Answer:
Increase the allowance for doubtful accounts.
Explanation:
It would increase the allowance for doubtful accounts because, if you determine the necessary journal entries for reestablishment and to collect the account receivables, what we get is depicted below:
Reestablishment entry:
Account receivables = xx
Doubtful accounts allowance = xx
On the other hand, we get the record collection entry:
Record Collection Entry:
Cash = xx
Accounts receivable = xx
From the above, the net effect is simply an increase in current asset account; CASH, and a corresponding increase in the allowance for doubtful accounts.
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Answer:
If Aquataste sticks to the agreement, Waterland has an incentive to renege on the agreement by producing 350 gallons because Waterland’s profits would then increase from $375 to $525.
Explanation:
If Waterland and Aquataste both produce 250 gallons each and charge $1.50 per gallon.
There would be 500 gallons in total, and the total revenue would be
$1.50 × 500 = $750
which when shared equally between Waterland and Aquataste would result in each of them getting $375 each.
But if Aquataste sticks to the agreement, Waterland has an incentive to renege on the agreement by producing 350 gallons, still charging $1.50 and Waterland’s profits would then be
$1.50 × 350 = $525
Hope this Helps!!!
Answer:
The correct answer is the option A: True.
Explanation:
To begin with, in the economics science field and the accounting theory the concept known as the balance sheet refers to a particular report that the managers have to do and understand in order to keep the control of everything inside the organization because it basically shows what the company posses, what it owns and to who it owns it with the characteristic of emphasizing it in a determine duration that could commonly be a year. Moreover it is separated in two main sides, the assets and financing, with this last one separeted in liabilities and owner's equity.
Answer:
The correct answer is rational decision making perspective.
Explanation:
The "rational model" or "absolute rationality" of decision-making consists of five phases:
-
Define the objective
- Gather information
- Identify the possible options
- Evaluate alternatives
- Experience the effects
However, making a decision is not just an exercise in rationality, an orderly and effective execution of a sequence of actions. In the practice of organizations, taking into account the importance of risks and limitations (resources, time, available information, etc.) within which the decision must be made, it is often not possible or convenient to explore all alternatives and evaluate all the consequences analytically. We can rely on the experience and judgment of the decision makers, who renounce to pursue an optimal solution for a simply satisfactory one. We speak in this case, using an expression created by Herbet Simon, of "limited rationality."
Obviously, in the practice of decision-making processes, there is always the possibility that we should return to an earlier stage or even that the process does not reach the end (that is, choose not to decide). In addition, in an organizational context there are always social actors that guide their actions according to strategies aimed at maintaining or developing their power of decision and influence. Therefore it is questionable that adherence to the rational model is always the best way to make decisions.
