Market failure refers to a situation in which the market does not allocate resources efficiently. ANSWER: T TYPE: T KEY1: D SECTION: 2 OBJECTIVE: 7 RANDOM: Y [cxxii]. Since taxes affect only the price paid by the buyer, they cannot have an adverse impact on the allocation of society’s resources. ANSWER: F TYPE: T KEY1: C SECTION: 2 OBJECTIVE: 7 RANDOM: Y [cxxiii]. A monopolist has market power.
Sample Format for the LIT1 Sample Format for the LIT1-Task One Task Instructions: Write a report (suggested length of 5–7 pages) about the forms of business organizations listed below. Your report should have a subheading for each business form with a brief description of the business form and a brief discussion of the key characteristics, advantages, and disadvantages of that form of organization. Differentiate among the following forms of business by explaining how at least six of the seven key characteristics listed in the introduction to this task apply to each of the following organizational forms: 1. Sole Proprietorship 2. General Partnership 3.
• A competitive firm has a u-shaped average cost curve whereas a monopolist does not. • A monopolist can influence market price whereas a perfectly competitive firm cannot. • There are many substitutes for a monopolist’s product whereas there are no substitutes for a competitive firm’s product. Want help? Click to download ECO 365 5).
3. (TCO A) Describe the relationship between quality and personal values. 4. (TCO H) Identify and discuss five differences between service and manufacturing organizations. 5.
Ensure you state where a particular assumption is used in your proof. (600 points) [pic] Given the two IC Curves, Point A on IC1 is northeast of IC2’s Point B implying that IC1 is has a higher utility than IC2. On IC2, Point D is northeast to IC1’s Point C implying that IC2 is the IC curve with the higher utility, which creates a logical inconsistency. This would break the assumption rule that every consumption basket lies on one and only one indifference curve. It would also break the transitivity assumption.
(0.5 points) 3. What is a broker? (0.5 points) 4. Name a stock market indicator in the U.S. (0.5 points) 5. Name at least two pieces of information that might be found in stock listings.
(TCO 4) What are the five characteristics of a causal hypothesis? (Points : 7) Question 8. 8. (TCO 5) List and explain the first three of six different levels in an access ladder. (Points : 7) Question 9.
Technological change can also affect the internal working arrangements - machinery leads to redundancies, new training may be needed etc. (Internet shopping and self-scan checkouts) Outsourcing production to cheaper countries. Skills requirements - Assessing the skills of the current workforce is an essential part of human resources planning as it enables a business to build up a profile of the training, experience and qualifications that employees already have. This is very important whether the business is capital intensive or labour intensive. As the nature and type of work changes within an organisation, so do the skills requirements.
Verizon: External/Internal Factors MGT/330 January 28, 2012 Verizon: External/Internal Factors The four functions of management continue to guide Verizon through internal and external factors successfully. Of course, management needs to work creatively in problem solving and execute all the four functions in order to attain the objectives and goals in a way that the cost of accomplishment is viable for the company. Some of the internal and external factors that Verizon must effectively and efficiently guide themselves through are globalization, technology, innovation, diversity, and ethics. Verizon will need to continually adjust how they use the four functions of management to handle the strategic, tactical and operational decisions for the organization, and a crucial tool that Verizon uses to do so is delegation. How Internal and External Factors Affect the Four Functions of Management Like many others successful organizations, Verizon still stands on the four functions of management (planning, organizing, leading, and controlling) to guide them into the future.
In each of the collaboration project development stages, members have to cope with incomplete information and rely on input from other participants in the network. Members of project alliance might be competitors in other projects or have different priorities due to other deadlines. Project participants can also be confronted with clients who are directly engaged in the innovation and development process, as each project tends to be critical to the clients business function, performance and profitability. As a consequence of these factors innovation performance is a project alliance that requires high degrees of creativity, flexibility, low formalization, ongoing communication, and project structures that allow feedback loops from later to early