Answer: a) the price level is less than the expected price level.
Explanation:
When the actual output in an economy is lower then the natural output it is called a Contractionary Gap and the price level will be lower.
This is because the Short Run Aggregate Supply Curve and the Demand curve will intersect at a lesser quantity which will equate to a lower price as well because the economy is producing less and the people are demanding less as well so the point at which they meet will be a lesser price.
The answer is: A.Healthful
A workplace would be categorized as 'healthful' if it is designed to ensure the health and wellness of the people that work on the site.
In united states, all of the safety requirement in the workplace is being overlooked by an organization called Occupational Safety and Health Administration. They create list of requirements that must be followed by employers and conduct daily investigation to ensure that all workplaces that operate maintain a healthful standard.
To economist, the social cost of union depends primarily on the people. People do not start their lives with fully developed theories about systems of society where unions are formed to fight for socialism. This organize monopolies to break down competition.
Answer:
The correct answer is letter "D": environmental costs included in market price.
Explanation:
Oil and other resources like natural gas are used as fuel and energy sources. However, <em>the environmental cost of extracting them is not included in the market price</em>. If that would happen, prices of those sources would not be accessible to regular consumers.
The exploitation of oil emits methane which is a gas even more harmful to the environment than carbon dioxide. Governments in most cases regulate the oil exploitation considering the environmental impact of that activity.
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
