Answer:
Zigzag Manufacturing
The Effectiveness of Leslie Demorest's Budgeting Strategy
The strategy of adjusting the previous year's operating expenses with inflation is not an effective way of strategic budget planning. Leslie's budgeting strategy does not take advantage of forecasts of unexpectedly good performance and fails to provide any reaction that can occur when there are downturns in cash flow.
An effective budgeting strategy should provide the standard for the effective use of financial resources of Zigzag Manufacturing in its business operations. There are no clear goals to be achieved and an evaluation of how the goals will be achieved through the budget implementation.
Explanation:
An effective budget should be able to forecast and track revenues and expenses, which are received and incurred in pursuit of business goals and projections. An effective budget ensures that those who implement the projections contained in the budget remain motivated. The idea of adjusting previous expenses with inflation is not an effective budgeting strategy.
Answer:
when sales revenue exceed costs
Explanation:
The given statement is TRUE.
Explanation:
The statements that describe the AFL :
Rather than facing business leaders head on, the AFL has committed itself to seeking fair working practices and higher wages for employers.
In the vocabulary of the corporate community of that period, the latest AFL policies were labeled "financial unionism."
Answer:
It is Conciseness (D)
Explanation:
Comparability : the financial information produced should be capable of being compared over time and with similar information about other entities.
Timeliness : Financial information should be provided within a time scale suitable for the users decision making purposes.
Reliability : Information contained in the financial reports should inspired confidence in their users which they can rely on in making relevant decision.
Conciseness : This is not part of financial information characteristics.
Answer:
flat divisional structure
Explanation:
Generally organizations can be structured in three different ways:
- divisional: the organization is divided into divisions, and each division has its own complete set of resources, e.g. marketing, finance, production, IT, etc.
- functional: the organization is divided into departments, and the people that work at each department share similar sets of skills, e.g. finance department, marketing department, production department, etc.
- matrix: combinations of divisional and functional structures
In this case, Nancy reports to an area director ⇒ district director ⇒ CEO
Since the number of layers between Nancy and the CEO (top management) are rather few, we can assume that this is a flat organization, with very few hierarchical levels. On the other hand, tall organizations have many levels, filled with supervisors and middle managers.
