The first shuttle to go in space ?->(Show Answer!)

1. The first shuttle to go in space

Answer: Columbia

Reply

Comments

Tags

Show Similar Question And Answers

QA->Name the Chinese space shuttle in which Yang Liwei; its first space traveller travelled?....

QA->The first shuttle to go in space....

QA->Which is the first Asian country to launch a space shuttle?....

QA->TheIndia’s first reusable space shuttle, which has been successfully launched fromSriharikota....

QA->Canada"s first space tourist and also the world"s first Space Clown who returned from International Space station on October 11, 2009?....

MCQ->In this question, a column and a statement followed. Read the paragraph carefully and decide on the basis of that column.Moscow officials said that a pair of Russian astronauts cut out the material samples around a spy hole in a Soyuz spacecraft stationed at the International Space Station on Tuesday using knives and chin knives. It was discovered in August, after the last trip of the spacecraft, that the 2-meter pipe airbag on the Soyuz spacecraft was parked at international space. The Rascassasmos Space Agency said that the small but dangerous hole had been found on Earth or in the outer space was to cut the enclosed glue material, to analyze the model of the material and to pull it into a new tapper in that area.Senior astronauts fought and ultimately succeeded in their pursuit. Before this astronaut walk, the spacecraft could only examine the hole within the spacecraft. Unlike the International Space Station, the Soyce shuttle was not designed to repair and hold the spacecraft in the outer space, but did not have any of the handles to hold. The claim was that astronauts had cut the glue around the hole, but failed to collect the sample to analyze Arkal.Select the correct answer from the following A - The claim is entirely correct B - the claim may be correct C - can not determine the claim D - The claim is completely false....

MCQ->If bat is racket, racket is football, football is shuttle, shuttle is ludo, ludo is cafrom, what is cricket played with...

MCQ->Read the following statements about address space in microprocessors An address space is a set of all possible addresses which can be generated by a microprocessor.Each address in the address space allows a designer to provide at least one memory or I/O location in the system.Two types of address spaces are memory and I/O address space.Some micro processors have only one type of address space. Which of the above are correct?...

MCQ-> Read the following passage carefully and answer the questions given below it. Certain words/phrases have been printed in bold to help you locate them while answering some of the questions. The wisdom of learning from failure is incontrovertible. Yet organisations that do it well are extraordinarily rare. This gap is not due to a lack of commitment to learning. Managers in the vast majority of enterprises that I have studied over the past 20 years —pharmaceutical. financial services, product design, telecommunications, and construction companies: hospitals; and NASA’s space shuttle program, among others— genuinely wanted to help their organisations learn from failures to improve future performance. In some cases they and their teams had devoted many hours to afteraction reviews, postmortems, and the like. But time after time I saw that these painstaking efforts led to no real change. The reason: Those managers were thinking about failure the wrong way. Most executives I’ve talked to believe that failure is bad (of course!). They also believe that learning from it is pretty straightforward: Ask people to reflect on what they did wrong and exhort them to avoid similar mistakes in the future—or, better yet, assign a team to review and write a report on what happened and then distribute it throughout the organisation. These widely held beliefs are misguided. First, failure is not always bad. In organisational life it is sometimes bad, sometimes inevitable, and sometimes even good. Second, learning from organisational failures is anything but straightforward. The attitudes and activities required to effectively detect and analyze failures are in short supply in most companies, and the need for context-specific learning strategies is underappreciated. Or – ganisations need new and better ways to go beyond lessons that are superficial (“Procedures weren’t followed”) or self-serving (“The market just wasn’t ready for our great new product”). That means jettisoning old cultural beliefs and stereotypical notions of success and embracing failure’s lessons. Leaders can begin by understanding how the blame game gets in the way. The Blame Game Failure and fault are virtually inseparable in most households. organisations, and cultures. Every child learns at some point that admitting failure means taking the blame. That is why so few organisations have shifted to a culture of psychological safety in which the rewards of learning from failure can be fully realised. Executives I’ve interviewed in organisations as different as hospitals and investment banks admit to being torn: How can they respond constructively to failures without giving rise to an anything-goes attitude? If people aren’t blamed for failures, what will ensure that they try as hard as possible to do their best work? This concern is based on a false dichotomy. In actuality, a culture that makes it safe to admit and report on failure can—and in some organisational contexts must–coexist with high standards for performance. To understand why, look at the exhibit “A Spectrum of Reasons for Failure,” which lists causes ranging from deliberate deviation to thoughtful experimentation. Which of these causes involve blameworthy actions? Deliberate deviance, first on the list, obviously warrants blame. But inattention might not. If it results from a lack of effort, perhaps it’s blameworthy. But if it results from fatigue near the end of an overly long shift, the manager who assigned the shift is more at fault than the employee. As we go down the list, it gets more and more difficult to find blameworthy acts. In fact, a failure resulting from thoughtful experimentation that generates valuable information may actually be praiseworthy. When I ask executives to consider this spectrum and then to estimate how many of the failures in their organisations are truly blameworthy, their answers are usually in single digits—perhaps 2% to 5%. But when I ask how many are treated as blameworthy, they say (after a pause or a laugh) 70% to 90%. The unfortunate consequence is that many failures go unreported and their lessons are lost. Question : sophisticated understanding of failure’s causes and contexts will help to avoid the blame game and institute an effective strategy for learning from failure. Although an infinite number of things can go wrong in organisations, mistakes fall into three broad categories: preventable, complexity-related, and intelligent.Which of the following statement (s) is/are true in the context of the given passage ? I. Most executives believe that failure is bad and learning from it is pretty straightforward. II. The wisdom of learning from failure is disputable. III. Deliberate deviance, first on the list of the exhibit, “A Spectrum of Reasons for Failure” obviously warrants blame....

MCQ->Pick out thể one word for - a secret arrangement...