Answer:
There will be a difference in the income .
Absorption costing income will be lower as it transfers all the fixed costs to the ending inventory.
Variable costing income will be higher as it does not transfer the fixed costs to the ending inventory.
The difference will be of $ 104000
Explanation:
Increase in units 8000
Variable Fixed
Unit manufacturing costs of the period $24.00 $10.00
Unit operating expenses of the period 8.00 3.00
Total Unit Costs $ 32.00 $ 13.00
The net operating income under variable costing for the year will be $ 13* 8000= $ 104000 Lower than the net operating income under absorption costing. This is because the all fixed costs will be treated as period cost rather than product costs.
In variable costing the ending inventory will be $104000 lower than the ending inventory under absorption costing because the fixed costs will not be allocated to products.
Under variable costing, the units in the ending inventory will be costed at $32 each.Under absorption costing, the units in the ending inventory will be costed at $32+ $ 13= $ 45 each.
Answer:
Dividend yield = 9%
Explanation:
Interest = Dividend yield * (1 - tax rate)
7.65% = Dividend yield * (1 - 15%)
7.65% = Dividend yield * (1 - 0.15)
Dividend yield = 7.65% / 0.85
Dividend yield = 0.0765 / 0.85
Dividend yield = 0.09
Dividend yield = 9%
Answer:
$10,350
Explanation:
Given the following :
Original investment = $10,000
Dividend distributed over two years = $200
Capital gains distributed = $150
Both the dividends and capital gains are Reinvested.
The cost basis of the mutual fund would be the the sum of the taxable investment.
This will be the sum of the original investment including the divudend and capital gains received over the two years.
$(10,000 + 150 + 200) = $10,350
Answer:
4. The authority-compliance style
Explanation:
Authority-compliance leadership style results from such a management style that is <u>task-oriented</u>, or task-motivated. A task-motivated management style focuses on <u>goal-setting</u>, task structuring, and performance measurement.
As described in the scenario, Mark a senior manager <u>sets unrealistic goals </u>for the factory workers, and is <u>mostly concerned about the timely production of the company's goods</u> and is least bothered about the difficulties the workers face on the job.
In the context of the Blake/Mouton leadership grid, the leadership styles that Mark is using in this scenario is Authority-compliance management style.