1. In which of the transformer is the secondary nearly short circuited under normal operating conditions?





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MCQ->In which of the transformer is the secondary nearly short circuited under normal operating conditions?....
MCQ-> Directions : Study the following information carefully and answer the questions given below. Following are conditions for selecting Human Resources (HR) Manager in a company. The candidate must (i) have secured at least 55 percent marks in the Entrance Examination (ii) have a Graduate Degree with at least 60 percent marks (iii) have a Post Graduate Degree / Diploma in the Human Resources Management / Management (iv) be less than 30 years of age as on 01.09.2013 (v) have secured at least 55 percent marks in the Higher Secondary School Examination. In the case of a candidate who satisfies all other conditions. Except a at (i) above, but has secured 65 percent marks in the final semester in the Management and 45 percent marks in the Entrance Examination, will be recruited as Head HR. b at (ii) above, but has post qualification work experience of one year in a company and has 50 percent marks in the Higher Secondary School Examination will be recruited as CEO of the Company. In each question below are given details of one candidate. 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 appropriate course of action as your answer. You are not to assume anything other than the information provided in each question. All these cases are given to you as on 01.09.2013.Shiva Kumar Kamath was born on August 13, 1987 and he has complete his Post Graduate in the Human Resources Management. He has secured 65 percent marks in the Entrance Examination and 60 percent in the Higher Secondary School Examination. He has completed his Graduation with 62 percent marks.
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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->Assertion (A): A line of length and short circuited at far end has an input impedance of infinity.Reason (R): A line of length and short circuited at far end behaves as a parallel resonant circuit.

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