Define what is cucumber dry run?

435

Where is spring framework used?

381

A 400 V, 50 Hz, Δ connected synchronous generator has a field reactance of 0.1 Ω and armature resistance of 0.015 Ω. At full load, the machine supplies 1200 A at 0.8 pf lagging. Under full-load conditions, the friction and windage losses are 40 KW and the core losses are 30 KW. What is the machine’s overall efficiency? Ignore any field circuit losses.

1817

Do you know what are the main attributes of a component interface?

879

How can one distinguish between different kinds of parameters? : abap modularization

1044

explain the business flow of an implementation project?

1052

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?

2160

Name some reserved queue names of ibm websphere mq?

815

How does rupee strengthen when the Reserve Bank of India sells dollars in the market?

1034

What is autoproxy in spring?

402

How do I insert a list of figures in word?

615

What makes blackberry 10 more user-friendly?

801

How do I setup outlook in 2019?

3

What is the difference between Type 1 and Type 2 errors?

136

What is dbms pdf?

1015