What had Alcoa done that made the judge find it guilty of being a monopoly? a. Alcoa had used predatory pricing to keep new firms out of its market b. Alcoa had engaged in price fixing c. Alcoa had never tried to monopolize the aluminum market, but its policy of building capacity to meet future demand had the effect of giving it a large market share that made it a de facto monopoly d. Alcoa had used tying contracts to drive rivals out of the market e. Alcoa had used price discrimination to acquire a monopoly Following its near bankruptcy in 1922, General Motors pioneered the decentralized management structure in which the firm was reorganized into semi-independent profit centers. Vice-presidents were appointed to manage these profit centers and were told that their bonuses would depend on the profitability of their division. This reorganization was designed to a. reduce management costs b. better capture economies of scale c. create a ratchet effect that would drive managers to perform better d. create residual claimants e. put managerial compensation on a "piece rate" basis

Exploring Economics
8th Edition
ISBN:9781544336329
Author:Robert L. Sexton
Publisher:Robert L. Sexton
Chapter13: Monopoly And Antitrust
Section: Chapter Questions
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What had Alcoa done that made the judge find it guilty of being a monopoly?


a. Alcoa had used predatory pricing to keep new firms out of its market
b. Alcoa had engaged in price fixing
c. Alcoa had never tried to monopolize the aluminum market, but its policy of building capacity to meet future demand had the effect of giving it a large market share that made it a de facto monopoly
d. Alcoa had used tying contracts to drive rivals out of the market
e. Alcoa had used price discrimination to acquire a monopoly

Following its near bankruptcy in 1922, General Motors pioneered the decentralized management structure in which the firm was reorganized into semi-independent profit centers. Vice-presidents were appointed to manage these profit centers and were told that their bonuses would depend on the profitability of their division. This reorganization was designed to


a. reduce management costs
b. better capture economies of scale
c. create a ratchet effect that would drive managers to perform better
d. create residual claimants
e. put managerial compensation on a "piece rate" basis

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