The answer is a.True
The cost of the fixed asset is already excluded from the net income. In this case, the rate of return can be computed by the total net income divided by the cost of the fixed asset. So that would be $200,000/$400,000. The rate of return would be 50%
drafting the blueprints for the hospital
Explanation:
she has a structural engineer degree
Answer:
The balance of Tucker's Capital account at the end of the year after profits and losses have been distributed is <u>$412,500</u>
Explanation:
The capital account of a partner in a partnership is an account that shows the equity ownership of that particular partner in the partnership.
The capital of a partner in the partnership is increased by additional cash capital or asset contribution, salary, share of profit, etc., while the capital is reduced by drawing, interest on drawing, share of loss, and others.
The balance of Tucker's Capital account at the end of the year after profits and losses have been distributed can be calculated as follows:
Tucker's Capital account
<u>Particulars $ </u>
Beginning balance 325,000
Salary 150,000
Share of partnership loss (w.2) <u> (62,500) </u>
Ending balance <u> 412,500 </u>
Working:
1. Partnership profit (loss) to distribute = Net income - partners' salaries = $125,000 - $100,000 - $150,000 = ($125,000)
2. Share of profit (loss) = ($125,000) / 2 = ($62,500)
The knowledge of variation was critical.
Most important is understanding what is below.
It seems that most business executives were not trained on understanding processes and variation. They study how to manage people and money, but not how to listen to a process through data, and use that data to make improvements. Because many are not familiar with Dr. W. Edwards Deming’s enlightened insights on data and variation, they are unaware of the importance of process data and that different types of variation exist –and that those different types of variation require different types of responses. Deming also said, "How would they know?" If no one ever taught them (even worse if they were taught approaches that seem to work –even though in reality they sometimes do more harm than good), indeed, how would they know?
The point is this: when the wrong data is used or different types of variation go unrecognized, undiagnosed, or are confused, the resulting decisions and actions tend to increase costs, reduce quality, reduce productivity, and foster frustration throughout the organization.
Simply put, Dr. Deming emphasized in his writings, that business leaders have typically been taught to treat everything they don’t like as having a "special cause" reason as to why it happened, and thus want to investigate what one thing or person was responsible for causing the "aberration". People in general, seem to be wired and trained to go looking for THE reason that something bad or good happened. This problematic approach is often reinforced, because we can usually find "something unusual" associated with the thing we are investigating. Unfortunately, this "something unusual" is rarely the cause of the problem
