96 Which of the following types of cost are relevant to making financial decisions:A. sunk costB. opportunity costC. material costD. A and C onlyE. B and C only
96 Which of the following types of cost are relevant to making financial decisions:
A. sunk cost
B. opportunity cost
C. material cost
D. A and C only
E. B and C only
相关考题：
You’re going to have a quiz ( )by another two in the ( )month. A. followed,followedB. followed,followingC. following,followedD. following,following
Why Have Formal Documents Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the (71) protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the (72) direction, his chief daily task will be communication, not decision-making, and his documents will immensely (73) this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them (74) he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents ( ) much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so..A.decidesB.encapsulatesC.realizesD.recognizes
Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （ ） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （请作答此空） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （ ） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （ ） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （ ） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so..A． OTHER B． DIFFERENT C． ANOTHER D． SAME
Why Have Formal Documents Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the ( ) protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the (72) direction, his chief daily task will be communication, not decision-making, and his documents will immensely (73) this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them (74) he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents (75) much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so..A.inconsistenciesB.consistencies C.steadiness D.adaptability
Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （请作答此空） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （ ） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （ ） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （ ） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （ ） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so..A． INCONSISTENCIES B． CONSISTENCIES C． STEADINESS D． ADAPTABILITY
Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （ ） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （ ） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （请作答此空） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （ ） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （ ） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so..A． EXTEND B． BROADEN C． LIGHTEN D．RELEASE
Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （ ） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （ ） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （ ） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （请作答此空） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （ ） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so..A． PERIODICALLY B． OCCASIONALLY C． INFREQUENTLY D． RARELY
Why Have Formal Documents?Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the （ ） protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the （ ） direction, his chief daily task will be communication, not decision-making, and his documents will immensely （ ） this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them （ ） he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents （请作答此空） much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so..A．DECIDES B．ENCAPSULATES C．REALIZES D．RECOGNIZES
Why Have Formal Documents Finally, writing the decisions down is essential. Only when one writes do the gaps appear and the (71) protrude(突出). The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones.Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the (72) direction, his chief daily task will be communication, not decision-making, and his documents will immensely (73) this load.Finally, a manager’s documents give him a data base and checklist. By reviewing them ( ) he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.The task of the manager is to develop a plan and then to realize it. But only the written plan is precise and communicable. Such a plan consists of documents on what, when, how much, where, and who. This small set of critical documents (75) much of the manager’s work. If their comprehensive and critical nature is recognized in the beginning, the manager can approach them as friendly tools rather than annoying busywork. He will set his direction much more crisply and quickly by doing so..A.periodicallyB.occasionally C.infrequently D.rarely