The answer for this qeustion is: Thinking in time
By using scenarios, we can formulate several outcomes that could possibly happen if we decided to follow a certain plan.
If we do this, we could prepare our actions on how to deal with those outcomes before it actually happens in real life.
Orange County, LA, San Francisco, Anaheim
Answer:
$71,000
Explanation:
The computation of operating income is shown below:-
Total costs if company bought = Cost of production × Outside supplier per unit) + (Fixed cost × Remaining percentage)
= (43,000 × $3.80) + ($68,000 × (100% - 30%))
= (43,000 × $3.80) + ($68,000 × 70%)
= $163,400 + $47,600
= $211,000
Loss in Income if part is bought = Total costs if company bought - Total costs originally
= $211,000 - $140,000
= $71,000
Therefore, Making profit will be more by $71,000 and for computing the Loss in Income if part is bought we simply applied the above formula.
Answer: over-borrowing.
Explanation:
credit cards function like this: you can "buy" a lot of things with it, including very very expensive things. this is because instead of really buying that product, you borrow money from the bank to buy it. you then have to pay it off in slower amounts of money over time until youve paid off the original cost of the product and more because the bank will most likely charge interest.
sounds great, right?
it is, until you cant afford to pay those smaller amounts of money. then, it starts to build up and if you still cant afford to pay the bank, they will begin to liquidize your physical assets (they take your stuff as payment, really anything, even your house can be taken.)
Answer:
The type of action that asks how and why performance deviated is called BASIC CORRECTIVE ACTON.
Explanation:
Basic corrective action are Corrective action that looks at how and why performance deviated before correcting the source of deviation.
Basic Corrective Action - Essential restorative activity that takes a gander at how and why execution veered off before remedying the wellspring of deviation. It's not unusual for supervisors to legitimize that they don't have opportunity to discover the wellspring of an issue (fundamental restorative activity) and keep on ceaselessly "put out flames" with prompt remedial activity.
