Answer:
(d) Mental accounting
Explanation:
Mental accounting is an idea in the field of conduct financial aspects. it battles that people order reserves distinctively and hence are inclined to nonsensical basic leadership in their spending and speculation conduct.
As indicated by the hypothesis of mental bookkeeping, individuals treat cash in an unexpected way, contingent upon elements, for example, the cash's root and expected use, as opposed to considering it regarding the "reality" as in formal bookkeeping
It was because of the Great Recession. This financial crisis caused several governmental policies regarding federal funds to be restructured (although changes in the policies were already in discussion even before the disaster). Since then, the federal funds rate has always been near to zero and basically negligible. Hence the Great Recession of 2008 was the reason behind the last federal funds transaction being in 2008.
Answer:
Ending cash balance for November = $52,869
Explanation:
Crane Company
Cash Budget
October
November
beginning cash balance
$16,000
$40,539
expected cash receipts
$63,000
$95,000
Total available cash
$79,000
$135,539
expected cash payments
$45,000
$76,000
excess of available cash over payments
$34,000
$59,539
financing:
Borrowings
$6,539
$0
Repayments
$0
($6,539)
Interest
$0
($131.00)
Ending cash balance
$40,539
$52,869
The ending cash balance shortfall in October $40,539 - $34,000 = $6,539
Hence, the amount to be borrowed = $6,539
In November, the company has enough funds to meet its ending cash balance as well as pay-off the borrowed amount with interest.
Interest for 2 month = 6,539 x 12% x 2/12 = $130.78 or $131 (rounded off)
Note: cash is borrowed in the first day of the month, assuming the company borrows cash on October 1, and repays on November 30, interest is payable for two months.
All U.S gov. spending can be divided into 3 categories. 1) Mandatory spending. 2) Discretionary spending & 3) Interest on federal debt. Hope this helps you! :)
Answer:First-line
Explanation:First-line managers are the entry level of management, the individuals “on the line” and in the closest contact with the workers. They are directly responsible for making sure that organizational objectives and plans are implemented effectively.
First-line managers operate their departments. They assign tasks, manage work flow, monitor the quality of work, deal with employee problems, and keep the middle managers and executive managers informed of problems and successes at ground level in the company.
Examples of first line managers are the foreman or production supervisor in a manufacturing plant, the technical supervisor in a research department, and the clerical supervisor in a large office.