Results for "goods and services"

Provision of public goods and services | Quizlet

quality of goods and services

3.1.2.3 THE DETERMINANTS OF THE SUPPLY OF GOODS AND SERVICES

3.1.2.1 THE DETERMINANTS OF THE DEMAND FOR GOODS AND SERVICES

Short Answer Long Answer Topics Natural resources Renewable v non-renewable Flow resources Ecological footprint Types of Industry Primary Secondary Tertiary Quaternary Basic v non- basic industries Multiplier effect Using Natural Resources Three Rs: Recycling, Reusing & Reducing How can individuals, government and industries rethink how they use resources? Industries in Canada (Key info) Forestry Farming Fishing Mining Oil & Gas Water Manufacturing Global Trade & Globalization Outsourcing Manufacturing towns 7 factors for manufacturing Free trade Tariff, Protectionism US- Canada Trade, USMCA (formally NAFTA) Disclaimer: All course material is subject to assessment content. The guide helps to focus on key topics. Natural Resources: Renewable V Non-renewable: (Definition) Renewable resources: resources that can be regenerated if used carefully. Ex. Solar energy, Wind energy, Water (hydropower), Geothermal energy, Biomass (plants/wood). (Definition) Non - Renewable resources: resources that are limited and cannot be replaced once they are used up. Coal, Oil, Natural gas, Nuclear fuel (uranium), Metals like copper or iron (they exist in limited amounts). (Definition) Flow Resources: resources that are replaced by natural actions and must be used when and where they occur or be lost. Ex. Sunlight, Wind, Flowing water (rivers), Ocean waves, Tides. Ecological footprint: Definition: An ecological footprint is the amount of land and resources needed to support how people live. Key Points: It includes how much energy, food, and water people use. More consumption means a bigger footprint. A smaller footprint is better for the environment. Types Of Industry: Primary Industry: (also called extractive industry) an industry that focuses on producing or extracting natural resources. This sector includes forest industries, agriculture, mining, and fishing. Ex. Farming, Fishing, Mining, Forestry (logging), Oil and gas extraction. Secondary Industry: an industry that focuses on making things using the products of primary industries. This sector includes manufacturing, construction, and utilities (the provision and distribution of electricity, water, natural gas, etc.). Ex. Car manufacturing,Food processing (factories), Construction (building houses), Clothing factories, Steel production. Tertiary Industry: (also called service or services-providing industry) an industry that focuses on providing services. This sector includes “everything else” that is not included in the primary and secondary industries. Ex.Teaching, Healthcare (doctors, nurses), Retail workers (stores), Transportation (bus drivers, taxi drivers), Restaurants and food services. Quaternary Industry: Special kinds of services--highly specialized knowledge- based or technological services. Research and development departments, computer programmers, accountants etc. Examples include research and development departments, computer programmers, accountants etc. OR Ex. Research and development (scientists in labs), Computer programming / software development, Accountants and financial analysts, Data analysis / big data specialists, Scientific consulting or technical advisory services. Basic V Non-basic Industries: (Definition) Basic Industry: A job that brings money into an economy from somewhere else. Example: manufacturing something in your hometown then selling it somewhere else (Definition) Non-basic Industry: A job that circulates money within an economy. Example: getting your haircut at a local barber (Definition) Multiplier Effect: the increase in total wealth or income that occurs when raw money is injected into an economy. Using Natural Resources: The Three Rs: Recycling, Reusing & Reducing: Reducing: The item is neither purchased nor produced in the first place. Fewer new items are produced. AMOUNT OF RESOURCE SAVINGS: MOST Reusing: The item is used by someone else when you no longer want it. The environmental cost of manufacturing the item is avoided. AMOUNT OF RESOURCE SAVINGS: MORE Recycling: The item is destroyed when you no longer want it, but the material in the item is recovered for reuse. The environmental cost of obtaining the raw materials for the item is avoided. AMOUNT OF RESOURCE SAVINGS: SOME None of the 3Rs: The item is taken to a landfill or burned in an incinerator. AMOUNT OF RESOURCE SAVINGS: NONE How can individuals, government and industries rethink how they use resources?: People, governments, and industries can use resources wisely through choices, laws, incentives, and technology to reduce waste, protect the environment, and improve life Industries In Canada (Key Info): Forestry: Forestry = managing forests for resources and sustainability Covers 32% of Canada, mainly Boreal Forest Challenges: climate change and wildfires Farming: Farming is renewable with sustainable practices Prairies = grains; Ontario = fruits/vegetables/livestock; Quebec = dairy/mixed Challenges: soil loss, erosion, farmland loss, climate change Fishing: Fishing is renewable and important for jobs and food Found on coasts, inland, and Arctic regions Challenges: overfishing; solutions: sustainable practices Mining: Minerals are non-renewable and essential for technology Canada develops partnerships to secure critical minerals Sustainable use meets needs while reducing environmental impact Oil & Gas: Non-renewable: oil, gas, coal; cause greenhouse gases Oil = West Canada; Gas = BC; Coal = 300 million years old Renewable: wind, solar, hydro; more sustainable Water: Fresh water is drinkable, used for farming, industry, and energy Makes up ~2.5–3% of the world’s water and is renewable via the water cycle Canada has over 2 million lakes/rivers, with ~9% of the world’s freshwater Manufacturing: Outsourcing: Definition: Outsourcing is when a company moves part of its operation (e.g., manufacturing or IT support) to another country to take advantage of cheaper labour costs and/or less stringent labour and environmental controls. How does Outsourcing Impact the Canadian labour market?: It impacts the Canadian labour market because it eliminates jobs in Canada because companies move to other countries for cheaper labour. Manufacturing Towns: Definition: A Manufacturing Town is a town that develops primarily because of factories and manufacturing industries. Key Points: People move there for jobs in factories. The town’s economy depends on manufacturing. Often located near raw materials, transportation, or customers to make production easier. 7 Factors for Manufacturing: Factor: Location of Customers Key Takeaways: Companies prefer being close to customers Ensure deliveries arrive on time JIT helps deliver packages on schedule Factor: Proximity to Raw Materials Key Takeaways: Some prefer being near raw materials Raw materials are bulkier than finished goods Processed/frozen products are easier to ship Factor: Availability of Fresh Water and/or Power Key Takeaways: Reliable water and power needed for all manufacturers Aluminum production needs lots of cheap electricity Factor: Labour Supply Key Takeaways: Many products come from China or Bangladesh Skilled workers preferred over many unskilled workers Factor: Transportation Key Takeaways: Effective transportation needed for raw materials and products Method depends on speed and type of goods Factor: Political Factors Key Takeaways: Governments at all levels can influence location Financial incentives may encourage companies to locate in certain areas Factor: Circumstance Key Takeaways: Not all location decisions are logical Factors often focus on minimizing costs and improving efficiency Global Trade & Globalization: Free Trade: Definition: International trade without tariffs or other barriers to trade. Tariff, Protectionism: Tariff Protectionism means using tariffs (taxes on imports) to protect local businesses from foreign competition. Definitions: Tariff: A tax applied to imported goods that is designed to protect domestic manufacturers by making foreign goods more expensive. Protectionism: Protecting local industries, often by making imports more expensive. So together, it’s charging taxes on imports to help local businesses compete. US- Canada Trade, USMCA (formally NAFTA): Mr. Trump signed an updated trade deal called the Canada-United States- Mexico Agreement (CUSMA). CUSMA made it easier and cheaper for the three countries to trade goods and services. CUSMA makes trade cheaper between Canada, U.S., and Mexico Canada and U.S. are major trading partners; most Canadians live near the border Tariffs can backfire, hurting both economies and jobs (NAFTA INFO): NAFTA= trade deal between Canada, U.S, and Mexico that made trading goods and services easier and cheaper; replaced by CUSMA

providing goods and services

Elements of Product Planning for Goods and Services

Chapter 10 - Producing World-Class Goods and Services

BEO Chp 10 SB Producing Goods and Services

Providing goods and services

Chapter 10 - Producing World-Class Goods and Services

Chapter 14: Developing and Pricing Goods and Services

Marketing - Chapter 11: Developing and Managing Goods and Services

Chapter 6: Producing Goods and Services

Economics; The study of how people use limited resources to satisfy unlimited wants. Scarcity; The basic problem: resources are limited, but wants are unlimited. Choice; Deciding how to use resources. Opportunity Cost; The next best thing you give up when making a choice. Land; Natural resources (water, soil, minerals). Labor; Human effort, work, and skills. Capital; Tools, machines, and buildings used to produce goods. Entrepreneur; A person who starts a business by combining land, labor, and capital. Money; A medium of exchange with value, used to buy goods and services. Barter; Trading goods/services directly without money. Trade; Exchanging goods, services, or money. Market; Any place where buyers and sellers meet to exchange. Goods; Physical objects people buy (shoes, food, cars). Services; Actions people do for others (teaching, cleaning, driving). Consumer; A person who buys goods and services. Producer; A person or business that makes goods or provides services. Demand; How much people want a good or service. Law of Demand; When prices go up, people buy less; when prices go down, people buy more. Supply; How much of a good or service producers are willing to sell. Law of Supply; When prices go up, producers make more; when prices go down, they make less. Equilibrium; The price where supply and demand meet. Profit; Money left after costs are paid. Cost; The money needed to make or buy something. Revenue; Total money a business earns from selling. Competition; When businesses try to attract customers by offering better prices or products. Market Economy; An economy where decisions are made by individuals and businesses. Command Economy; An economy where the government makes most decisions. Mixed Economy; A system combining free markets and government control. Taxes; Money people pay to the government. Public Goods; Goods/services provided by the government for everyone (roads, schools, defense).

Design of Goods and Services

How prices are determined - demand for goods and services

3.1 The determinants of the demand for goods and services

3. The determinants of the supply for goods and services

Principles of sport management KINE 1500 Wednesday September 10, 2025 Sociological aspects of sport Sport reflects and amplifies the underlying values of Sociology: the study of human society, social relationships -Explore how sport functions as a social institution, sport as a microcosm of study -Understand fan behavior, team dynamics, access, inequality, social impact -Social identities and sport in Canada -Sex, gender, sexuality, indigeneity, race, ethnicity, newcomer status, age, aging, socioeconomic status, religion, spirituality Sex: physiological combination of a person's hormones, genetics, and reproductive organs, denoting that someone is male or female. Gender: informed by societal expectations and cultural norms of what it means to be male/masculine or what it means to be female/feminine. - Organization of sport is based on binary system of sex categories - Sport often reflects and reinforces built in ideas that society believes about gender (men being superior to women, different rules for men and women's sport) - Men's sport as the default version of sport (gender marking in league names, resourcing) - Homophobia in sport, exclusion of queer and transgender individuals - Sex, gender, and notion of fairness - Indigenous athletes have faced barriers to participation in sport, systemic challenges linked to historical ongoing colonialism, socio-economic disparities, and cultural erasure - Sport was used as a tool of cultural genocide of Indigenous peoples; notion of legitimate sport and derogatory names and images of team mascots - Underrepresentation of Indigenous athletes at elite levels of sport, ongoing marginalization of Indigenous body cultural practices Race: physical characteristics, such as skin color, facial features, and hair texture, that have beed used over time to characterize people Ethnicity: common cultural characteristics that people within groups share - Sport experiences are often shaped by individuals racial and ethnic background reflecting broader social dynamics of inclusion, exclusion, and inequality - Anti racism lens to address racism at individual, institutional, and structural levels. - Aging and disability - Lifelong participation in sport ys early specialization opportunities to access sport - Greater understanding of the health and social benefits as one ages - Relationship between disability and sport continues to be shared by systemic inequalities Wednesday September 17th, 2025 Organizations defined - Social entities that are goal directed, are designed as deliberately structured and coordinated activity systems, and are linked to the external environment. - Public organizations, nonprofit organizations, and commercial organizations Organizational environment - Everything that exists outside the boundary of an organization and has the potential to affect all or part of the organization - Organizational environment operates with economic conditions, technology, political climate, social and cultural forces - Management: the process of working with and Scientific management approach, human relations approach, process approach - Scientific management approach: task breakdown and specialization volunteer roles based on small, repeated tasks - Standard operation procedures volunteers are given step-by-step script checklist on how to perform tasks - Training and time studies manager trains each volunteer on how to perform their task in the most efficient way, time studies for how long it takes to complete the task - Top-down supervision supervisors assigned to monitor volunteers and ensure adherence - Incentives for efficiency recognizing and rewarding efficient team or individuals Organizations as open systems Inputs: * raw materials * human resources * capital * technology * information Transformation process->>>>> * employees work activities * management activities * tech and operations methods outputs->>>>>> * products and services * financial results information * human results Human relations approach: building relationships as a manager, you get to know staff members personally, foster a culture where everyone feels like they are a part of the team and appreciated Dimensions of organizational structure Organizational strategy: Refers to the long-term planning and decision making processes that guide an organizational toward achieving its mission, vision, and competitive goals. Encompasses the deliberate alignment of internal resources with external opportunities and threats to ensure sustainable success both on and off the field. - Encouraging input staff are encouraged to share ideas for improving operations - Recognition and morale boosting publicly recognize individuals or teams for good work during or after the game, offer small perks. - Supportive supervision supervisors focus on coaching, not commanding - Team cohesion activities organize team bonding opportunities, build a sense of belonging amongst employees Process approach: - pre crisis (planning and organizing) crisis protocols and contingency plans are already in place - During crisis (leading and controlling) Quickly assess situation, direct each functional area according to a clear chain of command make real time adjustments - Interdepartmental coordination act as a central hub ensuring that the department is acting in sync, communication is fast and structured - Post crisis review evaluate the response process and share lessons learned - Monday September 22, 2025 Management functions planning: developing and implementing goals, objectives, strategies, procedures, policies, and rules to produce goods and services in the most effective and efficient manner Operating: resources to produce goods and services in the most effective and efficient manner Staffing: recruiting, selecting, orientating, training, developing, and replacing employees to produce goods and services in the most effective manner Dividing: influencing members as individuals and as groups to produce goods and services efficiently Outstanding and evaluating: Paris 2024 summer Olympics/ Paralympics Planning: sustainability in planning 95% were existing or temporary long-term urban Organizing: coordination with international governing bodies, local government, and sponsors Staffing: recruiting and training 45k volunteers and paid staff Directing: managing teams across language, cultural and operational divides Evaluating: constant risk assessment All managers have formal authority for organizing, directing, and controlling the work activities of others - Organizational hierarchy based on levels of management - People play an important role in the management of sport at all levels, and in all contexts - Organizational principles Effectiveness: extent to which goals are achieved focused on results Efficiency: extent wo which goals are achieved using the fewest possible resources focussed on activities 4 approaches to organizational goals 1. Goal attainment 2. Resource based 3. Internal process 4. Strategic constituency Organizational strategy: Refers to the long-term planning and decision making processes that guide an organizational toward achieving its mission, vision, and competitive goals. Encompasses the deliberate alignment of internal resources with external opportunities and threats to ensure sustainable success both on and off the field Key points: - strategic alignment, stakeholder involvement, competitive advantage, performance measurement, dynamic environment, resource management - Strategic plan is the course of action or a direction to move an organization from one point to another 1. Identifying the goals, objectives, and mission of the organization 2. Determining strategic objectives 3. Identifying the resources required to implement the strategy 4. Establishing a timeline and identifying milestones Organizational culture the shared values, beliefs, behavior's, and norms that shape how people within an organization interact, make decisions, and pursue collective goals - Culture shapes performance and behaviour - Leadership drives culture - Values must be lived not stated - Culture is dynamic, evolves over time - Subcultures can exist within larger organizations - Culture influences reputation and retention Organizational structure: identifies the formal positions and reporting relationships with organizations. Specifies the grouping of individuals into functions, roles, department Organizational design: process of shaping or aligning the structure of an organization to achieve its strategic goals, how and why structure is created. specialization - degree to which activities in the organization are subdivided into separate jobs (task and responsibilities of individual) centralization - degree to which decision making is concentrated at a single point in the organization (where decision making happens) formalization - degree to which jobs within the organization are standardized (the rules policies of the organization) organizational change & innovation * organizational change- refers to the process by which organizations modify their structures strategies, processes, or culture to adapt to internal and external pressures * innovation- the introduction of new ideas, technologies, or practice that ensconce organizational operations and goal achievement key points * change is inevitable and often necessary for growth and survival * innovation can be disruptive but is essential for long term success * resistance to change is common due to tradition, hierarchy, or fear of the unknown * successful change requires strong leadership, communication, and stake holder involvement Wrap-up & Q & A - organizational effectiveness- how we define success within an organizational context - organizational strategy- roadmap for the organization - organizational culture- “how we do things “ & iceberg analogy - organizational structure and design- layout of roles Classifications of managers - all managers have formal authority for organizing directing and controlling the work activities of others - organization hierarchy based on levels of management Levels of management Professional Baseball Organizations: Investor owned health and fitness club Intercollegiate athletic program: Top level managers presidents, chief executive officer, vice president of business operations, vice president of baseball operations : Owners, Gm, Intercollegiate athletic program: board of trustees,university presidents, V.P, A.D middle level managers director of public relations, director of corporate sales, director of marketing operations, team manager, director of scouting site mangers Director of development director of analytics and business intelligence supervisory level managers Manager of stac im . operation: Manager of broacicasting Manager of community relation Manager of baseball administration coordinations of aerobatics, fitness,golf,pro shop assistants ads, sports information director coordinator of athletic training Conceptual Skills Technical Skills Human Relations Skills • Possesses the ability to see the organization as a whole Can perform a job based on the job requirements • Possesses ability to work with people (interpersonal skills) • Effectively uses analytical, creative, and initiative skills • Effectively uses skills required for a given positions (e.g., computer, IT) • Effectively uses communication and listening skills • Aids in planning and organizing processes of managers • Aids in completing everyday operational tasks • Aids in planning, staffing, organizing, directing, and controlling/evaluating processes of managers; each process requires interaction with people DEVELOPMENT OF A STRATEGIC PLAN • Strategio plan is a course of action or a direction to move an organization from one point to another; development of a plan involves... 1. Identifying the goals, objectives, and mission of the organization Determining strategic objeotives (SWOT) SWOT * strength * weakness * opportunities * Threats identifying the resources required to implement the strategy Establishing a timeline and identifying milestones ORGANIZATIONAL CULTURE "Refers to the shared values, beliefs, behaviours, and norms that shaper how people within an organization interact, make decisions, and pursue collective goals" Key Points and Assumptions: * Culture shapes behaviour and performance * Leadership drives culture * Values must be lived, not just stated * Culture is dynamio and evolves over time + Suboultures can exist within larger organizations Cultural fit vs. oultural add * Culture influences reputation and retention 🧠 Leadership Theories (Expanded Summary – KINE 1500 Style) Leadership Theory Core Principles Advantages Disadvantages Trait Theory Leaders are born with innate traits that make them effective; traits predict leadership success. Simple and easy to use; helps identify potential leaders. Over-simplified; ignores how traits are developed; not universal. Skills Theory Leadership can be learned and developed; focuses on technical, human, and conceptual skills. Inclusive and adaptable; useful for developing leadership competencies. Complex to assess; doesn’t consider context. Behavioral Theory Leadership is learned through behavior; focuses on task- and relationship-oriented actions. Provides clear examples of effective behavior; learnable and practical. Ignores situational and personality factors; not universal. Situational Theory Effective leadership depends on context and follower readiness; uses four styles (telling, selling, participating, delegating). Flexible and adaptable; encourages follower development. Requires accurate assessment of followers; may overlook core values. Servant Leadership Leaders prioritize serving others, focusing on followers’ growth, well-being, and empowerment. Builds trust, loyalty, and strong relationships; encourages collaboration. Can slow decision-making; leader may be taken advantage of. Authentic Leadership Leadership based on self-awareness, honesty, integrity, and acting consistently with personal values. Promotes trust and transparency; enhances morale and ethical behavior. Can be difficult to maintain under pressure; may appear inflexible. Ethical Leadership Leadership guided by fairness, respect, and strong moral principles. Builds ethical culture and trust; improves reputation and accountability. Hard to balance ethics with organizational demands; subjective moral standards. Shared (Distributed) Leadership Leadership roles are shared across a team; everyone contributes based on strengths. Encourages teamwork, empowerment, and diverse input. Can lack clear direction; risk of conflict or confusion without coordination. ⸻ ⚙️ Leadership Styles (KINE 1500 Summary) Leadership Style Core Principles Advantages Disadvantages Transactional Leadership Based on structure, rules, rewards, and punishments; focuses on efficiency and short-term goals. Clear expectations; predictable results; good for stability. Limits creativity; can reduce motivation and long-term innovation. Transformational Leadership Inspires followers through vision, passion, and personal growth; promotes innovation and change. Increases motivation and engagement; encourages creativity. Relies heavily on leader charisma; may overlook daily operations; risk of burnout