Type # 2. Quantitative Control Techniques:
Budgets such as: (i) The regular operating, capital expenditure, sales and cash budgets; and. ...
Control Centres.
Audits such as: (i) Internal audits, ...
Ratio analysis (RA).
Break-even (BE) analysis.
Time-preference charts and techniques such as:
Answer:
If workers see productivity assessments as reasonable, they are more likely to follow the suggestions, in plain words. There seems to be a book called 'the 4 execution styles' in which the writer discusses the significance of indicators in team results. Keeping in consideration the measures help us to evaluate and respond to the institution's demanded goals.
Germany does not have a comparative advantage, which is the ability to do something better or more efficiently that someone else. Even though they are producing bananas, the industry is artificially supported by the tax incentives and not because Germany is an amazing banana-growing location.
The consequences for the economy are lost opportunity costs that could be producing things where they <em>do </em>have a comparative advantage (cars, for example). Another consequence is that the tax money could be better spent on other things.
Answer:
The controllable variance for the month was $1,709 unfavorable
Explanation:
Controllable variance: The controllable variance show a difference between actual overhead expenses incurred and budgeting operating level based on direct labor hour.
In mathematically,
Controllable variance = Actual overhead expenses - budgeting operating level based on direct labor hour
where,
Actual overhead expenses = $11,227
And, budgeted operating level based on direct labor hour
= budgeted operating level × direct labor per hour
= 6,160 × $2.10
= $12,936
Now, put these values on the above formula:
So,
Controllable variance = $11,227 - $12,936 = $1,709 unfavorable
Hence, the controllable variance for the month was $1,709 unfavorable
Answer:
"The face of the instrument"
Explanation:
This is a legal phrase which means the contract (aka the "instrument") must be read "on its face." Basically, you should put everything you want the contract to say in plain language and the parties are only held to the plain, common understanding of exactly what is written down.
The idea is that no party can go back and say that something else is expected or implied from the contract unless it is actually written down.
