First, read the introduction chapter, where you’ll learn all about how to work through an SC problem in an efficient manner.

Next, if you have already started studying Sentence Correction problems from the OG, begin with the problems that you’ve tried recently. Try to articulate to yourself why each of the four wrong answers is wrong. Try to find all of the errors in each answer (though, on the real test, just one error is enough to eliminate an answer!).

Note: You don’t need to use grammar terminology when you’re trying to articulate why something’s wrong, but do try to go beyond “this one sounds bad.” That’s a good starting point but which part, specifically, sounds bad? What sounds so bad about that part?

Then, check yourself against the explanations. If you didn’t spot a particular error, go back to the problem and ask yourself what clues (in the form of differences in the answer choices) will alert you the next time this particular topic is being tested. If you didn’t know how to handle the issue but now understand from the explanation, make yourself a flashcard to help you remember whatever that is for future. If the explanation seems like Greek to you, then maybe this particular issue is too hard and your take-away is to skip something like this in future and make a guess!

When you’re ready to try new OG problems, make sure to do them under timed conditions (try to average about 1 minute 20 seconds on SC). When you’re done, check the answer. If you guessed, go ahead straight to the explanation. If you got it right, try to articulate why each incorrect answer is wrong, then check the explanation. If you got it wrong, look at the problem again to see whether you might have made a careless mistake. Then go to the explanation.

Where can I get the OGSC?

You can find The Official Guide Companion for Sentence Correction on our website starting today!

Let us know what you think in the Comments section below. Good luck and happy studying!