管理学 学习指导书答案

MANAGERIAL ACCOUNTING, THE BUSINESSORGANIZATION,AND PROFESSIONAL ETHICSTRUE/FALSE:TrueTrueTrueFalseTrueFalseTrueMULTIPLE CHOICE:1. [d]2. [b]3. [d]4. [c]5. [a]6. [c]7. [e]8. [c]9. [b] 10. [c] 11. [c] 12. [b]13. [e] 14. [c] 15. [c] 16. [d]INTRODUCTION TO COST BEHAVIOR AND COST-VOLUMERELATIONSHIPSTRUE/FALSE:FalseFalseTrueTrueFalseFalseFalseTrueMULTIPLE CHOICE:1. [d]2. [c]3. [e]4. [d]5. [b]The CM per unit must be computed. In this case, it is$300 ($500,000 - $200,000)/1000 tables. Dividing the$60,000 fixed expenses by the $300 per unit CM gives 200sets.6. [b]Either multiplying the unit BEP by the unit selling price or bydividing the fixed expenses by the CM ratio. Using the firstmethod, 200 tables multiplied by a price of $500 per tablegives $100,000 of sales to break even. With the secondmethod, $60,000 of fixed expenses divided by .60 ($300,000CM/$500,000 Sales) also yields $100,000 to break even. 7. [d] 8. [d]9. [d]Add the before-tax desired profit to the fixed expenses anddivide the result by the CM per unit. In this case, $2,150,000+ $2,000,000 = $4,150,000 / ($3,500,000 / 1,500,000 cases)gives 1,778,572 cases.10. [b]Divide the sum of the target before-tax income and the fixedexpenses by the CM percentage. In this case that is$6,000,000 [$4,000,000 + $2,000,000] divided by .7777[$3,500,000/$4,500,000] = $7,714,287.11. [a] 12. [a]13. [d]The CM ratios for the two products are 62.5% for A and44.4% for B. When the sales mix shifts to products withlower CM ratios, profits decrease.14. [b]15. [d]To solve this problem it is necessary to convert the after-taxincome desired to the before-tax income necessary.Dividing $2,000,000 by .70 (1 - tax rate) gives $2,857,143 inbefore-tax income required. Adding this to the $2,000,000in fixed expenses yields a required contribution margin of$4,857,143. Using the data provided for 1,500,000 cases,the selling price per case is $3.00 and the variable expensesper case are $0.667. This gives a CM per unit of $2.33,which can be divided into the $4,857,143 total contributionmargin to give 2,081,633 cases.16. [d]CHAPTER 3MEASUREMENT OF COST BEHAVIORTRUE/FALSE:TrueFalseTrueTrueFalseMULTIPLE CHOICE:1. [b]2. [b]3. [d]4. [d]5. [a]6. [b]7. [f]8. [e]9. [d]In order to answer this problem, the costs must first beclassified as fixed or variable in relation to the cost driver. Inthis case, the supervisor's salary ($6,000 per month) and theequipment depreciation and rental ($7,210 per month) arefixed, while the remaining costs ($44,098) vary with thenumber of meals served. Dividing the variable costs by thenumber of meals served gives $3.551 per meal, and thedepartment's cost function is $13,200 + $3.551 per meal. 10. [d]The data for January and August are used since 8,800 isthe low level of activity for the data set and 12,211 is the highlevel of meals served. Subtracting the cost for the lowactivity level from the cost at the high activity level gives$12,082 ($43,882 - $31,800). Dividing this by the differencein the activity levels of 3,411 meals (12,211 - 8,800) gives arate of $3.542 per meal.11. [a]Using the variable cost per meal found above of $3.542and the low level of activity of 8,800 meals, the variable costat that activity level is $31,170. Since the total cost ofoperating the cafeteria when 8,800 meals were served is$31,800, $630 is the estimate of fixed costs ($31,800 -$31,170). The variable cost per meal could also bemultiplied by the high-activity level 12,211 to get $43,252,which can be deducted from the total cost at that level of$43,882 to also arrive at the estimate of fixed costs of $630.12. [a]This answer is constructed using the elements found inanswering questions 10 and 11.13. [a]The estimate of the fixed cost is given by the constant($6,422.79) and the estimate of the variable cost is given bythe X coefficient ($4.263771). In this case, the changes inthe number of meals approximately explain 92% of the variation in cafeteria department costs.COST MANAGEMENT SYSTEMS AND ACTIVITY-BASEDCOSTINGTRUE/FALSE:FalseFalseTrueTrueFalseTrueFalseTrueTrueMULTIPLE CHOICE:1. [b]2. [a]3. [b]4. [d]5. [b]If the cost objective is the product, then direct labor costsare those traceable to the product. Under most accountingsystems, only the machine operators costs would betraceable to the product and the janitors and supervisorswages would be classified as indirect. If the entiremanufacturing plant were considered the cost objective, thenindirect labor would be $0.6. [b]While all of the materials costs would be direct to the plant,only the computer chip, casing, and label costs would bedirect to the product.7. [f]8. [c]Manufacturing companies typically have three categoriesof inventory while merchandisers have only one categorylisted in their balance sheets. The income statements alsodiffer (e.g., a cost of goods manufactured and sold versus acost of purchased goods sold).9. [d]10. [d]11. [b]12. [b]CRELEVANT INFORMATION FOR DECISION MAKING WITHA FOCUS ON PRICING DECISIONSTRUE / FALSE:TrueTrueTrueFalseTrueTrueTrueMULTIPLE CHOICE:1. [b]2. [e]3. [c]4. [a]5. [d]Income under Absorption ApproachSales (120,000 * $5) $600,000COGS ((120,000 * ($3 + $.40)) (408,000)Gross Profit 192,000Selling and Administrative Expenses(120,000 * 50¢) + $100,000 160,000Operating income $ 32,0006. [c]Income under Contribution ApproachSales (120,000 * $5) $600,000Variable costs:Manufacturing (120,000 * $3) $360,000Selling (120,000 * 50¢) 60,000 (200,000)Contribution Margin $180,000Fixed Expenses:Manufacturing $ 60,000Selling and Administrative 100,000 (160,000)Operating Income $20,0007. [c]The solution to this problem requires determining thevariable cost per pies and comparing those to the offer price.In this case, the variable costs are $19,000 for ingredients,$6,000 for direct labor, and $10,000 for variable overhead(1/2 of $20,000) for a total of $35,000. For 5,000 pies, this isa variable cost per pie of $7.00 ($35,000/5,000). Since theoffer is for $6 per pie, each pie will subtract $1.00 incontribution margin and profits will decrease by $300.8. [a]Total fixed costs should be used in comparing thealternatives. If the totals do not differ, fixed costs areirrelevant for the decision at hand.9. [c]10.[b] a11. [d]12. [a]13. [c]14. [a]15. [a]CHAPTER 6RELEVANT INFORMATION AND DECISION MAKING WITH A FOCUS ON OPERATIONAL DECISIONSTRUE / FALSE:1.True2.True3.False4.True5.False6.False7.FalseMULTIPLE CHOICE:1. [c]2. [a]3. [a]4. [b]The difference is $200,000 in favor of making. It is easiestto see the difference in a total cost analysis, which appearsbelow.Make BuyCost of purchasing $2,000,000Direct materials cost $ 750,000 0Direct labor cost 250,000 0Variable overhead 500,000 0Fixed overhead 750,000 450,000Total cost $2,250,000 $2,450,0005. [d]6. [b]Income statements for answering 6 and 7 appear below.7. [b]Income statements for answering 6 and 7 appear below.Keep Drop AddProduce Produce DeliSales $100,000 $90,000 $110,000Variable costs 51,000 46,000 54,000Contribution margin 49,000 44,00056,000Fixed costs:Direct (12,500) (9,000) (12,000)Common (20,000) (20,000) (20,000) Profit (loss) $ 16,500 $15,000 $ 24,000The reduction in the contribution margin exceeds thereduction in the direct fixed costs and the produce line shouldbe kept if not considering adding the deli. For #7, the delidepartment provides a $7,500 higher segment margin thanthe produce line so it should replace produce.8. [d] 9. [d]10. [b]The additional revenues generated of 8¢/lb. are greater thanthe further processing costs of 6¢/lb.11. [d]12. [b]13. [a] 14. [c]CHAPTER 7INTRODUCTION TO BUDGETS AND PREPARINGTHE MASTER BUDGETTRUE / FALSE:TrueTrueTrueFalseFalseFalseTrueMULTIPLE CHOICE:1. [a]2. [a]3.[d]b4. [c]E5. [a]6. [a]7. [b]8. [b]9. [b]10. [a]11. [b]The $690,000 expected cash receipts include $630,000,which represents 70% of March's sales and $60,000 that is25% of February's purchases.12. [d]60,000 units x $20 sales price per unit.13. [c]Budgeted sales are 40,000 units x $20/unit selling price,which is $800,000 in sales.14. [c]The units to be produced are found by adding the unitsexpected to be sold to the targeted ending inventory and thendeducting the beginning inventory as shown below:Sales 40,000 units+ Targeted ending inventory 7,000 units= Total needed 47,000 units- Beginning inventory 3,000 units= Production needed 41,000 units15. [b]The number of pounds of material to be purchased is basedon the production needs, target ending inventory, and theinventory of material already on hand. The computationappears below.Materials needed for production 44,000 unitsx 4 lbs./unit176,000 lbs.+ Desired ending inventory 20,000 lbs.= Total material needs 196,000 lbs.- Beginning inventory of material on hand 15,000 lbs.= Pounds of material to be purchased 181,000 lbs.16. [b]17. [e]CHAPTER 8FLEXIBLE BUDGETS AND VARIANCE ANALYSIS TRUE / FALSE:FalseTrueTrueTrueFalseTrueTrueMULTIPLE CHOICE:1. [b]2. [d]3. [c]From the information provided, Zachary's flexible-budgetcost formula is $45,000 + $24.00 X, where X is the number ofunits produced. Inserting 1,000 for X gives $45,000 +($24.00 x 1,000) which equals $69,000.4. [c]5. [a]6. [b]7. [a]8. [c]9. [d]10. [b]11. [c]As stated, the company determines the price variance basedon the material purchased. Therefore, the price variance is($3.20 - $3.00) x 600,000 pounds, which is $120,000. Thevariance is unfavorable since the actual price paid ($3.20)exceeds the standard price ($3.00).12. [c]The labor usage variance is found by multiplying the standardlabor rate ($8) by the difference between the actual hoursworked (140,000) and the number of hours that should havebeen taken to produce 10,000 units (150,000 = 10,000 x105hrs./unit). The resulting variance is $80,000, which isfavorable because fewer hours were worked than shouldhave been for the production level achieved.13. [c]D The spending variance is the difference between theflexible-budget variance and the actual variable-overheadcosts. In this case, the flexible budget for variable overheadwould be $300,000 (10,000 x 15 hours / unit x $2/hr.). Thisyields a flexible budget variance of $10,000 favorable sinceactual variable-overhead costs are $290,000.14. [a]The efficiency variance is the difference between the actualquantity of the cost-driver activity and the standard quantityallowed, which is then multiplied by the standard rate. Theactual quantity of 140,000 hours is less than the standardallowed of 150,000 hours. The 10,000 hours difference ismultiplied by the standard rate of $2 to arrive at a $20,000favorable variance.CHAPTER 13ACCOUNTING FOR OVERHEAD COSTSTRUE / FALSE:1．False2．True3．True4. False5．True6．True7．FalseMULTIPLE CHOICE:1. [C]2. [C]3. [c]4. [e]5.[d]c6. [c]7. [b]8. [a]The variable-costing income statement appears below:Westwood IndustriesIncome StatementVariable Costing FormatSales ($60) $900,000Variable cost of salesDirect materials ($5) $75,000Direct labor ($12) 180,000Var. man. OH ($4) 60,000Selling and adm. ($2) 30,000 345,000Contribution margin $555,000Fixed costsManufacturing overhead $44,000Selling and administrative 30,000 74,000 Net income $481,0009. [b]The absorption-costing income statement appears below:Westwood IndustriesIncome StatementAbsorption Costing FormatSales ($60) $900,000Standard cost of goods sold:Direct materials ($5) $75,000Direct labor ($12) 180,000Var. man. OH ($4) 60,000Fixed man. OH ($2) 30,000 345,000Standard gross profit $555,000Fixed OH production-volume variance (2,000 x $2) 4,000Actual gross profit $551,000Selling and adm. expensesFixed $30,000Variable ($2) 30,000 60,000Net income $491,000The $10,000 difference in incomes is due to the 5,000 unitincrease in inventory during the year [$2 of fixed OH x5,000 units = $10,000].10. [d]11. [c]The applied fixed manufacturing overhead would be $40,000[20,000 x $2.00/unit fixed-overhead rate]. The $2.00/unitrate is found by dividing the $44,000 budgeted fixedoverhead by the estimated 22,000 units of production.12. [d]b 13. [a]14. [a]CHAPTER 9MANAGEMENT CONTROL SYSTEMS AND RESPONSIBILITYACCOUNTINGTRUE / FALSE:FalseFalseFalseFalseFalseTrueTrueMULTIPLE CHOICE:1. [d]2. [e]3. [b]4. [d]5. [d]6. [d]7. [d]8. [d]9. [d] 10. [c] 11. [d} 12. [a]13. [c] 14. [a] 15. [a] 16. [b]17. [c]CHAPTER 10MANAGEMENT CONTROL IN DECENTRALIZEDORGANIZATIONSTRUE / FALSE:True FTrueTrueFalseFalseTrueMULTIPLE CHOICE:1. [c]2. [d]3. [b]4. [c]5. [d]6. [c]7.[a]Before considering investing in the proposed project, the ROIs ofthe three divisions are expected to beJ -- 10.00% = $40,000 expected earnings/$400,000 investmentM -- 25.00% = $400,000 expected earnings/$1,600,000 investmentZ -- 25.00% = $500,000 expected earnings/$2,000,000 investment The resulting ROIs for each division were they to make theinvestment areJ -- 11.67% = $70,000 expected earnings / $600,000investmentM -- 23.89% = $430,000 expected earnings / $1,800,000investmentZ -- 24.09% = $530,000 expected earnings / $2,200,000investmentTherefore, only division J's manager would be compelled tomake the investment because it would increase his division'sROI.8.[d]Before considering the investment in the proposed project, theeconomic profit of each division isJ -- $0 = $40,000 - (10% x $400,000)M -- $240,000 = $400,000 - (10% x $1,600,000)Z -- $300,000 = $500,000 - (10% x $2,000,000)The residual incomes for each division were they to invest inthe project:J -- $10,000 = $70,000 - (10% x $600,000)M -- $250,000 = $430,000 - (10% x $1,800,000)Z -- $310,000 = $530,000 - (10% x $2,200,000)Since the economic profit would increase for all threedivisions, each would invest in the project, which is thedesired action from a company-wide perspective.9. [c]10. [e]11. [c]12. [c]13. [d]14. [b]15. [b]16. [b]。