Question by : In the latter part of 1929, what did stock market investors do when they sensed danger in the market? 1.In the latter part of 1929, what did stock market investors do when they sensed danger in the market? A.Bought more stock to help stabilize the market B.Convinced their clients to purchase more stock C.Began to sell off their holdings D.Decided to do nothing and watch the market for a few more days 2.One of the factors in the crash of the stock market was the number of people who bought stocks using what method? A.Based on past performance of the company to predict the future outcomes B.Buying stocks using their entire personal savings accounts C.Word of mouth from other investors D.Buying stocks on margin with borrowed money 3.How did the Federal Reserve Board’s decision to keep interest rates low help fuel the Depression? A.Because of low interest rates, the government had to raise personal income tax. B.It allowed individuals and businesses access to money to invest that they could not pay back after the stock market crash. C.The banks were not making enough profit on the low interest rates so the banks stopped loaning money to businesses. D.People lost faith in the government’s ability to control banking and refused to buy American-made products. 4.How did low interest rates from the Federal Reserve Board affect U.S. businesses? A.U.S. businesses borrowed money to produce more products than there was a demand for, resulting in unsold goods and layoffs. B.Private entrepreneurs were able to start businesses and flooded the market with cheap goods. C.It had no effect on business in general, which stagnated the economy. D.Business executives pocketed the excess funds instead of paying back business loans to the banks. 5.All of the following were long-range causes of the Depression except: A.Uneven distribution of wealth B.Farms were not able to produce enough food for everyone C.Low interest rates by the Federal Reserve Board D.Overproduction of goods by U.S. businesses 6.Why did the stock market’s crash weaken the banks? A.The banks depended on stocks for their operating funds. B.Investors no longer had money to deposit in banks. C.The banks had invested their deposits in the stock market. D.Investors could no longer afford to take out loans from the banks. 7.What do most economists agree was a key cause of the Depression? A.Over consumption B.Over production C.Inflation D.Deflation 8.How did the Hawley-Smoot Tariff affect the economy at the outset of the Depression? A.It slowed down the Depression because the government loaned the tariff money to the banks at a lower interest rate to stabilize the banks against the stock market decline. B.The act convinced Europe to reduce their tariffs to help stimulate overseas trade with U.S. companies. C.It had no effect because the tariff was immediately rejected by President Hoover. D.It raised tariffs on imports to stimulate the U.S. economy; the tariff backfired when foreign countries raised tariffs on U.S. products. 9.What was President Hoover opposed to that caused him to be slow to respond to the economic crisis? A.Deficit spending B.The government investing in stocks C.Spending money on all public work projects D.Giving money to private charities 10.How did Americans escape their worries caused by the Depression? A.They formed social groups to help cope with their depression. B.They went to the movies and listened to radio shows. C.They formed cooperatives to share what food they had with others. D.The held peace marches to voice their concerns about the economy. 11.In response to industrial leaders closing factories and slashing wages, President Hoover proposed what program in hopes of reducing unemployment? A.The Public Works project B.The Right to Work Act C.The One Job per Person policy D.The U.S. Relief Act 12.All of the following were cultural reactions to the Depression except: A.Movies grew in popularity as an escape from America’s worries. B.Literature flourished because writers focused on real life struggles. C.Artists and photographers gained interest because they paid tribute to the suffering. D.Restaurants flourished because Americans struggled to grow food on their farms. 13.In response to Hoover’s inability to help with the Depression, the American Communist Party got Americans involved in what activities? A.A national recall petition to remove President Hoover from office B.A plan to overthrow the current government C.Rallies and hunger marches D.Raising money to bring communists to the U.S. from Europe 14.How did the lack of farm support by President Hoover’s administration affect American farmers? A.Farmers refused to sell beef and sent herds of cattle to Washington D.C. to protest the economy. B.Many farmers became angry with the government and protested by destroying crops and dairy products. C.Farmers protested outside of banks attempting to drive away bank bus Best answer for In the latter part of 1929, what did stock market investors do when they sensed danger in the market?:
Answer by hello
1.c 2.d 3.b 4.a 5.b 6.c 7.b 8.d 9.c 10.a 11.d 12.d 13.c 14.c
Answer by financegal27
Sure I'm bored I'll take a stab at your homework for you, I warn you I'm not completely up on my Great Depression details, but I'll give it a try 1. C 2. D. 3. B. 4. A. 5. Either A or B not sure 6. C. 7. A. 8. D. 9. A. 10. B or C not sure 11. A. 12. D. 13. C. 14. B.
Local authorities need new funding to respond to sector reforms. Additionally, an increase in the cost of borrowing from the UK government's Public Works Loan Board (PWLB), the main lender to the sector, means that more local authorities could use ratings to fund their capital needs. In this CreditMatters TV segment, Standard & Poor's Director in International Public Finance Liesl Saldanha explains Standard & Poors' rating criteria, including the eight qualitative and quantitative factors required for a UK rating.
http://webtaj.com UK International Public Finance Ratings Explained
Last week's Fortune Magazine ran an article called Lessons of the Fall. In it several big- time CEOs were asked what they learned from their highly publicized firings. As one reflected on his Board of Directors, he observed, 'looking at the company through a little hole once a quarter at a four-hour meeting - board members don't know much about the company'. This is a comment we hear a lot.
In the past year, we have seen a dramatic increase in our board-related work. This is a noteworthy shift since start-up boards in Canada have historically been investor dominated private clubs. As one investor once lectured me, "the need for outside board members is nonsense. Think about it, what adds greater value, some operator with the narrow perspective of a few operational gigs or someone like myself who sits on a large number of boards and is able to observe them all".
Several tectonic shifts have challenged the prevailing wisdom or hubris.
Sorbannes-Oxley and other governance changes have removed the phrase "I did not know" from the board vocabulary. It is now expected that board members know what is going on in the organizations for which they are responsible and many portfolio manager investors simply do not have the expertise to drill down. They now need board members who know the questions to ask and even better, the right answers to those questions.Accompanying the push into independent board members is the pull for supplementary expertise. It may be the gray hair of an executive who has lived the company's future and can apply that wisdom to help the firm avoid the many potholes before it. It may be someone with specific customer intimacy or contacts in markets important to the organization. It may be someone who can gain the confidence of the CEO and act as an advisor/mentor. It may be someone with experience building an organization via acquisitions who can share lessons learned with the management team. It may be someone who could serve as a potential successor to the CEO, or it may be someone, who by virtue of joining the board, adds a certain cachet to the organization.
One interesting trend is that firms are reaching one level down to add highly skilled functional executives to their boards. This is underutilized yet holds considerable promise. Here, organizations attract to their boards a VP of marketing or sales or engineering with an impressive pedigree. The quid pro quo of this strategy is compelling. The up-and-comer gains valuable experience and a board notch on their resume. The company gets highly specialized, current expertise on their boards and an individual who may well be willing to devote more time to their cause than a busy CEO who sits on multiple boards already. While the learning curve to becoming an effective board member may be higher, for many organizations it is a risk worth taking. Related Board Recruiting Trends Articles
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