Answer:
Bad debt expense A/c Dr $4,900
To Allowance for doubtful debts $4,900
(Being bad debt expense is recorded)
Explanation:
The journal entry is shown below;
Bad debt expense A/c Dr $4,900
To Allowance for doubtful debts $4,900
(Being bad debt expense is recorded)
The computation of the bad debt expense is shown below:
= Net Credit sales × estimated percentage given - credit balance of allowance for doubtful debts
= $920,000 × 0.6% - $620
= $5,520 - $620
= $4,900
Answer:
6.67 years
Explanation:
The number of years for the firm to reach the desired value of $1.2 million can determined using the nper formula in excel as below:
=nper(rate,pmt,pv,-fv)
rate is the interest rate earns by the fund at 10% per year
pmt is the addition to the fund in each year which is $50,000
pv is the current amount in the fund which is $400,000
fv is the desired value of $1.2 million
=nper(10%,50000,400000,-1200000)= 6.67 years
It would take 6.67 years for the sinking fund to reach the desired value of $1,200,000
Answer:
A. Liquidity management is a balancing act, managers try to find liquidity levels that are neither too high not too low.
Explanation:
Maintaining proper liquidity is an important financial objective of management. Proper liquidity management demands that an entity should be able to meet his short term financial obligation and making sure that liquid assets of the entity are not idle. In order to achieve this, the best way to go is to maintain a level that is neither too high and not too low. Not too high means the entity is not holding too much cash or liquid assets than it currently need to meet its short term financial obligation.
For example, not keeping too much cash in current account but investing them in interest-earning investment assets.
Not too low means the cash or liquid assets held by an entity should not less than the amount needed to meet its short term financial obligation. For example, making sure that the entity has enough cash or readily convertible liquid assets that can be used to pay vendors, rent, interest and meet other short term financial obligation.
Option B is false because keeping too much does not help to maximize short term earnings which is a feature of proper liquidity management. Option C is wrong because there is no guideline to support that deferring coupon payment won`t attract payment and this does not connote proper liquidity management.
Option D is obviously false and does not describe proper liquidity management.
Answer:
the correct answer to this question is the "Country Club Leadership Style". However, what you should remember is that you might come across different names for this such as "Laizes Faire Leadership", etc...
Explanation:
In this style of leadership, the main assumption is that wen the employee are happy, they will naturally work better for the company. However, lack of regulation and guidance may end up with a not-so-well disciplined work force and usually this style does not work with every type of employees.
Moreover, this style focuses more on creating a safe working environment with minimal conflict.
Answer:
The capacity of the lathe department is 3200 parts/week. The workers capacity is the bottleneck.
Explanation:
In this case we have to compare the machine capacity and the worker capacity, and detecting shich one is limitating the capacity of the department.
Machine capacity
The time it takes for a machine to process a batch is
In 40-hour week, every machine can process 2 batches/week.
With 20 machines, the capacity of the department is 2*20=40 batch/week (4000 pcs/week).
Workers capacity
With 40-hour week and 5-hours setup, every worker can make (40/5)=8 setups a week.
If the department has 4 workers, the amount of setups that can be done is 4*8=32 setups/week. That means that only 32 batches can be processed per week (3200 pcs/week).
The workers resource is the limitating capacity, and therefore the capacity of the lathe department.
