Answer: $3,875 Favorable
Explanation: We can compute direct labor efficiency variance by using following formula :-
Direct labor efficiency variance = standard rate ( actual hours - standard hours)
where,
standard hours = 5,500units * 0.5 hour = 2750 hours
actual hours = 3,000 hours
standard rate = $15.5
putting the values into equation we get :-
Direct labor efficiency variance = $15.5 ( 3,000 - 2750)
= $3,875 Favorable
Answer:
c. $4,000
Explanation:
The computation of the depreciation expense for year 2 under straight-line method is shown below:
= (Original cost - residual value) ÷ (useful life)
= ($25,000 - $5,000) ÷ (5 years)
= ($20,000) ÷ (5 years)
= $4,000
In this method, the depreciation is same for all the remaining useful life i.e $4,000 is charged for remaining three years
Answer:
review your progress, reevaluate, and revise your plan
Explanation:
Based on the information provided within the question it can be said that in this scenario the step that you have completely neglected is to review your progress, reevaluate, and revise your plan. That is because in this scenario many events have occurred, and it seems that your financial plan after retirement has not been adjusted with each and every one of these life events. Therefore it is outdated and most likely not providing the benefits it once did.
It depends what for... but If its really important, u would say 50,000
<u>Full question:</u>
Angela is part of the senior management of Fifian Inc., an event management company. She along with other members of the senior management plans the annual budget of the company. Angela, however, is not required to take inputs from or involve the middle and supervisory managers of the company in this planning process. In the given scenario, Fifian Inc. most likely uses _____.
A. top-down budgeting
B. incremental budgeting
C. bottom-up budgeting
D. zero-based budgeting
<u>Answer:</u>
In the given scenario, Fifian Inc. most likely uses top-down budgeting
<u>Explanation:</u>
Top-down budgeting relates to a budgeting system where senior management equips a high-level estimate for the company. Through top-down budgeting, the company’s administration views prior practices and contemporary market circumstances.
Customarily, department directors and lower-level staff do not partake in the meetings but may put forward proposals for consideration. Such a kind of budget concentrates on the overall germination of the organization. Since managers are not a member of the budget-making method, they may not perceive much urge to assure their success.
