KEY CONCEPTS • managerial economics • theory of the firm • expected value maximization • value of the firm • present value • optimize • satisfice • business profit • normal rate of return • economic profit • profit margin • return on stockholders’ equity • frictional profit theory • monopoly profit theory • innovation profit theory • compensatory profit theory Managers‚ Profits‚ and Markets Chapter 1 How Is Managerial Economics Useful? • Evaluating Choice Alternatives • Identify ways
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Accounts Receivable: an amount due from another party two of the most common are: Accounts Receivable &Notes Receivable others are: interest receivable‚ rent receivable‚ tax refund receivable‚ and receivables from employees Accounts Receivable- are amounts due from customers for credit sales when a company does extend credit directly to customers it: 1. Maintains a separate account receivable for each customer 2. accounts for bad debts from credit sales Recognizing Accounts Receivable:
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CHAPTER 6 MANAGERIAL DECISION MAKING AND INFORMATION TECHNOLOGY True/False Questions *1. Because everybody makes decisions everyday‚ decision making is easy. 2. Decision making is the process of identifying problems and opportunities and then resolving them. *3. The two categories of decision processes rely on either real or imagined problems. 4. A determination made from available alternatives is called a decision. 5. Johnne Morria works for a backpack manufacturer
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college students’ perceptions of their shopping consumer behavior (i.e.‚ in terms of socially conscious‚ environmentally friendly‚ saving money). 3. To determine the likelihood of college students purchasing GreenSheet. Problem Definition for Tablet Company: Managerial Problem: A computer firm is looking to get students more enthusiastic and attracted to its tablet product. Our client has
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a 1. Define the three aspects of organizational architecture. The three aspects of organizational structures as highlighted in the synopsis of Managerial Economics and Organizational Architecture are as follows : 1. The assignment of decision rights within the firm 2. The methods of rewarding individuals 3. The structure of systems to evaluate the performance of individuals and units These three components are often referred to a stool with three legs. If one of the
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|Managerial Economics | | | |UNIT -I | | | |[Pick the date]
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Chapter 1 – Applied Problem 1 § Explicit costs are monetary costs of using market-supplied resources. Explicit Costs | | Cost of Products and Services | $355‚000 | Selling Expenses | $155‚000 | Administrative Expenses | $45‚000 | Interest Expense | $45‚000 | Legal Expenses | $28‚000 | Income Taxes | $165‚000 | Total Explicit Costs | $793‚000 | § Implicit costs are non-monetary costs of using owner-supplied resources. Implicit Costs | | Forgone Salary | $175‚000
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organizations have goals‚ and their managers need information as they strive to attain those goals. Managerial accounting is the process of identifying‚ measuring‚ analyzing‚ interpreting and communicating information in pursuit of an organization’s goals. It is an important part of any organization’s management information system. 1-1. The following changes should be in store for managerial accounting as a result of the explosion in e-commerce: a. Companies will have to invest in their security.
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media‚ the microeconomics of the economy also are important and often are of more direct application to the day-to-day problems facing the manager. Microeconomics focuses on the behaviour of individual actors on the economic stage: firms and individuals and their interaction in the markets. Managerial Economics should be thought of as applied microeconomics. That is‚ managerial economics is an application of that part of microeconomics focusing on those topics of greatest interest and importance
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above foreman level on the works side and those above the first level of supervision in the offices. Managerial behaviour is the behaviour that can be reported‚ whether from observation by others or by self-reports. Managerial objective is the aim that a manager of a firm wants to achieve. In perfect markets a proper managerial objective is to maximize its firm’s market value. The powers of the managerial behaviour are by no means unconstrained. On one hand they are constrained by the shareholder‚ involuntary
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