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baherus [9]
3 years ago
11

After working for Stafford Automotive Group as an automotive technician for the last 4 years, Stan was promoted to the position

of Service Manager. He now oversees the work of the other automotive technicians and shop attendants, is responsible for training them, and manages the parts inventory. Stan would be considered a(n) _______ manager.a) topb) first-linec) executived) non-supervisorty.e) middle
Business
1 answer:
notka56 [123]3 years ago
3 0

Answer:

b) first - line manger

Explanation:

First - line manger -

The first line manger supervise the production on the line tasks in the business of manufacturing , it have the positions like the shift boss , section head and foreman .

The importance of a first line manager is , that the person are important source of information about the satisfaction of the worker for the organization planning process .

hence , from the information of the question , Stan is considered to a  first - line manger .

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General Staff immediately come together and begin developing strategies. General Staff Chiefs are: Evaluating staffing and super
Lina20 [59]

Select all that apply.

Common Terminology

Management by Objectives

Incident Action Planning

Manageable Span of Control

Unified Command

Accountability

Answer:

Management by Objectives

Incident Action Planning

Manageable Span of Control

Explanation:

Considering the information given in the question, the NIMS Management Characteristics I am supporting are:

1. Management by Objectives

This is because, by Management by Objectives, the General Staff are making strategies according to the previous objectives.

2. Incident Action Planning

This is because, by Incident Action Planning, the General Staff are revising planning documents that will comprise staffing and resource necessities.

3. Manageable Span of Control

This is because, by Manageable Span of Control, General staff chiefs are assessing staffing requirements in the Incident Command Post. This is to make sure each supervisor only has personnel that can be managed.

7 0
3 years ago
Match each retail term with the correct definition
katen-ka-za [31]

Answer:

what retall terms

Explanation:

8 0
3 years ago
Briefly explain the differences between functional, matrix, and project organizations. Describe how each structure affects the m
denis-greek [22]

Answer

The classic function organisation, is a pecking order where every worker has one clearsuperior. Staff individuals are gathered by specialities, for example, generation, promoting, building, and accountingat the top level. Specialties might be additionally subdivided into centered useful units, for example, mechanical and electrical designing. Every department as an utilitarian association will do its venture work autonomously of different offices

Matrix organisation, mirror a mix of practical and projectized characteristics. Matrix organisation can be named feeble, adjusted, or solid relying upon the overall degree of intensity and impact among utilitarian and undertaking chiefs. Powerless framework associations keep up huge numbers of the qualities of a practical association, and the job of the venture director is even more an organizer or expediter.A venture expediter fills in as staff collaborator and correspondences facilitator. The expediter can't settle on or implement choices. Task facilitators have capacity to settle on certain choices, have some position, and report to a more elevated level supervisor. Solid framework associations have a large number of the attributes of the projectized association, and have full-time venture supervisors with extensive position and full-time venture regulatory staff. While the reasonable framework association perceives the requirement for a task supervisor, it doesn't give the venture administrator the full authority over the undertaking and venture financing.

In a projectized organisation, colleagues are regularly colocated. The greater part of the association's resources are engaged with venture work, and undertaking directors have a lot of freedom and authority. Virtualcollaboration strategies are regularly used to achieve the advantages of colocated groups. Projectized organizations often have authoritative units called divisions, however they can either report legitimately to the task director or provide bolster administrations to the different undertakings

How they affect the management

In a functional organisation, extends that exist inside a solitary useful division produce no specific authoritative issues, yet extends that cut across utilitarian divisions can be testing. Why? Tasks that stretch out across practical divisions are requesting to oversee on the grounds that the undertaking director has no direct utilitarian position and should get ceaseless collaboration and backing from useful supervisors of different divisions so as to meet venture goals. This can get confusing.

Since the matrix structure offers position to both venture administrators(project manager) and utilitarian directors(functional manager) the result is to give an increasingly consistent division of work and at last to construct a more grounded group culture. In any case, the potential for struggle between useful supervisors and task administrators still exists on the grounds that there is still asset strife. Everybody who is on a task group still has two supervisors – their practical director and their venture administrator.

In a projectised organisation authority is incorporated. Since ventures are expelled from useful divisions the lines of correspondence are abbreviated. Both these elements upgrade the capacity to settle on quick choices. Undertaking groups build up a solid feeling of character which thusly makes a significant level of responsibility from colleagues. Because of their contribution in successive ventures of a comparable sort projectised associations can create and keep up a long haul assortment of experience and aptitudes in explicit regions.

Obviously projectised organisation make it simpler to run ventures on the grounds that the whole structure is set up for that reason. However, on the off chance that you are dealing with a task inside other hierarchical structures, at that point perceiving and understanding the effects will raise your attention to the potential undertaking the board entanglements, so you can be proactive about settling them. Correspondence, compromise and group building will be vital to your prosperity.

8 0
3 years ago
Assume that Wal-Mart Stores, Inc. has decided to surface and maintain for 10 years a vacant lot next to one of its stores to ser
Kryger [21]

Answer:

Bid A should be accepted

Explanation:

Bid A:

initial investment = $5.75 x 12,000 = -$69,000

cash flows years 1 - 4 = $0.25 x 12,000 = -$3,000

cash flow year 5 = -$69,000

cash flows years 6 - 9 = $0.25 x 12,000 = -$3,000

NPV using a 9% discount rate = -$129,881.21

Bid B:

initial investment = $10.50 x 12,000 = -$126,000

cash flows years 1 - 9 = $0.09 x 12,000 = -$1,080

NPV using a 9% discount rate = -$132,474.87

3 0
3 years ago
Use the information below to answer questions 4-7. Drake Company's income statement for the most recent year appears below:
Colt1911 [192]

Answer:

(A) $731,250

Explanation:

The formula to compute the break-even point in sales dollars is shown below:

= (Fixed expenses or Fixed cost) ÷ (Contribution ratio)

where,

Contribution ratio = Contribution margin ÷ sales

                             = $208,000 ÷ $650,000

                             = 0.32 or 32%

And, the fixed expense is $234,000

Now put the values to the above formula

So, the value would equal to

= $234,000 ÷ 32%

= $731,250

6 0
3 years ago
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