Answer:
Madison Company's Journal entry
Dec. 31
Dr Cost of Merchandise Sold 93,400
($875,300-$781,900)
Cr Merchandise Inventory 93,400
Explanation:
If the perpetual inventory records $875,300 of merchandise while the physical inventory indicates $781,900 which means we have to deduct $781,900 from $875,300 which made us to arrived at $93,400 as Debited Cost of Merchandise Sold and as Credited Merchandise Inventory .
<span>The speaker is using the fallacy of building on an unproven assumption. The speaker has made the assumption that the Japanese make the best stereo sound systems in the world. This is merely his/her opinion, and is not a proven fact. Thus, when the speaker bases another argument on that assumption, he has used a fallacy in reasoning.</span>
Answer: Infrastructure Challenge.
Explanation:
A major problem in developing countries is insufficient and often damaged infrastructure. There are lack of roads and other mean of access to quite some areas in the country and those routes that do have road networks sometimes see trade still hampered by damage to those road networks.
Sometimes there would be potholes that require careful maneuvering and sometimes the roads would be washed out. In this case Escents is experiencing Dela due to washed-out roads or faulty bridges which are examples of infrastructural damage.
Answer:
Internal
Explanation:
Internal locus of control is the term which is defined as the belief that the events in life of the person, whether bad or good, are caused or occurred through the controllable factors like effort, attitude of the person and preparation.
For example, when the person fail in test, the person acknowledge that he had studied adequate and did not understand the vital questions.
Therefore, the internal locus of control will resist the close supervision of managerial. So, should be placed in jobs needed high initiative and lower compliance.
Answer:
In the centralized organizations which mostly includes banks, army corporations, etc because in these organisation the policies are set by the top management and the lower level management have to follow their instructions. I remember when the japanese Cheif Executive was appointed as the CEO of Sony America the whole of the workers went to strike against him because his attitude was centralised oriented organization which he was used to in Japan and in America people love to work in decentralized organisation. So basically in centralised organisation, lower management are delivered less responsibilities regarding making decisions. They are only accountable for doing the job according to the top management.
