Answer:
$11.165 unfavorable
Explanation:
The formula to compute the variable overhead efficiency variance is shown below:
= (Actual direct labor hours - standard direct labor hours) × variable overhead per hour
where,
Actual direct labor hours is 2,975
And, the standard direct labor hours equal to
= 250 units × 9
= 2,250
Now put these values to the above formula
So, the value would equal to
= (2,975 - 2,250) × $15.40
= $11.165 unfavorable
Answer:
b. $25,000
Explanation:
For computing the pension liability amount, we need to do apply the formula which is shown below:
= Projected benefit obligation - Fair value of plan assets
= $103,000 - $78,000
= $25,000
The net periodic pension cost and the employer's contribution is not relevant. So, these items are ignored and hence not included in the computation part.
The excess amount is shown as a pension liability.
Answer:
Cost savings when transfer are made = $0
Explanation:
In the question it was given that Quail is operating at capacity, then the Minimum and Maximum transfer price would be market price = $15.80
Cost savings when transfer are made = No of unit Marlin purchase*(Maximum transfer price - Minimum transfer price)
Cost savings when transfer are made = 195,000 unit * ($15.80 - $15.80)
Cost savings when transfer are made = $3,081,000 - $3,081,000
Cost savings when transfer are made = $0
Answer: False
Explanation: Managers act as liaisons when making contacts with people outside of their area of responsibility, both inside their organization and outside in the world at large. Being a liaison involves networking, but it is far more than just amassing the most friends on your profile. It is about linking people with resources. What do resources mean in the context of the liaison role? Resources could be other people, money, information, space, influence, or goods and equipment.The challenging role of the manager is accountable to senior executives for performance and to front-line employees for guidance, motivation, and support. It is common for managers to feel as if they are pulled between the demands of top leaders and the needs of the individuals performing the work of the firm.Managers then schedule activities that will lead to achieving those goals. Leaders tend to be more strategic: they must become problem solvers able to see the big picture while also identifying specific things that affect overall success.