Seacrest company has 25,000 shares of cumulative preferred 2% stock, $100 par and 50,000 shares of $5 par common stock. the following amounts were distributed as dividends: year 1 $18,800
year 2 10,000
year 3 37,500
determine the dividends per share for a class of stock with preferential rights over common stock. preferred and the stock outstanding when a corporation has issued only one class of stock. common stock
the stock outstanding when a corporation has issued only one class of stock.
for each year. round all answers to two decimal places. if an answer is zero, enter '0'.
preferred stock
(dividend per share) common stock
(dividend per share)
year 1 $ $
year 2 $ $
year 3 $ $

Shareholders of tesla recently expressed concerns that elon musk should give up some of his power on tesla's board by appointing two independent directors. which of the following is not a reason why elon musk is perceived to have significant power over tesla's board? 1. he is the founder of the firm and a successful entrepreneur, thus board members may be hesitant to challenge him.2. as the ceo and chairman of the firm he can easily determine what the board should discuss and how it should vote on strategic issues.3. all board members, except for kimbal, have been appointed to the board during elon's tenure.4. many of the firm's directors are outsider investment managers whose interests would not be aligned with those of firms' shareholders.

What should a food worker use to retrieve ice from an ice machine?

Ancho corp. is an automobile company whose core competency lies in manufacturing petrol- and diesel- based cars. the company realizes that more of its potential customers are switching to electric cars. the r& d department of the company acquires competencies in developing electric cars and launches its first hybrid car, which uses both gas and electricity. in this scenario, ancho is primarilya. leveraging new core competencies to improve current market position. b. redeploying existing core competencies to compete in future markets. c. unlearning existing core competencies to create and compete in markets of the future. d. building new core competencies to protect and extend current market position