1. Which of the following conditions must be satisfied for a transistor to remain under saturation? Its collector to base junction should be under forward bias.Its collector to base junction should be under reverse bias.Its emitter to base junction should be under reverse bias.Its emitter to base junction should be under forward bias. Select the correct answer from the codes given below:





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MCQ->Which of the following conditions must be satisfied for a transistor to remain under saturation? Its collector to base junction should be under forward bias.Its collector to base junction should be under reverse bias.Its emitter to base junction should be under reverse bias.Its emitter to base junction should be under forward bias. Select the correct answer from the codes given below:....
MCQ-> Read carefully the four passages that follow and answer the questions given at the end of each passage:PASSAGE I The most important task is revitalizing the institution of independent directors. The independent directors of a company should be faithful fiduciaries protecting, the long-term interests of shareholders while ensuring fairness to employees, investor, customer, regulators, the government of the land and society. Unfortunately, very often, directors are chosen based of friendship and, sadly, pliability. Today, unfortunately, in the majority of cases, independence is only true on paper.The need of the hour is to strengthen the independence of the board. We have to put in place stringent standards for the independence of directors. The board should adopt global standards for director-independence, and should disclose how each independent director meets these standards. It is desirable to have a comprehensive report showing the names of the company employees of fellow board members who are related to each director on the board. This report should accompany the annual report of all listed companies. Another important step is to regularly assess the board members for performance. The assessment should focus on issues like competence, preparation, participation and contribution. Ideally, this evaluation should be performed by a third party. Underperforming directors should be allowed to leave at the end of their term in a gentle manner so that they do not lose face. Rather than being the rubber stamp of a company’s management policies, the board should become a true active partner of the management. For this, independent directors should be trained in their in their in roles and responsibilities. Independent directors should be trained on the business model and risk model of the company, on the governance practices, and the responsibilities of various committees of the board of the company. The board members should interact frequently with executives to understand operational issues. As part of the board meeting agenda, the independent directors should have a meeting among themselves without the management being present. The independent board members should periodically review the performance of the company’s CEO, the internal directors and the senior management. This has to be based on clearly defined objective criteria, and these criteria should be known to the CEO and other executive directors well before the start of the evolution period. Moreover, there should be a clearly laid down procedure for communicating the board’s review to the CEO and his/her team of executive directors. Managerial remuneration should be based on such reviews. Additionally, senior management compensation should be determined by the board in a manner that is fair to all stakeholders. We have to look at three important criteria in deciding managerial remuneration-fairness accountability and transparency. Fairness of compensation is determined by how employees and investors react to the compensation of the CEO. Accountability is enhanced by splitting the total compensation into a small fixed component and a large variable component. In other words, the CEO, other executive directors and the senior management should rise or fall with the fortunes of the company. The variable component should be linked to achieving the long-term objectives of the firm. Senior management compensation should be reviewed by the compensation committee of the board consisting of only the independent directors. This should be approved by the shareholders. It is important that no member of the internal management has a say in the compensation of the CEO, the internal board members or the senior management. The SEBI regulations and the CII code of conduct have been very helpful in enhancing the level of accountability of independent directors. The independent directors should decide voluntarily how they want to contribute to the company. Their performance should decide voluntarily how they want to contribute to the company. Their performance should be appraised through a peer evaluation process. Ideally, the compensation committee should decide on the compensation of each independent director based on such a performance appraisal. Auditing is another major area that needs reforms for effective corporate governance. An audit is the Independent examination of financial transactions of any entity to provide assurance to shareholder and other stakeholders that the financial statements are free of material misstatement. Auditors are qualified professionals appointed by the shareholders to report on the reliability of financial statements prepared by the management. Financial markets look to the auditor’s report for an independent opinion on the financial and risk situation of a company. We have to separate such auditing form other services. For a truly independent opinion, the auditing firm should not provide services that are perceived to be materially in conflict with the role of the auditor. These include investigations, consulting advice, sub contraction of operational activities normally undertaken by the management, due diligence on potential acquisitions or investments, advice on deal structuring, designing/implementing IT systems, bookkeeping, valuations and executive recruitment. Any departure from this practice should be approved by the audit committee in advance. Further, information on any such exceptions must be disclosed in the company’s quarterly and annual reports. To ensure the integrity of the audit team, it is desirable to rotate auditor partners. The lead audit partner and the audit partner responsible for reviewing a company’s audit must be rotated at least once every three to five years. This eliminates the possibility of the lead auditor and the company management getting into the kind of close, cozy relationship that results in lower objectivity in audit opinions. Further, a registered auditor should not audit a chief accounting office was associated with the auditing firm. It is best that members of the audit teams are prohibited from taking up employment in the audited corporations for at least a year after they have stopped being members of the audit team.A competent audit committee is essential to effectively oversee the financial accounting and reporting process. Hence, each member of the audit committee must be ‘financially literate’, further, at least one member of the audit committee, preferably the chairman, should be a financial expert-a person who has an understanding of financial statements and accounting rules, and has experience in auditing. The audit committee should establish procedures for the treatment of complaints received through anonymous submission by employees and whistleblowers. These complaints may be regarding questionable accounting or auditing issues, any harassment to an employee or any unethical practice in the company. The whistleblowers must be protected. Any related-party transaction should require prior approval by the audit committee, the full board and the shareholders if it is material. Related parties are those that are able to control or exercise significant influence. These include; parent- subsidiary relationships; entities under common control; individuals who, through ownership, have significant influence over the enterprise and close members of their families; and dey management personnel.Accounting standards provide a framework for preparation and presentation of financial statements and assist auditors in forming an opinion on the financial statements. However, today, accounting standards are issued by bodies comprising primarily of accountants. Therefore, accounting standards do not always keep pace with changes in the business environment. Hence, the accounting standards-setting body should include members drawn from the industry, the profession and regulatory bodies. This body should be independently funded. Currently, an independent oversight of the accounting profession does not exist. Hence, an independent body should be constituted to oversee the functioning of auditors for Independence, the quality of audit and professional competence. This body should comprise a "majority of non- practicing accountants to ensure independent oversight. To avoid any bias, the chairman of this body should not have practiced as an accountant during the preceding five years. Auditors of all public companies must register with this body. It should enforce compliance with the laws by auditors and should mandate that auditors must maintain audit working papers for at least seven years.To ensure the materiality of information, the CEO and CFO of the company should certify annual and quarterly reports. They should certify that the information in the reports fairly presents the financial condition and results of operations of the company, and that all material facts have been disclosed. Further, CEOs and CFOs should certify that they have established internal controls to ensure that all information relating to the operations of the company is freely available to the auditors and the audit committee. They should also certify that they have evaluated the effectiveness of these controls within ninety days prior to the report. False certifications by the CEO and CFO should be subject to significant criminal penalties (fines and imprisonment, if willful and knowing). If a company is required to restate its reports due to material non-compliance with the laws, the CEO and CFO must face severe punishment including loss of job and forfeiting bonuses or equity-based compensation received during the twelve months following the filing.The problem with the independent directors has been that: I. Their selection has been based upon their compatibility with the company management II. There has been lack of proper training and development to improve their skill set III. 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MCQ->If a transistor is operating with both of its Junctions forward biased, but with the collector base forward biased, but with the collector base forward bias greater than the emitter-base forward bias, then it is operating in the....
MCQ-> Read the following passage to answer the given questions based on it. Some words/ phrases are printed in ‘’bold’’ to help you locate them while answering some of the questions.The e-waste (Management of Handling) Rules, 2011 notified by the Ministry of Environment and Forests, have the potential to turn a growing problem into a developmental opportunity. With almost half-a-year to go before the rules take effect, there is enough time to create necessary infrastructure for collection, dismantling, and recycling of electronic waste. The focus must be on sincere and efficient implementation.Only decisive action can reduce the pollution and health costs associated with India’s hazardous waste recycling industry. If India can achieve a transformation, it will be creating a whole new employment sector that provides good wages and working conditions for tens of thousands. The legacy response of the States to even the basic law on urban waste , the Municipal Solid Wastes (Management and Handling) Rules, has been one of the indifference many cities continue to simply burn the garbage or dump it in lakes. With the emphasis now on segregation of waste at source and recovery of materials, it should be feasible to implement ‘’both sets of rules’’ efficiently. A welcome feature of the new e-waste rule is emphasis on extended producer responsibility. In, other words, producers must take responsibility for the disposal of end-of-life products. For this provision to work, they must ensure that consumers who sell scrap get some form of financial incentive. The e-waste rules, which derive from those pertaining to hazardous waste, are scheduled to come into force on May 1, 2012. Sounds as they are, the task of scientifically disposing a few hundred, thousand tonnes of trash electronics annually depends heavily on a system of oversight by State Pollution Control Boards (PCBs). Unfortunately, most PCBs remain unaccountable and often lack the resources for active enforcement. It must be pointed out that, although agencies handling e-waste must obtain environmental ‘’clearances’’ and be authorised and registered by the PCBs even under the Hazardous Wastes (Management, Handling and Transboundary Movements) Rules, 2008, there has been little practical impact. Over 95 per cent of electronic waste is collected and recycled by the informal sector. The way forward is for the PCBs to be made accountable for enforcement of the e-waste rules, and the levy of penalties under environmental laws. Clearly, the first order priority is to create a system that will absorb the 80000-strong workforce in the informal sector into the proposed scheme for scientific recycling. Facilities must be created to upgrade the skills of these workers through training and their occupational health must be ensured. Recycling of e-waste is one of the biggest challenges today. In such a time, when globalization and information technology are growing at a pace which could only be imagined few years back, e-waste and its hazards have become more prominent over a period of time and should be given immediate attention.What according to the passage is important now for e-waste management?
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MCQ-> Study the following information carefully and answer the questions given below : Following are the conditions for selecting Systems Manager in an organisation : The candidate must - (i) be a graduate engineer, in IT, Computer Science, Electronics with at least 60 percent marks. (ii) be at least thirty years and not more than forty years as on 1.9.2009. (iii) have secured at least 40 per cent marks in the written examination. (iv) have secured at least 50 per cent marks in the selection interview. (v) have post quali cation work experience of at least ten years in the systems department of an organisation. In the case of a candidate who satis es all the conditions Except - (a) at (i) above, but has secured at least 60 per cent marks in ME IT or Computer Science, the case is to be referred to DGM-Systems. (b) at (v) above, but has post quali cation experience of at least ve years as Deputy Systems Manager, the case is to be referred to the GM-Systems. In each question below, details of one candidate are given. You have to take one of the following courses of action based on the information provided and the conditions and sub-conditions given above and mark the number of that course of action as your answer. You are not to assume anything else other than the information provided for each candidate. All these cases are given to you as on 1.9.2009.Mark answer a: if the candidate is to be selected. Mark answer b: if the candidate is not to be selected. Mark answer c: if the case is to be referred to DGM-Systems. Mark answer d: if the case is to be referred to GM-Systems. Mark answer e: it the data provided are not adequate to take a decision.Samir Ghosh was born on 25th May 1978. He has secured 65 percent marks in BE-IT in the year 1999. Since then he is working in the systems department of an organisation. He has secured 50 percent marks in both written examination and selection interview.
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