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2 years ago

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A project is expected to generate annual revenues of $124,100, with variable costs of $77,200, and fixed costs of $17,700. The a

nnual depreciation is $4,250 and the tax rate is 34 percent. What is the annual operating cash flow?

1 answer:

ale4655 [162]2 years ago

4 0

Answer:

$20,717

Explanation:

The calculation of annual operating cash flow is given below:-

Annual Operating cash flow = (Revenue - Variable cost - Fixed cost) × (1 - Tax rate) + Annual depreciation × Tax rate

= ($124,100 - $77,200 - $17,700) × (1 - 34%) + $4,250 × 34%

= $29,200 × 0.66 + $1,445

= $19,272 + $1,445

= $20,717

So, for computing the operating cash flow we simply applied the above formula.

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Karma Company has prepared its operating budget for the first quarter of 20x9. The company forecasts sales of $50,000 in Februar

Shtirlitz [24]

Answer:

The correct solution is "38,500".

Explanation:

The given values are:

Sales in February,

= $50,000

Sales in March,

= $60,000

Sales in April,

= $70,000

Now,

The total selling and administrative expenses for the month of February will be:

= $Variable \ costs + Fixed \ cos ts$

On substituting the values, we get

= $50,000\times (40 \ percent+5 \ percent) + (8,00 0+5,000+1,200+800+1,000)$

= $20000+2500+8000+5000+1200+800+1000$

= $38,500$

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2 years ago

Build a schedule for the following staffing requirements, giving workers two consecutive days off per cycle (not including Sunda

jasenka [17]

Answer:

Explanation:

The following process is used to schedule staffing requirements.

Start appointing workers in a way that two days contain the lowest amount of staff required are designated first.

Then, we minus 1 from each cell except for the selected pair of days.

After that, we lookout for pairs of days that contain the least amount of staff requirements.

We will then repeat the above process until the staffing requirements are fully met.

OUTPUT:

$\ A\ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ B\ \ \ \ \ \ \ \ \ \ \ C\ \ \ \ \ \ \ \ \ \ \ D\ \ \ \ \ \ \ \ \ \ \ E\ \ \ \ \ \ \ \ \ \ \ F\ \ \ \ \ \ \ \ \ \ \ G$

$1 \ \ \ \ Day \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ Mon \ \ \ \ \ \ \ \ \ \ \ Tue \ \ \ \ \ \ \ \ \ \ \ Wed \ \ \ \ \ \ \ \ \ \ \ Thur \ \ \ \ \ \ \ \ \ \ \ Fri \ \ \ \ \ \ \ \ \ \ \ Sat$

$2 \ \ \ \ Staff \ needed \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 3 \ \ \ \ \ \ \ \ \ \ \ 4 \ \ \ \ \ \ \ \ \ \ \ 2 \ \ \ \ \ \ \ \ \ \ \ 3 \ \ \ \ \ \ \ \ \ \ 4 \ \ \ \ \ \ \ \ \ \ \ 5$

$3 \ \ \ \ Worker \ 1 \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 3 \ \ \ \ \ \ \ \ \ \ \ 4 \ \ \ \ \ \ \ \ \ \ \ \mathbf{2 \ \ \ \ \ \ \ \ \ \ \ 3} \ \ \ \ \ \ \ \ \ \ 4 \ \ \ \ \ \ \ \ \ \ \ 5$

$4 \ \ \ \ Worker \ 2 \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \mathbf{ 2 \ \ \ \ \ \ \ \ \ \ \ 3} \ \ \ \ \ \ \ \ \ \ \ 2 \ \ \ \ \ \ \ \ \ \ \ 3 \ \ \ \ \ \ \ \ \ \ 3 \ \ \ \ \ \ \ \ \ \ \ 4$

$5 \ \ \ \ Worker \ 3 \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 2 \ \ \ \ \ \ \ \ \ \ \ 3 \ \ \ \ \ \ \ \ \ \ \ \mathbf{1 \ \ \ \ \ \ \ \ \ \ \ 2} \ \ \ \ \ \ \ \ \ \ 2 \ \ \ \ \ \ \ \ \ \ \ 3$

$6 \ \ \ \ Worker \ 4 \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 1 \ \ \ \ \ \ \ \ \ \ \ 2 \ \ \ \ \ \ \ \ \ \ \ \mathbf{1 \ \ \ \ \ \ \ \ \ \ \ 2} \ \ \ \ \ \ \ \ \ \ 1 \ \ \ \ \ \ \ \ \ \ \ 2$

$7 \ \ \ \ Worker \ 5 \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 0 \ \ \ \ \ \ \ \ \ \ \ 1 \ \ \ \ \ \ \ \ \ \ \ 1 \ \ \ \ \ \ \ \ \ \ \ 2 \ \ \ \ \ \ \ \ \ \ \mathbf{0 \ \ \ \ \ \ \ \ \ \ \ 1}$

$8 \ \ \ \ Worker \ 6 \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 0 \ \ \ \ \ \ \ \ \ \ \ 0 \ \ \ \ \ \ \ \ \ \ \ 0 \ \ \ \ \ \ \ \ \ \ \ 1 \ \ \ \ \ \ \ \ \ \ \ 0 \ \ \ \ \ \ \ \ \ \ \ 1$

$9 \ \ \ \ No \ working^* \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 3 \ \ \ \ \ \ \ \ \ \ \ 4 \ \ \ \ \ \ \ \ \ \ \ 2 \ \ \ \ \ \ \ \ \ \ \ 3 \ \ \ \ \ \ \ \ \ \ \ 4 \ \ \ \ \ \ \ \ \ \ \ 5$

10 *count the number of workers after excluding highlighted cells and 0 values.

Day Minimum number of workers needed

$Mon \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 3$

$Tue \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 4$

$Wed \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 2$

$Thur \ \ \ \ \ \ \ \ \ \ \ \ \ \ 3$

$Fri \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 4$

$Sat \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 5$

6 0

2 years ago

President Chris Zane mentions that employees' performance is not evaluated every six months or every year as in many organizatio

dsp73

Answer:

This question is incomplete, the options are missing. The options are the following:

a) Discuss failures of individuals of the company

b) Establish performance standards as a group

c) Measure, evaluate and take corrective action

d) Correct employees' actions by berating and celebrating

e) Cross-train employees

And the correct answer is the option C: measure, evaluate and take corrective action.

Explanation:

To begin with, when it comes to terms of control regarding the inside structure of an organization, the managers use different processes and techniques to take on that job of controlling the employes of the company in order to see how everything is going. In the case of Chris Zane, as he wants to do a control every week, then he is absolutely interesting in evaluating and measuring the improvements of every one inside the business so in that way he can take action in time to correct something if it is not going as planned. And that is the main reason why he would use a controlling process where he needs to have everything going as planned.

3 0

2 years ago

At the beginning of the year, the Dallas Company had the following accounts on its books: Accounts Receivable $264,000 Debit All

lukranit [14]

Answer:

<u>Explanation:</u>

Requirement :

Date Account title and Explanation Debit Credit

Dec.31 Accounts receivable $2,346,000

Sales revenue $2,346,000

[To record credit sales for the year]

Dec.31 Cash $2,350,000

Accounts receivable $2,350,000

[To record collections on account for the year]

Feb.17 Allowance for doubtful account $7,500

Accounts receivable-R.St. John $7,500

[To write off R. St. John's account]

May 28 Allowance for doubtful account $4,800

Accounts receivable-G. Herberger $4,800

[To write off G. Herberger's account]

Oct 13 Accounts receivable-G. Herberger $1,200

Allowance for doubtful account $1,200

[To reinstate G. Herberger's account for partil recovery]

Oct 13 Cash $1,200

Accounts receivable-G. Herberger $1,200

[To record collection from G. Herberger]

Dec 15 Allowance for doubtful account $5,000

Accounts receivable-R. Clancy $5,000

[To write-off R. Clancy's account]

Dec 31 Bad debt expense [$2,346,000 x 0.8%] $18,768

Allowance for doubtful account $18,768

[To record allowance for doubtful accounts]

<u>Requirement b: </u>

Accounts Receivable $242,700

Less: Allowance for Doubtful accounts $19,168

Accounts receivable net $223,532

<u>Calculations: </u>

T-Accounts

Accounts receivable Allowance for doubtful account

$264,000 Beg. $16,500 Beg.

$2,346,000 $2,350,000 $7,500 $1,200

$1,200 $7,500 $4,800 $18,768

$4,800 $5,000

$1,200

$5,000

$242,700 End. $19,168 End.

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2 years ago

A physical inventory count of MegaCorp has a $50,000 balance before considering the following:

natali 33 [55]

Answer:

The amount of inventory reported on balance sheet is $62,500

Explanation:

In this question, we are asked to calculate the value at which inventory will be reported on the balance sheet.

To do this, we can employ a mathematical approach.

Mathematically;

Amount of inventory reported in Balance sheet = physical inventory + goods sent on consigned + inventory purchased on fob destination

From the question, we can identify the following;

Physical inventory = $50,000

Goods sent on consigned = $10,000

Inventory purchased on fob destination = $2,500

The amount of inventory reported in balance sheet = 50,000 + 10,000 + 2,500 = $62,500

7 0

2 years ago

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