Accounting for Decision Making an der Griffith University

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Kommilitonen im Kurs Accounting for Decision Making an der Griffith University erstellen und teilen Zusammenfassungen, Karteikarten, Lernpläne und andere Lernmaterialien mit der intelligenten StudySmarter Lernapp.

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Kommilitonen im Kurs Accounting for Decision Making an der Griffith University erstellen und teilen Zusammenfassungen, Karteikarten, Lernpläne und andere Lernmaterialien mit der intelligenten StudySmarter Lernapp.

Schaue jetzt auf StudySmarter nach, welche Lernmaterialien bereits für deine Kurse von deinen Kommilitonen erstellt wurden. Los geht’s!

Lerne jetzt mit Karteikarten und Zusammenfassungen für den Kurs Accounting for Decision Making an der Griffith University.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

The decision rule for net present value calculations is to invest:

Wählen Sie die richtigen Antworten aus:

  1. if the NPV is positive.

  2. if the NPV is above a hurdle level.

  3. in projects with the lowest discount rate.

  4. in projects with the highest discount rate.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

The relevant range describes the:

Wählen Sie die richtigen Antworten aus:

  1. Level of activity where cost behaviour is assumed to be valid.

  2. Level of activity where an entity will operate.

  3. Level of activity where all costs can be predicted accurately.

  4. Physical area where an entity plans to conduct its business.

  5. Level of activity where the total variable costs will remain constant.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

Employee satisfaction is a measure of which of the following perspectives of the balanced scorecard?

Wählen Sie die richtigen Antworten aus:

  1. Innovation and learning.

  2. Customer.

  3. Internal Operations.

  4. Financial.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

The internal rate of return of a project is the rate that leads to a net present value that is:

Wählen Sie die richtigen Antworten aus:

  1. equal to zero.

  2. as low as will be accepted by management.

  3. high enough for management to accept.

  4. the highest of all investments being considered.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

An advantage of the payback period method of investment analysis is:

Wählen Sie die richtigen Antworten aus:

  1. it provides a crude measure of the riskiness of a project.

  2. it ignores the time value of money.

  3. it ignores all cash inflows after payback has occurred.

  4. none of the options are an advantage of the payback period method of investment analysis.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

Which of the following statements about opportunity costs is true?

Wählen Sie die richtigen Antworten aus:

  1. Opportunity costs are always relevant in decision making.

  2. Opportunity costs are avoidable costs.

  3. Opportunity costs are the costs of a new business opportunity.

  4. Opportunity costs are historical costs.

  5. Opportunity costs are the costs of benefits forgone that are available in the current alternative chosen.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

When evaluating the performance of divisions:

Wählen Sie die richtigen Antworten aus:

  1. both controllable and non-controllable revenues and costs should be

    identified.

  2. only controllable costs should be identified.

  3. only uncontrollable revenues should be identified.

  4. none of the answers is correct.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

A financial institution contemplating giving a loan to an entity would be more interested in:

Wählen Sie die richtigen Antworten aus:

  1. the entity’s ability to generate cash flows.

  2. an entity’s ability to generate profits.

  3. an entity’s ability to pay its employees.

  4. an entity’s ability to pay its suppliers.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

Which of the following would happen to the current ratio, which is presently 2:1, if a company purchases inventory on credit?

Wählen Sie die richtigen Antworten aus:

  1. Decrease.

  2. Increase.

  3. No effect.

  4. It cannot be determined from the information provided.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

An increase in the gross margin ratio could be explained by:

Wählen Sie die richtigen Antworten aus:

  1. A decrease in the purchase price of products sold.

  2. A decrease in depreciation on a motor vehicle.

  3. A decrease in office telephone expenses.

  4. A decrease in advertising expenses.

  5. A decrease in the payment of dividends.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

TK Ltd plans to grow by offering an audio-visual system, the AV-5000 which is superior and unique from the competition. TK Ltd believes that putting additional resources into R&D and staying ahead of the competition with technological innovations is critical to implementing its strategy.

TK Ltd.’s strategy is:

Wählen Sie die richtigen Antworten aus:

  1. Product differentiation.

  2. Re-engineering.

  3. Cost leadership.

  4. Focus.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

An unfavourable variance occurs when:

Wählen Sie die richtigen Antworten aus:

  1. budgeted sales are higher than actual sales.

  2. actual expenses are less than budgeted expenses.

  3. budgeted expenses are greater than actual expenses.

  4. actual sales are higher than budgeted sales.

  5. Actual expenses are higher than actual sales.

Beispielhafte Karteikarten für Accounting for Decision Making an der Griffith University auf StudySmarter:

Accounting for Decision Making

The decision rule for net present value calculations is to invest:

  1. if the NPV is positive.

  2. if the NPV is above a hurdle level.

  3. in projects with the lowest discount rate.

  4. in projects with the highest discount rate.

Accounting for Decision Making

The relevant range describes the:

  1. Level of activity where cost behaviour is assumed to be valid.

  2. Level of activity where an entity will operate.

  3. Level of activity where all costs can be predicted accurately.

  4. Physical area where an entity plans to conduct its business.

  5. Level of activity where the total variable costs will remain constant.

Accounting for Decision Making

Employee satisfaction is a measure of which of the following perspectives of the balanced scorecard?

  1. Innovation and learning.

  2. Customer.

  3. Internal Operations.

  4. Financial.

Accounting for Decision Making

The internal rate of return of a project is the rate that leads to a net present value that is:

  1. equal to zero.

  2. as low as will be accepted by management.

  3. high enough for management to accept.

  4. the highest of all investments being considered.

Accounting for Decision Making

An advantage of the payback period method of investment analysis is:

  1. it provides a crude measure of the riskiness of a project.

  2. it ignores the time value of money.

  3. it ignores all cash inflows after payback has occurred.

  4. none of the options are an advantage of the payback period method of investment analysis.

Accounting for Decision Making

Which of the following statements about opportunity costs is true?

  1. Opportunity costs are always relevant in decision making.

  2. Opportunity costs are avoidable costs.

  3. Opportunity costs are the costs of a new business opportunity.

  4. Opportunity costs are historical costs.

  5. Opportunity costs are the costs of benefits forgone that are available in the current alternative chosen.

Accounting for Decision Making

When evaluating the performance of divisions:

  1. both controllable and non-controllable revenues and costs should be

    identified.

  2. only controllable costs should be identified.

  3. only uncontrollable revenues should be identified.

  4. none of the answers is correct.

Accounting for Decision Making

A financial institution contemplating giving a loan to an entity would be more interested in:

  1. the entity’s ability to generate cash flows.

  2. an entity’s ability to generate profits.

  3. an entity’s ability to pay its employees.

  4. an entity’s ability to pay its suppliers.

Accounting for Decision Making

Which of the following would happen to the current ratio, which is presently 2:1, if a company purchases inventory on credit?

  1. Decrease.

  2. Increase.

  3. No effect.

  4. It cannot be determined from the information provided.

Accounting for Decision Making

An increase in the gross margin ratio could be explained by:

  1. A decrease in the purchase price of products sold.

  2. A decrease in depreciation on a motor vehicle.

  3. A decrease in office telephone expenses.

  4. A decrease in advertising expenses.

  5. A decrease in the payment of dividends.

Accounting for Decision Making

TK Ltd plans to grow by offering an audio-visual system, the AV-5000 which is superior and unique from the competition. TK Ltd believes that putting additional resources into R&D and staying ahead of the competition with technological innovations is critical to implementing its strategy.

TK Ltd.’s strategy is:

  1. Product differentiation.

  2. Re-engineering.

  3. Cost leadership.

  4. Focus.

Accounting for Decision Making

An unfavourable variance occurs when:

  1. budgeted sales are higher than actual sales.

  2. actual expenses are less than budgeted expenses.

  3. budgeted expenses are greater than actual expenses.

  4. actual sales are higher than budgeted sales.

  5. Actual expenses are higher than actual sales.

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