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ABC Interview Questions
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What is Copy Constructor?

5 15723

What are the design patterns and How can they make life easier for software development ?

1 4712

What is the abbreviation of SMILE

12 26238

Explain the singleton, facade, or handle class design pattern?

2 6086

what is the difference between CMM and CMMI?

4 55089





How to eliminate duplicates from an array?

6 19193

What is isotopic tracer technique?

4 22118

working of a diesel generator.

34 159308

What is RONA?

7 12827

What is the difference between serialization and deserialization?

3 13681

What is singleton class?

16 60415

what are the way a client can be tracked?

3 6634

How values can be passed from HTML page to servlet?

7 11614

What was your last employer?s opinion of you?

1 11477

HOW DESIGN SSTL2 FOR I/O CELLS?

2116

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Un-Answered Questions

What is w3c recommendation?

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How to crop an image in photoshop?

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Difference between mapreduce and spark

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What is the difference between gnu and linux?

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There is a program which inserts and deletes node in a sorted singly linked list. There is a bug in one of the modules, how would you debug it?

524






What is responsive theme?

39


What is api php in laravel?

185


What is the difference between rootscope and scope?

210


Is hibernate free?

19


What is the use of sed command in unix?

244


How can we find that module can be called – whether DYNAMICALLY or STATICALLY?

280


I have a doubt in tally,if a customer purchase our product on cash or sometimes credit,under which head i need to make the customer ledger.?

913


What are the validations in laravel?

187


6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study ) Sidney Greenburg was appointed the position of the director of marketing for a small electronics component manufacturer. The company had its revenues growing at the rate of 20% each year and in 1982, they were at 30 million level The president felt that the growth of the company required serious planning efforts to determining strategies product emphasis and new product development. Mr. Greenburg realising the need to develop the marketing plan developed a suggested format to obtain inputs from his regional sales managers. The format to obtain divided into two parts (a) territory brief for established status of sales activities and (b) territory plan asked for identification of key goals, strategy & resources required to accomplish stated goals. Sales forecast by products was requested for 3 plan Yrs. Tom Rosenfield was the marketing manager for Europe He was previously in the engineering department & was assigned to Europe because of his technical& Foreign language capabilities. He replied to Mr.Greenburg as follows: “While I will complete the forms on the country brief& country plan promptly I have some conceptual problems with them time& time again we have been requested for projected figures I remember putting together a presentation for the Executive Vice-President (VP) & Treasurer last year. Great we educated those guys but what are the results of such formality? The projections have not yielded specific results, resources are used at a minimal level & we are not generating needed sales. So it is my contention that while goals projections& forecasts provide immeasurable guidance for a company with stable sales & developed product lines, for us a fledglings (young) industry, they distract from the job at hand. My plan has always been to hit the market- as hard I am able & I believe this should hold true for all other regional managers. We have large amounts of resources held up in ineffective’ marketing planning efforts such as these need to redirect these efforts to self rather than compile data. We need more people beating the pavement (action) rater than sitting on their desks developing plans& strategies (contemplation) Sell, sell, sell. Get the backing as big as possible. Planning is wasteful. Let us concentrate on aggressive sales & optimize sales volume at any cost. A. What has Mr.Greenburg not done to accomplish his planning tasks? B. Is Mr.Rosenfield right in making his comments in response to Mr. Greenburg’s request? C. Is Mr. Rosenfleld performing his management function. D. What would you do if you were Mr.Rosenfleld’s boss?

1426


A member of the scrum team does not want to participate in the sprint planning meetings and considers meeting as a waste of time. How do you deal with that kind of attitude?

1