Which of the following statements is true about behavioral checklist as an alternative appraisal method?
A. Descriptive ratings are less reliable than evaluative (good-bad) ratings.
B. Behavioral checklist increases the cognitive demands placed on raters.
C. Raters are provided with a series of statements that describe job-related behavior.
D. Raters become reporters whose task is to describe job behavior.
Answer: C
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When a public relations officer at a corporation works hard to influence how the public will interpret a particular act or event, that PR specialist is said to be practicing:
A) Media spin B) Capitulation C) Resistance D) Libel chill E) Self-censorship
Market segmentation is irrelevant in industrial marketing
Indicate whether the statement is true or false
Why would an indirect approach be better to use when the audience will be disappointed with the news?
A) An indirect approach is better at obscuring the bad news. B) An indirect approach eases the blow of the news and helps the reader accept the news. C) An indirect approach is more ethical than a direct approach for dealing with bad news. D) An indirect approach is better at limiting responsibility on the part of the organization. E) An indirect approach allows the opportunity for an apology in the body of the message.
Assume that Healthy Lawn Maintenance estimates that it will not collect 2% of total credit sales in a given month. At the end of each month, it makes an adjusting entry. The aggregate effect of these entries during 2013 is as follows:
a. Bad Debt Expense. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40,000 Accounts Receivable, net. . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . 40,000 b. Allowance for Uncollectibles . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40,000 Bad Debt Expense. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40,000 c. Bad Debt Expense. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40,000 Allowance for Uncollectibles . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . 40,000 d. Bad Debt Expense. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40,000 Accounts Receivable, gross . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . 40,000 e. Accounts Receivable, gross . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40,000 Bad Debt Expense. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40,000