In a sports contest there were m medals awarded on n successive days (n greater than 1).
1. On the first day 1 medal and 1/7 of the remaining m - 1 medals were awarded.
2. On the second day 2 medals and 1/7 of the now remaining medals was awarded; and so on.
3. On the nth and last day, the remaining n medals were awarded.
How many days did the contest last, and how many medals were awarded altogether?
There is a shortage of tubelights, bulbs and fans in a village - Kharghar. It is found that
* All houses do not have either tubelight or bulb or fan.
* exactly 19% of houses do not have just one of these.
* atleast 67% of houses do not have tubelights.
* atleast 83% of houses do not have bulbs.
* atleast 73% of houses do not have fans.
What percentage of houses do not have tubelight, bulb and fan?
0 voters
A, B and C are three points on a straight line with B being between A and C. Three semicircles are drawn on the same side of the line with AB, BC and AC as the diameters. BD is perpendicular to the line ABC, and D lies on the semicircle AC. If the funny shaped diagram between the three semicircles has an area of 1000 square cms, find the length of BD.?
Do we have to take colour printout of admit cards ..?
The two altitudes of a triangle are 5 cm and 4 cm respectively.Find the range of the third altitude of the same triangle.
ABCD is a parallelogram. P and Q are the midpoints of the sides BC and CD respectively. find the ratio of area of triangle APQ to the area of ||gram ABCD?
Xat 2013 anyone? Is 36.25 a good score?
ABCD is a square. P is the midpoint of AB. The line passing through A and perpendicular to DP intersects the diagonal at Q and BC at R. If AB = 2 then PR =?
are there people pursuing bm/hrm with a xat score of 95 percentile? The cut off percentile is given as 94 percentile. Does it imply that people clearing sectional cut off as well as the scoring above 94 percentile would be called for interview? If so, at least 3000 people should be called right?
A can do a job in 36 days, B is 20% more efficient than A and C is 50% more efficient than B. B & C can together do the work in?
a. 10 b.12 c.15 d.8 days
Did anyone give OMET1604 of Time classes?? How difficult you people found it?
The sum of their (father, mother and son) ages is 70. The father is 6 times as old as the son. When the sum of their ages is twice 70, the father will be twice as old as the son. How old is the mother?
0 voters
Pradeep Nevatia is the managing director of Lason India, a subsidiary of the $167-million BPO firm Lason.
Sharmila works as a business associate of Lason. She implements small, low-skill portions of BPO
contracts that Lason wins from big customers around the globe. Over the last few months, Nevatia and his
team gave her an extraordinary level of support - technical, managerial, and motivational - to help start this
centre. And they are willing to do all it takes to ensure that her centre runs well.
Nevatia is hunting for seven more entrepreneurs like Sharmila to start similar centres in villages. He will
give them as much support as he is giving Sharmila. Nevatia wants to prove that a village BPO model will
work.
Sections of the Indian BPO industry, especially those at the lower end of the value chain, are watching this experiment with some interest. Today, most BPO companies are caught in a pincer. Global competition and aggressive customer expectations are pushing down billing rates. On the other hand, attrition and the growing cost of talent are pushing up costs. Several BPO companies are turning to smaller cities in search of larger, cheaper and more loyal talent pools. Even higher-end software firms like Cognizant Technology Solutions are setting up centres in places like Coimbatore. But no one has entered a village yet, nor do they intend to. Despite Lason's show of faith in Sharmila and those like her, the notion of rural BPO centres still seems far-fetched. There are several reasons why such initiatives may not succeed. First, most BPO firms are more comfortable with large centres with capacities of 1,000 seats and above. Anything smaller is considered uneconomical. A rural environment just does not provide large enough talent pools to consider such centres. Second, despite India's progress in telecom, connectivity in rural areas is a big worry. Lason is wiring Kizhanur to its office through n-Logue Communications, a wireless in local loop rural connectivity, a company set up by IIT- Madras' TENET group. But it remains to be seen if the model will work on a larger scale. Third, there is bound to be stiff opposition from international customers on issues including quality, reliability, infrastructure, delivery, etc.
A few years hence, customers demand a 50 per cent cost reduction and salaries have doubled. What would be the best course of action for BPO companies including Nevatia?
A. Leave the BPO sector and move into some other profit making enterprise.
B. Move into the rural areas and harness the cost-savings that this area offers.
C. Move into a consolidation phase where joint-ventures and mergers become common.
D. Continue to run the business in the same way and hope for an improvement soon.
E. Reduce your work force and set greater work targets for those employees that remain.
Dr. XYZ Instruments is a company located in the industrial estate on the outskirts of Pune. The company is involved in manufacturing surgical instruments and supplies for medical professionals and hospitals. Dr. Rao worked as a quality control inspector and is now retired, and the position is filled by the niece of the firm's founder, Ms. Madhuri, aged 23. She recently graduated from Giant Engineering College where she had majored in Industrial Engineering.
Mr. Gupta, aged 52, is the manager of the production department. Gupta has worked for Dr. XYZ Instruments for 20 years having previously been a production line supervisor. He took up the job quite early in life and completed his education mostly through correspondence courses.
From the first meeting itself, there seemed to be an underlying animosity between Gupta and Madhuri and they couldn't get along together, but it was never too clear what the problem was.
Mr. Venkat, the plant manager, observed the disagreements between them on production line. He scheduled a meeting for the production and quality control departments. Venkat started the meeting and asked Gupta what the problem was. The conversation progressed as follows:
Gupta: Until Madhuri was hired, we hardly ever stopped the production. The production was stopped only when there was a mechanical defect. But now she is stopping the production even if one defective part comes down the line.
Madhuri: He has fabricated the story well.
Gupta: As we maintain consistent quality, there is no difference in it before and after she joined but all she wants to do is to create trouble for us.
Madhuri: I want to clarify my position at this stage. Mr.Gupta had never relished my presence in the company, moreover he made remarks about me behind my back.
Suresh (another Quality control Supervisor): I agree with Madhuri. I think that every one knows that the rules permit the quality control supervisor to stop production if rejections exceed three an hour. This is all Madhuri has been doing.
Gupta: The actual rule is to stop the production when the defects exceed three an hour but she is stopping it the moment she gets the first reject.
Ahmed: I agree with Gupta, she is virtually setting our company on fire. How long can we allow this nuisance to continue?
This continued like a never ending discussion. Venkat decided that ending the meeting might be appropriate given the circumstances. He promised to clarify the issue after discussions with the management.
What could be the reason for Mr.Gupta and Ms.Madhuri to hate each other?
a) Being a family member of the founder of the company, Madhuri thought that she need not follow any rules and there arises the gap between the two.
b) Madhuri is well-educated and Gupta started his career as a worker in that company. Madhuri feels inferior to work with Gupta.
c) Before Madhuri joined the company, they both had misunderstandings between them.
d) As both are in the same level of hierarchy, no one is willing to listen to the other.
Does anyone have solution for time1602 mock test?
How difficult will be XAT 2016 compared to previous year papers? As the time allotted is more compared to previous exams.
Guys, can you please share the o-xat's available on olive board
We have to go to our respective test centers tomorrow?
The Bistupur - Sakchi corner needs a speed - breaker. Loyola school children cross this intersection, on their way to the school, and many a times do not check out for traffic. I get to read regular reports of cars and other vehicles hitting children. I know that speed-breakers are irritating for drivers and I know that children cannot be protected from every danger, but this is one of the worst intersections in town. There needs to be a speed-breaker so that vehicles have to slow down and the children be made safer.
23. Which of the following arguments is used in the above passage? A. Analogy-comparing the intersection to something dangerous
B. Statistical analysis-noting the number of children hit by vehicles C. Personalization-telling the story of one child's near accident at the intersection
D. Attack-pointing out people who are against speed-breakers as being uncaring about children
E. Emotive-referring to the safety of children to get people interested
A potter asked his two sons to sell some pots in the market. The amount received for each pot
was same as the number of pots sold. The two brothers spent the entire amount on some packets of potato chips and one packet of banana chips. One brother had the packet of banana chips along with some packets of potato chips, while the other brother just had potato chips. Each packet of potato chips costs 10/- and the packet of banana chips costs less than 10/-. The packets of chips were divided between the two brothers so each brother received equal number of packets. How much money should one brother give to the other to make the division financially equitable?