<span>Discrimination that is not consciously or deliberately sought, but it brought about by stereotypes or as an unintended outcome.</span>
Answer:
travel agency
Explanation:
as service businesses include <u>companies engaged in transport</u>, food service, distribution, retail, and other industries that sell services rather than products. These intangibles provide the primary revenue source for service businesses.
Monopolistic competition is the economic market model with many sellers selling similar, but not identical, products. The demand curve of monopolistic competition is elastic because although the firms are selling differentiated products, many are still close substitutes, so if one firm raises its price too high, many of its customers will switch to products made by other firms. This elasticity of demand makes it similar to pure competition where elasticity is perfect. Demand is not perfectly elastic because a monopolistic competitor has fewer rivals then would be the case for perfect competition, and because the products are differentiated to some degree, so they are not perfect substitutes.
Monopolistic competition has a downward sloping demand curve. Thus, just as for a pure monopoly, its marginal revenue will always be less than the market price, because it can only increase demand by lowering prices, but by doing so, it must lower the prices of all units of its product. Hence, monopolistically competitive firms maximize profits or minimize losses by producing that quantity where marginal revenue equals marginal cost, both over the short run and the long run.
Somebody whose job is to provide analytics or research should always be someone who is very good at quantitative analysis. They should be good with math and numbers, because their job is to analyze a business. The same goes for research. A good researcher is good at math because they have to analyze large datasets. This person would also be pretty detail-oriented because they need to make sure that they are not making small mistakes, as small mistakes could result in poor decisions that come out of their analysis.
Does that make sense?
Answer:
This evaluation best exemplifies a "behavior-level" measure.
Explanation:
Donald Kirkpatrick proposed a Four-level training evaluation model for evaluating the impact of training on employees.
The four levels are; Reaction, Learning, Behavior and Results.
The behavior level of Kirkpatrick's model is the third stage and it comes after employees have undergone learning/training. At this stage, the behavior is measured through monitoring and observation to determine if they are implementing what they have learnt.
This gives some insight into how effective the training was.
Therefore GetHelp Inc. by monitoring the phone calls of their customer service representatives are carrying out a "behavior-level" measure.