Hi-tech, inc., is a computer training company serving metropolitan toronto, canada. the firm contracts a group of part-time instructors to teach a variety of courses concurrently at its downtown location. while demand is so high that any class offered will be filled immediately, hi-tech is looking at only two courses at this time: introduction to computers (itc) and creation of web pages (cwp). each itc class requires 7.5 hours of preparation/instruction time and contributes a profit of $720, whereas each cwp class calls for only 3 hours and contributes $300. available time for these two courses is limited to 56 hours a day. there is a restriction on the maximum number of trainees that can be efficiently handled. more specifically, at most 100 students can be accommodated on a daily basis without putting a strain on the facility and support staff. additionally, each course has a class size limit - 6 for itc and 12 for cwp. hi-tech would like to maximize the daily total profit from both courses so that it could offer certain other courses on a "goodwill" basis. formulate an ailp for management to decide how many classes should be scheduled for each subject daily.

The hawthorne works was a large western electric factory with 45,000 employees. during the 1920s and 1930s, hawthorne works was the site of some well-known industrial studies. in one of the studies, researchers investigated the impact of different working conditions on worker productivity. prior to the start of the study, researchers secretly measured workers' productivity for several weeks. then researchers chose two workers, who then chose their own teams. the teams were separated from the general workforce and completed their work in different experiment rooms where the researchers could observe them more easily. over a 5-year period researchers manipulated the structure of the workday for each team (number and duration of breaks and number of hours per shift). for each of these changes in working conditions, the researchers measured the effect on productivity. for some conditions, such as frequent short breaks, workers rebelled by intentionally decreasing productivity.why did the researchers secretly measure the workers' productivity before creating the two treatment groups? a, to create similar treatment groups so that a cause-and-effect relationship could be establishedb, to draw conclusions about the productivity of all workers in the plant based on the test groupsc, to directly control for confounding variablesd, to provide a baseline for measuring worker productivity

1. gar principles or "the principles"are intended to do what? a. foster an awareness of the hierarchical structure of the organization b. explain the best method of implementing biometric security techniques c. foster an awareness of the importance of good employee training d. foster an awareness of getting upper level management on board in understanding the need to implement an ig program e. foster an awareness of good record keeping principles

Seattle bank’s start-up division establishes new branch banks. each branch opens with three tellers. total teller cost per branch is $96,000 per year. the three tellers combined can process up to 90,000 customer transactions per year. if a branch does not attain a volume of at least 60,000 transactions during its first year of operations, it is closed. if the demand for services exceeds 90,000 transactions, an additional teller is hired and the branch is transferred from the start-up division to regular operations. required what is the relevant range of activity for new branch banks