Practical Accounting 1 Cash and Receivables -1. Assume the following facts for Kurt Company: the month-end bank statement shows a balance of P40‚000: outstanding checks totaled P2‚000; a deposit of P8‚000 is in transit at month-end; and a check for Pf400 was erroneously charged against the account by the bank. What is the correct cash balance at the end of the month? a. P33‚600 c. P45‚600 b. P34‚400 d. P46‚400 2. The August 31 bank statement of K‚ Inc. showed a balance of P113‚000. Deduction in
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Case Chapter 7 Cash and Receivables 1. Petty Cash (10 min.) The petty cash fund of $200 for Walsh Company appeared as follows on December 31‚ 2008: Cash $93.60 Petty cash vouchers Freight in $21.40 Postage 40.00 Balloons for a special occasion 18.00 Meals 25.00 Instructions 1. Prepare the journal entries required to establish the petty cash fund. 2. Prepare in general journal form the entry to replenish the fund. 3. On December 31‚ the office manager gives instructions
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beginning of the current season‚ the ledger of Hafner’s Tennis Shop showed Cash $2‚500‚ Merchandise Inventory $1‚700‚ and J. Hafner‚ Capital $4‚200. The following transactions were completed during April. (a) General Journal J1 |Date | |Account Titles and Explanation | |Ref. | |Debit | |Credit | |Apr. 4 | |Merchandise Inventory | |120 | |
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unknown amount: a. During October‚ Shandra Company had $97‚500 of cash receipts and $101‚250 of cash disbursements. The October 31 Cash balance was $16‚800. Determine how much cash the company had at the close of business on September 30. b. On September 30‚ Li Ming Co. had a $97‚500 balance in Accounts Receivable. During October‚ the company collected $88‚950 from its credit customers. The October 31 balance in Accounts Receivable was $100‚500. Determine the amount of sales on account that occurred
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area. INVENTORY AND CASH MANAGEMENT SESSION 5 T Cash Can Be Managed as Inventory • Cash managed like inventory in manufacturing o Doesn’t mean physical cash; instead can be ‘quick’ financial instruments:短期国库券 checking accounts t-bills‚ o Demand for cash by organizations‚ individuals varies • Main concepts are: o Need to estimate ‘transactions demand’ o Models for changes in cash balances o Continuous cash management approach • Supply chain of physical cash o Think
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Foundation University Masters in Business Administration MBA 06a Managerial Accounting Report on Factory Overhead: Actual‚ Planned and Applied Submitted to: Engr. Marlon Tanilon Submitted by: Hazel R. Tanilon 04 February 2012 Factory Overhead • Defined as indirect material‚ indirect labor and other that cannot be conveniently identified with or charged
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provide a proposal for appropriate controls to cover cash‚ sales‚ accounts receivable‚ inventory‚ and production. The team will discuss some prevention techniques to reduce these risks and make recommendations in areas that will help controls within the organization. Cash Controls Internal controls for cash is essential to ensure that transactions are properly recorded‚ fraud risk is managed‚ and management have given the proper authorization for the cash transactions. Internal control objectives also
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RELATED LITERATURE Receivables are one of the three primary components of working capital‚ the other being inventory and cash. Receivables occupy second important place after inventories and thereby constitute a substantial portion of current assets in several firms. The capital invested in receivables is almost of the same amount as that invested in cash and inventories. Receivables thus‚ form about one third of current assets in India. Receivables provide protection to sales from competitions
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Topic: RECEIVABLES I. DEFINITION These represent amounts collectible from customers and others‚ most frequently arising from sales of merchandise‚ claims for money lent‚ or the performance of service. They may be interest bearing‚ collateralized‚ or billed. II. COMPOSITION A. Trade 1. Accounts Receivable 2. Notes Receivable B. Non-Trade 1. Advances to Officers and Employees‚ Affiliates and Others 2. Claims against Suppliers and Insurance
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nature of the business has minimal vendor purchases‚ cash flow is adequate enough to pay all bills within 30 days‚ and the routine bills to pay each month are predictably the same. Other small businesses do require an accounts payable system because their situation is exactly the opposite. They have many vendors and need extended credit to make sure inventory is purchased in a timely manner. They also need the flexibility to pay bills as cash becomes available. To understand how an accounts payable
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