Answer:
Net present value $1,363.50
Explanation:
The computation of the net present value of B is shown below:
Year Cash flows PVIFA factor at 15% Present value
0 -$15,600 1 -$15,600
1 0 0.8696 0
2 0 0.7561 0
3 25,800 0.6575 $16,963.50
Net present value $1,363.50
Setting the pay according to the goals achieved
by a group may not be considered beneficial to everyone, thus decreasing motivation.
Pay-for-performance or according to individual performance may help motivate
the employee but increasing individuality in terms of performance may also decrease
group cohesiveness or group-related values. The speaker here shows depreciation by undervaluing another's work to overvalue or protect one's own.
Answer: $19000
Explanation:
From the question, we are informed that Vaughn Manufacturing's allowance for uncollectible accounts was $190000 at the end of 2020 and $178000 at the end of 2019 and that for the year ended December 31, 2020, Vaughn reported bad debt expense of $31000 in its income statement.
The amount that Vaughn debited to the appropriate account in 2020 to write off actual bad debts will be:
= $31000 - ($190000 - $178000)
= $31000 - $12000
= $19000
Answer:
A) a 23.5% decrease in materials
B) a 64% decrease in labor costs
C) a 29.1% decrease in overhead
Explanation:
White Tiger's multifactor productivity = $300 / $148 = 2.027
if we want to increase the multifactor productivity by 12%, it will = 2.27
since we will not change the sales price, we must determine the new total cost:
$300 / cost = 2.27
cost = $300 / 2.27 = $132.16 ≈ $132, which represents a $16 decrease
A) materials ⇒ $16/$68 = 23.5%
B) labor costs ⇒ $16/$25 = 64%
C) overhead ⇒ $16/$55 = 29.1%
Answer:
C 503,980 dollars
Explanation:
![\left[\begin{array}{ccccc}&General&Physical&Sales&After-sales\\$General&&2,000&27,000&14,000\\$Physical&1,000&&38,000&7,000\\$Direct \: Cost&36,550&70,300&412,500&480,880\\$Allocate G&-36,550&1,700&22,950&11,900\\$Subtotal&0&72,000&435,450&492,780\\$Allocate P&0&-72000&60,800&11,200\\$Total&&&496,250&503,980\\\end{array}\right]](https://tex.z-dn.net/?f=%5Cleft%5B%5Cbegin%7Barray%7D%7Bccccc%7D%26General%26Physical%26Sales%26After-sales%5C%5C%24General%26%262%2C000%2627%2C000%2614%2C000%5C%5C%24Physical%261%2C000%26%2638%2C000%267%2C000%5C%5C%24Direct%20%5C%3A%20Cost%2636%2C550%2670%2C300%26412%2C500%26480%2C880%5C%5C%24Allocate%20G%26-36%2C550%261%2C700%2622%2C950%2611%2C900%5C%5C%24Subtotal%260%2672%2C000%26435%2C450%26492%2C780%5C%5C%24Allocate%20P%260%26-72000%2660%2C800%2611%2C200%5C%5C%24Total%26%26%26496%2C250%26503%2C980%5C%5C%5Cend%7Barray%7D%5Cright%5D)
We determinate each service deparment rate:
general: 36,550 / (2,000 + 27,000 + 14,000) = 0.85
we then assign cost of general department and repeat the process for physical
then for physical we do the same:
72,000 / (38,000 + 7.000) = 1.60
