Because, this cannot be variable with respect to the level of production. So, it is also called invariable cost. Since fixed costs are fixed or rigid it can be represented through a curve having horizontal shape to output axis as showed in the figure I..
Some people might disagree, but I’d put content in the background and focus on relationship building. Group work that’s tangentially related to your subject area, what they’ve done in the past, etc. Get them focused on talking to each other and the pressure is off you, and off them too actually.
But a major study from the National Academies of Sciences, Engineering, and Medicine outlines a more comprehensive way of looking at sexual harassment within organizations and identifies the strongest predictor of such behavior. Surprisingly, it has little to do with individual perpetrators.The study finds that the strongest, most potent predictor of sexual harassment is essentially the culture of the company what the researchers call “organizational climate.”If employees believe that their organization takes harassment seriously, then harassment is less likely to happen, according to the 311 page report released Tuesday. That faith in fair treatment acts as a deterrent against bad actors and encourages workers to speak up about harassment key to keeping bad behavior at bay.
The Oregon based company difficulties highlight the deep roots of some of the problems businesses face in manufacturing in China, particualrly at a time of sharply rising costs and a stiffening legal environment.In its first country specific supply chain report, which it said focused on China because of the upcoming Beijing Olympics, Nike detailed the efforts it has been making to get suppliers to comply with its code of conduct and Chinese law, including a scheme to monitor Olympics related suppliers this year.China continues to develop we see progress and best practices emerging. But like our partners in any other country, the factories we contract with in China continue to face challenges as well, said the report, which was released earlier this month on Nike Web site.It listed several labour related challenges, including falsification of factory documents, like payroll records, lack of effective grievance systems for disgruntled workers and hiring practices that did not ensure minimum age standards are met.The report said China is Nike largest single sourcing country, with some 180 manufacturers and about 210,000 employees.Last year, Nike rolled out a scheme to check the identity of some 150,000 of its workers in China, and found 167 cases of people who were below minimum age standards when they were hired but were now 18 or older. Two people were found to be underage.Wages in some places were not tracking government mandated raises, the report said.multiple factors drive up the cost of business, we find that some contract factories try to avoid making changes to wages in a timely manner, it said.In 2005 and 2006, Nike over 6.53 million yuan ($921,300) in back wages owed to workers in China.