Answer:
B. False
Explanation:
People with high assertiveness respect themselves because they are very willing to defend their interests. They can freely express their thoughts and feelings. Since they are aware of their rights and others', they always work to resolve conflicts. But cultures with low assertiveness tend to allow others to manipulate them while displaying low self-esteem.
Answer and Explanation:
The classification is as follows:
a. Financing activity inflow of cash
b. INvesting activity outflow of cash
c. Investing activity inflow of cash
d. Financing activity outflow of cash
The inflow of cash shows the positive sign while on the other hand the outflow of cash shows the negative sign
And, the same should be relevant
Answer: Critical Design Review
Explanation:
A Critical Design Review is referred to as a review that's fine in order o ensure that a system can be able to move into fabrication, and test and also ensure that the stated performance requirements are met.
The approved detail design resulting from the critical design review serves as a basis for making the decision to begin production.
The right answer for the question that is being asked and shown above is that: "A. Jim should choose the federal loan since he will not have to pay interest if he attends a public university." the loan should Jim choose is that he<span> should choose the federal loan since he will not have to pay interest if he attends a public university.</span>
Explanation:
The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In-depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication
