- Diseconomies of scale result from monthly bike sales of more than 400.
- Economies of scale = fewer than 300 bikes each month
- Monthly bike sales of between 300 and 400 bikes = Constant Returns to Scale.
<h3>What is Diseconomies of scale?</h3>
- Diseconomies of scale are the cost disadvantages that economic actors experience as a result of growing their organizational size or their output.
- Which leads to higher per-unit costs for the production of products and services.
- Economies of scale are opposed by the idea of diseconomies of scale.
<h3>What is Economies of scale ?</h3>
- The cost advantages that businesses experience as a result of their size of operation are known as economies of scale.
- And they are often quantified by the amount of output generated in a given amount of time.
- Scale can be increased when the cost per unit of output decreases.
<h3>What is Constant Returns to Scale?</h3>
- When a company's inputs, such as capital and labor, expand at the same rate as its outputs, or the value of their goods, this is known as a constant return to scale in economics.
- Returns to scale are measurements over a long time.
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Answer: It will reduce in demand
Explanation: If you raise a price customers are less likely to buy it when it’s at a higher price
Credit unions are not-for-profit financial cooperatives. Whose earnings are paid back to members in the form of higher saving rates and lower loan rates.Banks are for profit businesses with earning paid to stockholders only.
Answer: Options A and C are strengths while options B and D are weaknesses. See explanation below.
Explanation:
a. All employees must take at least five consecutive days off each year.
This is a strength in internal control. This would help to maintain stability in operational process and ensure leave days are effectively utilized. It also prevents staff from taking the leave days in piecemeal and sporadic manner thereby disrupting the operational process and causing team instability. It is also used to ensure leave days are promptly utilised and well accounted for.
b. The accounting department orders merchandise and approves invoices for payment.
This is a weakness in internal control. There should be a check and balance in this regard. In some organizations, proper scrutiny of the vendor and invoice is done by the Procurement Unit and the Expense Control Unit respectively. Even within the accounting department, there is approval hierarchy. Also, the unit within accounting department that is making the order should not be the one to approve the transaction.
c. Cash received over the counter is controlled by the sales clerk, who rings up the sale and places the cash in the register. The daily sales are recorded in the accounting records by the accounting department.
This is a strength in internal control as it ensures checks and balances. Fraud and error can be detected through this means. The accounting department should verify the transactions to the relevant supporting document before recording the transaction in the system.
d. The officer who signs checks need not examine the payment packet because he is confident the amounts are correct.
This is a weakness in internal control in the sense that checks signed by the officer is binding in the court of law. The officer cannot claim ignorance if anything goes wrong. There is therefore a need for proper scrutiny and relevant questions asked before checks are signed.
