Hai sd gurus can u tell me what are the roles and responsiblys in support projet as a sd consultant .thanks in advance

2257

Explain the order of precedence for logical operators.

892

How can the management breakup the salary of employee(if salary Rs.10000/-) which % they calculate the Basic,T.A,D.A,H.RA.and e.t.c.

2092

What do we mean by Redemption of shares and debentures?

2299

Explain the difference between php4 and php5.

962

What is the most basic characteristic of supercritical boilers?

1171

Tell the purpose of Bloom Filter in Cassandra?

209

What do you understand by user-defined function in the sql server?

924

Where are sql server user names and passwords stored in sql server?

1041

What is 1d array in c?

1053

Explain value categories

947

Tell me which protocol can be applied when you want to transfer files between different platforms, such between unix systems and windows servers?

1066

How to resolve if Diesel generator stop while running ?

3069

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?

2181

What is default schema in mysql?

901