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Bezzdna [24]
3 years ago
12

The typical horizontal flows of information in an accounts payable/cash disbursements process might include all of the following

except:
a. an invoice is received from a vendor
b. the paid voucher is returned to the accounts payable department
c. an approved disbursement voucher is sent to the cashier
d. a copy of a receiving report is sent to the cashier
Business
1 answer:
harkovskaia [24]3 years ago
3 0

Answer:

d. a copy of a receiving report is sent to the cashier

Explanation:

In the case of the horizontal flows with respect to the account payable or cash disbursements, it involved the invoice i.e. collected from the vendor, the voucher i.e. returned and the approved disbursement voucher is sent to the cashier but it does not involve the receiving report that sent to the cashier

Therefore the correct option is d.

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Answer:

<em>Run a recoverability test and then a fair value test.</em>

Explanation:

Business assets with a loss of value are subject to impairment tests to assess and identify the magnitude of the loss.

<em>Measuring the magnitude of the loss requires two steps:</em>

  • Performing a recoverability check is to decide whether an impairment loss occurred by determining whether the future value of the undiscounted cash flows of the asset is less than the asset's book value. If the cash flow is less than the value of the book, the loss will be assessed.
  • Measure the cost of damage by measuring the difference between the book value and the asset's market value.
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One of the least desirable and routine tasks members of your team must do is taking minutes (notes) at team meetings. Proof that
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Answer:

C. Create a rotating assignment so each team member shares note taking.

Explanation:

In the case noted in the question above, there is a situation that could be unpleasant if it were decided by some type of bias.

Therefore, the most appropriate alternative for the team to address this situation would be to create a rotating assignment for each team member to share the notes. This way it would not happen that a team member is always chosen to perform a task that causes dissatisfaction in the whole team. Creating a rotating assignment to carry out the task would guarantee the uniformity of the task assignment and avoid possible dissatisfactions, inequalities and interpersonal conflicts that could arise.

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3 years ago
A firm in a perfectly competitive market: a.must reduce its price if it wants to sell a larger quantity. b.must be large relativ
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A firm in a perfectly competitive market: d. must take the price that is determined in the market.

<h3>What is a perfectly competitive market?</h3>

A perfectly competitive market can be defined as a type of market in which there are many buyers and sellers of homogeneous products, and there is free entry and exit in the market.

This ultimately implies that, all business firms in a perfectly competitive market must be willing to take the price that is determined in the market.

Read more on price here: brainly.com/question/11898489

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2 years ago
Briefly explain the differences between functional, matrix, and project organizations. Describe how each structure affects the m
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Answer

The classic function organisation, is a pecking order where every worker has one clearsuperior. Staff individuals are gathered by specialities, for example, generation, promoting, building, and accountingat the top level. Specialties might be additionally subdivided into centered useful units, for example, mechanical and electrical designing. Every department as an utilitarian association will do its venture work autonomously of different offices

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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High traffic

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Higher traffic means more visibility, more visibility means more customers.

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