In team assignments, make sure you speak first and act on your own.
Answer:
C. Compensatory damages and consequential damages.
Explanation:
The reason is that the company can only sue Santa for its compensatory damage of paying 15% extra and consequential damages which are only claimable if the party to contract knows that not performing the contract will contribute to consequential damages which are here losses of sales which amount to 25% of sales.
Answer:
The correct answer is B.
Explanation:
Giving the following information:
Cash flow= $2,250
n= 4
i= 5%
Additional investment= $3,000
<u>First, we need to calculate the future value using the following formula:</u>
FV= {A*[(1+i)^n-1]}/i
A= annual deposit
FV= {2,250*[(1.05^4) - 1]} / 0.05
FV= 9,697.78 + 3,000
FV= $12,697.78
<u>Now, the present value:</u>
PV= FV/(1+i)^n
PV= 12,697.78/(1.05^4)
PV= $10,446.5
Answer: 1. 1. By studying patterns that recur in different eras, he can see what management tools will work best in his company's environment.
2. Social
Explanation:
1. It is often said that without knowing where we've been, we cannot know where we are going. This is why History in a general sense is important, it enables us know how things were done in the past so that we may know how to do things now. Specifically to Management, when the CEO studies the history of Management, he can see where Management has been, he can see what strategies have worked and which happens and in what conditions those strategies worked. After studying these patterns and strategies, he can then figure out how best to manage his current Environment based on those.
2. Social change refers to how the Environment of a Variable has changed in terms of what is expected of the people in it. What new norms or Cultural practices are now held in high regard as opposed to previous times.
Millennials have different values from those of the previous generations which means that there has been a Social Change that managers have to adapt to in order to be able to best achieve Organizational goals.
