Answer:
One of my most passionate belief is "Fail Better". This is the belief which I developed since childhood, my family kept on saying this me when I was just 10 years old. Since then, It has been deeply rooted and firmly suited in my mind. It has influenced me from my childhood, I never felt hesitated in taking risks, trying new ideas, things and adventures in my whole life. This has definitely impacted the way I think, behave and communicate with others. This belief was then further been transformed and translated into "Fall seven times, Get up eight". I have followed these rules very strongly in my whole life. I have started many small businesses when I was in college, almost I failed in them but I learnt so many things which none could have taught me.
Answer:The value of cars produced by a Japanese company are part of United States Gross Domestic Product (GDP) as long as the cars are produced in a factory located within U.S. territory.
The reason why is that GDP includes the final value of all goods and services produced within a country, during a specific period of time (usually a year). If the cars are produce in U.S. territory, they are counted as part of U.S. GDP, even if the company is from Japan or any other country.
Explanation:
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
Answer and Explanation:
a. The given statement is true as the corner point at the objective function should be feasible solution which is no longer as compared with the value for every adjacent CPF solution as compared with its optimal
b. The given statement is false as the solution can be an edge
c. The given statement is true as it shows the direct relation between the two things
