Answer:
Mike has a comparative advantage in the production of computers.
Explanation:
Mike's opportunity cost of producing trucks instead of computers = 10 / 10 = 1.
Mike's opportunity cost of producing computers instead of trucks is 10 / 10 = 1.
Debra's opportunity cost of producing trucks instead of computers = 3 / 9 = 0.333.
Debra's opportunity cost of producing computers instead of trucks = 9 / 3 = 3.
Mike's opportunity cost of producing computers instead of trucks is 1, while Debra's is 3. Therefore, Mike has a comparative advantage in the production of computers.
Answer:
E. Deep-level
Explanation:
Deep-level diversity can be described as traits like values, beliefs, and attitudes that are not observable early but more direct experience makes it to become understood later.
Examples of what indicates deep-level diversity are difference in values, and personality differences between people.
Therefore, deep-level diversity refers to diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience.
Answer:
las alianzas se convierten en estrategias para generar mayor beneficio y crear valor social en diversos problemas del ambito social y ambiental, las cuales aportan a nuevas soluciones o pequeñas ayudas para aquellos problemas.
Explanation:
Setting goals and objectives is a part of planning.
Planning includes both the process of developing a plan and its accurate and timely execution.
Planning may be extremely helpful in avoiding mistakes and seeing possibilities. Good planning demonstrates management's familiarity with the company and their consideration of changes in "products," management, finance, and—perhaps most importantly—the external environment, which includes markets, competitors, users, and regulations. Planning aids in future prediction, future visibility, and the construction of a link between the present and this future.
To know more about planning.
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The answer is option 4 more and increased.
Explanation:
Decisions today are becoming more complex, due to increased uncertainty in the decision environment.
Decision making is planning, organizing, directing and controlling the functions of a manager at achieving organizational goals.
It provides more information and alternatives, improves the quality of decisions and helps in strengthening the organization.
In the decision phase of the decision making process the managers construct a model that reduces the problem. The decision rights identify and define the framework for how they will be made through operating process and support tools.
