Answer:
- communicate and deliver its positioning strategy
- define its positioning strategy
Explanation:
The wood shop company after identifying competitive advantage, they need to define their positioning strategy it will help them to learn about the market, customers and their competitors. After clearly understanding their positioning, they must communicate and understand the market dynamics to attain short-term and long term growth.
The answer is primary reinforcement as to secondary
reinforcement. Primary reinforcers are biological. Principal examples are food,
beverage, and desire. But, most human reinforcers are secondary, or
conditioned. Examples comprise money, grades in schools, and tokens. Secondary reinforcers acquire their power through a history
of link with primary reinforcers or other secondary reinforcers. For instance,
if I said to you that dollars were no longer accepted to be used as cash, then
dollars would miss their control as a secondary reinforcer.
You can add a scent to get rid of the chemical smell. The smell of the base can be very overpowering, and scents can do the trick. You can use essential oils.
Hope this helped! :)
Answer:
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Explanation:
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Answer:
C) Strong matrix.
Explanation:
A matrix organizational structure is a type work structure where reporting relationships between employees are set up as a matrix rather than the conventional hierarchy approach. This simply means, there are two (2) chains of command; employees have dual reporting relationships to both a project and functional manager.
The matrix organizational structure can be classified into three (3) categories, these are;
1. Weak matrix structure.
2. Balanced matrix structure.
3. Strong matrix structure.
In project management, a strong matrix is also known as the project matrix and it basically refers to a matrix project that is significantly similar or having close resemblance with the pure project. In the strong matrix structure, the project manager controls most of the project activities and functions, including the assignment and control of project resources.
This ultimately implies that the project manager primarily holds a full-time role and has a sole authority, and as such control the budget. The role of the functional manager is usually minimal.
