Answer:
unstructured problem
Explanation:
According to my research on different types of business problems, I can say that based on the information provided within the question this is an example of an unstructured problem. These are defined as problems that do not have an identified cause and can be difficult to identify or solve. Which is what seems to be the case in this scenario since nobody knows why sales have decline.
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The visual effect is called apparent motion. Apparent motion
is being defined as an appearance in which the objects in the night sky are
likely to move against the motion’s typical direction. In psychology, this is
an optical illusion of which the objects viewed are in a quick succession.
Answer:
The correct answer would be E, Taking Action.
Explanation:
You have received your poor grades in Spanish over the last two semester. Now it is the time to take action and improve your grades. You will have to take proper actions and measures in order to improve your grades in the coming semesters. So you will either have to join an extra coaching or ask your friends to teach you the language if they are getting excellent marks. You will have to work hard. You will have to give more time to study and understand the language. These are the actions that you would have to take.
Answer: C. Identify a single overhead rate as the predetermined overhead rate.
Explanation:
Activity based costing works by assigning indirect and overhead costs to the activities that caused the costs to be incurred and then assigning those activities to the products those activities helped produce such that indirect and overhead costing is more accurate.
The steps involved include, tracing and allocating overhead costs to activity coat pools, identifying and classifying the major activities involved in the manufacture of specific products, and assigning overhead costs to products based on cost drivers.
It does not include identifying a single overhead rate as the predetermined overhead rate. This is a step is in Standard Costing.
International business research is only beginning to develop theory and evidence highlighting the importance of supranational regional institutions to explain firm internationalization. In this context, we offer new theory and evidence regarding the effect of a region's "institutional complexity" on foreign direct investment decisions by multinational enterprises (MNEs). We define a region's institutional complexity using two components, regional institutional diversity and number of countries. We explore the unique relationships of both components with MNEs' decisions to internationalize into countries within the region. Drawing on semiglobalization and regionalization research and institutional theory, we posit an inverted U-shaped relationship between a region's institutional diversity and MNE internationalization: extremely low or high regional institutional diversity has negative effects on internationalization, but moderate diversity has a positive effect on internationalization. Larger numbers of countries within the region reduces MNE internationalization in a linear fashion. We find support for these predicted relationships in multilevel analyses of 698 Japanese MNEs operating in 49 countries within 9 regions. Regional institutional complexity is both a challenge and an opportunity for MNEs seeking advantages through the aggregation and arbitrage of individual country factors.
