Answer:
Mark will have at the end of six years the amount of $25,865.74
Explanation:
According to the given data we have the following:
First investment = 2500
Investment increasing at rate of 10%
Interest rate = 13%
t=6 years
Present value is given by formula = C * [((1+g)^n/(1+i)^n) - 1 ] / (g-i)
C is first value = 2,500
g is increase in investment = 0.10
i is intrest rate = 0.13
n is no of years = 6
Putting values into the equation
P = 2500* [((1+ 0.10)^6/(1+0.13)^6) - 1 ] / (0.10-0.13) 1.771561 2.08195
P = 2500* [((1.10)^6/(1.13)^6) - 1 ] / (-0.03)
P = 2500* [0.8509142870866 - 1 ] / (-0.03)
P = 2500* (-0.14908571)/ (-0.03)
P = 2500* 4.9695236
P=$12,423.809
Future value = P*(1+i)^t
= $12,423.809 *(1+0.13)^6
= $25,865.74
Mark will have at the end of six years the amount of $25,865.74
Answer:
Dynamic forecasting
Explanation:
Dynamic forecasting occurs when present forecast is made based on previous forecasts on the value of dependent variable.
On the other hand static forecasting is when actual previous vales to make present forecast.
Budget officials suggested that about 10% of current customers would likely quit eating out in Hamlet and drive to the nearest town
So a forecast is made on previous forecast.
Answer:
Following are the answer to this question:
Explanation:
Following are the paragraph to this question:
It was great this course! It's formatting, which includes its course to make it's navigating and understanding quickly. Its tasks were also challenging enough just to participate with both the substance, and they're not challenging enough just to create discomfort or feel confused.
Answer:
D
Explanation:
The other options are true regarding the requirements and objectives associated with IBR
Answer:
The correct answer is A. A leader who is task-oriented and directs subordinates' work
.
Explanation:
The starting structure: Refers to the measure by which the leader can define and structure his role and those of his subordinates, in the pursuit of goal achievement. It includes behavior that tries to organize work, work relationships, and goals.
Extensive research, based on these definitions, shows that leaders with high rates of starting structure and consideration (a "high - high" leader) tend to achieve high performance and subordinate satisfaction, more often than those who rate low either in consideration, starting structure or in both dimensions. It does not always result in positive consequences to high rates of truancy and turnover, as well as low levels of job satisfaction for workers performing routine tasks. In conclusion, the Ohio State studies emerged that "high - high style" generally produced positive results.