Answer:
A) Behavioural
Explanation:
Behavioral control refers to facts that show whether there is a right to direct or control how the worker does the work. A worker is an employee when the business has the right to direct and control the worker. The business does not have to actually direct or control the way the work is done as long as the employer has the right to direct and control the work.
Answer:
identifying pricing constraints.
Explanation:
From the question we are informed about George and Arthurine Renfro decided who decided to start a family business in 1990 and market chowchow, a southern regional food, they had to determine how they would price the chowchow by examining the demand for the product (would people rather eat home-made or store-bought), the cost of getting the jars for bottling the chowchow, and how much it would cost to distribute the product to area stores. In other words, in this case, the Renfros had to begin the development of their pricing strategy by identifying pricing constraints. .
Pricing constraints can be regarded as
factors which brings about limit of latitude of prices which a company may set.
Answer:
Total= 45,684 feet
Explanation:
Giving the following information:
Production budget:
February= 10,993
March= 8,559
Each chair produced uses 5 board feet of wood.
Management wants an ending inventory level of raw materials to equal 20% of the production needs (in wood) for the next month.
Direct material budget:
Production= 10,993*5= 54,965
Desired ending inventroy= (8,559*5)*0.2= 1,712
Beginning inventory= (10,993*5)*0.2= (10,993)
Total= 45,684 feet
These characteristics about Lugo indicate her <u>"personality".</u>
Personality alludes to individual contrasts in characteristic patterns of reasoning, feeling and carrying on. The study of personality centers around two expansive territories:
One is understanding individual differences specifically personality qualities, for example, amiability or touchiness.
The other is seeing how the different parts of a man meet up all in all.
