Answer:
Explanation:
According to the Kai surf shop in Laie, Hawaii, below is the computation of sales and use tax of surf shop that must collect or remit.
A.
Kai doesn't have a sales tax nexus with Utah, therefore it will not have any sales tax liability. Instead, Kalani will have a tax liability in Utah that will be $63($1000 x 6.85%).
B.
kai will have a tax liability of $83($2000 x 4.166%) Also, Nick will have use tax liability of $87[($2000 x (9% - 4.166%)].
C.
Kai doesn't have a sales tax nexus with Michigan, therefore it will not have sales tax liability. Instead, Jim will have a use tax liability in Michigan will be $140($2000 x 6%)
D.
Sales and use tax is not imposed on sale of services. Therefore, neither Kai nor Scott will have any sales or use tax liability.
Answer:
D. If the employees are upset over their salary adjustment, they may not be open to listening to ways they can improve.
Explanation:
Performance appraisals are measures developed by the human resource department in organizations, to evaluate the employees' performance and to suggest ways for them to improve. Rewards are typically given to high-performing employees, usually by way of salary increment or assignment of privileges. Low-performing employees might experience a salary cut or the withdrawal of some privileges.
When these activities are performed at the same time, employees who were rated as not performing well might be brooding over their perceived loss of merits or decrease in salary. Since they are not in the right frame of mind, they might be unwilling to, or not receptive enough to accept action plans for improving performance. So, it is advisable that these two functions are performed at different times.
Answer:
When Peter Solvik joined Cisco in January 1993 as the company's CIO, Cisco was a $500 million company running a UNIX-based software package to support its core transaction processing, including financial, manufacturing, and order entry systems. At that time, Cisco was experiencing significant growth. However, the application didn't provide the degree of redundancy, reliability, and maintainability that Cisco needed to meet the business requirements anymore. The current systems may be good for $300 million companies, but they were not suitable for a $1 billion dollar company. Solvik let each functional area make its own decision regarding the application and timing of its move, but all functional areas were required to use common architecture and databases. However, in the following years, the functional area were facing dilemma. Anything Cisco did would just run over the legacy systems. It turned into an effort to constantly band-aid the existing systems. So the systems replacement difficulties of functional areas perpetuated the deterioration of Cisco's legacy environment. System outages became routines. Finally, in January of 1994, Cisco's legacy environment failed. As a result, the company was largely shut down for two days.
Why were no managers eager to take on this project?
Because if Cisco wanted to replace the existing legacy systems, the system in each functional areas had to make change accordingly. Take manufacturing for example, if manufacturing wanted to spend $5 or $6 million dollars to buy a package and by the way it will take a year or more to get it. It was too much to justify. Therefore, none of managers was going to throw out the legacies and do something big. In a word, because implementation a new system would cost a lot of money and take long time to be realized, no one was individually going to go out and buy a package.
Explanation:
Answer:
$2,933.40
Explanation:
For computing the owed amount, first we have to compute the daily rate per day which is shown below:
= Rent received ÷ number of days in a month
= $4,400 ÷ 30 days
= 146.67 per day
We know that the number of days in a month is 30 days and the landlord received a rent on December 10, so the remaining days would be 20 days ( 30 days - 10 days of march month)
Now the owed amount would be
= Remaining days × per day rate
= 20 days × 146.67
= $2,933.40
The company's external equity comes from those funds raised from public issuance of shares or rights. The cost of external equity is the minimum rate of return which the shareholders supply new funds <span>by </span>purchasing<span> new shares to prevent the decline of the market value of the shares. To compute the cost of external equity, we should use this formula:</span>
Ke<span> = (DIV 1 / Po) + g</span>
Ke<span> = cost of external equity</span>
DIV 1 = dividend to be paid next year
Po = market price of share
g = growth rate
In the problem, the estimated dividend to be paid next year is $1.50. The market price is $18.50 and the growth rate is 4%.
<span>Substituting the given to the formulas, we need to divide $1.50 by $18.50 giving us the result of 8.11% plus the growth rate; this would yield to the result of 12.11% cost of external equity.</span>
