Answer:
Midpoint value of price elasticity of demand = -2.07
Explanation:
We know,
Midpoint value of price elasticity = ![\frac{(Q_{2} - Q_{1})/[(Q_{2} + Q_{1})/2] }{(P_{2} - P_{1})/[(P_{2} + P_{1})/2] }](https://tex.z-dn.net/?f=%5Cfrac%7B%28Q_%7B2%7D%20-%20Q_%7B1%7D%29%2F%5B%28Q_%7B2%7D%20%2B%20Q_%7B1%7D%29%2F2%5D%20%7D%7B%28P_%7B2%7D%20-%20P_%7B1%7D%29%2F%5B%28P_%7B2%7D%20%2B%20P_%7B1%7D%29%2F2%5D%20%7D)
Given,
Original Price, 
= $15
New Price, 
= $12
Original Quantity demanded, 
= 1,000 units
New Quantity demanded, 
= 1,600 units
Putting the value in the above midpoint formula, we can get
Midpoint value of price elasticity = ![\frac{(1,600 - 1,000)/[(1,600 + 1,000)/2]}{(12-15)/[(12+15)/2]}](https://tex.z-dn.net/?f=%5Cfrac%7B%281%2C600%20-%201%2C000%29%2F%5B%281%2C600%20%2B%201%2C000%29%2F2%5D%7D%7B%2812-15%29%2F%5B%2812%2B15%29%2F2%5D%7D)
Midpoint value of price elasticity = 
Midpoint value of price elasticity = 
Midpoint value of price elasticity of demand = -2.07
Answer:
Organizational commitment
Explanation:
Organizational loyalty or commitment refers to the relationship of the bond that workers share with their organization. Overall, workers who are engaged in their organization usually feel connected to the organization, these workers assume that they suit in and make sure that they comprehend the organization's objectives.
Such workers ' economic value would be that they appear to become more motivated in their job, demonstrate fairly high efficiency, and are much more assertive in providing support.
Small businesses were able to afford to accept credit and debit card transactions because a flat fee was charged per transaction.
Smaller companies and individual vendors were able to accept credit and debit cards for payment since they didn't need to invest in expensive servers or infrastructure. Servers at restaurants were able to process customer payments right at the table, increasing the speed at which they could turn over tables.
Smaller groups and individual carriers had been capable of taking delivery of credit and debit cards for the price considering the fact that they did not need to spend money on high-priced servers or infrastructure. This led organizations to attention to how their personnel was prompted and managed and led to the development of a principle Y management fashion that specializes in the force for character self-achievement. McGregor's perspective places the obligation for performance on managers in addition to subordinates.
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