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grandymaker [24]
4 years ago
12

An optimal solution to a linear programming problem MUST lieA. somewhere in the interior of the feasible region.B. somewhere out

side of the feasible region.C. at the intersection of at least two constraints.D. somewere on the line between two corner points.
Business
1 answer:
Sati [7]4 years ago
8 0

Answer:

C. at the intersection of at least two constraints.

Explanation:

Every linear equation has an objective function, further it has the constraints.

In a linear equation when we find the value of constraints where, the value of at least two constraints shall meet, in order to find the solution.

This provides a solution set as when they intersect there are chances of solution, and accordingly even the objective function is easily achieved.

Accordingly the best set which fulfills the objective function where the constraints are also matching the criteria, there lies a solution set.

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Briefly explain the differences between functional, matrix, and project organizations. Describe how each structure affects the m
denis-greek [22]

Answer

The classic function organisation, is a pecking order where every worker has one clearsuperior. Staff individuals are gathered by specialities, for example, generation, promoting, building, and accountingat the top level. Specialties might be additionally subdivided into centered useful units, for example, mechanical and electrical designing. Every department as an utilitarian association will do its venture work autonomously of different offices

Matrix organisation, mirror a mix of practical and projectized characteristics. Matrix organisation can be named feeble, adjusted, or solid relying upon the overall degree of intensity and impact among utilitarian and undertaking chiefs. Powerless framework associations keep up huge numbers of the qualities of a practical association, and the job of the venture director is even more an organizer or expediter.A venture expediter fills in as staff collaborator and correspondences facilitator. The expediter can't settle on or implement choices. Task facilitators have capacity to settle on certain choices, have some position, and report to a more elevated level supervisor. Solid framework associations have a large number of the attributes of the projectized association, and have full-time venture supervisors with extensive position and full-time venture regulatory staff. While the reasonable framework association perceives the requirement for a task supervisor, it doesn't give the venture administrator the full authority over the undertaking and venture financing.

In a projectized organisation, colleagues are regularly colocated. The greater part of the association's resources are engaged with venture work, and undertaking directors have a lot of freedom and authority. Virtualcollaboration strategies are regularly used to achieve the advantages of colocated groups. Projectized organizations often have authoritative units called divisions, however they can either report legitimately to the task director or provide bolster administrations to the different undertakings

How they affect the management

In a functional organisation, extends that exist inside a solitary useful division produce no specific authoritative issues, yet extends that cut across utilitarian divisions can be testing. Why? Tasks that stretch out across practical divisions are requesting to oversee on the grounds that the undertaking director has no direct utilitarian position and should get ceaseless collaboration and backing from useful supervisors of different divisions so as to meet venture goals. This can get confusing.

Since the matrix structure offers position to both venture administrators(project manager) and utilitarian directors(functional manager) the result is to give an increasingly consistent division of work and at last to construct a more grounded group culture. In any case, the potential for struggle between useful supervisors and task administrators still exists on the grounds that there is still asset strife. Everybody who is on a task group still has two supervisors – their practical director and their venture administrator.

In a projectised organisation authority is incorporated. Since ventures are expelled from useful divisions the lines of correspondence are abbreviated. Both these elements upgrade the capacity to settle on quick choices. Undertaking groups build up a solid feeling of character which thusly makes a significant level of responsibility from colleagues. Because of their contribution in successive ventures of a comparable sort projectised associations can create and keep up a long haul assortment of experience and aptitudes in explicit regions.

Obviously projectised organisation make it simpler to run ventures on the grounds that the whole structure is set up for that reason. However, on the off chance that you are dealing with a task inside other hierarchical structures, at that point perceiving and understanding the effects will raise your attention to the potential undertaking the board entanglements, so you can be proactive about settling them. Correspondence, compromise and group building will be vital to your prosperity.

8 0
3 years ago
For a monopolistically competitive firm, at the profit-maximizing quantity of output,
elena-s [515]
The rest of it will be: price equals marginal cost. But this indeed is not true. The most accepted idea is that for a monopolistically competitive firm the average revenue and price are the same quantity. Now, when a monopolistically competitive firm is in long-run equilibrium, then the marginal revenue is equal to marginal cost. 
5 0
3 years ago
Clint Hill, CEO of Oregano Systems, a software engineering company, holds internal contests on the company intranet to get his e
kodGreya [7K]

Answer:

C) Bottom-up approach

Explanation:

The bottom-up approach refers to a management style where employee feedback is very valuable. Employees are generally invited to participate in the decision making or goal setting processes. The communication flows from the bottom of the organization to upper management levels.

In this case Hill, organizes an internal contest in order to get new business ideas.

8 0
3 years ago
What would be the consequences if managers of a firm evaluated a project based on its actual dollar cash flows, but used a real
matrenka [14]

Answer:

Real rate of returns are lower than nominal rates of return, therefore, using a real discount rate would overestimate a project's net present value. This could result in unprofitable projects being accepted because the NPV was erroneously calculated. If you want to use a real discount rate, you must first convert cash flows to real dollars.

For example, nominal discount rate is 10%, inflation rate is 5%, real discount rate is 5%.

Initial outlay $100

NCF year 1 = $40

NCF year 2 = $40

NCF year 3 = $40

Using the real discount rate, the NPV = $8.93

Using the nominal discount rate, the NPV = -$0.53

6 0
3 years ago
The index weighting that results in portfolio weights shifting away from securities that have increased in relative value toward
Sliva [168]

Answer: B. Fundamental weighting.

Explanation:

A fundamentally weighted index refers to a type of equity index whereby the components that are chosen based on the fundamental criteria like the dividend rates, book value, revenue, dividend rates, etc.

Fundamental weighting is the index weighting which results in portfolio weights shifting away from securities that have increased in relative value toward securities that have fallen in relative value whenever the portfolio is rebalanced.

3 0
3 years ago
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