Answer:
Value of closing inventory = $ 28,125.00
Explanation:
To value inventory, we multiply the cost per equivalent unit of production (cost per EUP) by the the number of equivalent units(EUP) for each of the cost element.
So the value of the closing inventory, is determined as follows:
Value of inventory = cost per E.U.P × number of E.U.P
Material = $2.50 × 4,500 = 11,250.00
Labour and overhead= $3.75 × 4,500 = 16,875.00
Total amount of work in progress
= 11,250 + 16, 875
= $ 28,125.00
The appropriate journal entry for each of these transactions,
Date Journal entry Debit credit
Nov 20 Cash a/c 441
credit card discount 9
To sales revenue 450
Nov 25 Accounts receivable 2800
To sales receivable 2800
Nov 28 Accounts receivable 7200
To sales receivable 7200
Nov 30 Sales return 600
To account for receivable 600
Dec 06 Cash 6468
sales discount 132
To accounts receivable 6600
Dec 30 Cash 2800
To accounts receivable 2800
Net sales:450+2800+7200-600-132
= 9718
Examples of transactions are as follows: Paying a provider for offerings rendered or goods introduced. Paying a vendor with cash and a note so one can obtain ownership of assets formerly owned by the seller. Paying an employee for hours worked.
A transaction is a finished settlement between a client and a seller to exchange items, offerings, or monetary property in going back for cash. The term is also commonly utilized in company accounting. In business bookkeeping, this simple definition can get complex.
A cash transaction is the immediate charge of coins for the acquisition of an asset. some market stock transactions are considered cash transactions although the exchange might not settle for some days. A futures agreement isn't always considered a cash transaction.
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Answer:
In the Present world, all the organizations need to procure individuals who don't just have the necessary specialized aptitudes to do things but who likewise have other delicate abilities like uplifting disposition, capacity to organize work and so on. Upon our investigation of discovering how and what the organizations truly need from the workers, it was seen that all the organizations laid extraordinary accentuation on having delicate abilities in any individual.
The exploration was led on top contracting firms like Monster, College Grad, College Recruiter, organizations' separate sites, Linkedln accounts and so forth. Aside from referencing the specialized abilities vital for the activity, it was additionally referenced that the representative ought to have the option to perform well in groups, ought to be a group laborer. They need individuals who really regard others and their considerations and can coexist well with one another. At the point when such a culture is assimilated in any association, the association moves towards progress at a quicker rate than an organization who has quite recently procured a lot of geeky, laid back individuals who are simply centered around satisfying their individual objectives. Such associations develop however at an exceptionally moderate rate. The human work force is one of the most significant resources that any organization makes progress toward. At the point when this perspective isn't satisfied totally, the entire motivation behind accomplishing goals bombs wretchedly.
Hence, each organization, regardless of whether little or enormous endeavors to enlist the best of individuals with great characteristics who will take the organization excessively far.
Answer:
ZERO.
Explanation:
A transfer price normally is used to determine the cost to charge another division, subsidiary, or holding company for services rendered. It is said that transfer prices are priced based on the going market price for that good or service. Transfer pricing can also be applied to intellectual property such as research, patents, and royalties.
However, companies at times can also use (or misuse) this practice by altering their taxable income, thus reducing their overall taxes. The transfer pricing mechanism is a way that companies can shift tax liabilities to low-cost tax jurisdictions.
