How much less is 28.8 km than 42.3 km? ?->(Show Answer!)

1. How much less is 28.8 km than 42.3 km?

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MCQ-> The second plan to have to examine is that of giving to each person what she deserves. Many people, especially those who are comfortably off, think this is what happens at present: that the industrious and sober and thrifty are never in want, and that poverty is due to idleness, improvidence, drinking, betting, dishonesty, and bad character generally. They can point to the fact that a labour whose character is bad finds it more difficult to get employment than one whose character is good; that a farmer or country gentleman who gambles and bets heavily, and mortgages his land to live wastefully and extravagantly, is soon reduced to poverty; and that a man of business who is lazy and does not attend to it becomes bankrupt. But this proves nothing that you cannot eat your cake and have it too; it does not prove that your share of the cake was a fair one. It shows that certain vices make us rich. People who are hard, grasping, selfish, cruel, and always ready to take advantage of their neighbours, become very rich if they are clever enough not to overreach themselves. On the other hand, people who are generous, public spirited, friendly, and not always thinking of the main chance, stay poor when they are born poor unless they have extraordinary talents. Also as things are today, some are born poor and others are born with silver spoons in their mouths: that is to say, they are divided into rich and poor before they are old enough to have any character at all. The notion that our present system distributes wealth according to merit, even roughly, may be dismissed at once as ridiculous. Everyone can see that it generally has the contrary effect; it makes a few idle people very rich, and a great many hardworking people very poor.On this, intelligent Lady, your first thought may be that if wealth is not distributed according to merit, it ought to be; and that we should at once set to work to alter our laws so that in future the good people shall be rich in proportion to their goodness and the bad people poor in proportion to their badness. There are several objections to this; but the very first one settles the question for good and all. It is, that the proposal is impossible and impractical. How are you going to measure anyone's merit in money? Choose any pair of human beings you like, male or female, and see whether you can decide how much each of them should have on her or his merits. If you live in the country, take the village blacksmith and the village clergyman, or the village washerwoman and the village schoolmistress, to begin with. At present, the clergyman often gets less pay than the blacksmith; it is only in some villages he gets more. But never mind what they get at present: you are trying whether you can set up a new order of things in which each will get what he deserves. You need not fix a sum of money for them: all you have to do is to settle the proportion between them. Is the blacksmith to have as much as the clergyman? Or twice as much as the clergyman? Or half as much as the clergyman? Or how much more or less? It is no use saying that one ought to have more the other less; you must be prepared to say exactly how much more or less in calculable proportion.Well, think it out. The clergyman has had a college education; but that is not any merit on his part: he owns it to his father; so you cannot allow him anything for that. But through it he is able to read the New Testament in Greek; so that he can do something the blacksmith cannot do. On the other hand, the blacksmith can make a horse-shoe, which the parson cannot. How many verses of the Greek Testament are worth one horse-shoe? You have only to ask the silly question to see that nobody can answer it.Since measuring their merits is no use, why not try to measure their faults? Suppose the blacksmith swears a good deal, and gets drunk occasionally! Everybody in the village knows this; but the parson has to keep his faults to himself. His wife knows them; but she will not tell you what they are if she knows that you intend to cut off some of his pay for them. You know that as he is only a mortal human being, he must have some faults; but you cannot find them out. However, suppose he has some faults he is a snob; that he cares more for sport and fashionable society than for religion! Does that make him as bad as the blacksmith, or twice as bad, or twice and quarter as bad, or only half as bad? In other words, if the blacksmith is to have a shilling, is the parson to have six pence, or five pence and one-third, or two shillings? Clearly these are fools' questions: the moment they bring us down from moral generalities to business particulars it becomes plain to every sensible person that no relation can be established between human qualities, good or bad, and sums of money, large or small.It may seem scandalous that a prize-fighter, for hitting another prize-fighter so hard at Wembley that he fell down and could not rise within ten seconds, received the same sum that was paid to the Archbishop of Canterbury for acting as Primate of the Church of England for nine months; but none of those who cry out against the scandal can express any better in money the difference between the two. Not one of the persons who think that the prize-fighter should get less than the Archbishop can say how much less. What the prize- fighter got for his six or seven months' boxing would pay a judge's salary for two years; and we all agree that nothing could be more ridiculous, and that any system of distributing wealth which leads to such absurdities must be wrong. But to suppose that it could be changed by any possible calculation that an ounce of archbishop of three ounces of judge is worth a pound of prize-fighter would be sillier still. You can find out how many candles are worth a pound of butter in the market on any particular day; but when you try to estimate the worth of human souls the utmost you can say is that they are all of equal value before the throne of God:And that will not help you in the least to settle how much money they should have. You must simply give it up, and admit that distributing money according to merit is beyond mortal measurement and judgement.Which of the following is not a vice attributed to the poor by the rich?
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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-> Study the following information and answer the given questions. Seven people, namely, J, K, L, M, N, O and P like seven different movies namely, Twilight, Gladiator, Wanted, Dread, Hero, Jumanji and Signs but not necessarily in the same order. Each person also works in the same office but in a different department (on the basis of experience) namely Administration, Production, Marketing, HR, Finance, R&D; and Client relations (CR), not necessarily in the same order. (Please Note: Each person has been allocated to a department as per increasing order of experience with the one in Administration being the least experienced whilst the one in Client Relations (CR) being the most experienced). Only two persons have less experience than K. P works in R&D.; The one who likes Wanted has more experience than K but less than one who likes Jumanji. P neither likes Wanted nor Jumanji. The one who likes Wanted does not work in Finance. J, who is more experienced than K, likes twilight. The person who works in Production is less experienced than the person who likes Hero. K does not like Hero. The person who works in HR is more experienced than both L and N. N is not the least experienced person. The one who likes Signs has more experience than N. M is more experienced than J. L does not like Dread.Four of the following five are alike in a certain way based on the given arrangement and so form a group. which is the one that does not belong to that group ?
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MCQ-> The income disparity in the new India is massive: 36 billionaires in India and 800 million people living on less than $2 a day. The challenge for achieving inclusive growth relates to the revival of agriculture. Farming is becoming a non-viable activity. A confluence of factors, from poor rainfall to the new availability of consumer goods which consume much of Indian familie's incomes, has driven many farmers into crushing debt. The agriculture sector has many problems with a growth rate of less than 2% in the last decade. Further scope for increase in net sown area is limited. Disparity in productivity across regions and crops has persisted. Far from benefiting from the economic boom, many complain that banks don't offer the rural poor credit, forcing them to turn to greedy money-lenders, who typically charge up to 20% interest on a four-month loan. Healthcare and education costs have risen dramatically, while the global price of cotton has become depressed, largely due to the billions of dollars in subsidies Washington hands out to U.S. farmers. The approach to the revival of Indian agriculture seems to be incremental, rather than a holistic strategy. It is important to stress that growth and equity should be pursued simultaneously rather than following the 'growth first and equity next' approach. What are the challenges for achieving 4% growth and equity in agriculture? Policy makers like the National Commission on Farmers mention cost reduction in agriculture as important to compete in a globalised world. The most important problem for the farmers is output price fluctuations. There is a big gap between producer prices and consumer prices. In order to protect farmers from National and international price volatility, a price stabilization fund is needed. The supply and demand side constraints have to be removed to raise growth. The support systems have to be tuned to improve productivity and incomes of farmers with emphasis on small and marginal farmers and dry land areas. One of the differences between the green revolution in the 1960s / 70s and the present 'second green revolution' is that risk is higher in the latter approach as it has to concentrate more on dry-land areas. Trade liberalisation has also raised the risk and uncertainty. Thus, policymakers have to keep in mind the increasing risk in agriculture. Agriculture policies have to be gender sensitive too since the share of women is increasing. The Government is aware that the crop sector may not be able to grow at 4% per annum but horticulture and allied activities like dairying, poultry and fisheries have to grow at the rate 6 % to 7 % to achieve 4% growth in agriculture. Investment in irrigation and rural infrastructure is important for agricultural growth. It is known that public investment in agriculture is lower than the requirements needed for achieving 4% growth. Bharat Nirman Programme is in the right direction but the progress has to be much fasterWhat does the author view as a challenge for achieving inclusive growth?
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MCQ-> Read the passage given below and answer the questions that follow it:Does having a mood disorder make you more creative? That’s the most frequent question I hear about the relationship. But because we cannot control the instance of a mood disorder (that is, we can’t turn it on and off, and measure that person’s creativity under both conditions), the question should really be: Do individuals with a mood disorder exhibit greater creativity than those without? Studies that attempt to answer this question by comparing the creativity of individuals with a mood disorder against those without, have been well, mixed.Studies that ask participants to complete surveys of creative personality, behavior or accomplishment, or to complete divergent thinking measures (where they are asked to generate lots of ideas) often find that individuals with mood disorders do not differ from those without. However, studies using “creative occupation” as an indicator of creativity (based on the assumption that those employed in these occupations are relatively more creative than others) have found that people with bipolar disorders are overrepresented in these occupations. These studies do not measure the creativity of participants directly, rather they use external records (such as censuses and medical registries) to tally the number of people with a history of mood disorders (compared with those without) who report being employed in a creative occupation at some time. These studies incorporate an enormous number of people and provide solid evidence that people who have sought treatment for mood disorders are engaged in creative occupations to a greater extent than those who have not. But can creative occupations serve as a proxy for creative ability?The creative occupations considered in these studies are overwhelmingly in the arts, which frequently provide greater autonomy and less rigid structure than the average nine-to-five job. This makes these jobs more conducive to the success of individuals who struggle with performance consistency as the result of a mood disorder. The American psychiatrist Arnold Ludwig has suggested that the level of emotional expressiveness required to be successful in various occupations creates an occupational drift and demonstrated that the pattern of expressive occupations being associated with a greater incidence of psychopathology is a self-repeating pattern. For example, professions in the creative arts are associated with greater psychopathology than professions in the sciences whereas, within creative arts professions, architects exhibit a lower lifetime prevalence rate of psychopathology than visual artists and, within the visual arts, abstract artists exhibit lower rates of psychopathology than expressive artists. Therefore, it is possible that many people who suffer from mood disorders gravitate towards these types of professions, regardless of creative ability or inclination.Go through the following:1.Mood disorders do not lead to creativity 2.The flexibility of creative occupations makes them more appealing to people with mood disorder 3.Mood swings in creative professions is less prevalent than in non-creative professionsWhich of the following would undermine the passage’s main argument?....