Answer:
C, Usual, Customary, and Reasonable.
Explanation:
Usual, customary and reasonable (UCR) fees are fees payed by insuraance policy (health) has to pay for services rendered. The UCR fees are mostly a function of services provided to policy holders and area where the service is rendered.
For a fee to be considered usual, customary and reasonable, it must be a usually charged fee, it must fall within
BREAKING DOWN Usual, Customary and Reasonable Fees
price range charged in the area and it mustbe a for a service considered necessary.
I hope this helps.
Answer:
B. pay range
Explanation:
Setting a defined range with a minimum, maximum and a midpoint salary for employees holding a particular position within the company is applying a pay range.
*Note that a pay range defines minimum and maximum boundaries for a specific pay grade.
Therefore, the answer is B. pay range
Answer:
1. B. 3.14
2. C. 1.12
Explanation:
1. Times Interest Earned ratio
Measures how well a company is able to cover it's debt obligations using it's earnings.
The formula is simply,
= Earning before Interest and Tax / Interest Expense
Therefore,
Times Interest Earned ratio = 116/37
= 3.14
HHF's times interest earned ratio is Option B, 3.14.
2. Debt to Equity Ratio
This ratio compares the debt used to fund a company vs it's equity. It measures how much of either way used to fund the company.
The formula is,
= Total Debt / Total Equity
= 540/484
= 1.12
HHF's Debt to Equity ratio is 1.12, Option C.
According to functional job analysis, all jobs require workers to interact with data, people, and things. There are different ways to conduct a functional job analysis, but these ways measure workplace roles through established scales. These scales are usually categorized into seven categories: data, people, things, instruction, reasoning, math, and language.
Functional job analysis is the practice of examining job requirements and assigning a suitable candidate for that job or examining a candidate's qualifications and skills and assigning a suitable job to that candidate. It also works in reverse by not matching the wrong candidate with the job or vice versa. An obvious example is not hiring someone with no hands to do any job that requires lifting things. With only two types of jobs in a small business, this is not a difficult proposition. In a large company with thousands of people doing hundreds of different jobs, it can become a Gordian knot. It is up to the functional job analyst to become Alexander with the sword.
Learn more about functional job analysis:
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