What type of a software is an operating system? ?->(Show Answer!)

1. What type of a software is an operating system?

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MCQ-> Read the following discussion/passage and provide an appropriate answer for the questions that follow. Of the several features of the Toyota Production System that have been widely studied, most important is the mode of governance of the shop - floor at Toyota. Work and inter - relations between workers are highly scripted in extremely detailed ‘operating procedures’ that have to be followed rigidly, without any deviation at Toyota. Despite such rule - bound rigidity, however, Toyota does not become a ‘command - control system’. It is able to retain the character of a learning organizationIn fact, many observers characterize it as a community of scientists carrying out several small experiments simultaneously. The design of the operating procedure is the key. Every principal must find an expression in the operating procedure – that is how it has an effect in the domain of action. Workers on the shop - floor, often in teams, design the ‘operating procedure’ jointly with the supervisor through a series of hypothesis that are proposed and validated or refuted through experiments in action. The rigid and detailed ‘operating procedure’ specification throws up problems of the very minute kind; while its resolution leads to a reframing of the procedure and specifications. This inter - temporal change (or flexibility) of the specification (or operating procedure) is done at the lowest level of the organization; i.e. closest to the site of action. One implication of this arrangement is that system design can no longer be rationally optimal and standardized across the organization. It is quite common to find different work norms in contiguous assembly lines, because each might have faced a different set of problems and devised different counter - measures to tackle it. Design of the coordinating process that essentially imposes the discipline that is required in large - scale complex manufacturing systems is therefore customized to variations in man - machine context of the site of action. It evolves through numerous points of negotiation throughout the organization. It implies then that the higher levels of the hierarchy do not exercise the power of the fiat in setting work rules, for such work rules are no longer a standard set across the whole organization. It might be interesting to go through the basic Toyota philosophy that underlines its system designing practices. The notion of the ideal production system in Toyota embraces the following -‘the ability to deliver just - in - time (or on demand) a customer order in the exact specification demanded, in a batch size of one (and hence an infinite proliferation of variants, models and specifications), defect - free, without wastage of material, labour, energy or motion in a safe and (physically and emotionally) fulfilling production environment’. It did not embrace the concept of a standardized product that can be cheap by giving up variations. Preserving consumption variety was seen, in fact, as one mode of serving society. It is interesting to note that the articulation of the Toyota philosophy was made around roughly the same time that the Fordist system was establishing itself in the US automotive industry. What can be best defended as the asset which Toyota model of production leverages to give the vast range of models in a defect - free fashion?
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MCQ-> It’s taken me 60 years, but I had an epiphany recently: Everything, without exception, requires additional energy and order to maintain itself. I knew this in the abstract as the famous second law of thermodynamics, which states that everything is falling apart slowly. This realization is not just the lament of a person getting older. Long ago I learnt that even the most inanimate things we know of ―stone, iron columns, copper pipes, gravel roads, a piece of paper ―won’t last very long without attention and fixing and the loan of additional order. Existence, it seems, is chiefly maintenance.What has surprised me recently is how unstable even the intangible is. Keeping a website or a software program afloat is like keeping a yacht afloat It is a black hole for attention. I can understand why a mechanical device like a pump would break down after a while ―moisture rusts metal, or the air oxidizes membranes, or lubricants evaporate, all of which require repair. But I wasn’t thinking that the nonmaterial world of bits would also degrade. What’s to break? Apparently everything.Brand-new computers will ossify. Apps weaken with use. Code corrodes. Fresh software just released will immediately begin to fray. On their own ―nothing you did. The more complex the gear, the more (not less) attention it will require. The natural inclination toward change is inescapable, even for the most abstract entities we know of: bits.And then there is the assault of the changing digital landscape. When everything around you is upgrading, this puts pressure on your digital system and necessitates maintenance. You may not want to upgrade, but you must because everyone else is. It’s an upgrade arms race.I used to upgrade my gear begrudgingly (Why upgrade if it still works?) and at the last possible moment. You know how it goes: Upgrade this and suddenly you need to upgrade that, which triggers upgrades everywhere. I would put it off for years because I had the experiences of one “tiny” upgrade of a minor part disrupting my entire working life. But as our personal technology is becoming more complex, more co-dependents upon peripherals, more like a living ecosystem, delaying upgrading is even more disruptive. If you neglect ongoing minor upgrades, the change backs up so much that the eventual big upgrade reaches traumatic proportions. So I now see upgrading as a type of hygiene: You do it regularly to keep your tech healthy. Continual upgrades are so critical for technological systems that they are now automatic for the major personal computer operating systems and some software apps. Behind the scenes, the machines will upgrade themselves, slowly changing their features over time. This happens gradually, so we don‘t notice they are “becoming.”We take this evolution as normal.Technological life in the future will be a series of endless upgrades. And the rate of graduations is accelerating. Features shift, defaults disappear, menus morph. I’ll open up a software package I don’t use every day expecting certain choices, and whole menus will have disappeared.No matter how long you have been using a tool, endless upgrades make you into a newbie ―the new user often seen as clueless. In this era of “becoming” everyone becomes a newbie. Worse, we will be newbies forever. That should keep us humble.That bears repeating. All of us ―every one of us ―will be endless newbies in the future simply trying to keep up. Here’s why: First, most of the important technologies that will dominate life 30 years from now have not yet been invented, so naturally you’ll be a newbie to them. Second, because the new technology requires endless upgrades, you will remain in the newbie state. Third, because the cycle of obsolescence is accelerating (the average lifespan of a phone app is a mere 30 days!), you won’t have time to master anything before it is displaced, so you will remain in the newbie mode forever. Endless Newbie is the new default for everyone, no matter your age or experience.Which of the following statements would the author agree with the most?
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MCQ->Which of the following statements are correct about datatypes in C#.NET? Every datatype is either a value type or a reference type. Value types are always created on the heap. Reference types are always created on the stack. Mapping of every value type to a type in Common Type System facilitates Interoperability in C#.NET. Every reference type gets mapped to a type in Common Type System.....

MCQ-> Answer questions on the basis of information given in the following case. Bright Engineering College (BEC) has listed 20 elective courses for the next term and students have to choose any 7 of them. Simran, a student of BEC, notices that there are three categories of electives: Job - oriented (J), Quantitative - oriented (Q) and Grade - oriented (G). Among these 20 electives, some electives are both Job and Grade - oriented but are not Quantitative - oriented (JG type). QJ type electives are both job and Quantitative - oriented but are not Grade - oriented and QG type electives are both Quantitative and Grade - oriented but are not Job - oriented. Simran also notes that the total number of QJ type electives is 2 less than QG type electives. Similarly, the total number of QG type electives is 2 less than JG type and there is only 1 common elective (JQG) across three categories. Furthermore, the number of only Quantitative - oriented electives is same as only Job - oriented electives, but less than the number of only Grade - oriented electives. Each elective has at least one registration and there is at least one elective in each category, or combinations of categories.On her way back Simran met her friend Raj and shared the above information. Raj is preparing for XAT and is only interested in Grade - oriented (G) electives. He wanted to know the number of G - type electives being offered. Simran replied, “You have all the information. Calculate the number of G - type electives yourself. It would help your XAT preparation”. Raj calculates correctly and says that there can be _______ possible answers. Which of the following options would b est fit the blank above?
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MCQ->A water tank has inlets of two types A and B. All inlets of type A when open, bring in water at the same rate. All inlets of type B, when open, bring in water at the same rate. The empty tank is completely filled in 30 minutes if 10 inlets of type A and 45 inlets of type B are open, and in 1 hour if 8 inlets of type A and 18 inlets of type B are open. In how many minutes will the empty tank get completely filled if 7 inlets of type A and 27 inlets of type B are open?....