Figure 1113 Alt Text for Figure 11

question 252

Multiple Choice

Figure 11.13 Alt text for Figure 11.13: In figure 11.13, a dynamic model of AD-AS.
Long description for Figure 11.13: The x-axis is labelled, real GDP (trillions of 2007 dollars) , with values $1.4, 1.5, 1.6 marked.The y-axis is labelled, price level (CPI) , with values 100 and 102 marked.6 lines are shown; SRAS1, SRAS2, AD1, AD2, LRAS1, LRAS2.Line SRAS1 begins in the bottom left and slopes up to the top right corner.Line SRAS2 follows the same slope as line SRAS1, but is plotted to the right.Line AD1 begins at the top left corner and slopes down to the end of the x-axis.Line AD2 follows the same slope as AD1, but is plotted to the right.Line LRAS1 is perpendicular to the x-axis, and begins from the x-axis value $1.4.Line LRAS2 is perpendicular to the x-axis, and begins from the value 1.6.Line LRAS1 intersects line AD1 and SRAS1 at point A ($1.4, 100) .Lines AD2 and SRAS2 intersect at point B (1.5, 102) .Points A and B are connected to their respective coordinates on the x-axis and y-axis with dotted lines.Line LRAS2 intersects lines SRAS1 and SRAS2 on the right end of these lines.Similarly, line LRAS2 intersects lines AD1 and AD2 toward the right end of these lines.
-Refer to Figure 11.13.In the dynamic model of AD-AS in the figure above, if the economy is at point A in year 1 and is expected to go to point B in year 2, and the Bank of Canada pursues no policy, then at point B

• A)there is pressure on wages and prices to rise.
• B)the unemployment rate is very, very low.
• C)firms are operating above their normal capacity.
• D)the economy is below full employment.
• E)incomes and profits are rising.

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Definitions:

Avoiding

A conflict management style of not paying attention to the conflict and not taking any action to resolve it.

Conflict Management

The practice of identifying and handling conflicts in a sensible, fair, and efficient manner.

Not Paying Attention

The lack of focus or concentration on a task or the present moment, often leading to errors or missed information.

Competing

A conflict management style using formal authority or other power that you possess to satisfy your concerns without regard to the concerns of the party that you are in conflict with.