Mergers and acquisitions commonly introduce financial risks that can change how the firm operates.
The main danger is financial; if mergers and acquisitions aren't done right, they can leave businesses with a heavy monetary load. Many mergers that go wrong involve excessive financial commitments that condemn the partnership to failure from the outset.
Risk management is necessary during the whole merger and acquisition process. Management of Merger & Acquisition risk; see due diligence. It's likely that you haven't properly undertaken Merger & acquisition risk management if any of the risks outlined in the preceding sentence are not on the due diligence agenda.
Although this is simply one aspect of due diligence, there is a tendency to think of it as an audit of the target organization. Your due diligence procedure is your Merger & acquisition risk management, in a larger sense.
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Answer:
I don't know
Explanation:
Do I really need a explanation? 0~0
A source document
This document, when coupled with a bill of lading and/or packing list, can be used to invoice a customer, which in turn generates a sale transaction. Supplier invoice. This is a source document that supports the issuance of a cash, check, or electronic payment to a supplier.
Answer:
A. Ill-conceived goals
Explanation:
Ill-conceived goals refers to setting of goals or incentives in order to promote a desired behavior whereas indirectly encouraging a negative one.
When setting ill-conceived goals, the unintended effects of these goals should duly be taken into consideration.
Answer:
See below
Explanation:
1. Plant wide overhead rate
= Total manufacturing overhead / Estimated cost allocation base
= $1,100,000/27,500
= $40
2. Compute department overhead rates
= Total department overhead / Estimated cost allocation base
Machining department
= $740,000/14,800
= $50 per MH
Fishing department
= $360,000/18,000
= $20 per DL
