previous bank exam questions with solutions(Union Bank of India Probationary officer 2008)

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Case Study on Amul and its Operations (MBA Project)

Amul began the dairy cooperative movement in India and formed an apex cooperative organization, Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF), which today is jointly owned by some 2.2 million milk producers in Gujarat, India. Amul was formally registered on December 14, 1946.

The brand name Amul, sourced from the Sanskrit word Amoolya, means priceless. It was suggested by a quality control expert in Anand. Some cite the origin as an acronym to (Anand Milk Union Limited).The Amul revolution was started as awareness among the farmers. It grew and matured into a protest movement that was channeled towards economic prosperity.

ORGANISATION:
Amul is a dairy cooperative movement in India. It is a brand name managed by an apex cooperative organization, Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF), which today is jointly owned by some 2.41 million milk producers in Gujarat, India. It is based in Anand town of Gujarat and has been a sterling example of a co-operative organization’s success in the long term.

The Amul Pattern has established itself as a uniquely appropriate model for rural development. Amul has spurred the White Revolution of India, which has made India one of the largest milk producers in the world. It is also the world’s biggest vegetarian cheese brand. Success of Kaira District Co-operative Milk Producers’ Union Limited and setting up of District Co-operative Milk Producers’ Unions needed a state-level organization for entire Gujarat. That leads to creation of Gujarat Cooperative Milk Marketing Federation (GCMMF).
RANGE OF PRODUCTS:
Amul’s product range includes milk powders, milk, butter, ghee, cheese, chocolate, ice cream, cream, shrikhand, paneer, gulab jamuns, basundi, Nutramul brand and others.

Amul Butter, Amul Milk Powder, Amul Ghee, Amulspray, Amul Cheese, Amul Chocolates, Amul Shrikhand, Amul Ice cream, Nutramul, Amul Milk and Amulya In January 2006, Amul plans to launch India’s first sports drink Stamina, which will be competing with Coca Cola’s Powerade and PepsiCo’s Gatorade.

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Mass Transfer and GDL Electric Resistance in PEM Fuel Cells (Mechanical Project)

Many modeling studies have been carried out to simulate the current distribution across the channel and shoulder direction in a proton exchange membrane (PEM) fuel cell. However the modeling results do not show agreement on the current density distribution. At the same time, no experimental measurement result of current density distribution across the channel and the shoulder direction is available to testify the modeling studies.
Hence in this work, an experiment was conducted to separately measure the current densities under the channel and the shoulder in a PEM fuel cell by using the specially designed membrane electrode assemblies. The experimental results show that the current density under the channel is lower than that under the shoulder except when the fuel cell load is high. Afterwards two more experiments were carried out to find out the reason causing the higher current density under the shoulder. The effects of the electric resistance of gas diffusion layer (GDL) in the lateral and through-plane directions on the current density distribution were studied respectively. The experimental results show that it is the through-plane electric resistance that leads to the higher current density under the shoulder.

Moreover, a three-dimensional fuel cell model is developed using FORTRAN. A new method of combining the thin-film model and homogeneous model is utilized to model the catalyst layer. The model is validated by the experimental data. The distribution of current density, oxygen concentration, membrane phase potential, solid phase potential and overpotential in a PEM fuel cell have been studied by the model. The modeling results show that the new modeling method provides better simulations to the actual transport processes and chemical reaction in the catalyst layer of a PEM fuel cell.

Author: Wang, Lin

Source: University of Miami


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Biomechanics of the Intervertebral Disc: The Effects of Load History on Mechanical Behavior (Mechanical Project)

Degenerative disc disease is associated with back pain, and can be a debilitating disorder. In addition to the biological contributions of genetics and aging, mechanical factors have been implicated in accelerating the progression of disc degeneration.

Two studies were performed in order to explore the effects of various loading conditions on disc biomechanics. The first study explores the effects of compressive historical loads and disc hydration on subsequent creep loading and recovery. The second study investigates the restorative powers of creep distraction between compressive loading periods. In both cases three commonly applied mathematical models were employed to characterize disc behavior and the effectiveness of each model was validated.

The studies confirm that hydration level has a significant impact on disc stiffness and time dependent behavior. Distraction and conditioning phases are shown to have a significant impact on hydration level and thus subsequent mechanical behavior.

Introduction:

The Intervertebral Disc:

The intervertebral disc (IVD) is found between two subsequent vertebral bodies allowing the spine to flex and twist while supporting gravitational and muscular loads. A motion segment is comprised of an intervertebral disc and its two neighboring vertebral bodies. The mechanical properties of the disc are imperative to its normal operation. The disc is comprised of several components that each contribute to the mechanical properties. Degradation of these components can lead to reduced mechanical performance as well as pain.

The disc degenerates naturally as a normal part of aging, but the relationship between degeneration and pain is not fully understood. Studies are focused on differentiating between natural aging and the debilitating effects of more extreme degeneration. The effects of degeneration on the mechanical behavior of the disc may be a contributing factor to pain. Degeneration can lead to degraded biomechanics in terms of increased flexibility, decreased fluid pressurization, and lower disc height. Severe disc degeneration involves the degradation of the components of the disc and can lead to herniation, spinal stenosis, and degenerative spondylolisthesis.

Author: Adam Shabtai Gabai

Source: University of Maryland

A Computational Study of the Clap and Fling Aerodynamic Mechanism (Bioengineering Project)

Clap and fling is a particular wing kinematic pattern utilized by some insects and birds to produce enhanced aerodynamic forces. It consists of two very distinct phases:
i) the leading edges of the two wings are brought together near the upper limit of the upstroke and subsequently the wings are rotated around their leading edges, ‘’clapping’’ like a closing book;

ii) at the onset of the downstroke, and while they are still close, the two wings rotate around their trailing edges ‘’flinging’’ apart.

Prior theoretical and experimental work suggested that clap-and-fling is responsible for production of unusually high lift coefficients. However, due to limitations of the theoretical models and experimental techniques, detailed quantitative results are yet to be reported.

The primary objective of the present work is to provide a concrete description of the underlying physics by means of high-fidelity simulations based on the Navier-Stokes equations for incompressible flow. In particular, the effects of the kinematics and the Reynolds number are discussed in detail in the thesis. Thesis’ results verify the lift enhancement trends observed in experiments and identify the particular flow patterns correlated with such increases.

Author: Grigorios Panagakos

Source: University of Maryland

Interview Information

The Purpose of an Interview

Goal of Candidate:

Gather information on position and employer.

Evaluate position, job-setting, co-workers.

Determine if position is suitable – “Do I want to work here?”

Communicate information about yourself – convince employer to hire you because you are qualified for the position.

Goal of Interviewer:

Promote organization.

Attract the best candidate, gather information, and assess candidate’s qualifications.

Determine if the candidate fits the position.

Research the Position

Make sure you understand the details, requirements, and responsibilities of the job you are applying for. This information can be typically found by reviewing interview bulletins, recruiting information, and company literature. Additionally, conducting your own informational interviews can often provide valuable information. Finally, be able to relate your skills and qualifications to the stated job responsibilities.

Research the Organization

How long has it existed?

What is its mission?

What does it produce?

Who does it serve?

Size?

Location?

Visit the organization's website to help you research companies and organizations. In addition, expand your search by conducting informational interviews.

Prepare and Practice

Develop specific examples that highlight your skills. Make sure that you can answer each question honestly and sincerely without sounding like you prepared them. But remember, this is not an exhaustive list of possible interview questions, but rather some general samples to help you begin thinking about what may be asked during an interview.

Anticipate Difficult Questions

Can you explain your low grade point average?

Why did you change you major three times?

Do not try to avoid these questions, explain the situation honestly and in a positive manner. Try to turn a weakness into a strength, i.e., “Yes, my GPA is low, but this is because I worked thirty hours a week to put myself through school.”


Prepare Questions for Your Interviewer

What are the educational opportunities?

What training will I receive?

The end of the interview is usually reserved for your questions. Do not just ask generic questions, and do not ask questions that could easily be found in company literature. Ask questions that will help you determine if you are a good match for the position and organization, such as the questions above.



Examples of Interview Questions to ask:

Asking questions indicates to the employer that your job search has been well thought out. Your interest in the organization resulted in thorough research and preparation.


The following are samples of questions prepared to start you thinking about questions you can ask in an interview. Do not memorize these samples but do sit down, study them and figure out how they translate into suitable questions for the organization you are interviewing. Prepare questions to ask the interviewer, such as:


What do you think are the three key skills/strengths vital to this position?

What characteristics do the achievers in this company seem to share?

Is there a lot of team project work?

What would I be expected to accomplish in the first six months on the job? in the first year?

What are some of the department’s ongoing and anticipated special projects?

Identify a typical career path in your organization for someone with my qualifications.

How is an employee evaluated and promoted?

What is the retention rate of individuals in the position for which I am interviewing?

Tell me about your initial, as well as future training programs.

What are the challenging facets of this job?

What industry trends will occur in this company?

Describe the work environment.

What are the company’s strengths and weaknesses?

Who are your clients? May I talk with one?

Who are your competitors?

What kinds of computers and programs do you use? Will I have my own computer?

How would you describe your company’s personality and management style?

Is it company policy to promote within?

Tell me the work history of your top management.

What are your expectations for new hires?

What is the overall structure of the department where this position is located?

What qualities are you looking for in your new hires?

Is this a new position or a replacement? What happened to the person who held it previously? Is there someone already employed by the firm who thinks they should have this position?

What is the next step in the hiring process for this position?

Do not ask about salary and benefits.

Will I work independently or with others?

Who directly supervises this position? What is his or her background? What's he or she like? May I talk to other people who report to this person?

Are there any recent or anticipated changes in the structure of the organization (mergers, cutbacks)?

If I want to further my education, does the organization offer tuition benefits?

Can I provide you with any other information to help you in the decision making process?

Will I have a written employment agreement?

Does your company require that I sign a non-compete agreement?

How many women and minorities hold management positions in your company?

Where do the other employees live? How far away are these communities? Can you describe them? What is the commute like?

How many other candidates are you considering for this position? What can you tell me about them?

How soon can I expect to hear from you?

Face to Face Interview Guide

Whether you're looking for your first job or your fifth, you're after an entry level sales position or top management spot, there are some universal rules to successful interviewing. An interview is not a two way street! It is your job to sell yourself with a positive attitude and enthusiasm. Regardless of your initial impression of the job opportunity, your main objective is to obtain a JOB OFFER by outshining the competition. It is impossible to properly evaluate a position before a bona fide offer has been extended. Preparation for an interview should be a serious matter. Interviewers are looking at you not only as a candidate but as a performer in their organization.

Pre-Interview :

Go to the library or use the Web and research the company. Find things to discuss during the interview. This impresses the interviewer.

Know the five year growth of the company and future direction.

Know the company's financial position, i.e. net worth, stock price etc.

Know the competitors.

Know the product line.

You should call on at least three possible customers to get their opinion of the company and the product. Let the interviewer know this. Tell the interviewer with whom and where you investigated their company.

Attire :
Employers reject improperly dressed candidates. Accept the fact that many employers have an unwritten dress code and like to hire properly dressed candidates. Forget your own personal preference. You should dress according to the impression you want to create, i.e., successful, conservative, and business-like.

Men--Conservative blue or gray suit, white starched shirt, conservative tie with contrasting colors, shined shoes dark socks over calf, avoid aftershave.

Women--Skirted suit or tailored dress, dress feminine not sexy, avoid excessive make-up and perfumes.

Hairstyles for both men and women should be modest.

Men, Facial hair, if any, should be modest and neatly trimmed.

Your attire/appearance WON'T get the job, but it CAN certainly rob you of it.

No sports jacket for men.

No pantsuits for women.

Dress for your boss's job.

You can't be TOO conservative.

Timing :

Get exact directions to the interview site at least one day ahead of time.

Be 15 minutes early.

Be courteous to the staff…especially the secretary. An employer is always influenced by opinions of other employees.

Resume :

Take a resume with you even if the interviewer has one.

Do not fold it!

Offer the resume to the person in a new file folder.

References:

Take your "that a boy" letters and offer them at the appropriate time.

When requested, provide a typed list of names, addresses, phone numbers, and letters of personal and professional references.

Introduction:

Example: "Good morning, Larry. I am…"

Shake hands firmly and look the person in the interviewer eyes. Maintain good eye contact during the interview.

Maintain high energy level.

Sit up.

Back straight.

No coffee, (to spill).

No smoking.

Note: It is to your advantage if a subject of mutual interest arises, but do not fake knowledge. Be yourself. Poise, confidence, and self-respect are of great importance.

The Site :
Motel room: Position yourself for good eye contact, (Don't be afraid to move a chair; it shows positive traits. i.e., control.

Employer's office: If there is more than one chair, take the one closest to the side of the interviewers desk. The desk is the barrier!

Bar/Restaurant: Sit across from the person and wait for the interviewer to order drinks before you do. Do not feel compelled to drink if you normally don't drink.

Style :
Eye contact! Look directly at the interviewer.

Listen! Give the person the opportunity to talk. Do not touch anything on the interviewer's desk. Do not fidget with anything you have, such as a pen, tie, etc.

Relax and be confident (do deep breathing to relax).

Be enthusiastic-use your eyes, hands, and voice inflection to show support.

Fielding Questions :

Be Succinct - Keep your answers brief, concise, and to the point. Everyone gets nervous in an interview, but some try to disguise it by talking-excessively. The more nervous you get, the more you talk. The more you talk, the more you convince the interviewer that you are not right for the position. Avoid negatives by returning to a positive and stress that positive. As an example: "Well, Susan you have had three jobs in five years. Answer: Mary, I made a mistake on that Acme job by not checking their financial situation closely. I have been with U.S. Surgical for two years now and, as you can see, I've done a fine job. I'm seeking a career opportunity that offers greater stability and that's why I'm here."



Be Specific - If you're explaining your accomplishments, try to support your claims by citing figures or specific accomplishments. Ranked #2 out of 10 people in my region; I was $75,000 over quota last year; my W2 has increased x thousands of dollars over the last 2 years. If you're discussing skills or talents that you can bring to the job, give clear examples of how you've demonstrated these abilities in other relevant situations.



Sell Yourself - Now is not the time for humility. It is not bragging, and no one will find it offensive if you cite your achievements or awards or describe unique business programs that you have devised. It's an accepted and expected part of the interview process. Make sure that the interviewer knows about your accomplishments or special experiences. If the interviewer doesn't ask, find a way to bring them into the conversation. Be sure to mention any that aren't listed on your resume. No one else is going to sing your praises, and you usually don't get a second chance in these situations. Now is the time to bring out your ‘that a boy' file and show written rankings or letters.



Note: Translate your achievements, accomplishments, and personal qualities into benefits to the employer.



Maintain Credibility - and don't over inflate your responsibility. Don't try to make a low-level position sound as if you were actually the CEO's right-hand man or woman. Most interviewers have a good idea of the responsibilities that accompanied your previous job-especially if you're interviewing in the same industry. If you inflate your position, you'll undermine your entire credibility, and the interviewer will doubt all your other real achievements. Once you're considered deceptive, you won't have any chance at being hired. Always be honest.



Maintain Your Composure - Regardless of what happens in the interview keep calm, poised, and professional. If the interviewer seems to ignore you, don't get flustered. If the interviewer looks unimpressed, don't assume you have lost. If the individual contradicts something you say, explain your position but don't lose our temper or let the interviewer goad you into an argument. Don't become defensive if the interviewer seems to question certain responsibilities or achievements that you claim. It's all part of the game. Your composure may well be tested during the interview.



Pay Attention - Sometimes people are so "charged-up" that they try to anticipate where the interviewer is going. They just jump in with the answer before the interviewer has completed the question. Let the person finish the questions and make sure you know what is being asked. If you're not sure, ask the interviewer to clarify the question. The last thing you want to do is plunge headlong into a story that doesn't give the interviewer the information he's seeking. You'll come across as rattled and confused-not exactly the stuff employer's dreams are made of.



Tell-Me-About-Yourself Questions :

Answer these questions in terms of the qualifications required of the job being filled and your business background.

Keep responses concise and brief.

Avoid being derogatory and/or negative when asked about previous jobs and bosses.

"Tell-me-about-yourself" means, Tell me about your qualifications.

Prepare ahead of time a five to ten minute discussion of your qualifications.

Discuss your experiences.

Tell how well you performed (resulting in raises, promotions, innovative designs, sales volume, increased profits, etc.)

Your Personality Questions :

Always answer in terms of your qualifications.

Support your claims by sharing experiences.

Answer personality questions in terms of ACCURATE ANSWERS supported by past experience.

Salary Questions :

Avoid talking salary until the job has been offered.

Negotiate salary from strength.

Your present earnings will be on the company application you fill in. Mark the "expected earnings" portion of the application, "Open or Negotiable."

If unemployed, seek a salary equivalent to your last earnings.

On the initial interview, you should NOT directly discuss:

MANAGEMENT OPPORTUNITIES

FRINGE BENEFITS

VACATIONS/MONEY

Asking Questions When Interviewing For A Job



Interest Questions :

Ask yourself are they related to the job, the company, its products, services and people? An interview is a two-way street. These questions should communicate your interest in the position.



Don't cross-examine the employer:.

Ask questions requiring an explanation. Questions which can be answered with a "yes" or "no" are conversation stoppers.

Don't interrupt when the employer is answering YOUR question.

Ask job-relevant questions. Focus on the job, the company, products, services, and people.

Prior to the interview, write your list of Interest Questions and take them with you.

Ask about your potential peers, subordinates, and superiors. Take notes.

Ask the employer how he/she got where they are today.

Job Satisfaction Questions :

Do they pertain to the importance of the job, does the authority you'll have match to the responsibility, the reward for a job well done, and the long-range career opportunities?

Don't ask salary questions or about fringe benefits, retirement, or vacations.

Don't go overboard, four to eight questions of this type should be plenty.

Do ask about long-range career opportunities.

Past Performance Questions



Ask questions like::


How many people have held this position in the past several years?

Where are these people now?

Were they promoted or did they leave the company?

Sale Questions :

Ask what the employer wants in a candidates, what experience, educational background, and performance.

Always ask what personality characteristics the employer desires.

Make a sales statement based on the employer's prerequisites or desires. (If you lack an asset, sell a compensating asset.)

Ask For The Job :


"I can perform the job you want. I've done it before and I've done it well."

"I'd like to work for you. What else do you need to know to make this happen?"



IF YOU MAINTAIN A "QUESTIONING AWARENESS" YOU WILL AUTOMATICALLY ASK THE "RIGHT" QUESTIONS, GIVING YOU A CONSIDERABLE ADVANTAGE WHEN INTERVIEWING.

Close :

Assume that you are the right person for the position.

Summarize all points of agreement.

Tell the person you want the opportunity and you are sure you could work well with him personally from your initial meeting.

Close after summary. As an example: "Jim, do you make the final decision?" "Fine, I'm ready to pursue the next step in the interviewing process. Can we see Susan tomorrow?" If the interviewer says they would like to see you again or that the interviewer will be in touch with recruiter, summarize and close again. Tell the person you are ready to pursue the next step and ask for a day's notice that you might coordinate your schedule.

On Your Way Out


1. Thank the person for the time.

2. Shake his hand firmly and look the person in the eyes.

3. Tell the interviewer you look forward to the next interview.

4. Say good-bye to the secretary.

Follow Up :


Send a handwritten letter, fax, telegram, or e-mail thanking the interviewer for the opportunity of interviewing with the company and 3 or 4 good reasons to consider you. If this doesn't go out the day of the interview or the next day it won't be worth the paper it's written on.

If you do not have an answering service or recording device, buy one, or as an alternative, use the number of a friend who has one.












--------------------------------------------------------------------------------





Career oriented people are more interested in gaining valuable experience, advancement, opportunities, and enhanced working environment rather than immediate salary increase.

A lateral salary move, though rare, should always be considered based on career potential.



Review :

Make an inventory of what you did and how well you did it.
Research prospective employer, the nature of the business, its products and people.
Attire should be conservative and business-like, giving the impression of success and competence.

MOST CANDIDATES ARE NOT EFFECTIVE DURING AN INTERVIEW, BE AN EXCEPTION!

Marketing Mix – A Case Study with Nestle (MBA Project)

← Privacy-Invasive Software (Computer Project)Design of 120cc Single Cylinder Experimental Engine for Analysis of Intake Swirl and Multiple Ignition Sites (Mechanical Project) →


Objectives of Nestle:
Marketing objectives are compatible with the overall corporate objectives of nestle. Company’s objective is to be the world’s largest and best branded food manufacturer while insuring that nestle name is synonymous with the products of the highest quality.

Its chief objectives are:

• To achieve compatibility with international voluntary standards on environmental management systems.

• To build mutual trust with consumers, governmental authorities and business partners.

• To ensure continuous improvement of nestles environmental performance.

• Conservation of natural resources and minimization of waste.

• Total compliance with the laws.

• To establish the benchmark for good business practice.

• Employing new technologies and processing.

• By committing to resources, both human and financial.

• Measuring the cost and benefits to business of it’s activities.

• Monitor progress.

• Audit results.

• Review targets.

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Design of 120cc Single Cylinder Experimental Engine for Analysis of Intake Swirl and Multiple Ignition Sites (Mechanical Project)

The intent of this thesis is to design, build, and test a cylinder head with variable swirl and ignition sites. The design aspect used Solid Works Floworks to model airflow within the head and cylinder. Swirl rate and volumetric flow rate were calculated from the results. Many design iterations took place before a suitable design was accomplished.
Once the suitable design was reached, it was built using the rapid prototyping method known as 3-D printing (Fused Deposition Modeling). Valve guides and seats were installed in the head. Then valves, springs, and retainers were installed to allow for testing. The inlet was created using stereo-lithography due to its smooth surface finish and thin walls. A pin wheel swirl measuring device was built to measure tangential rotation rate of gasses in the cylinder. The experimental head was tested on the University of Miami flow bench in the Internal Combustion Engines Laboratory.
The results of the experimental work and theoretical modeling were compared. The results matched closely. The difference between experimental and theoretical values for high swirl flow rates were less than 3% error and the swirl ratio was less than 10%. For the low swirl scenario, error was less than 30%. The measured flow rate for the high swirl scenario was 28.87 CFM and the swirl ratio was measured as 2.87. SolidWorks Floworks created accurate results for the high swirl scenario and further experimentation should be conducted for different geometries.

Author: Seemann, Patrick

Source: University of Miami

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N-Mice Simulation(cse project)

This is a simulation of the N-Mice problem, which is presented as the paths that "N" mice which are standing evenly distributed around a circle with a particular radius would take if they were all trying to reach the mouse on their right hand side. It turns out that mathematically they never reach each other, however physically they do. The paths they create are in spiral form, This application can simulate up to 20 mice, in theory it could do much more, however the visual effect of the nice spirals really begin to dissipate after about 20 mice. The simulation assumes each mouse as being an independent particle in 2D space, each particle (mouse) follows the particle on its right hand side, with an attraction force that is calculated via Newton's formula of matter to matter attraction. There are many other ways to implement this problem, a full mathematical definition of the problem and other possible solutions can be found at mathworld.

Particle Engine System (P.E.S) (cse project)

This is a fully scalable particle engine, that has the capabilities of running on clusters that run MPI and Open-MPI protocols. Currently the system simulates mass-spring systems, and visualizes the result via OpenGL 3D graphics and GLUT windowing interface.At the moment the system uses very primitive ODEs such as Euler, Extended Euler and Runge-Kutta algorithms. PES has been successfully compiled and run under both Unix and Windows systems, however under Windows MPI capabilities are not available

FastGEO (cse project)

FastGEO is a library written in object pascal that contains a wide range of highly optimized vector based geometrical algorithms and routines for many different types of geometrical operations such as geometrical primitives and predicates, hull construction and triangulation, clipping, rotations and projections.

Digital Image Watermarking(cse project)

This is a suite of algorithms implemented in delphi that demonstrate simple high-capacity fragile watermarking algorithms and how they can be implemented on loss-less format images. The algorithms implement LSB watermarking on 1st, 2nd and 3rd bits, and have been optimised to be run in parallel. Due to the high data storing capacity of the algorithms they can also be used as steganographic tools for storing hidden data

Btech project guidelines

to download pdf file click on the below link
http://www.mediafire.com/file/fl14q9d2tv51wwd/btechguidelines.pdf

Touch Screen GLCD based Digital Devices Control System (ece project)

The aim of this project is to build a Graphical LCD Touch Screen interface for switching electrical devices. The controlled devices can be of high voltage or low voltage. A virtual on screen keypad and control board can be developed by the program running inside microcontroller. The status of devices can be viewed on Graphical LCD. No needs to have mechanical push buttons or LED indicators.

Users can control the devices with gentle finger touch. Controlling of Electrical appliances such as Television can be Passwordprotected. By this we can limit the access to certain electrical devices to children or any other un-authorized persons.

This project consists of a microcontroller that takes input from touch screen and processes the request. Then it processes the data and takes necessary action and updates the status on Graphical LCD.

The major building blocks of this project are:
1.Microcontroller Mother Board with regulated power supply.
2.Electromagnetic Relay (controls 230V, 10 Amps loads).
3.Graphical LCD with Touch Screen and Controller interface.
4.Electrical devices to be controlled.

Quantitative aptitude questions with solutions (previous bank exam questions)

this pdf file consists previous years bank exam aptitude questions with solutions
to download click on the below link
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JAVA APPLICATION FOR A BLUETOOTH PLATFORM (CSE PROJECT)

                 The proliferation of sophisticated electronic devices and growth of computer networking have provided motivation for the development of Bluetooth standard. This short range wireless technology allows different types of consumer devices, ranging from mobile phones to digital cameras, to form spontaneous wireless networks and exchange data. Bluetooth technology creates many new possibilities for proving services to consumers.

                The automated connection establishment features of Bluetooth make it well suited for providing devices such as PDA’s and mobile phones with access to public wireless networks via access points. In addition, the short range nature of the technology can be exploited so consumers with Bluetooth devices can be provided with services that are most relevant to the position of the access point. For example, a Bluetooth device could be used to alert the user, who has just entered a store, that a product location service is available.
                  In order to realise these possibilities, consumers need access to applications that allows them to take advantage of these services. Java application development technology provides features such as portability, security and robustness that makes it well suited for developing applications for use on Bluetooth platforms. In particular, the Java 2 Micro Edition platform aims to facilitate the development of portable applications for embedded systems, which are typically more varied in their system architecture and more likely to incorporate Bluetooth technology.



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AP SSC 2011 RESULTS

TO KNOW RESULTS PLEASE CLICK BELOW LINK
http://www.results.manabadi.co.in/SSCResults2011.htm