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*BIOLOGY PRACTICAL ANSWERS* Complied By EAGLE EYE CEO:08023343546 (1a) A: Annual crop C: Annual crop (1b) TABULATE =SPECIMEN A= (i) Presence of hole (ii) Brownish in colour (iii) It is not wet (iv) Presence of two leaves =SPECIMEN C= (i) Absence of hole (ii) Whitish in colour (iii) It is wet (iv) Absence of two leaves (1c) (i) Practising of crop rotation (ii) Spraying with insecticides (iii) Growing of resistance varieties (1d) A: Epigeal B: Hypogeal (1ei) [img]https://i.imgur.com/CusGfrP.jpg[/img] (1eii) TABULATE TEST: C + iodine solution OBSERVATION: A blue-black colour is observed INFERENCE: Starch is present :::::::::::::::::::::::::::::::::::::::::::::::::::::::::: (2ai) D: Termitarium F: Hive (2aii) TABULATE =SPECIMEN D= (i) Absence of eye (ii) Absence of ocelli (iii) Absence of pollen (iv) Absence of stinger =SPECIMEN F= (i) Presence of eye (ii) Presence of ocelli (iii) Presence of pollen (iv) Presence of stinger (2aiii) Social insect (2b) (i) Provision of honey which serves as food (ii) It serves as an agent of pollination (2c) (i) Incisors: For cutting of grass (ii) Premolar: For chewing (iii) Molar: For grinding (2di) Heterotrops/Herbivorous (2dii) (i) Presence of diastema for food propelling (ii) Presence of incisors for cutting of grass (iii) Presence of molar and premolar for chewing and grinding grasses (2e) (i) Calcium (ii) Phosphorous :::::::::::::::::::::::::::::::::::::::::::::::::::::::::: *Take note: 3bi and 3e Corrected* (3ai) TABULATE =SPECIMEN H= (i) Presence of comb (ii) Small in size =SPECIMEN L= (i) Absence of comb (ii) Bigger in size (3aii) TABULATE =SPECIMEN K= (i) Absence of web foot (ii) Presence of short and sharp claws =SPECIMEN M= (i) Presence of web foot (ii) Presence of long and sharp claws (3b) =SPECIMEN H= (i) Possession of eye for sight (ii) Possession of comb for sensitivity =SPECIMEN M= (i) Possession of web feet to float in water (ii) Possession of sharp claws to scratch the soil (3bi) (i) Maize grain (ii) Rice (3c) [img]https://i.imgur.com/BpVfSpG.jpg[/img] (3d) Woodland (3e) H - Holozoic L - Filter feeding (3fi) (i)They both have beaks (ii)They both have eyes (3fii) (i)They both have claws (ii)They both have scales Complied By EAGLE EYE CEO:08023343546

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IJMB ECONOMICS ANSWERS FROM https://t.me/+D6vHWbxQGE9lMjI0 (6) (i) Price Theory:The theory of production plays a vital role in the price theory. It provides a base for the firm’s demand for factors of production, which together with their corresponding supply determine the prices of the factors. (ii)Theory of Firm:The theory of production helps us to determine the profit maximising output, which depends on marginal and average costs of production besides demand conditions (marginal and average revenues).The changes in marginal and average costs of production as a result of increase in output are determined by the physical relationship between inputs and outputs, besides the prices of factors of production. (iii)Demand for Factors of Production:Theory of production explains the forces which determine the original productivity of the factors. Hence, the relative prices of the factors, i.e., wages (of labour), rent (for land), interest (on capital) and profits (to entrepreneurs) are determined through their corresponding demands, which depend on the marginal productivities of the factors. (iv)Theory of Distribution: The theory of production can also be used to determine the aggregate distributive shares of the various factors in the economy. Elasticity of substitution between factors is an important concept of the theory of production, which can be used for this purpose to determine the aggregate shares of various factors like those of wages and profits in national income. This will resolve the problem of for whom to produce or the problem of distribution. (v)Study of Production Function:The theory of production is essentially a study of the production function, to which we now turn. Production function like the demand or supply function is to be considered with reference to a particular period of time. It expresses a flow of inputs resulting in a flow of output in a specific period of time.

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2022 IJMB QUESTIONS

4.) Device Chaos People tend to avoid communication if it's happening on a device they don't feel comfortable using. Gone are the days when we only worked on desktop computers. We now use tablets, smartphones, laptops, notepads, ultrabooks, smartwatches, and paper (remember that?). People have an average of five email addresses, three phones, two laptops, and four telephone numbers, making it hard to cut through the noise. To ensure that information gets to your employees on the right channels, why not let them work on a device that they're comfortable using. 5.) Onboarding New Employees While it's always exciting to onboard new employees, the process is often cumbersome. Teaching new hires about important communication techniques is sometimes an afterthought. 6.) Language Barriers While having a diverse and global workforce is something many companies actively seek and take pride in having, the resulting language barriers can be challenging, both within teams, as well as between different corporate locations. Multi-language communication can be slow, ineffective, and sometimes nonexistent. That's why it's important to try and avoid misunderstandings by displaying news in multiple languages, offering easy translation options, and encouraging intercultural training. 7.) A Lack of Mutual Respect Ideally, groups of people working together consist of individuals from diverse backgrounds with unique experiences. On the downside, this can sometimes lead to misunderstandings if employees don't fully respect one another or they fail to consider the range of experience outside their own from which they could profit. ======================================== EAGLE EYE CEO:08023343546

(iii) Operate Multiple Locations; As small businesses continue to grow and expand, they may open multiple locations in local, regional or domestic economic markets. Organizational structures help business owners create a management chain to ensure all business locations operate according to the company's standard procedures. Business owners rely on organizational structures because the owner may not be able to visit each location in a timely manner. (iv) Improve Employee Performance; Organizational structures often outline employee tasks and which manager is responsible for overseeing each employee. Employees may undergo a training period in which they learn the company's organizational structure. This process informs employees which managers can take specific decisions or where they need to send information for approval. Organizational structures also can be created with some flexibility to add new departments or employees so as not to burden one manager in the company. (v) Focus on Customer Service and Sales; Companies using a well-defined organizational structure should be able to spend more time focusing on customer service rather than correcting operational issues. Improved customer service can help companies answer consumer inquiries or questions regarding goods or services. Companies may also focus on increasing sales revenues and profits from business operations by meeting consumer needs and wants. ======================================== (7) A leader is the person who leads or commands a group, organization, or country. IN ANOTHER WORD ♣ A leader is someone who inspires passion and motivation in followers. ♣ A leader is someone with a vision and the path to realizing it. ♣ A leader is someone who ensures their team has support and tools to achieve their goals. A LEADERSHIP Leadership is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal. IMPORTANT CHARACTERISTICS OF A LEADERSHIP (1) It is a inter-personal process in which a manager is into influencing and guiding workers towards attainment of goals. (2) It denotes a few qualities to be present in a person which includes intelligence, maturity and personality. (3) It is a group process. It involves two or more people interacting with each other. (4) A leader is involved in shaping and moulding the behaviour of the group towards accomplishment of organizational goals. (5) Leadership is situation bound. There is no best style of leadership. It all depends upon tackling with the situations. ======================================== (8) _MANAGER NEED CONTROL BECAUSE:_ Control management is essential to the business because it helps to check errors and implement corrective action, minimizing deviation from standards, and keeps your project management on track. With such a framework in place, the company is much more likely to hit its goals. CHALLENGES IN INTERPERSONAL ORGANIZATION COMMUNICATION PROCESS ARE: 1) A Lack of Feedback If communication moves in one direction only, discourse will quickly become ineffective. Feedback is important on many levels. Not only does it help determine how well your employees have met their goals, but it also shows how well they collaborate with their teams, their co-workers, and their managers. 2.) Email Overload In addition to phone calls, text messages, group chats, social networks, and internal meetings, an average person can receive as many as 120 emails every day. 3.) Overall Lack of Communication Some of the biggest reasons why employees are dissatisfied with their jobs relate to internal communication challenges: Managers who don't provide enough information; constant changes that aren't sufficiently communicated to employees; or people in different roles who focus solely on their own objectives, ignoring overall priorities.

People with expert power may be seen as ideal candidates for promotion in the organisation. Referent Power Referent power comes from the interpersonal relationships that a person builds with others in the organisation. People have referent power when other people respect them and like them. It comes from influence through the behaviour that they demonstrate to others. If they are liked, others are more likely to respect and trust them. This allows the person with referent power to influence others. This power can also come from the relationships this person forms with key people in the organisation such as the CEO. Coercive Power This power comes from a person’s ability to influence through threats, punishment or sanctions. Others will respond to this behaviour because of fear of reprimand. They ensure that others stick to the rules, policies and procedures of the organisation. The downside is, you can only use this type of power in short bursts. If it’s used too much it tends to push people away or even leave the organisation. Reward Power This power comes from the person’s ability to offer and influence incentives in an organisation. This may be an increase in salary and promotions. They can use this power to motivate employees and team members. The problem with this power may be that the person cannot always deliver or they can’t always make these decisions about reward or incentive by themselves. They may need to seek the permission of others who make the final decisions as to whether the reward can be sectioned. ======================================== (6) =DIFFERENCE BETWEEN ENTREPRENEURSHIP AND MANAGEMENT= (i) Entrepreneurship is a process of creating an enterprise by taking a financial risk in order to get a profit, whereas management is the art of getting things done through proper planning, organizing, directing, and controlling. (ii) An entrepreneur is focused on a new business venture, whereas the main focus of management is to manage the ongoing operation. (iii) Ownership of an organization stays with the entrepreneur, whereas management is an employee of the organization. (iv) The entrepreneur will get profit as reward, whereas management will be getting paid for their work. (v) An entrepreneur is a risk-taker where management doesn’t take any risk. (vi) Entrepreneurs hold all the right to enjoy the complete financial freedom of the business, whereas Management doesn’t enjoy the complete financial freedom of the business. (vii) An entrepreneur is an innovator, whereas management executes an innovative idea. (viii) Management is a wide range of organization studies; it includes all whereas Entrepreneurship is One of the parts of management. =BENEFITS OF ORGANIZATIONAL STRUCTURES= (i) Streamline Business Operations; Organizational structures can help companies streamline business operations. Business owners, directors and managers usually are responsible for organizing business functions into departments that can complete various business processes. Organizing business functions into departments ensures business operations are completed and effective and efficient manner. Companies may save money by reducing the number of similar business functions completed by multiple departments. (ii) Improve Decision Making; Companies can use organizational structure to improve their business decision making process. Business decisions often relate to the amount of information business owners, directors or managers and gather in a timely period. Organizational structures can be designed to promote the flow of information from frontline operations to managers responsible for making business decisions. Executive level management can use organizational structure channels for sending information to managers or employees responsible for completing business functions.

(2) Care and Respect: Professional interactions between co-workers should be responsible and respectful. Firms should make sure that the workplace is safe and harmonious. (3) Honesty: The best way to gain the trust of the employees is to have transparent communication with them. (4) Avoid Conflicts: Firms need to minimize conflicts of interest in the workplace. Excessive competition within the workforce can end disastrously. (5) Compliance: Firms need to comply with all the rules and regulations. (6) Loyalty: The employees should be faithful to the organization and uphold the brand image. Grievances, if any, should be dealt internally. (7) Relevant Information: It is necessary to provide information that is comprehensible. All the relevant facts, whether positive or negative, must be disclosed. It is unethical to hide unreasonable terms and conditions in the fine print. (8) Law Abiding: Corporate laws protect the rights of every section of society. Any kind of discrimination is unethical. Personal biases of individuals should not affect the decision-making of leaders. (9) Fulfilling Commitments: It is unethical to justify non-compliance by interpreting agreements unreasonably. ======================================== (5) Difference Between Authority and Power ♣ Though the concepts of Authority and Power are related to each other, there are some differences between them which are outlined as follows: Ability vs Right: Power is a generalized ability endowed in an individual to influence the actions of others. Authority is vested in formal managerial or administrative positions. It gives the position holder the right to influence behavior and to demand compliance. Legitimate formal position is only one of the bases of power. Thus authority is a form of power. Power is a broader concept than authority. Formal-non-formal: Authority is generally associated with formal organizations. But the other bases of power operate and become effective in non-formal situations also. Authority has rational legal implications while power may or may not have such implications. Personal-Impersonal: Authority is impersonally vested in job positions. But the other bases of power, as for example, charisma, knowledge, and reference have personalized bases and need not flow from the position held by the individual power holder concerned. This means that authority can be delegated. But power based on other sources-for example, experience cannot be delegated. Degree of structure: Authority is more structured in organizations and governed by several due forces, procedures and constraints. It flows downwards and can be exercised in a well defined, functional manner only. On the other hand, some forms of power are less structured. They are more flexible and open. They flow not only downwards, but also upwards and sideways as for example, the power of subordinates to withhold co-operation to their superior. In power relationships based on sources other than authority, there are no fixed superiors and subordinates. ♣ The 5 Sources of Power: Legitimate power. Expert power. Referent power. Coercive power. Reward power. Legitimate Power Also known as positional power and it comes from the position the person has in the organisation’s hierarchy. Typically, managers and leaders who delegate work and set others tasks are described as having legitimate power. The person who holds the power to exercise it correctly, they have to have been seen (or at least perceived) to have earned it. This may be through time in the role, experience in the role and the results that they have delivered. Examples of this in an organisation might be the CEO. This type of power can be unstable. If the person loses the title or their position, their power disappears. Expert Power Having expert power comes from having expertise in a particular area. These people are valued in organisations for their problem-solving skills. People will look to them to influence decisions, have input into problems and are held in high regard by their colleagues.

*2022 IJMB BUSINESS MANAGEMENT ANSWERS* SUBSCRIBERS RECEIVED ANSWERS VERY EARLY 💥✅ ======================================== INSTRUCTIONS: Answer five Questions In All (1) (i) Pre-scientific management period (ii) Classical theory (iii) Neo-classical theory or behavior approach (iv) Bureaucratic Model of Max Weber (i) The Pre-Scientific Management Period: The industrial revolution that took place in the 18th century had a significant impact on management as a whole. It changed how businesses, as well as individuals, raised capital; organize labor and the production of goods. Entrepreneurs had access to all the factors of production such as land, labor, and capital. Theirs was to make an effort to combine these factors to achieve a targeted goal successfully. However, the new dimension that management took following the industrial revolution cannot be discussed without mentioning notable personalities who contributed their quarter. They were able to introduce useful ideas and approaches to give management a precise and universally acceptable direction. (ii) Classical Period: During the classical period, management thought was focused on job content, standardization, the division of labor, and a scientific approach towards the organization. It also was closely related to the industrial revolution as well as the rise of large-scale enterprises. (iii) The Neo-Classical Theory: This period of evolution of management thought is an improvement of the classical theory. In other words, it modified and improved upon the classical theory. For instance, Classical theory focused more on the area of job content, including the management of physical resources, while neo-classical theory gave more profound emphasis on employee relationships in the work environment. (iv) The Bureaucratic Model: A German Sociologist called Max Weber proposed this model. And it includes a system of rules, division of labor hinged on functional specialization, legal authority, and power, the hierarchy of authority, and placement of employees based on their technical competence. ======================================== (2) Ethics is based on well-founded standards of right and wrong that prescribe what humans ought to do, usually in terms of rights, obligations, benefits to society, fairness, or specific virtues. ``Ethics has to do with what my feelings tell me is right or wrong." "Ethics has to do with my religious beliefs." "Being ethical is doing what the law requires." "Ethics consists of the standards of behavior our society accepts." "I don't know what the word means." HOW DOES VALUE RELATE TO ETHICS (i) Value is something that is included within the domain of ethics, which is the critical examination of human outlook. (ii) Values are something which one uses for ethical behaviours. It determines our moral knowledge of what is right or wrong. (iii) The source of both of these words is our intuitions of being good and how to apply those intuitions in our day-to-dalivesIJ (iv) Both of these concepts teach us to be a better person. (v) Ethics means to have respect for others, and value is the portrayal of this ethical behaviour. (vi) Both values and ethics are unsaid laws that are expected to be followed by every individual. PRINCIPLE OF BUSINESS ETHICS *Business Ethics Explained* Business ethics ascertain social, cultural, legal, and other economic limitations and safeguard the interest of parties involved. Further, it emphasizes moral and social values like consumer protection, welfare, fair business practices, and service to society. (1) Accountability: Ethics is all about taking individual responsibility. It goes both ways. Individuals are responsible for unethical practices of the firm because they did not come forward to become whistle-blowers. Similarly, when an employee indulges in unethical business practices, the firm is responsible.

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