Answer:
monitoring to see that tasks are accomplished
Explanation:
Resolving conflicts falls under the category of leading, while determining what needs to be done is an organizing task. A minor part of controlling may involve enforcing of employee rules, but monitoring represents a much better choice, as the main goal of controlling is to make sure that tasks are being accomplished as planned.
Answer:
Goals that generally span 12 months and are connected to long-term goals are known as <u>tactical</u> or <u>operation </u><u>goals.</u>
Explanation:
Sometimes referred to as a tactical or operational goals, or just a plain goals. They generally span 12 months and are connected to strategic goals in a hierarchy Known as a means-end chain.
What is tactical?
Tactical are decisions made during the course of battle.
What is Operational goals?
result expected from departments, work, groups, and individual; they are precise and measurable.
Answer:
$4,455
Explanation:
The computation of total decrease in earnings (pretax) in Morris Dec. 31, 2021, income statement is given below:-
Interest expense upto 31 Dec 2021 = (Total present value of lease payment - Lease payment on July 1, 2021) × 6% × 6 ÷ 12
= ($58,500 - $7,500) × 6% × 6 ÷ 12
= $51,000 × 6% × 6 ÷ 12
= $1,530
Depreciation expense upto 31 Dec 2021 = Fair value of equipment ÷ Useful life × 6 ÷ 12
= $58,500 ÷ 10 × 6 ÷ 12
= $5,850 × 6 ÷ 12
= $2,925
So, the total decrease in earnings (pretax) in Morris Dec. 31, 2021, income statement = Interest expense upto 31 Dec 2021 + Depreciation expense upto 31 Dec 2021
= $1,530 + $2,925
= $4,455
Answer: Prepaid cost more because it has more perks than contract, it offers more to the customer's either in data or calls
Explanation:
Prepaid phone services are services that which requires you to pay an upfront for the plans you'll be using in either calling,browsing or texting
While contract has you to choose from monthly plans
Prepaid cost more because it has more perks than contract, it offers more to the customer's either in data or calls
Explanation:
One of the most remarkable aspects of organizational change efforts is their low success rate. There is substantial evidence that some 70% of all change initiatives fail. This article explores the argument that a potentially significant reason for this is a lack of alignment between the value system of the change intervention and of those members of an organization undergoing the change. In order to test this assertion, the article begins by reviewing the change literature with regard to the impact of values on success and failure. It then examines Graves' Emergent Cyclical Levels of Existence Theory and uses this as the basis of a method for identifying and aligning value systems. The article then presents the results from case studies of two change initiatives in different organizations. These support both the method and the assertion that value system alignment may be an important factor in the success of organizational change initiatives. The article concludes with recommendations for further research.