Answer:
C) One worker can easily sabotage the productivity of other workers.
Explanation:
This is a form of compensation by merit that comprises the performance of a team as a whole, so this is a way of motivating both group work and individual work.
In the scenario above, we can see that this compensation plan would be effective in leveraging the performance of individual workers, and of teams, because if each member of the team is more productive, it will benefit the team as a whole. And this method will not affect the productivity of other teams, as each team will be encouraged and engaged to do the best job possible to achieve merit pay.
The alternative that does not correspond to the question that this incentive may be better than other methods to motivate workers to work harder, is the one that says that a worker can sabotage the productivity of other workers, as that worker is also likely to be engaged in not sabotaging the work of other team members, as the remuneration bonuses depend on the effort of the entire team to work together, and not just one employee.
Answer:
peter druker and write about him and the stuff he did write that he is the person u look up for
I would definitely be weary. If you can't answer if they're valid on your own, it's probably not!
<span>B. Leadership skills at times are not too apparent in individuals and most times the best leaders are not egotistical. It is important that an organisation has the capacity to allow its employees to use more initiative, making them feel the shared vision of the organisation and giving them room to be creative. The best leaders will surface eventually and naturally in these environments and especially when doing team tasks, you will see the stand outs.</span>
demand decreases, and supply increases. This is easy, the price will drop for sure, but if supply curve shifts right a lot more than the demand curve shifts left, then the new equilibrium point will mean more quantity is supplied at a much lower price. demand increases, and supply decreases.
