Answer:
D. $5,000
Explanation:
This deadweight in a lot of cases are seen to occur especially when demand and supply are not in equilibrium and in and in the above scenario, it is pegged at $5000. Therefore sometimes consumers experience shortages, and producers earn but they'd otherwise.
Taxes are also seen in the creation of deadweight loss because they prevent people from engaging in purchases they'd otherwise make because the ultimate price of the merchandise is above the equilibrium value. If taxes on an item rise, the burden is commonly split between the producer and therefore the consumer, resulting in the producer receiving less cash in on the item and therefore the customer paying the next price.
Answer:
Top level managers
Middle level managers
First level mangers
Explanation:
Management involves the process of planning, organizing, directing and controlling. These functions are carried out by the top level managers, middle level managers and first level managers.
Top level managers are those in charged of setting the long term goal of a company, they are basically the board of directors of a company.
The middle managers are the engine of a company, they push the line managers to work and supervices their work.
The first level managers are also known as floor managers, they oil the engine of the company.
Answer:
$6,450
Explanation:
The general ledger of a cash account is presented below:
Cash Account
Date Particulars Amount Date Particulars Amount
April 1 Beginning April 16 Rent expense $460
Balance $3,850
April 3 Service April 20 Salaries and
Revenue $3,400 Wages expense $340
April 30 Ending balance $6,450
The ending balance would be
= Beginning balance + service revenue - rent expense - salaries and wages expense
= $3,850 + $3,400 - $460 - $340
= $6,450
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
