Chapter 7: Assesssments 1. CONTRASTING How were matrilineal societies different from patrilineal societies? Matrilineal societies where the societies in which descent is traced through the mother‚ while patrilineal societies where the ones in which descent is traced through the father. 2. NAMING From where does much of our knowledge of early African societies come? What traveler is known for his recorded descriptions of African societies? Much of our knowledge about early African societies come
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Chapter 7 Design Activities and Environments Thinking Critically 1. Review the definitions of architectural and detailed design and the brief descriptions of high-level design activities at the beginning of the chapter. Which activities are clearly architectural? Which are clearly detailed? Which can be architectural or detailed? Designing the support services architecture and deployment environment and designing the software architecture are clearly architectural.
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Chapter 7 Competition and Policies towards Monopolies and Oligopolies‚ Privatization and Deregulation Suggested Answers to the Review Questions I. Questions 1. Pure monopoly refers to the case where: a) there is a single firm selling the commodity‚ b) there are no close substitutes for the commodity‚ and c) entry into the industry is very difficult or impossible. If we further assume that the monopolist has perfect knowledge of present and future prices and costs‚ we have perfect monopoly
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Chapter 7 1. According to Karl Marx social class depends on a factor of a person’s relationship to the means of production. He distinguished two classes: owner of the means of production (bourgeoisie) and a worker who works on these factories‚ tools and land‚ proletariat. Marx believed that person’s life is shaped only with regard of what he owns and what he works on. Max Weber believed that social class is made up of three elements: property‚ power and prestige. According to Weber‚ property is
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CHAPTER 7 Fraud‚ Internal Control‚ and Cash Study Objectives 1. Define fraud and internal control. 2. Identify the principles of internal control activities. 3. Explain the applications of internal control principles to cash receipts. 4. Explain the applications of internal control principles to cash disbursements. 5. Prepare a bank reconciliation. 6. Explain the reporting of cash. 7. Discuss the basic principles of cash management.
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Corporation is currently having difficulties in managing employee records‚ generating on-time payroll reports and maintaining confidentiality of employee’s records. Specific Problem 1. Inefficient file management. Difficulty in locating files and some specific files cannot be found and causes inefficiency of service. 2. Inconsistency in generating on-time salary reports. Difficulty in generating on-time payroll reports that causes delay in releasing of salaries that leads to less productivity of
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Drucker: Chapter 7 – The Objectives of a Business The emphasis on profit can misdirect a manager and endanger business survival by: Undermining the future Push the easily sold line to the detriment of others Short-change research‚ promotion and other postponable investments Delay capital spend as it could effect the bottom line leading to obsolescence of equipment Management is the balance of a number of business needs and goals this requires judgement. Objectives are needed in every area where
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lack of Synergy In a small business it’s important that each division has internal synergy to function successfully. Lack of synergy is a possibility if you integrate your human resources and payroll divisions. Each department may have certain protocol that team members know and are comfortable with. Combining various protocol under one umbrella could prove arduous from an efficiency and productivity standpoint. High Cost Integrating divisions may save you money in the long term‚ but will
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Management‚ 10e (Robbins) Chapter 7 Foundations of Planning 1) Planning is concerned with how objectives are to be accomplished‚ not what is to be accomplished. 2) Planning provides direction to managers and nonmanagers alike. 3) Even without planning‚ departments and individuals always work together‚ allowing organizations to move efficiently toward its goals. 4) Research indicates that nonplanning organizations always outperform planning organizations. 5) Goals are the foundation of organizational
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CHAPTER 7 CORPORATIONS: REORGANIZATIONS SOLUTIONS TO PROBLEM MATERIALS Status: Q/P Question/ Learning Present in Prior Problem Objective Topic Edition Edition 1 LO 1 IRS Letter Ruling Unchanged 1 2 LO 1 Reorganizations follow tax law Unchanged 2 3 LO 1 Types of reorganizations Unchanged 3 4 LO 2 Comparing like-kind exchange to corporate New reorganization 5 LO 2 Four-column template Unchanged 5 6 LO 1‚ 2‚ 3 Reorganization: tax attributes Unchanged 6 7
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