Which of the following are NOT true about .NET Framework? It provides a consistent object-oriented programming environment whether object code is stored and executed locally, executed locally but Internet-distributed, or executed remotely. It provide ?->(Show Answer!)

1. Which of the following are NOT true about .NET Framework? It provides a consistent object-oriented programming environment whether object code is stored and executed locally, executed locally but Internet-distributed, or executed remotely. It provides a code-execution environment that minimizes software deployment and versioning conflicts. It provides a code-execution environment that promotes safe execution of code, including code created by an unknown or semi-trusted third party. It provides different programming models for Windows-based applications and Web-based applications. It provides an event driven programming model for building Windows Device Drivers.

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MCQ->Which of the following are NOT true about .NET Framework? It provides a consistent object-oriented programming environment whether object code is stored and executed locally, executed locally but Internet-distributed, or executed remotely. It provides a code-execution environment that minimizes software deployment and versioning conflicts. It provides a code-execution environment that promotes safe execution of code, including code created by an unknown or semi-trusted third party. It provides different programming models for Windows-based applications and Web-based applications. It provides an event driven programming model for building Windows Device Drivers.....

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-> Read the passage carefully and answer the questions given at the end of each passage:Turning the business involved more than segmenting and pulling out of retail. It also meant maximizing every strength we had in order to boost our profit margins. In re-examining the direct model, we realized that inventory management was not just core strength; it could be an incredible opportunity for us, and one that had not yet been discovered by any of our competitors. In Version 1.0 the direct model, we eliminated the reseller, thereby eliminating the mark-up and the cost of maintaining a store. In Version 1.1, we went one step further to reduce inventory inefficiencies. Traditionally, a long chain of partners was involved in getting a product to the customer. Let’s say you have a factory building a PC we’ll call model #4000. The system is then sent to the distributor, which sends it to the warehouse, which sends it to the dealer, who eventually pushes it on to the consumer by advertising, “I’ve got model #4000. Come and buy it.” If the consumer says, “But I want model #8000,” the dealer replies, “Sorry, I only have model #4000.” Meanwhile, the factory keeps building model #4000s and pushing the inventory into the channel. The result is a glut of model #4000s that nobody wants. Inevitably, someone ends up with too much inventory, and you see big price corrections. The retailer can’t sell it at the suggested retail price, so the manufacturer loses money on price protection (a practice common in our industry of compensating dealers for reductions in suggested selling price). Companies with long, multi-step distribution systems will often fill their distribution channels with products in an attempt to clear out older targets. This dangerous and inefficient practice is called “channel stuffing”. Worst of all, the customer ends up paying for it by purchasing systems that are already out of date Because we were building directly to fill our customers’ orders, we didn’t have finished goods inventory devaluing on a daily basis. Because we aligned our suppliers to deliver components as we used them, we were able to minimize raw material inventory. Reductions in component costs could be passed on to our customers quickly, which made them happier and improved our competitive advantage. It also allowed us to deliver the latest technology to our customers faster than our competitors. The direct model turns conventional manufacturing inside out. Conventional manufacturing, because your plant can’t keep going. But if you don’t know what you need to build because of dramatic changes in demand, you run the risk of ending up with terrific amounts of excess and obsolete inventory. That is not the goal. The concept behind the direct model has nothing to do with stockpiling and everything to do with information. The quality of your information is inversely proportional to the amount of assets required, in this case excess inventory. With less information about customer needs, you need massive amounts of inventory. So, if you have great information – that is, you know exactly what people want and how much - you need that much less inventory. Less inventory, of course, corresponds to less inventory depreciation. In the computer industry, component prices are always falling as suppliers introduce faster chips, bigger disk drives and modems with ever-greater bandwidth. Let’s say that Dell has six days of inventory. Compare that to an indirect competitor who has twenty-five days of inventory with another thirty in their distribution channel. That’s a difference of forty-nine days, and in forty-nine days, the cost of materials will decline about 6 percent. Then there’s the threat of getting stuck with obsolete inventory if you’re caught in a transition to a next- generation product, as we were with those memory chip in 1989. As the product approaches the end of its life, the manufacturer has to worry about whether it has too much in the channel and whether a competitor will dump products, destroying profit margins for everyone. This is a perpetual problem in the computer industry, but with the direct model, we have virtually eliminated it. We know when our customers are ready to move on technologically, and we can get out of the market before its most precarious time. We don’t have to subsidize our losses by charging higher prices for other products. And ultimately, our customer wins. Optimal inventory management really starts with the design process. You want to design the product so that the entire product supply chain, as well as the manufacturing process, is oriented not just for speed but for what we call velocity. Speed means being fast in the first place. Velocity means squeezing time out of every step in the process. Inventory velocity has become a passion for us. To achieve maximum velocity, you have to design your products in a way that covers the largest part of the market with the fewest number of parts. For example, you don’t need nine different disk drives when you can serve 98 percent of the market with only four. We also learned to take into account the variability of the lost cost and high cost components. Systems were reconfigured to allow for a greater variety of low-cost parts and a limited variety of expensive parts. The goal was to decrease the number of components to manage, which increased the velocity, which decreased the risk of inventory depreciation, which increased the overall health of our business system. We were also able to reduce inventory well below the levels anyone thought possible by constantly challenging and surprising ourselves with the result. We had our internal skeptics when we first started pushing for ever-lower levels of inventory. I remember the head of our procurement group telling me that this was like “flying low to the ground 300 knots.” He was worried that we wouldn’t see the trees.In 1993, we had $2.9 billion in sales and $220 million in inventory. Four years later, we posted $12.3 billion in sales and had inventory of $33 million. We’re now down to six days of inventory and we’re starting to measure it in hours instead of days. Once you reduce your inventory while maintaining your growth rate, a significant amount of risk comes from the transition from one generation of product to the next. Without traditional stockpiles of inventory, it is critical to precisely time the discontinuance of the older product line with the ramp-up in customer demand for the newer one. Since we were introducing new products all the time, it became imperative to avoid the huge drag effect from mistakes made during transitions. E&O; – short for “excess and obsolete” - became taboo at Dell. We would debate about whether our E&O; was 30 or 50 cent per PC. Since anything less than $20 per PC is not bad, when you’re down in the cents range, you’re approaching stellar performance.Find out the TRUE statement:
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MCQ-> Read the following passage carefully and answer the questions given below it. Certain words have been printed in bold to help you locate them while answering some of the questions. Internet banking is the teen used for new age banking system. Internet banking is also called as online banking and it is an outgrowth of PC banking. Internet banking uses the internet as the delivery channel by which to conduct banking activity, for example, transferring funds. paying bills. viewing checking and savings account balances, paying mortgages and purchasing financial instruments and certificates of deposits. Internet banking is a result of explored pus sibility to use internet application in one of the various domains of commerce. It is difficult to infer whether the internet tool has been applied for convenience of hankers or for the customers’ convenience. But ultimately it contributes in increasing the efficiency of the banking operation as well providing more convenience to customers. Withotit even interacting with the hankers, customers transact from one curner of the country to another curner There arc many advantages of online Banking. It is convenient, it isn’t bound by operational timings, there are no geographical barriers and the services can be offered at a minuscule cost. Electronic banking has experienced explosive growth and has transformed traditional practices in banking. Private Banks in India were the first to implement Internet bank ing services in the banking :rictus try. Private Banks, due to late en try into the industry, understood that the establishing network in remote corners of the country is a very difficult task. It was clear to them that the only way to stay connected to the customers at any place and at any time is through Internet applications. They took the inter-net applications as a weapon of cornpetitive advantage to corner the great monoliths like Stale Bank of India, Indian Bank etc. Private Banks are pioneer in India to explore the versatility of internet applications in delivering services to customers. Several studies have attempted to assess the relative importance of B2E1 and B2C business domains.. There is wide difference in estimates of volume of business transacted over Internet and its components under B2C and B2B. However, most studies agree that volume of transactions in B2B domain far exceeds that in B2C. This is expected result. There is also a growing opinion that the future of ebusiness lies in B2B domain, as compared to B2C. This has several reasons, like low penetration of PCs to households, low bandwidth availability etc., in a large part of the world. The success of B2C ventures depends to a large extent on the shopping habits of people in different parts of the world. A survey sponsored jointly by Confederation of Indian Industries and Infrastructure Leasing and Financial Services on e-commerce in India in 2010 the following observations. 62% of PC owners and 75% of PC non-owners but who have ac cess to Internet would not buy through the net, as they were not sure of the product offered. The same study estimated the size of B2B business in India by the year 2011 to be varying, between Rs. 1250 billion to Rs. 1500 billion. In a recent study done by Arthur Anderson, it has been estimated that 84% of total e business revenue is generated from B2B segment and the growth prospects in this segment are substantial. It has estimated the revenues to be anywhere between US $ 8.1 trillion to over US $ 21 trillion within the next three years (2014).Which bank(s) is/are pioneer in India to explore the versatility of Internet banking in serving customers ?
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MCQ-> Read the following passage to answer the given question Some words have been printed in bold to help you to locate them while answering some of the questions. We tend to be harsh on our bureaucracy,but nowhere do citizens enjoy dealing with their government. They do it because they have to. But that doesn’t mean that the experience has to be dismal. Now there is a new wind blowing through government departments around the world, which could takes some of the pain away. In the next five years it may well transform not only the way public services are delivered but also the fundamental relationship between government and citizens. Not surprisingly, it is the Internet that is behind it. After e-commerce and e-business the next revolution may be e-governance. Examples abound. The municipality of Phoenix, Arizona, allows its citizens to renew their car registrations, pay traffic fines, replace lost identity cards etc. online without having to stand in endless queues in a grubby municipal office. The municipality is happy because it saves $5 a transaction it costs only $1.60 to do it across the counter. In Chile people routinely submit their income tax returns over the Internet Which has increased transparency, drastically reduced the time taken and the number of errors and litigation with the tax department. Both taxpayers and the revenue department are happier. The furthest ahead not surprisingly is the small, rich and entrepreneurial civil service of singapore which allows citizens to do more functions online than any other As in many private companies the purchasing and buying of Singapore’s government departments is now on the Web and cost benefits come through more competitive bidding easy access to global suppliers and time saved by online processing of orders. They can post their catalogues on their sites, bid for contracts submit in voices and check their payments status over the Net. The most useful idea for Indians municipalities is Gov Works a private sector site that collects local taxes fines and utility bills for 3,600 municipalities across the United States. It is citizen's site which provides information on government jobs, tenders, etc .The most ambitious is the British government, which has targeted to convert 100 per cent of its transactions with its citizens to the Internet by 2005. Cynics in India will say, 'Oh, e-government will never work in India. We are so poor and we dont have computers but they are wrong. There are many experiments afoot in India as well Citizens in Andhra Pradesh can download government forms and applications on the net without having bribe clerks.In many district land records are online and this had created transparency Similary, in Dhar district to Madhya Pradesh villagers have begun to file applications for land transfers and follow their progress on the net. In seventy village in the Kolhapur and Sangli districts in Maharashtra Internet booths have come up where farmers daily check the markets rates of agricultural commodities in Marathi along with data on agriculture schemes information on crop technology. When to spray and plant the crops and buds and railway timetables. They also find vocational guidance on jobs, applications for ration cards kerosene/gas burners and land records extracts with details of landownership. Sam pitroda’s World Tel, Reliance Industries and the Tamil Nadu government are jointly laying 3,000 km of optic fibre cables to create a, Tamil Network which will offers ration cards schools college and hospital admission forms land records and pension records. If successful World Tel will expand the network to Gujarat, Karnataka and West Bengal. In kerala all the villages are getting linked online to the district headquarters allowing citizens to compare the development properties of their village with other villagers in the state. Many are still skeptical of the real impact because so few Indians have computers. The answer lies in interactive cable T.V and in Internet kiosks, Although India has only five million computers and thirty-eight million telephones it has thirty four million homes with cable TV and these are growing eight percent a year By 2005 most cable homes will have access to the Internet from many of the 700,000 local STD/PCO booths. Internet usage may be low today, but it is bound to grow rapidly in the future, and e-government in India may not be a dream.According to the passage which country has the most ambitious plan for e-governance ?
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