MB
Mohammed Baselm
Answers (7)
MB
Answered
Nearly all preferred stock comes with the right to receive all past unpaid dividends before common shareholders can receive any dividends. This right is referred to as:
A) the preference feature.
B) the liquidation preference.
C) the cumulative feature.
D) voting preference.
A) the preference feature.
B) the liquidation preference.
C) the cumulative feature.
D) voting preference.
On Jul 04, 2024
C
MB
Answered
When an investee can be significantly influenced, it is known as a(n)
A) subsidiary.
B) associate.
C) trading investment.
D) parent.
A) subsidiary.
B) associate.
C) trading investment.
D) parent.
On Jul 04, 2024
B
MB
Answered
As transitory or value-irrelevant components become a larger part of a firm's reported earnings,which of the following effects would you not expect to witness?
A) The quality of those reported earnings is eroded.
B) The firm's stock price rises in the year such components are reported proportionate to their impact on income.
C) Reported earnings become a less reliable indicator of the company's long-run sustainable cash flows.
D) Earnings are a less reliable indicator of the firm's fundamental value.
A) The quality of those reported earnings is eroded.
B) The firm's stock price rises in the year such components are reported proportionate to their impact on income.
C) Reported earnings become a less reliable indicator of the company's long-run sustainable cash flows.
D) Earnings are a less reliable indicator of the firm's fundamental value.
On Jul 02, 2024
B
MB
Answered
Which of the following is not true regarding the accounting for the cost of intangibles per GAAP? Category Account for cost by I. Purchased identifiable intangibles Capitalizing all cost II. Purchased uniclentifiable intangibles Capitalizing all cost III. Internally developed identifiable intangibles Capitalizing all cost IV. Internally developed uridentifiable intangibles Expensing all costs\begin{array}{lll}&\text { Category }&\text { Account for cost by}\\ \text { I. } & \text { Purchased identifiable intangibles } & \text { Capitalizing all cost } \\ \text { II. } & \text { Purchased uniclentifiable intangibles } & \text {Capitalizing all cost } \\ \text {III.} & \text { Internally developed identifiable intangibles } & \text { Capitalizing all cost } \\ \text {IV.} & \text { Internally developed uridentifiable intangibles} & \text { Expensing all costs} \\\end{array} I. II. III.IV. Category Purchased identifiable intangibles Purchased uniclentifiable intangibles Internally developed identifiable intangibles Internally developed uridentifiable intangibles Account for cost by Capitalizing all cost Capitalizing all cost Capitalizing all cost Expensing all costs
A) I
B) II
C) III
D) IV
A) I
B) II
C) III
D) IV
On Jun 04, 2024
C
MB
Answered
Individualism implies a tight-knit social framework distinguishing themselves from out-groups.
On Jun 01, 2024
False
MB
Answered
On July 1 2017 Hale Kennels sells equipment for $220000. The equipment originally cost $600000 had an estimated 5-year life and an expected salvage value of $100000. The accumulated depreciation account had a balance of $350000 on January 1 2017 using the straight-line method. The gain or loss on disposal is
A) $30000 gain.
B) $20000 loss.
C) $30000 loss.
D) $20000 gain.
A) $30000 gain.
B) $20000 loss.
C) $30000 loss.
D) $20000 gain.
On May 05, 2024
D
MB
Answered
Describe some of the group decision-making techniques.
On May 02, 2024
Answers will vary. There are several group decision-making techniques: brainstorming, nominal group technique, devil's advocacy, dialectical inquiry, quality circles and quality teams, and self-managed teams.
(i)Brainstorming: Brainstorming is a good technique for generating alternatives. The idea behind brainstorming is to generate as many ideas as possible, suspending evaluation until all of the ideas have been suggested. Participants are encouraged to build on the suggestions of others, and imagination is emphasized.
(ii)Nominal group technique: A structured approach to decision making that focuses on generating alternatives and choosing one is called nominal group technique (NGT), which involves the following discrete steps:
· Individuals silently list their ideas.
· Ideas are written on a chart one at a time until all ideas are listed.
· Discussion is permitted but only to clarify the ideas. No criticism is allowed.
· A written vote is taken.
NGT is a good technique to use when group members fear criticism from others.
(iii)Devil's advocacy: In the devil's advocacy decision method, a group or individual is given the role of critic. This devil's advocate has the task of coming up with the potential problems of a proposed decision. By identifying potential pitfalls in advance, organizations can often avoid costly mistakes in decision making.
(iv)Dialectical inquiry: Dialectical inquiry is essentially a debate between two opposing sets of recommendations. Although it sets up a conflict, it is a constructive approach because it brings out the benefits and limitations of both sets of ideas. However, when using this technique, it is important to guard against a win-lose attitude and to concentrate on reaching the most effective solution for all concerned.
(v)Making quality circles: A quality circle is a small group of employees who work voluntarily on company time, typically one hour per week, to address work-related problems such as quality control, cost reduction, production planning and techniques, and even product design. Quality circles also extend participative decision making into teams. Managers often listen to recommendations from quality circles and implement the suggestions. Involvement in the decision-making process is the primary reward.
(vi)Making quality teams: Quality teams are included in total quality management and other quality improvement efforts as part of a change in the organization's structure. Quality teams are generated from the top down and are empowered to act on their own recommendations. Whereas quality circles emphasize the generation of ideas, quality teams make data-based decisions about improving product and service quality. Various decision-making techniques are employed in quality teams. Brainstorming, flowcharts, and cause-and-effect diagrams help pinpoint problems that affect quality.
(vii)Making self-managed teams: Another group decision making method is the use of self-managed teams. The decision-making activities of self-managed teams are more broadly focused than those of quality circles and quality teams. Self-managed teams make many of the decisions that were once reserved for managers, such as work scheduling, job assignments, and staffing. Please see the section "The Group Decision-Making Process" for more information.
(i)Brainstorming: Brainstorming is a good technique for generating alternatives. The idea behind brainstorming is to generate as many ideas as possible, suspending evaluation until all of the ideas have been suggested. Participants are encouraged to build on the suggestions of others, and imagination is emphasized.
(ii)Nominal group technique: A structured approach to decision making that focuses on generating alternatives and choosing one is called nominal group technique (NGT), which involves the following discrete steps:
· Individuals silently list their ideas.
· Ideas are written on a chart one at a time until all ideas are listed.
· Discussion is permitted but only to clarify the ideas. No criticism is allowed.
· A written vote is taken.
NGT is a good technique to use when group members fear criticism from others.
(iii)Devil's advocacy: In the devil's advocacy decision method, a group or individual is given the role of critic. This devil's advocate has the task of coming up with the potential problems of a proposed decision. By identifying potential pitfalls in advance, organizations can often avoid costly mistakes in decision making.
(iv)Dialectical inquiry: Dialectical inquiry is essentially a debate between two opposing sets of recommendations. Although it sets up a conflict, it is a constructive approach because it brings out the benefits and limitations of both sets of ideas. However, when using this technique, it is important to guard against a win-lose attitude and to concentrate on reaching the most effective solution for all concerned.
(v)Making quality circles: A quality circle is a small group of employees who work voluntarily on company time, typically one hour per week, to address work-related problems such as quality control, cost reduction, production planning and techniques, and even product design. Quality circles also extend participative decision making into teams. Managers often listen to recommendations from quality circles and implement the suggestions. Involvement in the decision-making process is the primary reward.
(vi)Making quality teams: Quality teams are included in total quality management and other quality improvement efforts as part of a change in the organization's structure. Quality teams are generated from the top down and are empowered to act on their own recommendations. Whereas quality circles emphasize the generation of ideas, quality teams make data-based decisions about improving product and service quality. Various decision-making techniques are employed in quality teams. Brainstorming, flowcharts, and cause-and-effect diagrams help pinpoint problems that affect quality.
(vii)Making self-managed teams: Another group decision making method is the use of self-managed teams. The decision-making activities of self-managed teams are more broadly focused than those of quality circles and quality teams. Self-managed teams make many of the decisions that were once reserved for managers, such as work scheduling, job assignments, and staffing. Please see the section "The Group Decision-Making Process" for more information.