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shtirl [24]
3 years ago
5

he idea of increasing opportunity cost is reflected in the A. bowed in shape of the production possibilities frontier. B. positi

ve slope of the production possibilities frontier. C. linear shape of the production possibilities frontier. D. fact that the PPF shows there are unattainable production points. E. bowed out shape of the production possibilities frontier.

Business
1 answer:
wel3 years ago
5 0

Answer:

E) bowed out shape of the production possibilities frontier.

Explanation:

The production possibilities frontier curve is usually has a bowed out shape because as the production of one of the products increases, the opportunity cost of producing the other product also increases.

As shown in the attached image, as the production of Y increases, the opportunity cost of producing X will also increase, giving the curve a bowed shape. The same happens to the opportunity cost of producing Y when the production of X increases.

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If Laura is aggressive and someone bumps into her, what is most likely her<br> response?
iren [92.7K]

Answer:

That she would be mad , hit them,

5 0
3 years ago
Why is it often difficult for a new supervisor or manager to be promoted from within? What specific challenges often accompany t
mina [271]

Answer:

It is difficult for new supervisors and managers to be promoted from within because adequate training are not provided. Most of the good habits that make up a good leader must be learned.

Explanation:

Challenges faced by new managers include:

1) Managing others while still actually working

It is important for managers to know how to differentiate between times they can focus their attention to employee concerns and times they decide not to attend to anyone and whether this is applicable to their team.

A calender will be needed for this type of situation.Schedule regular check-ins with employees, and block off times for you to focus on your own work. Unexpected and urgent situations will always arise, so you will have to add in some flexibility.

Resist the urge to make yourself available to every demand that comes your way.

2. Managing friends and former peers

When you attain the new rank of a manager, it is important to define the boundaries of your relationships with your subordinates as soon as possible.

Explain what you require from your staff and what they can expect from you. For your part, they will expect your trust, communication, and fairness, no matter how your relationship was defined before you were promoted as a manager.

3. Trying to make changes too quickly

First-time managers are always very excited to start making their marks on the organisation, but if you force too many changes at a fast rate, your staff may push back.

Take a collaborative approach on making changes to get the support of your staffs.

4. Giving direct feedback

A lot of new managers sometimes have a hard time delivering important feedback or having difficult conversations.

If you avoid telling an employee their faults and how they need to shape up, you might end up driving away others on your staff including your top performers by letting the problem spread.

It is also important to give positive feedback regularly.

8 0
3 years ago
The following information applies to the questions displayed below.
zhenek [66]

Answer:

Lobo Co.

Journal Entries:

Nov. 11 Debit Cash $7,875

Credit Sales Revenue $7,875

To record the sale of 105 razors for cash.

Nov. 11 Debit Cost of Goods Sold $2,100

Credit Inventory $2,100

To record the cost of goods sold for 105 razors at $20 each.

Dec. 16: Debit Cash $16,500

Credit Sales Revenue $16,500

To record the sale of 220 razors for cash.

Debit Cost of Goods Sold $4,400

Credit Inventory $4,400

To record the cost of goods sold.

Jan. 5: Debit Cash $11,250

Credit Sales Revenue $11,250

To record the sale of 150 razors for cash.

Debit Cost of Goods Sold $3,000

Credit Inventory $3,000

To record the cost of goods sold.

Adjusting Journal Entries:

Nov. 30: Debit Warranty Expense $630

Credit Warranty Liability $630

To record the warranty expense for November sales.

Dec. 9: Debit Warranty Liability $300

Credit Inventory $300

To replace 15 razors.

Dec. 16: Debit Warranty Expense $1,672

Credit Warranty Liability $1,672

To record the warranty expense for December sales.

Dec. 29: Debit Warranty Liability $600

Credit Inventory $600

To replace 30 razors.

Dec. 31: Debit Income Summary $2,302

Credit Warranty Expense $2,302

To recognize the warranty expense for the period.

Jan. 5: Debit Warranty Expense $900

Credit Warranty Liability $900

To record warranty expense for January sales.

Jan. 17: Debit Warranty Liability $1,000

Credit Inventory $1,000

To record the replacement of 50 razors.

Jan. 31: Debit Warranty Expense $100

Credit Warranty Liability $100

To recognize warranty expense for January sales.

2. The Warranty Expense for November is $630 and for December is $1,602.

3. The Warranty Expense for January is: $1,000

4. The balance of the Estimated Warranty Liability account as of December 31 is:

= $1,402

5. The balance of the Estimated Warranty Liability account as of January 31 is:

= $1,302

Explanation:

a) Data and Calculations:

Cost per new razor = $20

Retail selling price = $75

Expected warranty costs = 8% of dollar sales

b) Estimated Warranty Liability Account:

Nov. 30: Credit Warranty Liability  $630

Dec. 9: Debit Warranty Liability    ($300)

Dec. 16: Credit Warranty Liability $1,672

Dec. 29: Debit Warranty Liability  ($600)

Dec. 31: Balance                           $1,402

Jan. 5: Credit Warranty Liability    $900

Jan. 17: Debit Warranty Liability ($1,000)

Jan. 31 Balance                            $1,302

Warranty Expense Account:

Nov. 30: Debit Warranty Expense  $630

Dec. 16: Debit Warranty Expense $1,672

Dec. 31: Debit Income Summary $2,302

Jan. 5: Debit Warranty Expense $900

Jan. 31: Debit Warranty Expense $100

Jan. 31: Debit Income Summary $1,000

5 0
3 years ago
A firm's diversification strategy is most likely to add value if:________. a. There exist economies of scope between diversified
Katyanochek1 [597]

Answer:

Option A. There exist economies of scope between diversified business units

Explanation:

The reason is that diversification is lowering the industry risk of the business the company is in by investing in several other industries. This helps us to lower the risk and have a steady returns in the subsequent years. This means uncertainty related to cash flows is lowered and this has also increased the chances of cash surplus for subsequent years.

Furthermore, if the investments made in diversified business units possesses economies of scope, which means that we are in related diversification because we are manufacturing different but similar goods which are substitutes to each other from large to some extent. This brings economies of scope and would lower the total operating cost of company. Hence the <u>Option A</u> which says that economies of scope does add value to the company is the right option.

Option B is not preferable option as the option of investing in different businesses is choosen in the option A.

Option C is again the same as Option B and the difference is that it uses the word several unrelated businesses instead of comprehensive business portfolio which is the same thing. Hence <u>Option C</u> is also not preferable option here.

<u>Option D</u> is incorrect because when we acquire an organization it is the move of increase in risk portfolio because acquisitions are mostly not a sound investments and not a part of diversification strategy as the company is putting all the eggs in the single basket.

4 0
3 years ago
In the ________ era, manufacturers focused on product innovation, rather than satisfying the needs of individual customers.
Temka [501]

It should be noted that in the Production Oriented Era,manufacturers focused on product innovation, rather than satisfying the needs of individual customers.

<h3>What is Production Oriented Era?</h3>

Production Oriented Era can be regarded as an era in which manufacturers were concerned with product innovation, they do this instead of meeting customers needs.

In this era Retailers were considered places to hold inventory until it was sold.

Learn more about Production Oriented Era at:

brainly.com/question/6264918

8 0
2 years ago
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