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Patni MAT Interview Questions
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where do you see yourself 5 years from today.

1681

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Patni MAT Interview Questions


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i have install 750 kva distribution transformer at my site and want to do neutral earthing. what calculations should i follow to determine earthing conductor material and size?

1542


How do you flush std cout?

541


Is scala good for machine learning?

1


What are queues in salesforce?

175


What is impala data types?

33






What is hal dll windows xp?

448


the process of defining something in terms of itself is called (or) in C it is possible for the functions to call themselves. A function called a) nested function b) void function c) recursive function d) indifinite function

727


What is waiver?

598


Traverse the given tree using Inorder, Preorder and Postorder traversals. Inorder : D H B E A F C I G J Preorder: A B D H E C F G I J Postorder: H D E B F I J G C A

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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?

1741


Why are meta tags important?

446


Is there hashmap in c#?

434


What is a bookmark in word?

291


what is ECB?

1744


what type of raid setup would you put your tx logs?

503