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Sergeeva-Olga [200]
2 years ago
9

The Finishing Department had 11,000 incomplete units in its beginning Work-in-Process Inventory which were 100% complete as to m

aterials and 30% complete as to conversion costs. 33,000 units were received from the previous department. The ending Work-in-Process Inventory consisted of 4,300 units which were 50% complete as to materials and 30% complete as to conversion costs. The Finishing Department uses first-in, first-out (FIFO) process costing. How many units were transferred-out during the period? 44,000 units. 28,700 units. 26,300 units. 39,700 units.
Business
1 answer:
8_murik_8 [283]2 years ago
8 0

Answer:

39,700 units.

Explanation:

<em>The transferred units are calculated using physical units.</em>

So the complete % are irrelevant.

11,000 beginning

33,000 started

4,300 ending inventory

11000+33000 = 44000 units worked during the period

ending inventory (4300)

transferred out 39700

<em></em>

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On November 10th, Easton Company sold the Y Company stock for $31 per share. On December 15th, Z Company paid dividends of $0.12
AysviL [449]

Answer:

Find attached complete part  of the question.

The unrealized gains is $3500

Explanation:

Y stock has been disposed and its gains or losses are now realized, and it is not applicable to our computation now.

Unrealized gains or losses is the difference between purchase price of a stock and its current market price

Stock X=($43-$40)*1500=$4500 gains

Stock Z=($21-$22)*1000=-$1000 losses

So unrealized gains overall =$4500-$1000

     unrealized gains =$3500

Note that the price of stock X  has risen to $43 from initial $40 while that of company  Z has fallen to$21 from the initial $22.

I

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3 0
3 years ago
The construction division has a highly seasonal workload, with fewer projects in the winter than in the summer. Also, different
bagirrra123 [75]

Answer:

Hire temporary employees to work on specific projects.

Explanation:

Human resource management is the process by which a business effectively manages its manpower needs to meet its organisational goals at a reduced cost to the business.

It involves the various strategies used to hire employees to meet business needs in a cost-effective way.

The construction division has a highly seasonal workload, with fewer projects in the winter than in the summer. Also, different expertise is needed for different kinds of buildings. So hiring a permanent workforce is counterproductive as they will be paid when there is no work to be done. The best strategy is to hire temporary workers. Also there is need for specialised staff to work on specific projects.

4 0
2 years ago
Check the ONE factor that is NOT used to determine the best channel to send a message. *
mihalych1998 [28]

Answer:

Concern of your audiences response.

Explanation:

Communication can be defined as a process which typically involves the transfer of information from one person (sender) to another (recipient), through the use of semiotics, symbols and signs that are mutually understood by both parties.

The Sender Message Channel Receiver (SMCR) model of communication was developed and created by David Berlo in 1960. SCMR was developed from the Shannon-Weaver model of communication of 1949.

The SCMR model of communication comprises of four (4) main components and these are;

1. Sender (S) : this is typically the source of information (message) or the originator of a message that is being sent to a receiver. Thus, they are simply the producer of a message.

2. Channel (C) : this is the medium used by the sender for the dissemination or transmission of the message to the recipient. For example, telephone, television, radio, newspapers, billboards etc.

3. Message (M) : this is the information or data that is being sent to a recipient by a sender. It could be in the form of a video, audio, text message etc.

4. Receiver (R) : this is typically the destination of information (message) or the recipient of a message that is being sent from a sender. Thus, the receiver is any individual who is able to read, hear or see and process the message being sent or communicated in the communication process.

The factors used to determine the best channel to send a message includes the following;

I. The importance of a message

II. The amount and speed of feedback from the receiver (recipient).

III. The need for a permanent record of the message.

IV. Cost of the channel.

V. The degree of formality desired by the sender of the message.

VI. Confidentiality and sensitivity of the message being sent.

VII. The preference and level of technical expertise of the receiver (recipient).

3 0
3 years ago
Flagler Corporation takes eight hours to complete the setup process for a certain electrical component, with the setup cost aver
marshall27 [118]

Answer:

The question is missing the below options:

$0.

$150.

$300.

$900.

$1,200.

The answer to the question is $300

Explanation:

In determining the amount of non-value adding cost,Flagler number of hours used in setup process is compared to that of its competitor.As a result of comparison, it came to light that Flagler used two more hours in setup process.

The extra hours do not necessarily make Flagler better,instead it makes worse off, as extra $300(2hrs*$150) would have to be incurred without any benefits derived.

This extra costs that do not make the organization better off and  do not add value,so it the non-value adding costs.

(8hrs-6hrs)*$150=$300

3 0
2 years ago
8. How does working with other cultures affect stakeholders?
Ede4ka [16]

Answer:

In his recent Harvard Business Review blog post, Peter Bregman describes a scenario where a hopeful employee missed out on a promotion in part because he didn’t say thank you. I can only begin to imagine the employee’s disappointment over what appears to have been such a trivial oversight.

This example highlights the importance of having an appreciation for the corporate culture and the national culture of the organization and the stakeholders with which you are working. This appreciation of culture—including national culture—is of paramount importance on projects too.

Many projects today span organizations, countries, and time zones. Business analysts and project team members will be interacting with multiple stakeholders, potentially distributed all over the globe.

The reality—and this certainly won’t come as a surprise—is that different cultures are different. They have different values, norms, rituals, and expectations. This complex stakeholder landscape raises the risk of inadvertent misunderstandings, conflict, and culture clash.

When working with stakeholders to understand their needs and requirements, it’s essential to build rapport—and this requires empathy and understanding of differences in cultures.

One of the challenges is that while it’s easy to observe the culture of others, it’s often difficult to look introspectively and observe our own culture. I spent most of my childhood years in Britain, but I spent one year in the US. I remember subtle differences in language, as well as significant differences in culture. I remember my American friends were far more forthright and direct in their communication; we Brits tend to hide behind politeness and indirectness.

Neither is inherently better or worse—just different. However, the important point is that we tend to observe others through our own internalized cultural lens.

An important way to avoid culture clashes on projects is to focus on developing self awareness of culture—that is, to understand our own cultural identity and norms.

Professor Geert Hofstede has written and researched on cultural differences, and the Hofstede Centre website provides a useful reference point for understanding how your native culture compares with others, as well as how others might perceive your culture. Hofstede proposes a number of cultural dimensions on which cultures can be compared.

This is extremely useful to consider for projects that span countries and cultures—as different cultures have different attitudes toward authority, for example. This might affect how you elicit requirements. In a highly hierarchical culture, lower-ranking employees might not feel empowered to speak openly in front of their supervisors, and you may need to plan for this.

Whilst Hofstede’s research is extremely useful, it’s also beneficial to understand specific cultural norms and practices. It is well worth reading cultural guides so you can build an understanding of any specific cultural practices that might be important to your stakeholders. This kind of knowledge will help you avoid inadvertent cultural slip-ups.

For projects that span countries and nationalities, culture matters. Cultural research and self-awareness pay dividends.

Explanation:

...........

3 0
2 years ago
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