Lower- level managers are empowered to make decisions in a decentralized organization, which can increase motivation and job satisfaction.
What is decentralized organisation ?
A company with a decentralized organizational structure is one where mid- and lower-level managers make most of the decisions, rather than the senior management team. Sometimes the employees themselves are even involved in the decision-making process. The opposite of a decentralized organization is a centralized one, where the highest-ranking leaders within the company make all major decisions, and there is a strict decision-making hierarchy. Most companies are not fully decentralized or centralized, having various degrees of both instead.
Some of the main situations where decentralized organization works well include:
- When a company has different points of contact with its customers and each requires highly individualized customer service.
- When an organization has a large number of different store locations and its upper management cannot monitor all of them and make important decisions for them.
- When the market for a specific product is fast-paced and there is intense competition, so all decisions need to be made as quickly as possible.
- Where new developments constantly alter the business model, making centralized control less effective.
Centralized organization :
A centralized organization is an organization that has a consolidated management system with decisions made by the top management then trickling down the chain of command to reach the organization's employees. Centralized organizations are distinguished by specific characteristics, which include;
- The management has a top-down approach where the subordinates follow orders without question.
- The organization has a well-established bureaucracy with a distinct chain of command.
- All the decisions are centrally made, and the opinions of subordinates are hardly considered.
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I would say that Steve is practicing a self-centred or authoritarian management style which means he does things his way with little or no consultation with his fellow workers so that means he is basically not being democratic in his relations with fellow employees.
Answer:
d)The opportunity cost of 1 lb. of coffee is 4 lbs. of bananas for Oscar.
Explanation:
a)The opportunity cost of 1 lb. of bananas is 4 lbs. of coffee for Oscar.
In order to produce 64 pounds of banana, Oscar has to give up producing 16 pounds of coffee, his opportunity cost is:
The statement is false.
b)Oscar has absolute advantage in the production of coffee.
Julia has a higher production capacity for coffee (20 pounds to 16 pounds) and therefore has the absolute advantage.
The statement is false.
c)Julia has comparative advantage in the production of bananas.
Julia has a higher opportunity cost for producing a pound of bananas (0.5 pounds of coffee to 0.25 pounds of coffee) and therefore does not have the comparative advantage.
The statement is false.
d)The opportunity cost of 1 lb. of coffee is 4 lbs. of bananas for Oscar.
In order to produce 16 pounds of coffee, Oscar has to give up producing 64 pounds of banana, his opportunity cost is:
The statement is true.
Answer:
$1,439,600 $780,400 − $84,000 + $743,200 = $1,439,600; the non-recurring loss is already included in income from continuing operations is the correct answer.
Explanation:
The company used straight line depreciation based on number of units produced. This can be shown as follows:
Cost = $100,000
Life = 5 years or 18,000 units
Salvage value = $10,000
By straight line method;
Depreciation cost per unit = (100,000-10,000)/18,000 = $5
After producing 4,400 units, depreciation expense = 4,400*5 = $22,000.
