<span>The "principal-agent problem" is when one person can make a decision on behalf of someone else that impacts the "principal". The agent works to favor the interests of the principal and receives incentives for doing so in return. The agent can get into a conflict of interest or make morally wrong decisions in favor of the principal they are helping. </span>
Answer:
c. depends on a number of factors, and can vary from one manager, location and type of employees.
Explanation:
A manager can be defined as an individual who is saddled with the responsibility of supervising and ensuring his subordinates (employees) are working effectively and efficiently with the organization's goals and objectives.
In Business management or human resource management, span of control can be defined as the number of subordinates or junior level staffs who are directly controlled by a superior (manager).
Basically, the span of control for a manager depends on a number of factors, and can vary from one manager, location and type of employees.
<em>This ultimately implies that, span of control is directly proportional to the organizational structure and any other factor around them.</em>
Answer:
a.
Net Exports 2015 are - $471.4 billion.
b.
Net Exports 2016 are - $552.1 billion.
Explanation:
The net exports for a country is the difference between the value of exports and the value of imports of a country over a certain period of time. The amount of net exports can be wither positive or negative depending upon the value of exports being in excess of the value of imports or not. The formula for net exports is,
Net Exports = Value of Exports - Value of Imports
a.
Net Exports for 2015 = 2344 - 2815.4
Net Exports for 2015 = - $471.4 billion
b.
Net Exports for 2016 = 2372.7 - 2924.8
Net Exports for 2016 = - $552.1 billion
Answer:
Debtor: Joanna and her husband; Creditor: Resturant
Explanation:
Hope this helps
Answer:
C) Several of the characteristics of a high performing strategic leader.
Explanation:
Nishimatsu established several policies (e.g. open-door, eating with employees, etc.) to decentralize planning strategies.
Nishimatsu also had the habit of talking with flight attendants and other low level employees as a way of being well informed about the airline's operations.
He even decided to take a wage cut when the airline was in financial trouble, which is extremely uncommon for a CEO.
Nishimatsu's behavior and traits made the employees have a very positive opinion of him, and they felt he was approachable and a true leader.
