The correct answer should be Line of sight.
What then is your Line of sight?
Your line of sight is the noticeable path of travel from your vehicle to your destination area. This line can be obstructed by a curve, a hill, high-forest wooded zones, large truck or other obstruction that prevents drivers from seeing the vehicle ahead. Therefore, if you cannot see around an obstruction, you should slow down and be willing to adjust your position until you can reestablish a clear line of sight to your path of travel and targeting area.
Answer:
Total estimated bad debts = $9,400
Explanation:
days outstanding A/c Receivable % estimate
0-30 $77,000 1 $770
31-60 $46,000 4 $1,840
61-90 $39,000 5 $1,950
91-120 $23,000 8 $1,840
over 120 $15,000 20 $3,000
Total 200,000 $9,400
The answer is B. Hope this helps.
Answer:
$208
Explanation:
Using the FIFO Inventory method, inventory items are assumed to be sold in the order in which they were purchased from the earliest to the latest.
The order of purchase of the inventory items are.
Jun. 1, DVD Player 1012, $113
Nov. 1, DVD Player 1045, $95
Nov. 31, DVD Player 1056, $88
Therefore, if two of the three items are sold, the cost of goods sold is the cost of the first two items purchased
= 113 + 95 = $208.
Answer: A. Departments with more employees are allocated earlier.
Explanation:
In the sequential method, it should be noted that a company allocates the service costs one department at a time. Once the service department cost is allocated by the accountants, the department won't get any other costs from the other service departments.
The statement that is false about the order in which management determines the sequencing of support department allocations under the sequential method of allocating support department costs to production departments is that the departments with more employees are allocated earlier.
Under the sequential method, the department costs that are allocated earlier include having an accurate cost drivers, having a higher cost, or having a large number of support.
