Answer:
<u>The correct answer is that the cost of the ending inventory using the retail inventory method is US$ 100,962</u>
Explanation:
Wall-to-Wall Records
Cost Retail
Beginning Inventory $ 48,000 $ 70,000
Purchases $ 210,000 $ 390,000
Cost of Goods Available for Sale $ 258,000 $ 460,000
Cost to Retail Ratio
= $ 258,000 ÷ $ 460,000
= 0.5609 = 56.09%
Cost Retail
Cost of Goods Available for Sale $ 258,000 $ 460,000
− Sales $ 280,000
Ending Inventory $ 180,000
× Cost to Retail Ratio 0.5609
<u>Ending Inventory $ 100,962 </u>
Answer:
-Deliver the data necessary for tactical decisions and planning
-Monitor and control the allocation and use of company resources and evaluate the performance of the various departments
-Provide a framework for defining and enforcing and ensuring the security and privacy of the data in the database
Explanation:
In <em>data management</em>, the implementation of a database always results in a change in both operations and management.
Regarding middle management, the new database has to provide information for the middle manager's tactic decisions (while the upper-level managers need it for strategic decisions).
Since they are always in charge or monitoring a particular department (HR, marketing, R&D...), they use the database to properly assess the company's resources and see how they can help with his/her subdepartments,
Answer:
The theory which explains the phenomenon described in the question is referred to as "Dividend Signaling".
Explanation:
When a company announces that is will be paying dividends, stock market players percieve this as an indication of :
- Strenght
- Performance and
- Profitability.
Hence investors will find it more attractive to purchase such a stock.
Cheers!
Answer:
C) Several of the characteristics of a high performing strategic leader.
Explanation:
Nishimatsu established several policies (e.g. open-door, eating with employees, etc.) to decentralize planning strategies.
Nishimatsu also had the habit of talking with flight attendants and other low level employees as a way of being well informed about the airline's operations.
He even decided to take a wage cut when the airline was in financial trouble, which is extremely uncommon for a CEO.
Nishimatsu's behavior and traits made the employees have a very positive opinion of him, and they felt he was approachable and a true leader.