As competitive markets are driven by quantity of product sales and vendors tend to lower prices to ensure sales.
Answer: It will cause the demand curve to move inwards to the left
Explanation:
An increase in the price of a good will cause a decrease in the quantity demanded. This is in line with the law of demand that states that the higher the price the lower the quantity of goods that will be demanded.
<span>During the recession witnessed in early 2001, many firms laid off their employees and downsized. The reason for the downsizing of employees from these firms in 2001 was the incompetency and poor performance of the employees. It may sound mean but to the company, this is advantageous since they can reduce the costing while at the same time maintain or increase the final goods.</span>
The revenue function is given by R = -10p² + 4700p
Revenue is the total amount of money made from selling a particular unit of products while cost is the amount of money spent in production.
Given an annual sales (q) as:
q = (−10p + 4,700) million units.
The selling price is $p per unit. Hence:
Revenue = per unit price * annual sales
Revenue = p * (−10p + 4,700)
Revenue (R) = -10p² + 4700p
The revenue function is given by R = -10p² + 4700p
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Answer:
Taylorism
Explanation:
Taylorism, often referred to as Scientific Management, was the first theory of management to focus specifically on analyzing and optimizing workflows. These theories of process optimization helped drive the Fordist shift to mass production which occurred in the early part of the 20th Century. Taylorism can be boiled down to 4 principal points: The method of doing a task should be informed by a scientific investigation of the task , employees should be selected and carefully trained for tasks ,tasks should have detailed instructions and should be subject to supervision and management should evaluate tasks and formulate optimized approaches for the workers to follow .
Some forms of analysis might be done by timing how long it takes a worker to do a task, others by weighing raw materials. Process analysis, for Taylor, had to look at both the minutiae of the process composition and the detail of the physical acts required to complete the process. The elements of process improvement Taylor advocated for were successful in regards to processing materials; changing the way steel was cut and patenting that process. Yet, during his life, Taylor struggled to achieve quite the same success improving the efficiency of workers. Taylorism was first scientifically understanding how the production process worked and then supporting the managers of a workplace to intimately train workers to work at maximum efficiency. This way, the means towards higher returns is paved with a well-managed, harmonious relationship between managers and workers. In theory, this would have been a much more sustainable model for an organization. But despite that promise, people, although genetically similar, are intrinsically unique and complex. Aligning different minds and ushering people to a new way of working (from individual craft, to standardized production), sometimes require more time and effort than bringing in a new piece of technology.
