Marianne manages a landscaping company. she supervises 19 people who perform relatively routine jobs that require minimal training. because she is only the manager, not the owner, marianne has little latitude when it comes to dismissing poor performers. however, she can move employees to positions where they don’t receive tips. marianne has a reputation for being fair. although she would like greater autonomy to determine salaries, marianne generally divides bonuses among her employees. otherwise, the owner might think she is playing favorites. according to fiedler’s contingency model, how would you characterize the level of situational control in these circumstances?
1.negligible
2.absolute
3.high
4.moderate
5.low

Nichols inc. manufactures remote controls. currently the company uses a plantminuswide rate for allocating manufacturing overhead. the plant manager is considering switchingminusover to abc costing system and has asked the accounting department to identify the primary production activities and their cost drivers which are as follows: activities cost driver allocation rate material handling number of parts $5 per part assembly labor hours $20 per hour inspection time at inspection station $10 per minute the current traditional cost method allocates overhead based on direct manufacturing labor hours using a rate of $20 per labor hour. what are the indirect manufacturing costs per remote control assuming an method is used and a batch of 10 remote controls are produced? the batch requires 100 parts, 5 direct manufacturing labor hours, and 3 minutes of inspection time.

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The research of robert siegler and eric jenkins on the development of the counting-on strategy is an example of design.