Answer: The correct answer is "e. An amount assigned to no-par stock by the corporation's board of directors.".
Explanation: Stated value of no-par stock is: <u>An amount assigned to no-par stock by the corporation's board of directors.</u>
<u>The board of directors of the corporation are those who designate a declared value for no-par stock.</u>
In the scenario above, the technology that Abdul used is an
example of voice mail communication. This method is employed by having voice
messages to be stored in an electronic manner in which is intended to be
retrieved by those recipients who are going to contact the person using this
method.
<span> </span>
Answer:
A) Possible lost jobs from buying outside
Explanation:
In a make-or-buy decision, technical aspects directly related to manufacturing are those that come into play: costs, schedules, quality, among others. A classic example is Apple. Because of the advantages in costs, quality, schedules and other aspects, Apple chooses to manufacture its products in China instead of manufacturing themselves or with a third party in the US, despite the loss of jobs that it generates.
In this case it is a realistic view of the work. The manager makes it clear what the company intends with the employee. She explains that employment can offer good chances for professional growth, but also makes it clear that this will happen due to employee performance and consistent work. It is a realistic view of the job by presenting the benefits and duties of the employee.
Answer:
the difference between the price that sellers receive and the price that buyers pay, resulting from a subsidy government cheese.
Explanation:
In Economics, subsidy can be defined as the amount of money or benefits such as tax reduction given by the government to sellers in order to sustain production and enable the buy to continuously purchase the product.
A subsidy wedge can be defined as the difference between the price that sellers receive and the price that buyers pay, resulting from a subsidy government cheese.
