Finals Flashcards

1
Q

are those accounts
that are used in a firm’s profit and loss
statement. These accounts are usually
positioned in the general ledger after the
accounts used to compile the balance sheet.

A

Income statement accounts

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2
Q

this represents revenue derived from the sale of merchandise.

A

Sales

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3
Q

this is the account an income that is drawn by providing various professional
services such as consulting, technical, or other services as part of a profession, trade or
business.

A

Service Income

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4
Q

the account title generally used by professionals for income
earned from the practice of their profession.

A

Professional Income

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5
Q

for income earned on buildings, space or other properties owned and
rented out by the business as the main line of its activity.

A

Rental Income

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6
Q

for income received by the business arising from an amount of
money borrowed by a customer and is usually covered by a promissory note.

A

Interest Income

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7
Q

for income earned by the business which is not the main line
of its activity.

A

Miscellaneous Income

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8
Q

cost to produce and sell the goods.

A

Cost of Sales or Cost of Goods Sold

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9
Q

is the total amount a business accumulates
(accrues) in interest on its loans. It’s the cost of borrowing funds, in short. Businesses
take out loans to add inventory, buy property or equipment or pay.

A

Interest Expense

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10
Q

the cost incurred by a business to utilize a property or location for an
office, retail space, factory, or storage space.

A

Rent Expense

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11
Q

for expenses incurred in repairing or servicing
the buildings, machineries, vehicles and equipment which are owned by the business.

A

Repairs and Maintenance Expense

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12
Q

the stationery, envelopes, clips, fasteners
and etc.. used in the office will bear the account title as “Office Supplies”. If use in
the store “Store Supplies” or another title may be used to describe the kind of
supplies used.

A

Stationary and Office Supplies Expense

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13
Q

for compensation given to employees of a business. It may be
specified as “Office Salaries” or , “Salesmen’s Salaries”.

A

Salaries Expense

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14
Q

an accounting entry that lists the amount of receivables your
company does not expect to collect.

A

Bad Debts Expense

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15
Q

is the amount that a company’s assets are depreciated for a
single period ( quarter or the year).

A

Depreciation Expense

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16
Q

Amounts paid for taxes and licenses related to your business
and other government dues.

A

Taxes and Licenses Expense

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17
Q

the amount that a company pays to get an insurance contract and any
additional premium payments.

A

Insurance Expense

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18
Q

is the cost incurred by using utilities such as electricity, water, waste
disposal, heating, and sewage.

A

Utilities Expense

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19
Q

account title for the employer’s share on SSS contribution.

A

SSS Contribution

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20
Q

account title for the employer’s share on Philhealth contribution.

A

Philhealth Contribution

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21
Q

the account title for the employer’s share on Pag-ibig contribution.

A

Pag-ibig Contribution

22
Q

any amount paid as expense which is not significant enough to warrant a particular classification.

A

Miscellaneous Expense

23
Q

Is the process of evaluating an economic
entity’s proposed long-range projects or courses for future activity
for the purpose of allocating limited resources to desirable
projects.

A

Capital Budgeting

24
Q

Are tangible and generally illiquid property which
a business intends to use to generate revenue and expects its
usefulness to exceed one year. On a balance sheet, capital assets
are represented as property, plant, and equipment (PP&E).
Examples include land, buildings, and machinery.

A

Capital Assets

25
Any organization needs considerable investment to grow as the company has limited resources to grow while taking the investment decision; it has to make a wise decision. Because the wrong decision may blow up the sustainability of the business, it may profoundly impact the purchase of an asset, rebuilding or replacing existing equipment.
#2 – Huge Investments
26
For the growth & prosperity of any organization, a long term vision is necessary, because a wrong decision may severely impact the survival of the firm, which may influence the capital budgeting in the long run. Not only this, but it also impacts the companies future cost and growth. In the long run, capital spending has a significant impact on business profitabi lity. If the expenditures occurred after preparing a budget appropriately, there are certain chances of increasing the profitability of an organization.
#1 – Long Term Effect on Profitability
27
Most of the time, the capital investment decision are irreversible in nature; it caters to vast investment, and it is difficult to find the market for it. The only way to remains with the company is to scrap the asset and bear the losses.
#3 – Decision cannot be Undone
28
Capital budgeting requires more attention to the expenditure and do R&D for an investment project if needed. A good project turns into bad if the expenses were not done in a controlled manner and not monitored carefully, While this step is quite crucial in the capital budgeting process.
#4 – Expenditure Control
29
The initialization of the project is merely an idea, whether it is accepted or rejected, depends upon the various level of authority and circumstances. The capital budgeting process facilitates the transfer of information to appropriate decision-makers so they can make a better decision in the growth of the organization.
#5 – Information Flow
30
The long-term investment decisions are time-consuming as it takes several years for accomplishment beyond the current period. Uncertainty defines the involvement of the risk in it. Management loses his flexibility and liquidity of funds when making an investment decision. It must be considered while accepting the proposal.
#6 – Helps in Investment Decision
31
Motivate the organization to invest in long term investment to safeguard the interest of the shareholder in the organization. If the organization invests in certain projects in a planned manner, the shareholder will show their interest in the organization. It will help them to maximize the growth of the organization. Any expansion of the organization is further related to the growth, sales, and future profitability of the firm and assets based on capital budgeting.
#7 – Wealth Maximization
32
When we invest in certain project expects a certain return in the permanent commitment of funds. More risk is involved because of the permanent commitment of funds. Capital budgeting decision is surrounded by a great number of uncertainties whether the investment is in present or in future. Longer the period of the project, more the risk and uncertainty involved. The estimates about the cost, revenues, and profits may vary depending upon the time.
#8 – Risk and Uncertainty
33
The investment in long term proposals is quite tedious and involves a lot of complicacy in nature. While the purchase of fixed assets is a continuous process, so the management needs to understand the complicacy of connected projects.
#9 – Complicacies of Investment Decisions
34
Initiation of any project offers new job opportunities, helps in economic growth, which increases per capita income. These are the contribution made by the company during the selection of a new project.
#10 – National Importance
35
This category consist of expenditures necessary to replace worn-out or damaged equipment used to produce profitable products. These projects are necessary if the firm is to continue in its current businesses. The only issues here are (1) should we continue to produce these products or services and (2) should we continue to use our existing plant and equipment? Usually, the answers are “YES”, so maintenance decisions are normally made without going through an elaborate decision process.
1. Replacement: Maintenance of Business
36
This category includes expenditures to replace serviceable but obsolete equipment. The purpose of these expenditures is to lower the costs of labor, materials, or other items such as electricity. These decisions are somewhat more discretionary, so a more detailed analysis is generally required to support the expenditure.
2. Replacement: Cost Reduction
37
This category includes expenditures to increase the output of existing products, or to expand outlets or distribution facilities in markets now being served. These decisions are more complex because they require explicit consideration of future demand in the firm’s product markets. Mistakes are more likely, that is why a more detailed analysis is required, and the final decision is made at a higher level within the firm.
3. Expansion of Existing Products or Markets
38
This category includes expenditures necessary to produce a new product or to expand into new geographic area, not currently being served. These projects involve strategic decisions that could change the fundamental nature of the business, and normally require the expenditure of large sums of money over long periods. Further, a very detailed analysis is required, and final decisions on a new product or market decisions are generally made by the board of directors as a part of the strategic plan. This could be done through mergers and acquisitions, which are normally part of the firm’s strategic plan.
4. Expansion Into New Products or Markets
39
This category includes expenditures necessary to comply with government orders, labor agreements, or insurance policy terms. These expenditures are often called mandatory investments, or non-revenue-producing projects. More often, management left no choice but to invest in these expenditures, otherwise, they will cease to exist. Decision-making could be done by middle or higher-level management depending on the size or amount of investments required.
5. Safety and Environmental Projects
40
This catch-all category includes office buildings, parking lots, executive aircraft, ad so on. How they handled also depends on their size or amount involved.
6. Others
41
primary objective of capital budgeting
to utilize funds of the company within the limits of his authority so that over the long run, the company receives at least as high a rate of return on its investment as might be obtained.
42
secondary objective of capital budgeting
is the maximization of the present value of resource investment to obtain as high a return as possible without assuming undue risks.
43
is a process that determines the allocation of funds in order of priority.
Capital budgeting
44
potential projects may come from the different segments of the firm’s, and it will be included in the master budget plan for the evaluation of the top management.
Identifications of Potential Projects
45
managers submit the proposals accompanied by the estimates of the expected cost that the firm would incur for the project as well as the expected revenues or cost savings that may be taken from the project. This would also include the determination of the value of the asset at a specified terminal date or the so-called scrap values.
Estimation of Cost and Benefits
46
to do this, management needs information about the probability of distributions of cash flows, both inflows, and outflows. Given the inherent risks of the projected cash flows and the general level of money costs in the economy, management determines the appropriate discount rate, or cost o capital, at which the project’s cash flows are to be discounted. This is similar to finding the required rate of return on a stock, where the expected cash flows are put on a present value basis to obtain an estimate of the asset’s value to the firm. This is equivalent to finding the present value of expected future dividends. The present value of the expected cash inflows is compared with the required outlay or cost of the project; if the investment or asset’s present value exceeds its cost, the project should be accepted, otherwise, the project should be rejected.
Determine the Riskiness of the Projected Cash Flows
47
Once accepted, the proposed project is evaluated in accordance with the organizational goal. A critical study is needed for the evaluation using the different capital budgeting techniques.
Development of the Project Proposal
48
All approved budgets, are listed in the budget plan, with a listing of simple expenditures, amount, and additional descriptive data about the proposal.
Development of Capital Budget
49
the approved projects are periodically reviewed to determine if it is still in line with the company’s projection. Corrective measures or re-computation should be done if necessary.
Re-evaluation of Projects
50
FACTORS AFFECTING CAPITAL BUDGETING DECISIONS
1. The number of cash outflows related to the investments. 2. The expected cash flow returns (inflows) on the investments. 3. The lowest acceptable rate of return the company must set before considering analyzing capital investment or hurdle rate or the minimum desired rate of return.