Johnny and Tom successfully partnered as a small independent oil exploration firm ("wildcatter") for 30 years. They worked informally together like family, and they were intensely loyal toward each other, their customers, and their suppliers. However, later in their careers, Johnny and Tom sold their firm and hired on as employees of MegaOil, Inc., a top 5 global energy conglomerate. Their employment did not last, quitting in exasperation within six months. They could not adapt to MegaOil's culture, which is characterized by production/achievement, results orientation, competitive advantage, and market superiority (market/compete culture). In hindsight, Johnny and Tom realized that they missed the
A. tradition, trust, teamwork, cohesiveness, and sense of family of a clan culture.
B. laid-back work environment of a weak culture.
C. flexibility, risk-taking, innovation, and entrepreneurship of an adhocracy/create culture.
D. stability, predictability, and smoothness of a hierarchy/control culture.
E. emphasis on the employees' individual needs of an empowerment culture.
Answer: A
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When deciding on distribution plans for specialty products, companies generally ensure that the items are:
A. made available only as private brands B. made available in a large number of stores in a geographic area C. made available only through the mail D. distributed to a considerable number of stores in a geographic area E. distributed to only a few stores in the geographic area
Which of the following is the best rule to follow in shredding information?
A) If you have any question, shred it. B) Shred anything with your name and address on it received through the mail. C) Shred only items received from your bank or brokerage firm. D) Shred any item received that is first class mail.
The Draper Corporation is considering dropping its Doombug toy due to continuing losses. Data on the toy for the past year follow: Sales of 15,000 units$150,000 Variable expenses 120,000 Contribution margin 30,000 Fixed expenses 40,000 Net operating loss$(10,000)If the toy were discontinued, Draper could avoid $8,000 per year in fixed costs. The remainder of the fixed costs are not avoidable.Assuming all other conditions stay the same, at what level of annual sales of Doombugs (in units) should Draper be indifferent between discontinuing Doombugs or continuing the production and sale of Doombugs?
A. 18,000 units B. 20,000 units C. 6,000 units D. 4,000 units
Using the information given, construct a pro forma income statement for the final quarter of 2014 for Parker
The cash budget for Parker Process Meats, Inc. for the fourth quarter of 2014 is given below: Parker Process Meats, Inc. Cash Budget for the Three Months Ending December 31, 2014 Cash receipts Oct. Nov. Dec. Total collections $31,050 $4,050 $49,950 Cash disbursements: Purchases 44,550 48,600 52,650 Wages and salaries 7,425 7,425 7,425 Other expenses 2,025 1,350 675 Taxes 17,415 Total disbursements $54,000 $57,375 $78,165 The expected sales for the period are as follows: Oct.: $86,400 Nov.: $91,800 Dec.: $83,700 The total depreciation expense for the period will be $8,775. An interest payment on outstanding debt of $15,000 will be made in December.