Blossom Manufacturing has identified the following overhead costs and cost drivers for the current period. Blossom produces customized products that move through several different processes. Materials and intermediate products are moved among several different work stations. Custom features are designed by engineers. Estimated Estimated Activity Activity Cost Driver Cost Level Machine setup Number of setups $ 99,000 660 Material handling Number of times materials are moved 320,000 16,000 Product design Design hours 64,000 1,600 Inspection Number of inspections 240,000 12,000 Total cost $ 723,000 Information for three of the jobs completed during the period follows: Job 42 Job 43 Job 44 Direct materials $ 10,000 $ 24,000 $ 14,000 Direct labour $ 3,200 $ 4,000 $ 7,000 Units completed 200 100 320 Number of setups 2 4 12 Number of materials moves 60 20 140 Number of inspections 40 20 50 Number of design hours 20 100 20 If the company uses ABC, how much overhead cost should be assigned to Job 42

The chart shows a production possibilities schedule for sabrina’s soccer. combination: soccer balls: soccer nets: a 10 0 b 8 1 c 6 2 d 4 3 e 2 4 f 0 5 which statement correctly explains the chart? a. the opportunity cost of producing one soccer net is eight soccer balls. b. the opportunity cost of producing two soccer nets is two soccer balls. c. the opportunity cost of producing two soccer balls is one soccer net. d. the opportunity cost of producing four soccer balls is three soccer nets.

Which of the following statements regarding the learning curve and economies of scale is accurate? answers: just as diseconomies of scale are presumed to exist if a firm gets too large, there is a corresponding increase in costs in the learning-curve model as the cumulative volume of production grows.where diseconomies of scale are presumed to exist if a firm gets too large, there is no corresponding increase in costs in the learning-curve model as the cumulative volume of production grows.where diseconomies of scale are presumed to exist if a firm gets too small, there is no corresponding increase in costs in the learning-curve model as the cumulative volume of production grows.just as diseconomies of scale are presumed to exist if a firm gets too small, there is a corresponding increase in costs in the learning-curve model as the cumulative volume of production grows.

When paul o’neill joined alcoa as ceo, he set a , that there would be zero workplace accidents. a lot of people in the organization thought this was impossible given how dangerous some aluminum-manufacturing jobs are, but alcoa’s safety record improved tremendously. as the board of governors of the american red cross considers planning, one option is to make strategic plans and then direct managers to align tactical and operational plans accordingly. another option is to have planning specialists managers across the organization make their own plans. why might this organization’s executives opt for the latter approach? check all that apply. (a) the environment is a dynamic one, and department and frontline managers can come up with more responsive plans than can central leadership. (b)resources will be better coordinated across the organization in support of the overall strategy.(c) senior leadership will have more control over the organization’s direction. (d)when managers come up with their own plans, they are likely to be more committed to following through on them.