Let’s see now how likely would we observe a rational outcome if a decision maker acted randomly. Consider the case of three alternatives X, Y and Z. Assume that deciding between any two of these alternatives, e. g., X and Y, the decision maker rolls a die and depending on the outcome decides Y X or X Y or Y ~ X, each with equal probability. (More specifically, assume that a decision maker takes any two alternatives, say X and Y, and rolls a die; if one or two dots come up he decides that he is indifferent between X and Y, if three or four dots come up he decides that he prefers X over Y and if five or six dots come up he decides that he prefers Y over X. Then he does the same for X and Z and for Y and Z.)

On july 9, mifflin company receives a $7,400, 90-day, 6% note from customer payton summers as payment on account. compute the amount due at maturity for the note. (use 360 days a year.)

On september 12, ryan company sold merchandise in the amount of $5,800 to johnson company, with credit terms of 2/10, n/30. the cost of the items sold is $4,000. ryan uses the periodic inventory system and the net method of accounting for sales. on september 14, johnson returns some of the non-defective merchandise, which is restored to inventory. the selling price of the returned merchandise is $500 and the cost of the merchandise returned is $350. the entry or entries that ryan must make on september 14 is (are): multiple choice sales returns and allowances 490 accounts receivable 490 merchandise inventory 350 cost of goods sold 350 sales returns and allowances 490 accounts receivable 490 sales returns and allowances 500 accounts receivable 500 sales returns and allowances 490 accounts receivable 490 merchandise inventory 343 cost of goods sold 343 sales returns and allowances 350 accounts receivable 350

As a project manager for a large construction company, shaun decided to make the performance appraisal process as painless as possible for his crew. he spent a considerable amount of time creating performance standards he felt were reasonable, and after six months' time, he scheduled individual appointments with each worker to discuss strengths and weaknesses and areas that needed improvement according to the standards he privately set. some employees were sent to vestibule training, and one even got a promotion with additional compensation. what did he fail to do correctly