Answer:
The price of the stock is expected to be $188.16 in 1 year.
Explanation:
This can be determined as follows:
Current price of the stock = Expected next dividend / Expected return = $24.87 / 15.2% = $163.62
Expected stock price in 1 year = Current price of the stock * (100% + Expected return)^Number of year = $163.62 * (100% + 15.2%)^1 = $188.16
Therefore, the price of the stock is expected to be $188.16 in 1 year.
Answer: Amy is <em>concerned </em>with her organization's i<em>nability to solve problems</em> quickly. Several <u>subordinates have complained</u> to her that they feel alienated from the management <u>making the decisions</u> about their jobs with<u> no input </u>from them.
The element that Amy should address is the Chain of command.
Explanation:
A chain of command is a system for sending inside information of organizations with strong, vertical and authoritative structures.
The continuous flow of the chain of command clearly establishes the authority, revealing this depending on who reports to whom.
We must take into account the Authority and the Unit of command. This last is very important because it states that each supervisor must inform only one superior and like this the company preserves the continuous line of authority so all employees are heard and their ideas are taken into consideration for making decisions.
Answer:
The statement is: False.
Explanation:
In supply chain management, incremental analysis is in charge of determining the cost of ordering one more additional unit of a product over the cost of no requesting that additional unit. The cost of overstimulating demand is the loss of ordering one additional unit and discovering that it cannot be sold. The cost of underestimating demand is the opportunity loss for nor requesting one additional and discovering it could have been sold.
<em>The cost of underestimating demand is more difficult to determine than the cost of overestimating demand because underestimating demand because it involves customer's desires</em> on purchasing a product when not having the resources to do so.
Option C, Transactional leaders do not focus on worker input regarding assigned goals.
<u>Explanation:
</u>
Transactional leadership is an essential component of the Full Range Leadership model and a leadership style focussed on oversight, organization, and performance.
A number of senior military personnel, CEOs of large global companies and NFL trainers are regarded as transactional leaders. Transactional management also works efficiently in police agencies and first responders.
Transactional leaders use rewards and penalties to get their followers to respect them. Furthermore, transaction leaders don't care in relation to transition management for the welfare of workers they are foreign motivators that give the followers’ minimal adherence.
Examples of few transactional leaders: Vince Lombardi, Bill Gates and Howard Schultz.
