The Ambivalent CEO of the Construction Company
jim Symanski, 55, owns a construction company in the Northeast. Despite the slowed economy in his part of the country, jim has been able to maintain his company's substantial profitability as a result of selective bidding, minimal debt, and other good management techniques.
Even though his business is very successful, jim is completely at a loss over what to do about two sons in the business. Alan and Harry, both in their mid-30s, have each begun to press their father for an opportunity to lead the company. But jim has taken no action, and his sons have begun to believe that he has no appreciation for their contribution to the success of the company. The sons also see jim as passive and indecisive, qualities they resent.
Although Alan and Harry have both demonstrated solid technical expertise over the years, their management skills have not been tested. jim is just not sure what their leadership capabilities are. But more than that, they are the children from his first marriage—to a woman whose alcohol abuse left scars on jim and his entire family.
jim is happily remarried, and children from the second marriage are beginning to push for roles in the company. jim is afraid that giving Alan and Harry stronger roles will result in anxiety in his new family. But he's just as sure that not doing so will escalate the tension between jim and his older sons as well as reopen wounds from the first marriage.
jim regrets his inability to act—it reminds him of his frustration with his own father, who seemed equally indecisive when jim worked for him in another business. jim wants to please everyone and avoid a further split in the family.
Consider the desirable attributes and interests of next-generation successors. Can jim make a decision on how the future of his company based on these as they relate to Alan and Harry?
In: Operations Management
Worley Company buys surgical supplies from a variety of manufacturers and then resells and delivers these supplies to hundreds of hospitals. Worley sets its prices for all hospitals by marking up its cost of goods sold to those hospitals by 10%. For example, if a hospital buys supplies from Worley that cost Worley $100 to buy from manufacturers, Worley would charge the hospital $110 to purchase these supplies.
For years, Worley believed that the 10% markup covered its selling and administrative expenses and provided a reasonable profit. However, in the face of declining profits, Worley decided to implement an activity-based costing system to help improve its understanding of customer profitability. The company broke its selling and administrative expenses into five activities as shown:
| Activity Cost Pool (Activity Measure) | Total Cost | Total Activity | |||
| Customer deliveries (Number of deliveries) | $ | 616,000 | 7,000 | deliveries | |
| Manual order processing (Number of manual orders) | 365,000 | 5,000 | orders | ||
| Electronic order processing (Number of electronic orders) | 364,000 | 14,000 | orders | ||
| Line item picking (Number of line items picked) | 875,000 | 500,000 | line items | ||
| Other organization-sustaining costs (None) | 660,000 | ||||
| Total selling and administrative expenses | $ | 2,880,000 | |||
Worley gathered the data below for two of the many hospitals that it serves—University and Memorial (each hospital purchased medical supplies that had cost Worley $39,000 to buy from manufacturers):
|
Activity |
||
| Activity Measure | University | Memorial |
| Number of deliveries | 10 | 20 |
| Number of manual orders | 0 | 45 |
| Number of electronic orders | 15 | 0 |
| Number of line items picked | 130 | 200 |
Required:
1. Compute the total activity costs that would be assigned to University and Memorial.
2. Compute Worley’s customer margin for University and Memorial. (Hint: Do not overlook the $39,000 cost of goods sold that Worley incurred serving each hospital.)
In: Accounting
On April 1, 2020, Republic Company sold equipment to its wholly owned subsidiary, Barre Corporation, for $40,000. At the time of the transfer, the asset had an original cost (to Republic) of $60,000 and accumulated depreciation of $25,000. The equipment has a five year estimated remaining life.
Barre reported net income of $250,000, $270,000 and $310,000 in 2020, 2021, and 2022, respectively. Republic received dividends from Barre of $90,000, $105,000 and $120,000 for 2020, 2021, and 2022, respectively.
What was the amount of the gain or loss on the sale of equipment reported by Republic on its pre-consolidation income statement in 2020?
a. $-0-
b. $ 5,000 gain
c. $20,000 loss
d. $35,000 gain
In: Accounting
Financial Accounting: Question about Business Ethics
Maurice Stokes was one of the best classmates of Roy Russell while he studied his MBA in the USA. Maurice grew up in Addis Ababa, the capital of Ethiopia. Ethiopia’s GDP per capita ranked 187 out of 191 countries due to adverse geopolitics and civil wars in the past. Maurice is talented and hard working. He went through his bachelor degree in Ethiopia and luckily won a scholarship to study an MBA in the USA. Right after he got his MBA degree, Maurice joined AB&T, the world’s biggest mobile phone service provider, as a management trainee. After 5 years’ working in the USA, Maurice was assigned to work as the Vice President in Addis Ababa, where AB&T’s African headquarter is located, to oversee all African operations.
After his MBA graduation, Roy Russell joined his father’s family business– a medium size mobile phone service provider in Hong Kong. Three years later, AB&T acquired Roy’s family business and retained all existing staff. Roy then became an employee of AB&T and he was happy to work for a multinational company with good reputation. After 3 years’ working as financial controller in AB&T’s Singapore office, Roy was offered an opportunity for promotion to work as chief financial officer (CFO) in its African headquarter in Addis Ababa. Eager to get more international exposure, Roy said yes to this offer. This is how Roy came to a reunion with Maurice.
AB&T provides its senior employees in Addis Ababa with a monthly housing allowance of up to $2,500. Compared with the US standard, most of the housing in Addis Ababa is of low quality, and in many regions the law and order are bad. By giving a generous allowance, AB&T aims to ensure that its senior employees live in areas that are safe, convenient and comfortable to ensure that senior executives can have good rest, that they live in a district that is appropriate to the company’s reputation. For housing allowance claim, senior executives need to hand in their monthly receipts for reimbursement. Every month Maurice submits a bill of $2,500 from his landlord to the finance office for re-imbursement. Roy suggested paying a visit Maurice’s house for a few times. However, every time Maurice rejected this suggestion, claiming that he had never entertained any coworkers at home so that his family members would not be distributed. Roy considered this understandable and so did not insist.
After working for six months in Addis Ababa, Roy had a business dinner with a supplier. The supplier mentioned that Maurice was a neighbor in a district called Winter Town. Winter Town is a district quite far from AT&T’s African office and is well-known for its high crime rate in Addis Ababa. Roy was surprised to hear that, as Maurice told him that he lived in Spring Town, a district that many foreign ambassadors lived and a lot more expensive than Winter Town. Through some connection, Roy verified that what the supplier said was true.
Roy decided to confront Maurice about the housing allowance issue. Maurice at first denied but later admitted that his apartment was in Winter Town and the rent was less than $2,500. He defended his action by saying that “Every AB&T senior executive gets $2,500 a month. If I live in an economically way, why should I be penalized? I just receive the same as others”. As a reply, Roy stressed that “It is AB&T objective to let senior employees to live in a safe place and have good rest for the challenging duties during office hours. Besides, the districts that the company’s senior executives live in represent the image of the company. Moreover, the company’s housing allowance policy is reimbursement on an actual basis, i.e. the amount of monthly claim should be the same as the rental value of the apartment and not to allow staff to make a profit. As the regional CFO, I have to maintain my professional standing”. When Roy challenged Maurice for using falsified rental receipts for disbursement claims, Maurice admitted but replied that this is a common and well-accepted practice in Ethiopia.
Later in the discussion, Maurice tried to convince Roy regarding his housing allowance claim practice. Maurice explained his situation that “You may not understand my situation. I have to save every dollar to pay school fees for my ten nephews and nieces. I got my family members’ great support to finish my education. I owe it to my brothers and sisters to give their children the same chance to study as I did. My parents can never understand why I live in a big apartment instead of helping their grandchildren. I am just doing what I should do. The company has no extra expense to reimburse me $2,500 housing allowance per the monthly receipt I submit. As my old classmate and my best friend, please pretend you know nothing and pay me $2,500 housing allowance as before. As a person grown up in Ethiopia, I know all business practice here and have good connection in this country. I know many senior executives in the government tax department and that will be helpful to your work here. I will fully support you to do an excellent job to save some tax for the benefit of our company. You will be compliment by your boss for paying a lower tax than other companies here”.
Roy does not want to lose his friendship with Maurice and he believes it will make his working life easier if he can make use of Maurice’s connection in Africa. Roy is not sure what should be his next step.
Required
In: Accounting
I would like to ask this question about ethics in business. Thank you.
Maurice Stokes was one of the best classmates of Roy Russell while he studied his MBA in the USA. Maurice grew up in Addis Ababa, the capital of Ethiopia. Ethiopia’s GDP per capita ranked 187 out of 191 countries due to adverse geopolitics and civil wars in the past. Maurice is talented and hard working. He went through his bachelor degree in Ethiopia and luckily won a scholarship to study an MBA in the USA. Right after he got his MBA degree, Maurice joined AB&T, the world’s biggest mobile phone service provider, as a management trainee. After 5 years’ working in the USA, Maurice was assigned to work as the Vice President in Addis Ababa, where AB&T’s African headquarter is located, to oversee all African operations.
After his MBA graduation, Roy Russell joined his father’s family business– a medium size mobile phone service provider in Hong Kong. Three years later, AB&T acquired Roy’s family business and retained all existing staff. Roy then became an employee of AB&T and he was happy to work for a multinational company with good reputation. After 3 years’ working as financial controller in AB&T’s Singapore office, Roy was offered an opportunity for promotion to work as chief financial officer (CFO) in its African headquarter in Addis Ababa. Eager to get more international exposure, Roy said yes to this offer. This is how Roy came to a reunion with Maurice.
AB&T provides its senior employees in Addis Ababa with a monthly housing allowance of up to $2,500. Compared with the US standard, most of the housing in Addis Ababa is of low quality, and in many regions the law and order are bad. By giving a generous allowance, AB&T aims to ensure that its senior employees live in areas that are safe, convenient and comfortable to ensure that senior executives can have good rest, that they live in a district that is appropriate to the company’s reputation. For housing allowance claim, senior executives need to hand in their monthly receipts for reimbursement. Every month Maurice submits a bill of $2,500 from his landlord to the finance office for re-imbursement. Roy suggested paying a visit Maurice’s house for a few times. However, every time Maurice rejected this suggestion, claiming that he had never entertained any coworkers at home so that his family members would not be distributed. Roy considered this understandable and so did not insist.
After working for six months in Addis Ababa, Roy had a business dinner with a supplier. The supplier mentioned that Maurice was a neighbor in a district called Winter Town. Winter Town is a district quite far from AT&T’s African office and is well-known for its high crime rate in Addis Ababa. Roy was surprised to hear that, as Maurice told him that he lived in Spring Town, a district that many foreign ambassadors lived and a lot more expensive than Winter Town. Through some connection, Roy verified that what the supplier said was true.
Roy decided to confront Maurice about the housing allowance issue. Maurice at first denied but later admitted that his apartment was in Winter Town and the rent was less than $2,500. He defended his action by saying that “Every AB&T senior executive gets $2,500 a month. If I live in an economically way, why should I be penalized? I just receive the same as others”. As a reply, Roy stressed that “It is AB&T objective to let senior employees to live in a safe place and have good rest for the challenging duties during office hours. Besides, the districts that the company’s senior executives live in represent the image of the company. Moreover, the company’s housing allowance policy is reimbursement on an actual basis, i.e. the amount of monthly claim should be the same as the rental value of the apartment and not to allow staff to make a profit. As the regional CFO, I have to maintain my professional standing”. When Roy challenged Maurice for using falsified rental receipts for disbursement claims, Maurice admitted but replied that this is a common and well-accepted practice in Ethiopia.
Later in the discussion, Maurice tried to convince Roy regarding his housing allowance claim practice. Maurice explained his situation that “You may not understand my situation. I have to save every dollar to pay school fees for my ten nephews and nieces. I got my family members’ great support to finish my education. I owe it to my brothers and sisters to give their children the same chance to study as I did. My parents can never understand why I live in a big apartment instead of helping their grandchildren. I am just doing what I should do. The company has no extra expense to reimburse me $2,500 housing allowance per the monthly receipt I submit. As my old classmate and my best friend, please pretend you know nothing and pay me $2,500 housing allowance as before. As a person grown up in Ethiopia, I know all business practice here and have good connection in this country. I know many senior executives in the government tax department and that will be helpful to your work here. I will fully support you to do an excellent job to save some tax for the benefit of our company. You will be compliment by your boss for paying a lower tax than other companies here”.
Roy does not want to lose his friendship with Maurice and he believes it will make his working life easier if he can make use of Maurice’s connection in Africa. Roy is not sure what should be his next step.
Required
In: Operations Management
Maurice Stokes was one of the best classmates of Roy Russell while he studied his MBA in the USA. Maurice grew up in Addis Ababa, the capital of Ethiopia. Ethiopia’s GDP per capita ranked 187 out of 191 countries due to adverse geopolitics and civil wars in the past. Maurice is talented and hard working. He went through his bachelor degree in Ethiopia and luckily won a scholarship to study an MBA in the USA. Right after he got his MBA degree, Maurice joined AB&T, the world’s biggest mobile phone service provider, as a management trainee. After 5 years’ working in the USA, Maurice was assigned to work as the Vice President in Addis Ababa, where AB&T’s African headquarter is located, to oversee all African operations.
After his MBA graduation, Roy Russell joined his father’s family business– a medium size mobile phone service provider in Hong Kong. Three years later, AB&T acquired Roy’s family business and retained all existing staff. Roy then became an employee of AB&T and he was happy to work for a multinational company with good reputation. After 3 years’ working as financial controller in AB&T’s Singapore office, Roy was offered an opportunity for promotion to work as chief financial officer (CFO) in its African headquarter in Addis Ababa. Eager to get more international exposure, Roy said yes to this offer. This is how Roy came to a reunion with Maurice.
AB&T provides its senior employees in Addis Ababa with a monthly housing allowance of up to $2,500. Compared with the US standard, most of the housing in Addis Ababa is of low quality, and in many regions the law and order are bad. By giving a generous allowance, AB&T aims to ensure that its senior employees live in areas that are safe, convenient and comfortable to ensure that senior executives can have good rest, that they live in a district that is appropriate to the company’s reputation. For housing allowance claim, senior executives need to hand in their monthly receipts for reimbursement. Every month Maurice submits a bill of $2,500 from his landlord to the finance office for re-imbursement. Roy suggested paying a visit Maurice’s house for a few times. However, every time Maurice rejected this suggestion, claiming that he had never entertained any coworkers at home so that his family members would not be distributed. Roy considered this understandable and so did not insist.
After working for six months in Addis Ababa, Roy had a business dinner with a supplier. The supplier mentioned that Maurice was a neighbor in a district called Winter Town. Winter Town is a district quite far from AT&T’s African office and is well-known for its high crime rate in Addis Ababa. Roy was surprised to hear that, as Maurice told him that he lived in Spring Town, a district that many foreign ambassadors lived and a lot more expensive than Winter Town. Through some connection, Roy verified that what the supplier said was true.
Roy decided to confront Maurice about the housing allowance issue. Maurice at first denied but later admitted that his apartment was in Winter Town and the rent was less than $2,500. He defended his action by saying that “Every AB&T senior executive gets $2,500 a month. If I live in an economically way, why should I be penalized? I just receive the same as others”. As a reply, Roy stressed that “It is AB&T objective to let senior employees to live in a safe place and have good rest for the challenging duties during office hours. Besides, the districts that the company’s senior executives live in represent the image of the company. Moreover, the company’s housing allowance policy is reimbursement on an actual basis, i.e. the amount of monthly claim should be the same as the rental value of the apartment and not to allow staff to make a profit. As the regional CFO, I have to maintain my professional standing”. When Roy challenged Maurice for using falsified rental receipts for disbursement claims, Maurice admitted but replied that this is a common and well-accepted practice in Ethiopia.
Later in the discussion, Maurice tried to convince Roy regarding his housing allowance claim practice. Maurice explained his situation that “You may not understand my situation. I have to save every dollar to pay school fees for my ten nephews and nieces. I got my family members’ great support to finish my education. I owe it to my brothers and sisters to give their children the same chance to study as I did. My parents can never understand why I live in a big apartment instead of helping their grandchildren. I am just doing what I should do. The company has no extra expense to reimburse me $2,500 housing allowance per the monthly receipt I submit. As my old classmate and my best friend, please pretend you know nothing and pay me $2,500 housing allowance as before. As a person grown up in Ethiopia, I know all business practice here and have good connection in this country. I know many senior executives in the government tax department and that will be helpful to your work here. I will fully support you to do an excellent job to save some tax for the benefit of our company. You will be compliment by your boss for paying a lower tax than other companies here”.
Roy does not want to lose his friendship with Maurice and he believes it will make his working life easier if he can make use of Maurice’s connection in Africa. Roy is not sure what should be his next step.
Required
In: Operations Management
Please re-write paragraphs.
-In the following slides I will be discussing the three different methods that are for determining the requirements for gathering information. I will discuss the advantages and disadvantages of each method, along with explaining the Level-0 Data Flow Diagram, the last thing I will be discussing is the method in which I chose for determining the requirements for the student furniture webstore that the Pine Valley Furniture store decided to plan and implement first.
- The above slide has the three different methodologies listed that are used for requirements gathering. They are the traditional, contemporary, and radical methodologies. I am going to discuss what’s involved in each methodology along with what are the advantages and disadvantages of each methodology.
- The traditional method of doing things is the old way of doing things in which many organizations still use today. I think this method should still be used to some extent because I feel you still get good solid information and feedback from your users. In the traditional way the organization can interview people to see what the ”issues and operation of the current system” and the system coming. (Valacich & George, 2020, p. 148) Traditionally you would interview a lot of different people that have different “needs to find synergies and contrasts among system requirements “(Valacich & George, 2020, p. 148) One of my favorite traditional methods are sitting in on workers as during their daily routine and seeing how they perform their daily tasks and what other tools they need to accomplish them. One last traditional method is to go over old “business documents” so that the organization can see “issues, policies, rules, and directions”. The traditional method also has (examples that are solid that show the use of the organizations data and information). The advantages of traditional methodology are you will get more (solid and correct information from your users when you observe them during their daily work tasks, when the documentation and procedures are analyzed they will give information about the organization as well as identifying the current system requirements, it allows the analyst to work with having the procedures and documentation in front of them to refer back to, the documentation will list everyone who is involved in the current system.)The disadvantages of directly observing employees are that it can be (costly and take up too much time, procedures come up missing, users are repeating what’s already been done, the procedures and documents being analyzed may need to be updated along with they may be hard to find, and one last disadvantage is that the documents and procedures may say one thing about operation but the organization operates in an entirely whole different way.
- The contemporary method is similar to the traditional method. In the contemporary method is where “managers, analysts, users, and other members” that are needed are brought together in a JAD which is a Joint Application Design that is an arraigned process where “very intense meetings” take place to identify and go over the “systems requirements.” (Valacich & George, 2020, p. 159-160) The other thing that happens during use of a contemporary method are (prototypes are developed for the system that clearly define the system requirements are understood in solid terms by showing working versions of system features.) (Valacich & George, 2020) The advantages of the contemporary methodology are in using the Joint Application Design it will allow the users to effectively take place in the process, the organization will have a more solid and precise statement of the systems requirements, and everyone will have a better comprehension of the organizations goals.) ("Prezi", 2020). Some other advantages of the contemporary methodology are in using prototyping because this is where at the (beginning stages of the development prototyping lets the identification of the potential risks involved and to rectify the errors, also when the “developers and testers” are making the prototype they can very easily make it to accommodate what the customer wants and needs with being able to make adjustments when necessary, as well as when showing it to the customer this is the perfect way to do so, and when using prototyping the “developers have a great chance of getting much wanted “valuable feedback” from the users so this will save them a great deal of time, effort, and money down the road. According to "Velvetech"(2020), The disadvantages of using the contemporary method are in using the (JAD) Joint Application Design is the more expensive way to go because there are many more people involved and there is not enough resources available.) ("Prezi", 2020). The disadvantages of using prototypes are that “the initial result of a prototype is never the market-ready product”, (making changes all the time will make so there are many designs and changes within the code, and this will slow down the flow in which the employees are doing their tasks), ("Velvetech", 2020) and sometimes “software vendor that covers for the cost of a prototype.” According to "Velvetech"(2020),
In: Computer Science
The manager of the Personnel Department at City Enterprises has been reading about time-driven ABC and wants to apply it to her department. She has identified four basic activities her employees spend most of the their time on: Interviewing, Hiring, Assessment, and Separation Processing. The department employs 5 staff who perform these activities. The manager provides the following estimates for the amount of time it takes to complete each of these activities:
Employees in Personnel work 35-hour weeks with four weeks for vacation. Of the 35 hours, five are reserved for administrative tasks, training, and so on. The costs of the Personnel Department, including any allocated costs from other staff functions, are $972,000. During the year, Personnel conducted 1,200 interviews, made 375 hires, made 3,000 assessments, and had 250 separations.
The manager of the Personnel Department decides that her estimate of the activities might be too simple in two ways. First, the time to interview depends on the level of the position for which a candidate is sought. She estimates that for a candidate at the manager level, the additional interviewing time is 120 minutes. (Personnel Department employees only conduct the initial interview, but they accompany the candidate for interviews by the hiring executive or CEO.) For a candidate at the executive level, the additional time for interviewing is 360 minutes (in addition to the time required for a manager).
The second issue she identified is that the time for separation
processing depends on whether the separation is voluntary. She
estimates that an involuntary separation requires an additional 180
minutes of personnel time.
Required:
a. What is the total time required for the interviewing activity?
manager- ? minutes
executive- ? minutes
b. What is the total time required for the separation processing activity?
voluntary separation- ? minutes
involuntary separation- ? minutes
c. What is the cost of interviewing a manager? An executive?
Manager- ?
executive- ?
d. What is the cost of a voluntary separation? An involuntary separation?
voluntary separation- ?
involuntary seperation- ?
In: Accounting
The manager of the Personnel Department at City Enterprises has been reading about time-driven ABC and wants to apply it to her department. She has identified four basic activities her employees spend most of the their time on: Interviewing, Hiring, Assessment, and Separation Processing. The department employs 5 staff who perform these activities. The manager provides the following estimates for the amount of time it takes to complete each of these activities:
Interviewing: 45 minutes. Hiring: 60 minutes. Assessment: 75 minutes. Separation Processing: 90 minutes.
Employees in Personnel work 35-hour weeks with four weeks for vacation. Of the 35 hours, five are reserved for administrative tasks, training, and so on. The costs of the Personnel Department, including any allocated costs from other staff functions, are $972,000. During the year, Personnel conducted 1,200 interviews, made 375 hires, made 3,000 assessments, and had 250 separations. The manager of the Personnel Department decides that her estimate of the activities might be too simple in two ways. First, the time to interview depends on the level of the position for which a candidate is sought. She estimates that for a candidate at the manager level, the additional interviewing time is 120 minutes. (Personnel Department employees only conduct the initial interview, but they accompany the candidate for interviews by the hiring executive or CEO.) For a candidate at the executive level, the additional time for interviewing is 360 minutes (in addition to the time required for a manager). The second issue she identified is that the time for separation processing depends on whether the separation is voluntary. She estimates that an involuntary separation requires an additional 180 minutes of personnel time. Required: a. What is the total time required for the interviewing activity? b. What is the total time required for the separation processing activity? c. What is the cost of interviewing a manager? An executive? (Round intermediate calculations and final answer to 2 decimal places.) d. What is the cost of a voluntary separation? An involuntary separation? (Round intermediate calculations and final answer to 2 decimal places.)
In: Accounting
The manager of the Personnel Department at City Enterprises has been reading about time-driven ABC and wants to apply it to her department. She has identified four basic activities her employees spend most of the their time on: Interviewing, Hiring, Assessment, and Separation Processing. The department employs 4 staff who perform these activities. The manager provides the following estimates for the amount of time it takes to complete each of these activities:
Employees in Personnel work 49-hour weeks with four weeks for vacation. Of the 49 hours, five are reserved for administrative tasks, training, and so on. The costs of the Personnel Department, including any allocated costs from other staff functions, are $1,520,640. During the year, Personnel conducted 1,400 interviews, made 475 hires, made 7,000 assessments, and had 650 separations.
The manager of the Personnel Department decides that her estimate of the activities might be too simple in two ways. First, the time to interview depends on the level of the position for which a candidate is sought. She estimates that for a candidate at the manager level, the additional interviewing time is 320 minutes. (Personnel Department employees only conduct the initial interview, but they accompany the candidate for interviews by the hiring executive or CEO.) For a candidate at the executive level, the additional time for interviewing is 860 minutes (in addition to the time required for a manager).
The second issue she identified is that the time for separation
processing depends on whether the separation is voluntary. She
estimates that an involuntary separation requires an additional 680
minutes of personnel time.
Required:
a. What is the total time required for the interviewing activity?
b. What is the total time required for the separation processing activity?
c. What is the cost of interviewing a manager? An executive? (Round intermediate calculations and final answer to 2 decimal places.)
d. What is the cost of a voluntary separation? An involuntary separation? (Round intermediate calculations and final answer to 2 decimal places.)
In: Accounting