Examination Paper Semester I: Managerial Economics IIBM Institute of Business Management Semester-1 Examination Paper Managerial Economics Section A: Objective Type (30 marks) • • • This section consists of multiple choices & Short notes type questions. Answer all the questions. Part one carries 1 mark each & Part two carries 5 marks each. MM.100 Part one: Multiple choices: 1. It is a study of economy as a whole a. Macroeconomics b. Microeconomics c. Recession d. Inflation 2. A comprehensive formulation
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opinion to improve the company’s strategies. Unlike Nardelli‚ he is a bad-tempered person and has a disreputable management. The tendency is his subordinates or employees aren’t willing enough to do favors and take orders from him. That’s why their productivity in his company tends to fall. Employees show a higher efficiency when they are working with a leader who is more considerate and easy going. So for me‚ Robert Sutton was right that if your attitude is friendly and approachable it won’t be hard
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Abstract The background of this case is presented at a grocery store called Red Spot Markets that is primarily focused on the immediate situation of how Mr. Fosdick should respond to his employee Bigelow. Mr. Fosdick should not take the sandwich‚ he should tell all employees the free lunch program is over with and that this constitutes as theft. Within this case this will tell the reader the immediate advice and steps Mr. Fosdick should take in his position at Red Spot Markets. Red Spot markets
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#1 FOR THE MIDTERM EXAM QUESTION 1 (PRODUCTIVITY) ElectroPlus manufactures electronic components. It has recorded data for the last three years as shown in the table below. ElectroPlus Productivity Data (in millions of dollars) 2009 2010 2011 Sales 220 258 248 Materials 124 146 142 Labor 56 66 56 Overhead 16 24 20 a) Calculate a measure of labor productivity for each year and comment on the pattern. b) Calculate a measure of multifactor productivity for each year using all inputs except
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employees. The mill is divided into six operating departments: boom‚ sawmill‚ planer‚ packaging‚ shipping and maintenance. And packaging department is separate from the rest of Treetop operations. The short term problem: packaging department’s poor productivity. The long term problem: packaging department’s quality and company’s cohesiveness. Question 1: Based on your knowledge of team dynamics‚ explain why the packaging department is less productive than are other teams at Treetop. Answer: Team
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and updated databases from anywhere in the world at any time with any mobile devices which linked with a web browser and by anyone with permission to access to such services. From the employers’ perspective‚ mobile enterprise increased workers’ productivity‚ which includes increasing revenue and margin and work output‚ it also provide a better and more comprehensive customer experience. Although not every organization can gain benefits from mobile enterprises‚ some of the major mobile enterprises
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Content Page 1. Introduction 1.1 Competitive Strategy 2. Discussion and Analysis 2.1 Training and Development 2.2 Performance Management 2.3 Pay Structure Decision 3. Conclusion 1. Introduction BreadTalk Group Limited is founded as a food and beverage operator in Singapore on July 2000 and listed on the Singapore stock exchange in 2003. It has vastly expanded to become a distinctive household brand enterprise that has established its name on the international
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1965-2002. We find that China’s economic growth is mainly attributable to the development of the non-agricultural (industrial and service) sector‚ driven by rapid labour migration and capital accumulation. Our estimates of the sectoral marginal productivity of labour indicate that China’s 1978 Economic Reform coincided with moving from phase one to phase two growth‚ as defined in the Lewis-Ranis-Fei model. This implies that phase three growth could be achieved by the commercialisation of the Chinese
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department. When more than two workers wanted the same time period‚ and they had similar skills‚ he usually gave preference to the worker with highest productivity. The second decision involved production standards. Sales had been increasing steadily over the past few years‚ and the company recently installed some new equipment to increase productivity. The new equipment would allow Kevin’s department to produce more with the same number of workers. The company had a pay incentive system in which
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very successful company on the market. It has a good market share due to its productivity. Productivity is the key element of a firm to be successful. Lincoln Electric created a system to pressure employees for a higher productivity. The pressure that this company uses is not psychological‚ it is the motivational one. The management motivates its workers with several bonus opportunities for either good work or good productivity. The same works also the opposite way as the penalization. Of course not
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