Photosynthesis generally takes place in which parts of the plant? ?->(Show Answer!)

1. Photosynthesis generally takes place in which parts of the plant?

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MCQ-> Read the following passage carefully and answer the questions given below it. Certain words are printed in bold to help you to locate them while answering some of the questions.Long ago, the country of Gandhara was ruled by a just and good king Vidyadhara. His subjects were very happy, but as the king grew older, everyone grew more and more worried because the king did not have any children who could take over the kingdom after him. The king was an avid gardener. He spent a lot of time tending to his garden. planting the finest flowers. fruit trees and vegetables. One day. after he finished working in his garden, he proclaimed, ‘I will distribute some seeds to all the children in the kingdom. The one who grows the biggest, healthiest plant within three months will become the price or the princess'. The next day there was a long queue of anxious parents and children outside the palace. Everyone was eager to get a seed arid grow the best plant. Pingala, a poor farmer’s son. was among the children. Like the king, he too was fond of gardening and grew beautiful plants in his backyard. He took the seed from the king and planted it in a pot with great care. Some weeks passed and he plied it with water and manure. but the plant did not appear. Pingala tried changing the soil and transferred the seed to another pot, but even by the end of three months nothing appeared. At last the day came when all the children had to go to the king to show the plant they had grown. They went walking to the palace dressed in their best, holding beautiful plants in their hands. Only Pingala stood sadly, watching them go by. Pingala’s father had watched his son working hard with the seed and lelt sorry for him. ‘Why don’t you go to the king with your empty pot ?’ he suggested. At least he will know you tried your best So Pingala too wore his best suit and joined the others outside the palace, holding his empty pot in his hand and ignoring the laughter around him. Soon the king arrived and began his inspection, The pots held flowers of different shades, beautiful and healthy. but the king did not look happy. At the end of the queue stood Pingala, and when the king reached him, he stopped in surprise. ‘My son, why have you come with an empty pot ? Could you not grow anything? Pingala looked down and said, ‘Forgive me, your highness. I tried my best, I gave it the best soil and manure I had, but the plant would not grow.’ Now the king’s face broke into a smile. He enveloped Pingala in his arms and announced, 'This boy truly deserves to be crowned the prince! I had given everyone roasted seeds, which would never grow. I wanted to see which child was the most honest one, and would admit he or she would not be able to grow anything. Only this young boy told the truth. I am sure he will rule this kingdom one day with truth and honesty'. And indeed that was what happened. When the king grew old and died. Pingala, who had learnt everything from him, came to the throne and ruled Gandhara justly for many years.Why did the king distribute seeds to all the children in his kingdom ?
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MCQ->Three Vice Presidents (VP) regularly visit the plant on different days. Due to labour unrest, VP (HR) regularly visits the plant after a gap of 2 days. VP (Operations) regularly visits the plant after a gap of 3 days. VP (Sales) regularly visits the plant after a gap of 5 days. The VPs do not deviate from their individual schedules. CEO of the company meets the VPs when all the three VPs come to the plant together. CEO is one leave from January 5 th to January 28 th , 2012. Last time CEO met the VPs on January 3, 2012. When is the next time CEO will meet all the VPs ?....

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->Photosynthesis takes place inside plant cells in ....................