Answer:
D) hamburgers and hot dogs are substitutes.
Explanation:
Option A is incorrect. When the price of one good increases, the demand for other good decreases. It is called complementary goods. In this question, due to the increase in the price of hamburgers, the Ruiz family started taking hot dogs. Therefore, hot dogs price is not increasing. Therefore, it is a substitute good. Substitute goods state that the increase in the price of one good leads to the increase in demand for another good. Therefore, option D is correct.
Normal goods and inferior goods are related to income, so those are not answers.
Answer:Standard markup is a fast and easy method to figure out how much you should charge for your goods or services. Standard markup boils down to one simple formula: actual cost + markup = price. For example, it might cost you $3 in ingredients to make a sandwich.
Explanation:
<span>Maintenance workers have the most vague job description out of all the positions. Every other position has a detailed list explaining all of their duties. However, the maintenance position only lists one sentence of what their duties entail.</span>
Answer:
Firstly packaging and labeling costs can be either be charged on variable overheads cost or on selling overheads costs( distribution and marketing cost).
Assuming they are charged on Selling overheads cost:
There are no figures to illustrate the change on inventory cost as a result of moving Labeling and packaging from selling overheads to Direct Costs ( DC) but indefinitely when there are new costs charged to the direct costs of inventory, inventory cost will increase by their exact costs.
If they are charged on Variable overheads then they are already part of inventory cost as is variable cost on Work in process therefore there wont be change in inventory cost just change in direct material.
Explanation:
Answer: a practice in which executives get out of their offices and learn from others in the organization through casual face-to-face dialogue.
Explanation: Management by walking around (MBWA) refers to a practice in which executives get out of their offices and learn from others in the organization through casual face-to-face dialogue.
In this management style, executives pay casual, unplanned visits to staff in their work areas to understand their work environment, experience first hand their status reports instead of waiting for them to be delivered to their office. Management by walking around fosters a better work environment through better communication, a hands-on experience of the conditions of the workplace by managers as well as quick and effective problem solving.
