Answer:
total budgeted costs = $141,570
budgeted production = 1,000 units
standard rate = $141,570 / 1,000 = $141.57 per unit
total actual costs = $135,810
actual production = 850 units
actual rate = $135,810 / 850 = $159.78 per unit
- total fixed overhead variance = actual overhead costs - budgeted overhead costs = $135,810 - $141,570 = -$5,760 favorable. The actual overhead expense was lower than budgeted.
- controllable variance = (actual rate - standard rate) x actual units = ($159.78 - $141.57) x 850 units = $15,478.50 unfavorable. The actual overhead rate was higher than the standard rate, that is why the variance is unfavorable (more money was spent than budgeted).
- volume variance = (standard activity - actual activity) x standard rate = (1,000 - 850) x $141.57 = 150 x $141.57 = $21,235.50 unfavorable. Less units where produced than budgeted, that is why the variance is unfavorable.
Answer:
it depends who it is
Explanation:
u think defrent people are good at different things
Answer:
A. Nominal income adjusted for inflation.
Explanation:
Real income is simply the amount usually in monetary terms a person, enterprise or others makes after accounting for inflation. It is also called real wage that is an individual's income.
Real income are also defined as Income that is adjusted to inflation.
Nominal income are defined as income not adjusted to inflation.
<span>Businesses can accept payment from customers in a variety of ways. From credit cards to cash, these methods offer advantages and disadvantages for customers and for businesses. If you decline to accept a particular payment method, you could limit your customer base. Depending on the type of business you do and the type of customers you have, you may not need to accept some methods of payment. Weighing the pros and cons of different methods can help you make the appropriate decisions for your business.</span>
Answer:
D. cascade down
Explanation:
MBO works by objectives moving through the organization; that is, top managers set general organizational objectives, which are translated into divisional objectives, which are translated into departmental objectives. The hierarchy ends in individual objectives set by each employee. This is an example of MBO working as objectives cascade down through the organization.
Management by objectives is a model of strategic management with the purpose of improving performance in an organization through 'objectives definition'. Such defined objectives must have been predetermined and agreed by both management and employees.
As a result of employees agreeing to the objectives and being part of the organisation's goal setting, such participatory decision making generates commitment among employees, and creates alignment of objectives across the organization.
