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NEW QUESTION: 1
Recent years have brought minority-owned businesses in the United States unprecedented opportunities- as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons why Blacks, Hispanics and the other minority groups have difficulty establishing themselves in business is that they lack access to the sizable orders and subcontracts that are generated by large companies. Now congress, in apparent agreement, has required by law that businesses awarded federal contracts of more than $500,000 do their best to find minority subcontractors and record their efforts to do so on forms field with the government. Indeed, some federal and local agencies have gone so far as to set specific percentage goals for apportioning parts of public works contracts to minority enterprises.
Corporate response appears to have been substantial. According to figures collected in 1977, the total of corporate contracts with minority business rose from $77 to $1. 1 billion in 1977. The projected total of corporate contracts with minority business for the early 1980's is estimated to be over $3 billion per year with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending themselves financially, since most are small concerns and, unlike large businesses they often need to make substantial investments in new plants, staff, equipment, and the like in order to perform work subcontracted to them. If, there after, their subcontracts are for some reason reduced, such firms can face potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small entrepreneur's who get requests for elaborate formal estimates and bids. Both consume valuable time and resources and a small company's efforts must soon result in orders, or both the morale and the financial health of the business will suffer.
A second risk is that White-owned companies may-seek to cash inon the increasing apportionments through formation of joint ventures with minority-owned concerns, of course, in many instances there are legitimate reasons for joint ventures; clearly, white and minority enterprises can team up to acquire business that neither could Third, a minority enterprise that secures the business of one large corporate customer often runs the danger of becoming - and remaining dependent. Even in the best of circumstances, fierce competition from larger, more established companies makes it difficult for small concerns to broaden their customer bases; when such firms have nearly guaranteed orders from a single corporate benefactor, they may truly have to struggle against complacency arising from their current success.
The primary purpose of the passage is to
The passage supplies information that would answer which of the following questions?
A. How many more minority owned businesses were there in 1977 than in 1972?
B. How widespread is the use of minority-owned concerns as "fronts; by White backers seeking to obtain subcontracts?
C. To which governments agencies must businesses awarded federal contracts report their efforts to find minority subcontractors?
D. What federal agencies have set percentage goals for the use of minority owned businesses in public works contracts?
E. What is one set of conditions under which a small business might find itself financially overextended?
Answer: E
Explanation:
Explanation/Reference:
Explanation:

NEW QUESTION: 2
Which condition is required for a workflow that is exposed as a service to be launched automatically in response to an invoke system function?
A. The system step with the Receive system function or Receive step must be immediately after the Launch step
B. The workflow that is exposed as a service must be configured to auto launch using Workflow Subscriptions
C. The Receive system function can only be in a submap and not the main map
D. The Receive system function should be accompanied by a Reply system function.
Answer: A

NEW QUESTION: 3
The prediction technique has obviously not always been effective quantitatively. There is often a wide difference between actual reliability and predicted reliability. Nevertheless, the reliability prediction technique permits:
Response:
A. Separating out "the vital few" from the "trivial many".
B. Spotlighting what has gone wrong with the program.
C. Indicating which department is to blame.
D. Estimating how good the product really is.
Answer: A