Answer:
The answer is B.
Explanation:
In purely competitive firms, there are many buyers and sellers that no single buyer or seller can influence the price of goods. They accept the price set by the market conditions which depend on the market supply and demand. Firms in this market are price-takers.
In monopolistic firm, no one is competing against him. He is the only one in the industry. He is the only seller while buyers are many. In most cases, buyers do not have alternative than to buy the product. Because of this, the firm in monopoly sets its price. He is a price-maker.
Answer: Delegating
Explanation:
Delegation is a concept of a managerial leadership which involves the transfer and directing of specific and explicit duties or activities on what needs to be accomplished and how it should be carried out usually by an experienced manager to his or her subordinates especially for the outcome of work which he or she is accountable for.
Here, Ellen is always scheduling, directing and gives explicit standard of performance shows she is high on Delegating duties.
Answer:
The false statement is letter "C": Stratification of the population into several homogeneous sub-populations generally reduces audit efficiency.
Explanation:
Stratification is the method of grouping a population into subpopulations, with each group of units having similar characteristics. The efficiency of audits can be increased if the auditor stratifies a population by grouping it into different sub-populations since the variability of items will be reduced.
A job description or JD is a written narrative that describes the general tasks, or other related duties, and responsibilities of a position. It may specify the functionary to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, information about the equipment, tools and work aids used, working conditions, physical demands, and a salary range. Job descriptions are usually narrative,[1] but some may comprise a simple list of competencies; for instance, strategic human resource planning methodologies may be used to develop a competency architecture for an organization, from which job descriptions are built as a shortlist of competencies.[2][not specific enough to verify]
According to Torrington, a job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis considers the areas of knowledge, skills and abilities needed to perform the job. Job analysis generally involves the following steps: collecting and recording job information; checking the job information for accuracy; writing job descriptions based on the information; using the information to determine what skills, abilities, and knowledge are required to perform the job; updating the information from time to time. [3] A job usually includes several roles. According to Hall, the job description might be broadened to form a person specification or may be known as "terms of reference". The person/job specification can be presented as a stand-alone document, but in practice it is usually included within the job description. A job description is often used by employers in the recruitment process.
