...Checkpoint: Historical Example of Labor Supply and Demand Desiree Brownell XECO 212 2/15/2013 I chose to do my supply and demand response addressing the great depression. The great depression was a worldwide economic depression that started around 1929 and continued until about 1939. So far the great depression was and is the longest and most widespread depression that America has ever seen. During this particular point in history the demand for labor was higher than the demand for supply. America went through huge layoffs, employees were working for less, and companies where not hiring anymore. On October 29, 1929 the stock market crashed and there was billions of dollars lost by large businesses. The day the stock market crashed is still considered one of the defining factors and many hardships of the great depression. The impact on supply and demand of labor on one sector of the labor market- One of the biggest impacts of the supply and demand sector of the labor market was unemployment. 25 percent of all workers and 37 percent of all nonfarm workers were completely out of work. Employers were no longer hiring and could not afford to keep as many employees. Businesses where declining, therefore they were unable to pay as many employees wages and could not hire either. The factors that affected the labor demand and labor supply in the great depression where as I mentioned before unemployment, stock market crash, businesses no longer hiring, and employees were working...
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...Checkpoint: Historical Example of Labor Supply and Demand Aaron Rhome XECO/212 11/17/12 Jim Vernon Checkpoint: Historical Example of Labor Supply and Demand The era of American history known as the Great Depression represents the bleakest chapter in the history of the economy United States. A series of events culminated into the largest economic downturn in known history, with no end in sight. Following the stock market crash on September 3, 1929 millions of Americans rushed their banks to withdrawal their funds before their bank collapsed. Their actions caused many more banks to fail and limited the availability of credit to businesses. This lack of credit combined with reduced consumer spending lowered the demand for labor and unemployment skyrocketed as a result. At the outset of the depression domestic and foreign demand for automobiles had turned American auto manufacturing was the biggest industry in the world and was the driving force behind the U.S. economy (McCarthy, 2012). As thousands of banks and other companies closed or slowed production unemployment levels skyrocketed to a height of 25% by 1933 (Croft Communications, 2012). The increased supply of available labor coincided with a decrease in demand for automobiles resulting in a labor equilibrium that required fewer workers and lowered wages. According to McCarty (2012), “During the early 1930s, hundreds of thousands of workers...
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...Transactions and Strategies Economics for Management This page intentionally left blank Transactions and Strategies Economics for Management ROBERT J. MICHAELS Mihaylo College of Business and Economics California State University, Fullerton Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Transactions and Strategies: Economics for Management Robert J. Michaels Vice President of Editorial, Business: Jack W. Calhoun Publisher: Joe Sabatino Sr. Acquisitions Editor: Steve Scoble Supervising Developmental Editor: Jennifer Thomas Editorial Assistant: Lena Mortis Sr. Marketing Manager: John Carey Marketing Coordinator: Suellen Ruttkay Marketing Specialist: Betty Jung Content Project Manager: Cliff Kallemeyn Media Editor: Deepak Kumar Sr. Art Director: Michelle Kunkler Frontlist Buyer, Manufacturing: Sandee Milewski Internal Designer: Juli Cook/ Plan-It-Publishing, Inc. Cover Designer: Rose Alcorn Cover Image: © Justin Guariglia/Corbis © 2011 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means— graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution, information storage and retrieval systems, or in any other manner—except as may be permitted by the license terms herein. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support...
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...HOW WILL A SEVERE TERRORIST ALERT EFFECT TOURISM IN SOUTH CAROLINA Brianne Buckner Dr. BRIAN MCCUE PAD 590 JUNE 21, 2010 STRAYER UNIVERSITY CHARLESTON, SC CAMPUS This Directed Research Project (DRP), was conducted and orally presented By ………………………………………………………………………………. Brianne Buckner, Student We hereby certify that this DRP submitted by Brianne Buckner conforms to acceptable standards, and as such is fully adequate in scope and quality. It is therefore approved as the fulfillment of the requirement of the degree of Hospitality and Tourism Management, MBA Approved:_________________________________________ Supervising Faculty__________________________________ Peer Review/Technical Advisor________________________ TABLE OF CONTENTS Page APROVAL PAGE………………………………………………………………………...i ABSTRACT………………………………………………………………………………ii TABLE OF CONTENTS...................................................................................................iii LIST OF TABLES AND FIGURES………………………………………………….….iv CHAPTER 1: INTRODUCTION TO THE STUDY………………………………….….6 Context of the Problem……………………………………………………………6 Statement of the Problem………………………………………………………….7 Main Research Question and Sub-questions………………………………………7 Significance of the Study…………………...…………………………….……….8 Research Design and Methodology………...
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...………………………………………………………………………………………………………………………………….. 9 Table - Work Values ………………………………………………………………………………………………………………………………. 9 Job Requirements Matrix ………………………………………………………………………………………………………………………. 9 Job Rewards Matrix …………………………………………………………………………………………………………………………….. 11 Table - Work Activities ………………………………………………………………………………………………………………………... 12 Internal Labor Market …………………………………………………………………………………………………………………………. 16 Table - Transition Probability Matrix ………………………………………………………………………………………………...... 17 Table - Transition Probability Matrix Forecasting ………………………………………………………………………………... 17 Table - Employment Projections ………………………………………………………………………………………………………….. 17 Transition Analysis ………………………………………………………………………………………………………………………………. 18 Labor Market Findings ………………………………………………….....…………………………………………………………………. 18 Table - Quick Facts ………………………………………………………………………………………………………………………….…... 18 Table - Turnover …………………………………………………………………………………………………………………………….……. 20 Table - New Hires ………………………………………………………………………………………………………………………………….20 Table - Job Flows Retail Trade Michigan ………………………………………………………………………………………………. 21 External Labor Market...
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...larger deductions for depreciation in the early years of an asset’s life. Account This refers to a record of a business transaction. This refers to a written or unwritten contract to purchase and take delivery with payment to be made later as arranged. Account balance This refers to the difference between the debit and the credit sides of an account. Accounting period This refers to a time interval at the end of which an analysis is made of the information contained in the bookkeeping records. Also, the period covered by the profit and loss statement. Accounting price A term often used synonymously with shadow price. The term “accounting” indicates that the price is not market price. Accounting prices reflect, for example, the economic value of inputs and outputs as opposed to their financial or market value. Accounts payable Money owed to an individual or business for goods or services that have been received but not yet paid for. Accounting rate of return The ratio of profit before interest and taxation to the percentage of capital employed at the end of a period. Variations include using profit after interest and taxation, equity capital employed, and average capital for the period. Accounting ratio This refers to the ratio of the accounting price of a good or service to its market price. Accounts receivable Money owed to a business for goods or services that have been delivered but not yet paid for. Accounts receivable...
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...With the sales growth and expected continual growth in Europe, Custom Snowboards, Inc. is considering an expansion into Europe. The company has two options for expansions; to build a new manufacturing facility or to merge/acquire the operations of an already established European manufacturer called European Snow Fun. In order for an acquisition to work, the company would need a loan from the bank for one million dollars. A1. Looking at the financial aspect of the company, there are a few key points that could affect a bank officer’s decision. The bank officer would need to figure in on how the company would be able to pay the debt back. The vertical analysis shown in the financial statement shows how the base amount in relation to the particular items. There are a few main points to gather from the vertical analysis. The first one we will take a look at is the net sales of every year. In year 2012, the net sale was $6,601,000 with a gross profit of $2,009,000. In year 13, we saw an increase to $6,633,200 in net sales with a gross profit of $2,018,800. However, we see some concern when taking a look at year 14. The sales declined by $225,400 compared to year 13, while gross profits took only a slight decline of $68,600. It seems that this was due to the fact that they were cutting back on operating expenses compared to the previous years. In year 12, the total selling expense was $779,000, in year 13 it was $782,800, and in year 14 they dropped it down to $756,200. In...
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...SOUTHWEST AIRLINES CO. 2013 ANNUAL REPORT TO SHAREHOLDERS To our Shareholders: Our goals for 2013 were ambitious. We wanted to stay on track with our five Strategic Initiatives described below. We wanted to maintain our strong Brand, unique Culture, and award-winning Customer Service. We wanted to sustain our strong ontime performance and baggage handling. Finally, we wanted to improve our cost performance, achieve our profit requirement, and return value to our Shareholders. Just like in 2011 and 2012, an enormous amount was accomplished in 2013. As a result, we produced stellar results. Our 2013 net income was a record $754 million, or $1.05 per diluted share, including special items (primarily noncash, mark-to-market, and other items required for a portion of the Company’s fuel hedge portfolio, as well as costs associated with the acquisition and integration of AirTran). Excluding special items1, our 2013 profits were also a record, increasing 93 percent year-over-year to $805 million, or $1.12 per diluted share. Our annual pre-tax return on invested capital, excluding special items (ROIC), was 13.1 percent, nearly doubling 2012’s performance. Total operating revenues were a record $17.7 billion, boosted by strong yields and an 80.1 percent load factor. Through the combination of stable fuel prices and rigorous cost control efforts, we met our goal to improve our cost performance. Despite a roller coaster economy, we achieved record earnings; and, while just short of our...
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...CHAPTER 1: 1. A systematic grouping of people brought together to accomplish some specific purpose is call a(n): ______ B: Organization 2. Common characteristics that are found in every organization include the following except for: A: it has been organized by a union. 3. Titles of typical top management positions include the following EXCEPT: D: district manager 4. Organizations develop a systematic structure that defines the various roles of members. This may include the following EXCEPT FOR: E: creating informal cliques. 5. The Taft-Hartley Act started that any person who can do which of the following is a supervisor? A/ Lay off B/ Hire C/ Suspend C/ Transfer E/ All of the above 6. Organizations may be divided in the following distinct levels EXCEPT FOR: B: board of directors 7. The controlling function includes all of the following EXCEPT FOR: D: resolving conflicts among members. 8. The bottom level in the pyramid is occupied by: E: operative employees 9. As the role of coach, the supervisor is expected to: A: know how to listen to, guide, train, and assist. 10. Individuals who reflect a group of people responsible for establishing the organizations overall objectives and developing the policies to achieve these objectives are called: D: top-level managers 11. The management function which involves monitoring activities to ensure that targets are being met is called _______ A: controlling 12. Another way to think...
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...EXECUTIVE SKILLS 1 CONTENTS PAGE LECTURE 1 BECOMING A BETTER MANAGER……………………………………….1 LECTURE 2 HOW TO APPLY THE KEY IDEAS IN YOUR WORK……..……………9 LECTURES 3 PROBLEM SOLVING AND DECISION MAKING……..………………….16 LECTURE 4 PLANNING I…………………………………………………………………...22 LECTURE 5 PLANNING II..…………………………………………………………………26 LECTURE 6 STRATEGIC PLANNING………………....…………………………………30 LECTURE 7 OPERATIONAL PLANNING…………..……………………………………37 LECTURE 8 HUMAN RELATIONS & MOTIVATION…………………………………..40 LECTURE 9 INDIVIDUAL MOTIVATION……………………………………………….43 LECTURE 10 INFLUENCE OF GROUP DYNAMICS……………………………………..49 LECTURE 11 MANAGEMENT AND LEADERSHIP………………………………………51 LECTURE 12 LEADING PEOPLE AND COMPANIES……………………………………58 LECTURE 13 STYLES OF LEADERSHIP………………………………………………......66 LECTURE 14 ORGANIZING…………………………………………………………………7 2 LECTURE 15 THE PROCESS OF ORGANIZING………………………………….............76 LECTURE 16 CONTROLLING……………………………………………………………....88 LECTURE 17 STRUCTURE OF ORGANIZATION……………………………………..93 – 102 -------------------------------------------- 3 EXECUTIVE SKILLS TOPIC: BECOMING A BETTER MANAGER LECTURE: 1 KEY IDEAS IN THIS LECTURE Executives are made, not born. The most effective managers are self-made. They exert a strong influence in their organizations through applying a systematic process of management and through sharpening and using skills such as decision making, staff building, and information collection and analysis. Management, especially...
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...SOUTHWEST AIRLINES CO. 2011 ANNUAL REPORT TO SHAREHOLDERS To our Shareholders: The year 2011 was historic for Southwest Airlines. We celebrated our 40th anniversary of providing low-fare, high quality commercial air service. We launched an all new, industry-leading, frequent flyer program in March. We opened three new cities: Greenville-Spartanburg, South Carolina; Charleston, South Carolina; and Newark, New Jersey. We closed our acquisition of AirTran Airways on May 2, growing our fleet by 140 aircraft, and extending our route network domestically and to the Caribbean and Mexico. In December, we unveiled our fleet modernization plans, which include an agreement with Boeing to serve as the launch customer of the 737 MAX aircraft. And, our operations improved in 2011, closing out the year with our highest December ontime performance in 15 years. Moreover, we reported our 39th consecutive annual profit in a year that endured a $1.7 billion year-over-year increase in combined economic fuel costs. Our 2011 net income was $178 million, or $.23 per diluted share, including special items (primarily noncash, mark-to-market, and other items required for a portion of the Company’s fuel hedge portfolio, as well as costs associated with the acquisition and integration of AirTran). Excluding special items, our 2011 profit was $330 million, or $.43 per diluted share. Our financial position remains strong. Our cash and short-term investments were $3.1 billion, as of December 31, 2011, in...
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...5/8/2014 Israeli–Palestinian conflict - Wikipedia, the free encyclopedia Israeli–Palestinian conflict From Wikipedia, the free encyclopedia The Israeli–Palestinian conflict (Arabic: اﻟﻨﺰاع اﻟﻔﻠﺴﻄﯿﻨﻲ - اﻹﺳﺮاﺋﯿﻠﻲ al-Niza'a al'Filastini al 'Israili; Hebrew: הסכסוך הישראלי-פלסטיני Ha'Sikhsukh Ha'YisraeliFalestini) is the ongoing struggle between Israelis and Palestinians that began in the mid-20th century.[1] The conflict is wide-ranging, and the term is sometimes also used in reference to the earlier sectarian conflict in Mandatory Palestine, between the Zionist yishuv and the Arab population under British rule. The Israeli–Palestinian conflict has formed the core part of the wider Arab–Israeli conflict. It has widely been referred to as the world's "most intractable conflict".[3][4][5] Despite a long-term peace process and the general reconciliation of Israel with Egypt and Jordan, Israelis and Palestinians have failed to reach a final peace agreement. The remaining key issues are: mutual recognition, borders, security, water rights, control of Jerusalem, Israeli settlements,[6] Palestinian freedom of movement,[7] and resolving Palestinian claims of a right of return for their refugees. The violence of the conflict, in a region rich in sites of historic, cultural and religious interest worldwide, has been the object of numerous international conferences dealing with historic rights, security issues and human rights, and has been a factor hampering tourism in and...
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...This page intentionally left blank This page intentionally left blank Less managing. More teaching. Greater learning. INSTRUCTORS... Would you like your students to show up for class more prepared? class is much more fun if everyone is engaged and prepared…) (Let’s face it, Want ready-made application-level interactive assignments, student progress reporting, and auto-assignment grading? (Less time grading means more time teaching…) Want an instant view of student or class performance relative to learning objectives? (No more wondering if students understand…) Need to collect data and generate reports required for administration or accreditation? (Say goodbye to manually tracking student learning outcomes…) Want to record and post your lectures for students to view online? With McGraw-Hill's Connect Management, ™ INSTRUCTORS GET: • Interactive Applications – book-specific interactive assignments that require students to APPLY what they’ve learned. • Simple assignment management, allowing you to spend more time teaching. • Auto-graded assignments, quizzes, and tests. • Detailed Visual Reporting where student and section results can be viewed and analyzed. • Sophisticated online testing capability. • A filtering and reporting function that allows you to easily assign and report on materials that are correlated to accreditation standards, learning outcomes, and Bloom’s taxonomy. • An easy-to-use lecture capture tool. STUDENTS... Want an online, searchable...
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...This page intentionally left blank This page intentionally left blank Less managing. More teaching. Greater learning. INSTRUCTORS... Would you like your students to show up for class more prepared? class is much more fun if everyone is engaged and prepared…) (Let’s face it, Want ready-made application-level interactive assignments, student progress reporting, and auto-assignment grading? (Less time grading means more time teaching…) Want an instant view of student or class performance relative to learning objectives? (No more wondering if students understand…) Need to collect data and generate reports required for administration or accreditation? (Say goodbye to manually tracking student learning outcomes…) Want to record and post your lectures for students to view online? With McGraw-Hill's Connect Management, ™ INSTRUCTORS GET: • Interactive Applications – book-specific interactive assignments that require students to APPLY what they’ve learned. • Simple assignment management, allowing you to spend more time teaching. • Auto-graded assignments, quizzes, and tests. • Detailed Visual Reporting where student and section results can be viewed and analyzed. • Sophisticated online testing capability. • A filtering and reporting function that allows you to easily assign and report on materials that are correlated to accreditation standards, learning outcomes, and Bloom’s taxonomy. • An easy-to-use lecture capture tool. STUDENTS... Want an online, searchable...
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...ACCOUNT CLASSIFICATION AND PRESENTATION Account Title Accounts Payable Accounts Receivable Accumulated Depreciation—Buildings Accumulated Depreciation—Equipment Advertising Expense Allowance for Doubtful Accounts Amortization Expense Bad Debt Expense Bonds Payable Buildings Cash Common Stock Copyrights Cost of Goods Sold Debt Investments Depreciation Expense Discount on Bonds Payable Dividend Revenue Dividends Dividends Payable Equipment Freight-Out Gain on Disposal of Plant Assets Goodwill Income Summary Income Tax Expense Income Taxes Payable Insurance Expense Interest Expense Interest Payable Interest Receivable Interest Revenue Inventory Classification A Current Liability Current Asset Plant Asset—Contra Plant Asset—Contra Operating Expense Current Asset—Contra Operating Expense Financial Statement Balance Sheet Balance Sheet Balance Sheet Balance Sheet Income Statement Balance Sheet Income Statement Income Statement Balance Sheet Balance Sheet Normal Balance Credit Debit Credit Credit Debit Credit Debit Debit Credit Debit Debit Credit Debit Debit Debit Debit Debit Credit Debit Credit Debit Debit Credit Debit (1) Debit Credit Debit Debit Credit Debit Credit Debit B Operating Expense Long-Term Liability Plant Asset C Current Asset Stockholders' Equity Intangible Asset Cost of Goods Sold Balance Sheet Balance Sheet Balance Sheet Income Statement Balance Sheet Income Statement Balance Sheet Income Statement Retained Earnings Statement Balance Sheet Balance...
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