Answer:
$62,000
Explanation:
Calculation to Determine Barnaby's basis at the end of the tax year
Using this formula
Ending tax year Barnaby's basis in the partnership=[BBB Partnership basis+( Share of debt-Share of partnership debt)+ Share of Partnership's income +Share of partnership's nontaxable income-Cash distributions]
Let plug in the formula
Ending tax year Barnaby's basis in the partnership =$50,000 + ($8,000-$5,000) + $20,000 + $1,000 - $12,000
Ending tax year Barnaby's basis in the partnership =$50,000 + $3,000 + $20,000 + $1,000 - $12,000
Ending tax year Barnaby's basis in the partnership = =$62,000
Therefore Barnaby's basis at the end of the tax year will be $62,000
I'm guessing it is B because it doesn't have enough information. My reasoning is because: Just because you are buying a house doesn't mean you have kids or will have kids, and if you don't elementary school wouldn't be a factor you will consider
hope this helps
Answer:
The answer is B
Explanation: This because when we consume something it goes while if we do not the price goes down.
Answer:
C) Exports decrease, imports increase
Explanation:
If the US dollar appreciates, the US dollar has now more value per unit of foreign currency than before. For example, suppose that today 1 US dollar buys 0.8 Euro, and tomorrow, Europe is hit by a financial crisis, and the US dollar appreciates, and buys 1.2 Euro. The US dollar has appreciated, has become more expensive, becomes now more euros are needed to buy 1 US dollar.
When the US dollar gains value, domestic goods become more expensive compared to foreign goods, and this promotes imports, and reduces exports.
This is the reason why China keeps a depreciated currency: China is an export economy and the cheap Chinese currency makes exports cheaper, and imports more expensive.
Explanation:
The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In-depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication
