Answer:
D) $1,053,000
Explanation:
Calculation to determine what Chahana's total deductions for 2019 (including Sec. 179 and depreciation) are
Sec 179 immediate expensing $1,020,000
MACRS depreciation:
Add Basis for depreciation $33,000
[($1,185,000 - $1,020,000 Sec. 179) × .20]
Total depreciation $1,053,000
($1,020,000+$33,000)
Therefore Chahana's total deductions for 2019 (including Sec. 179 and depreciation) are:$1,053,000
Answer:
A project is a one-time or infrequently occurring set of activities that creates outputs within prespecified time and cost schedules,
project management
while project management is the combination of planning, directing, and controlling resources (people, equipment, information, material) in a project to meet technical objectives within budget and schedule constraints.
its true
Explanation:
Answer: Most: Discuss the issue with your team. Ask team members for suggestions on how to better incorporate their
Least: Talk to your peers who received similar feedback and brainstorm together on how to better engage the team.
Explanation:
You probably wish you could get more input from your employees if you're like most managers. Quality feedback will help all of you work together, improve your style of leadership, and make sure you catch problems before they become big issues.
While the members of your team must be the ones to come up with the ideas, there are many things you can do to make it better and more productive to produce them.
Your methodology offers an example.
Answer:
Book value per share: 48.88
Explanation:
The book value per share is the minimun value of the company equity.
Book value per share = (Total Equity - Preferd Equity) / Total shares outstanding
Book value per share = 2,200,000 / 45,000
Book value per share = 48.88
In the numerator, we do not deduct anything from equity because there are no preferred shares. In the dividend, the outstanding shares are 45,000, because 50,000 have been issued and 5,000 are held in treasury, despite being authorized to issue 100,000 shares.
