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Mila [183]
3 years ago
13

Waterway Company has recorded the following items in its financial records. Cash in bank $51,500 Cash in plant expansion fund 11

0,400 Cash on hand 14,500 Highly liquid investments 38,700 Petty cash 550 Receivables from customers 91,100 Stock investments 69,100 The highly liquid investments had maturities of 3 months or less when they were purchased. The stock investments will be sold in the next 6 to 12 months. The plant expansion project will begin in 3 years. (a) What amount should Waterway report as "Cash and cash equivalents" on its balance sheet? Cash and cash equivalents $\
Business
1 answer:
marin [14]3 years ago
4 0

Answer:

$105,250

Explanation:

Cash and cash equivalent are the most liquid asset of the company. In order for an asset to be classified as cash and cash equivalent, the instrument shoud be readily convertible in to cash and there is no significant risk of change in value. Waterway Company's recorded items that can be classified as cash and cash equivalents are as follows;

Cash in bank                       $51,500

Cash on hand                        14,500

Highly liquid investments     38,700

Petty cash                              <u>     550</u>

Total                                   $105,250

<em>*Cash in expansion fund is set aside for future use. Hence, it is not readily available for company's needs.</em>

<em>*Receivables from customer has significant risk of not being collected.</em>

<em>*Stock investments is not readily convertible into cash</em>

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Answer:

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Onslow Co. purchased a used machine for $144,000 cash on January 2. On January 3, Onslow paid $10,000 to wire electricity to the
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Explanation:

January 2, Year 1, purchase of machine:

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The machine's total cost = $144,000 + $10,000 + $2,000 = $156,000

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Accumulated depreciation during 5 years = $23,120 x 5 = $115,600, carrying value = $156,000 - $115,600 = $40,400

If the machine is sold at $50,000, the journal entries should be:

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Matrix organisation, mirror a mix of practical and projectized characteristics. Matrix organisation can be named feeble, adjusted, or solid relying upon the overall degree of intensity and impact among utilitarian and undertaking chiefs. Powerless framework associations keep up huge numbers of the qualities of a practical association, and the job of the venture director is even more an organizer or expediter.A venture expediter fills in as staff collaborator and correspondences facilitator. The expediter can't settle on or implement choices. Task facilitators have capacity to settle on certain choices, have some position, and report to a more elevated level supervisor. Solid framework associations have a large number of the attributes of the projectized association, and have full-time venture supervisors with extensive position and full-time venture regulatory staff. While the reasonable framework association perceives the requirement for a task supervisor, it doesn't give the venture administrator the full authority over the undertaking and venture financing.

In a projectized organisation, colleagues are regularly colocated. The greater part of the association's resources are engaged with venture work, and undertaking directors have a lot of freedom and authority. Virtualcollaboration strategies are regularly used to achieve the advantages of colocated groups. Projectized organizations often have authoritative units called divisions, however they can either report legitimately to the task director or provide bolster administrations to the different undertakings

How they affect the management

In a functional organisation, extends that exist inside a solitary useful division produce no specific authoritative issues, yet extends that cut across utilitarian divisions can be testing. Why? Tasks that stretch out across practical divisions are requesting to oversee on the grounds that the undertaking director has no direct utilitarian position and should get ceaseless collaboration and backing from useful supervisors of different divisions so as to meet venture goals. This can get confusing.

Since the matrix structure offers position to both venture administrators(project manager) and utilitarian directors(functional manager) the result is to give an increasingly consistent division of work and at last to construct a more grounded group culture. In any case, the potential for struggle between useful supervisors and task administrators still exists on the grounds that there is still asset strife. Everybody who is on a task group still has two supervisors – their practical director and their venture administrator.

In a projectised organisation authority is incorporated. Since ventures are expelled from useful divisions the lines of correspondence are abbreviated. Both these elements upgrade the capacity to settle on quick choices. Undertaking groups build up a solid feeling of character which thusly makes a significant level of responsibility from colleagues. Because of their contribution in successive ventures of a comparable sort projectised associations can create and keep up a long haul assortment of experience and aptitudes in explicit regions.

Obviously projectised organisation make it simpler to run ventures on the grounds that the whole structure is set up for that reason. However, on the off chance that you are dealing with a task inside other hierarchical structures, at that point perceiving and understanding the effects will raise your attention to the potential undertaking the board entanglements, so you can be proactive about settling them. Correspondence, compromise and group building will be vital to your prosperity.

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