Chapter 10 Managerial Accounting 11e
管理会计课件 英文
1 - 11 1-11 - 11111111h11111ythtr
The Nature of Planning and Controlling
Management Process Internal Accounting System
Budgets, Special Reports
Other information systems
Mayfair Starbucks Store, March 31, 20X1
Sales Less: Ingredients Store labor Other labor Utilities, etc. Total expenses Operating income
Budget $50,000
22,000 12,000 6,000 4,500 $44,500 $ 5,500
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1 - 14 1-11 - 14111111h11111ythtr
Budget: quantitative expression of a plan of action
Performance reports: compare actual results with budgeted amounts provide feedback by comparing results with plans highlight variances
Actual $50,000
24,500 11,600 6,050 4,500 $46,650 $ 3,350
Variance 0
$2,500 U 400 F 50 U 0 $2,150 U $2,150 U
《会计专业英语》Chapter 9 Managerial Accounting
Production Volume (Units) 900 1,000 800 1,000 1,200 900 2,000 1,200 500 800 750 300
Utility Fee ($)
2,250 2,550 2,150 2,460 2,620 2,200 3,250 2,700 1,000 2,170 2,060 900
• Contribution Margin/Net Operating Income
• Segment Income Байду номын сангаасtatement
• Traceable Fixed Costs • Common Fixed Costs • The Segment Margin
11
Applications
• Keeping or Dropping a Segment
3
Managerial Accounting Overview
• The Definition of Managerial Accounting
• A Business Language for Insiders
• The Definition of Financial Accounting
• A Business Language for Outsiders
10
Applications
• Cost Structure and Operating Leverage
• Cost Structure
• The relative proportion of fixed costs and variable costs in a firm.
• Degree of Operating Leverage
管理会计加里森第14版课后答案Chapter 01
True/False Questions1. Managerial accounting places less emphasis on precision and more emphasis onflexibility and relevance than financial accounting.Answer: True AACSB: Reflective Thinking AICPA BB: Critical Thinking AICPA FN: Measurement LO: 1 Level: Medium2. Managerial accounting is not governed by generally accepted accounting principles(GAAP).Answer: True AACSB: Reflective Thinking AICPA BB: Critical Thinking AICPA FN: Decision Making, Measurement LO: 1 Level: Easy3. Financial accounting and managerial accounting reports must be prepared inaccordance with generally accepted accounting principles (GAAP).Answer: False AACSB: Reflective Thinking AICPA BB: Critical Thinking AICPA FN: Measurement LO: 1 Level: Easy4. When carrying out their directing and motivating activities, managers mobilize theorganization's human and other resources so that the organization's plans are carried out.Answer: True AACSB: Reflective Thinking AICPA BB: Resource Management,Critical Thinking AICPA FN: Decision Making LO: 2 Level: Easy5. When carrying out planning activities, managers rely on feedback to ensure that the planis actually carried out and is appropriately modified as circumstances change.Answer: False AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Decision Making LO: 2 Level: Medium6. When carrying out their directing and motivating activities, managers select a course ofaction and specify how the action will be implemented.Answer: False AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Decision Making LO: 2 Level: Medium7. Persons occupying staff positions provide support and assistance to other parts of theorganization.Answer: True AACSB: Reflective Thinking AICPA BB: Resource Management AICPA FN: Decision Making LO: 2 Level: Easy8. Staff departments generally have direct authority over line departments in anorganization.Answer: False AACSB: Reflective Thinking AICPA BB: Resource Management AICPA FN: Decision Making LO: 2 Level: Medium9. Informal relationships and channels of communication often develop that do not appearon the organization chart.Answer: True AACSB: Reflective Thinking AICPA BB: Resource Management, Critical Thinking AICPA FN: Decision Making LO: 2 Level: Easy10. The controller's position in a retail company is considered a line position rather than astaff position.Answer: False AACSB: Reflective Thinking AICPA BB: Resource Management AICPA FN: Decision Making LO: 2 Level: Medium11. The Chief Financial Officer of an organization should present facts and refrain fromoffering advice and personal opinion.Answer: False AACSB: Reflective Thinking AICPA BB: Resource Management AICPA FN: Decision Making LO: 2 Level: Medium12. A strategy is a game plan that enables a company to attract customers by distinguishingitself from competitors.Answer: True AACSB: Reflective Thinking AICPA BB: Critical Thinking AICPA FN: Decision Making LO: 2 Level: Easy13. A strategy requires effective use of Six Sigma improvement techniques.Answer: False AACSB: Reflective Thinking AICPA BB: Critical Thinking AICPA FN: Decision Making LO: 2 Level: Medium14. A customer value proposition is essentially a reason for customers to choose acompany's products over its competitors' products.Answer: True AACSB: Reflective Thinking AICPA BB: Marketing AICPA FN: Decision Making LO: 2 Level: Easy15. Customer value propositions tend to fall into three broad categories--customer intimacy,operational excellence, and product leadership.Answer: True AACSB: Reflective Thinking AICPA BB: Marketing AICPA FN: Decision Making LO: 2 Level: Easy16. Companies that adopt a customer intimacy strategy are in essence saying to their targetcustomers, “The reason you should choose us is because we understand and respond to your individ ual needs better than our competitors.”Answer: True AACSB: Reflective Thinking AICPA BB: Marketing AICPA FN: Decision Making LO: 2 Level: Easy17. Companies that choose an operational excellence strategy are in essence saying to theircus tomers, “Choose us rather than our competitors because we strive for zero defects.”Answer: False AACSB: Reflective Thinking AICPA BB: Marketing AICPA FN: Decision Making LO: 2 Level: Medium18. A value chain consists of the major business functions that add value to the company'sproducts and services.Answer: True AACSB: Reflective Thinking AICPA BB: Resource Management AICPA FN: Decision Making LO: 2 Level: Easy19. Efforts designed to increase the rate of output should generally be applied to theworkstation that is the constraint.Answer: True AACSB: Reflective Thinking AICPA BB: Resource Management AICPA FN: Decision Making LO: 3 Level: Easy20. The lean thinking model is a five step management approach that organizes resourcessuch as people and machines around the flow of business processes and that pulls units through theses processes in response to customer orders.Answer: True AACSB: Reflective Thinking AICPA BB: Resource Management AICPA FN: Decision Making LO: 3 Level: Easy21. Supply chain management involves acquiring and bringing inside the company all ofthe processes that bring value to customers.Answer: False AACSB: Reflective Thinking AICPA BB: Resource Management AICPA FN: Decision Making LO: 3 Level: Medium22. An enterprise system integrates data across an organization into a single softwaresystem that enables all employees to have simultaneous access to a common set of data.Answer: True AACSB: Reflective Thinking AICPA BB: Leveraging Technology AICPA FN: Leveraging Technology LO: 3 Level: Easy23. Corporate governance is the legal framework that allows managers to control and directlower-level workers on the job.Answer: False AACSB: Reflective Thinking AICPA BB: Resource Management AICPA FN: Decision Making LO: 3 Level: Medium24. The Sarbanes-Oxley Act of 2002 was intended to protect the interests of those whoinvest in publicly traded companies by improving the reliability and accuracy ofcorporate financial reports and disclosures.Answer: True AACSB: Reflective Thinking AICPA BB: Legal AICPA FN:Measurement LO: 3 Level: Easy25. The Standards of Ethical Conduct promulgated by the Institute of ManagementAccountants specifically states, among other things, that management accountants havea responsibility to disclose fully all relevant information that could be reasonably beexpected to influence an intended user's understanding of the reports, comments and recommendations presented.Answer: True AACSB: Ethics AICPA BB: Critical Thinking AICPA FN: Decision Making LO: 4 Level: EasyMultiple Choice Questions26. Managerial accounting places considerable weight on:A) generally accepted accounting principles.B) the financial history of the entity.C) ensuring that all transactions are properly recorded.D) detailed segment reports about departments, products, and customers.Answer: D AACSB: Reflective Thinking AICPA BB: Critical Thinking AICPA FN: Measurement LO: 1 Level: Easy27. The plans of management are often expressed formally in:A) financial statements.B) performance reports.C) budgets.D) ledgers.Answer: C AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Measurement LO: 1 Level: Easy28. The phase of accounting concerned with providing information to managers for use inplanning and controlling operations and in decision making is called:A) throughput time.B) managerial accounting.C) financial accounting.D) controlling.Answer: B AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Measurement LO: 1 Level: Easy29. A staff position:A) relates directly to the carrying out of the basic objectives of the organization.B) is supportive in nature, providing service and assistance to other parts of theorganization.C) is superior in authority to a line position.D) none of these.Answer: B AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Decision Making LO: 2 Level: Easy30. For a manufacturing company, what type of position (line or staff) is each of thefollowing?Manager of a Data Processing Department Manager of a ProductionDepartmentA) Staff StaffB) Staff LineC) Line StaffD) Line LineAnswer: B AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Decision Making LO: 2 Level: Easy31. A _______________ position in an organization is directly related to the achievementof the organization's basic objectives.A) lineB) managementC) staffD) None of the above.Answer: A AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Decision Making LO: 2 Level: Easy32. ______________ is an example of a line position.A) Controller for a merchandising companyB) Chief financial officer of a merchandising companyC) Store manager for Best BuyD) Human resources manager for a community collegeAnswer: C AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Decision Making LO: 2 Level: Easy33. Which of the following is NOT one of the three major customer value propositionsdiscussed in the text?A) customer intimacyB) discount pricingC) operational excellenceD) product leadershipAnswer: B AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Decision Making LO: 2 Level: Easy34. Which of the following is NOT one of the five steps in the lean thinking modeldiscussed in the text?A) Continuously pursue perfection in the business process.B) Identify value in specific products/services.C) Implement an enterprise system.D) Create a pull system that responds to customer orders.Answer: C AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Decision Making LO: 2 Level: Easy35. One consequence of a change from a push to a properly implemented pull productionsystem can be:A) an increase in work in process inventories.B) an extremely difficult cultural change due to enforced idleness when demand fallsbelow production capacity.C) an increased mismatch between what is produced and what is demanded bycustomers.D) an increase in raw materials inventories.Answer: B AACSB: Analytic AICPA BB: Industry, Resource Management AICPA FN: Decision Making LO: 3 Level: Hard36. All of the following are characteristics of a pull production system EXCEPT:A) Inventories are reduced to a minimum by purchasing raw materials and producingunits only as needed to meet consumer demand.B) Raw materials are released to production far in advance of being needed to ensureno interruptions in work flows due to shortages of raw materials.C) Products are completed just in time to be shipped to customers.D) Manufactured parts are completed just in time to be assembled into products.Answer: B AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Decision Making LO: 3 Level: Medium37. The five step framework used to guide Six Sigma improvement efforts includes all ofthe following EXCEPT:A) Analyze.B) Control.C) Digitize.D) Measure.Answer: C AACSB: Reflective Thinking AICPA BB: Resource ManagementAICPA FN: Decision Making LO: 3 Level: Medium38. The Sarbanes-Oxley Act of 2002 contains all of the following provisions EXCEPT:A) The audit committee of the board of directors of a company must hire, compensate,and terminate the public accounting firm that audits the company's financial reports.B) Financial statements must be audited once every three years by the GovernmentAccounting Office.C) Both the CEO and CFO must certify in writing that their company's financialstatements and accompanying disclosures fairly represent the results of operations.D) A company's annual report must contain an internal control report.Answer: B AACSB: Reflective Thinking AICPA BB: Legal AICPA FN:Measurement LO: 3 Level: Medium39. The Institute of Management Accountants' Standards of Ethical Conduct contains apolicy regarding confidentiality that requires that management accountants:A) refrain from disclosing confidential information acquired in the course of their workexcept when authorized by management.B) refrain from disclosing confidential information acquired in the course of their workin all situations.C) refrain from disclosing confidential information acquired in the course of their workexcept when authorized by management, unless legally obligated to do so.D) refrain from disclosing confidential information acquired in the course of their workin all cases since the law requires them to do so.Answer: C AACSB: Ethics AICPA BB: Critical Thinking AICPA FN: Decision Making LO: 4 Level: Hard40. Which of the following is NOT one of the Institute of Management Accountants' fiveStandards of Ethical Conduct?A) CompetenceB) ConfidentialityC) IndependenceD) IntegrityAnswer: C AACSB: Ethics AICPA BB: Critical Thinking AICPA FN: Decision Making LO: 4 Level: Medium。
Managerial Accounting McGraw Hill
Managerial Accounting McGraw Hill IntroductionManagerial accounting is a branch of accounting that focuses on providing financial information and analysis to managers within an organization. It helps managers make informed decisions and effectively manage the resources of the organization. McGraw Hill is a renowned publishing company that offers a wide range of educational materials, including textbooks on managerial accounting. In this document, we will explore the key features and benefits of the Managerial Accounting textbook by McGraw Hill.Overview of Managerial AccountingManagerial accounting involves the identification, measurement, analysis, interpretation, and communication of financial information to help managers in decision-making. It differs from financial accounting, which mainly serves external stakeholders such as investors and creditors. Managerial accounting focuses on internal users, including managers at various levels within the organization.The Managerial Accounting textbook from McGraw Hill provides a comprehensive overview of the concepts, theories, and techniques used in managerial accounting. It covers a wide range of topics, including cost behavior, budgeting, performance evaluation, decision analysis, and strategic planning.Key Features of Managerial Accounting McGraw Hill1. Easy-to-Understand LanguageThe textbook uses clear and concise language to explain complex managerial accounting concepts. It is written in a way that is accessible to students with varying levels of prior knowledge in accounting.2. Real-World Examples and Case StudiesTo enhance learning and understanding, the textbook includes numerous real-world examples and case studies. These examples help students apply the concepts they have learned to practical situations faced by managers in organizations.3. Comprehensive Coverage of Managerial Accounting TopicsFrom cost behavior analysis to capital budgeting, the Managerial Accounting textbook covers all the essential topics in managerial accounting. It provides a solid foundation for students to build their knowledge and skills in this field.4. Explanatory Diagrams and TablesComplex accounting information is often presented visually through diagrams and tables. This textbook utilizes such visual aids effectively, making it easier for students to grasp the key concepts and relationships.5. End-of-Chapter Exercises and ProblemsEach chapter concludes with a variety of exercises and problems designed to reinforce the concepts covered in the chapter. These exercises help students test their understanding and apply what they have learned.6. Online ResourcesMcGraw Hill offers a range of online resources to accompany the textbook. These include interactive quizzes, additional practice problems, and supplemental materials that further enhance the learning experience.Benefits of Using Managerial Accounting McGraw Hill1. Comprehensive Learning ResourceThe Managerial Accounting textbook by McGraw Hill serves as a complete learning resource for students studying managerial accounting. It covers all the necessary topics and provides a solid foundation for further exploration.2. Practical Application of ConceptsThe real-world examples and case studies included in the textbook allow students to apply the concepts they have learned to practical situations. This enhances their problem-solving and critical thinking skills.3. Engaging and Accessible ContentThe use of easy-to-understand language, explanatory diagrams, and tables, coupled with the online resources, makes the learning experience engaging and accessible for students.4. Preparation for Professional Exams and CertificationsThe Managerial Accounting textbook aligns with the content covered in professional exams and certifications, such as the Certified Management Accountant(CMA) exam. Using this textbook can help students prepare for these exams and increase their chances of success.5. Authoritative and Trusted SourceMcGraw Hill is a highly respected publishing company known for its quality educational materials. Using the Managerial Accounting textbook from McGraw Hill ensures that students are learning from an authoritative and trusted source.ConclusionThe Managerial Accounting textbook by McGraw Hill provides a comprehensive and accessible resource for students studying managerial accounting. Its clear language, real-world examples, and online resources make it an excellent tool for learning and understanding essential managerial accounting concepts. Whether preparing for professional exams or seeking to enhance their knowledge in this field, students will find this textbook to be a valuable asset throughout their studies.。
双语版管理会计第十章
Quantity variance $800 unfavorable
Price variance $170 favorable
10-19
Quick Check
Zippy
Recall that the standard quantity for 1,000 Zippies is 1,000 × 1.5 pounds per Zippy = 1,500 pounds.
Hanson’s materials quantity variance (MQV) and Hanson’s materials price variance (MPV) for last week was：？
10-18
Quick Check
Zippy
Standard Quantity Actual Quantity
Materials price variance
MPV = (AQ × AP) – (AQ × SP) = AQ(AP – SP) = 210 kgs ($4.90/kg – $5.00/kg) = 210 kgs (– $0.10/kg) = $21 F
10-15
Responsibility for Materials Variances
Standard Rate per Hour
Standard Hours per Unit
通常使用单一的 标准工资率反映企业
多种工资标准.
确定单个产品耗费 的人工小时
10-5
Setting Variable Manufacturing Overhead Standards 制定变动制造费用标准
Price Standard
You purchased cheap material, so my people had to use more of it.
robbins_mgmt11_tb01
Management, 11e (Robbins/Coulter)Chapter 1 Management and Organizations1) A great manager makes a job more enjoyable and productive.3) Today's managers are just as likely to be women as they are men.5) A manager's job is all about personal achievement.7) Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.9) Efficiency is described as "doing things right."11) Determining who reports to whom is part of the controlling function of management.13) When a manager performs the controlling function of management, he must monitor and evaluate performance.15) Disturbance handler is one of Mintzberg's interpersonal roles.17) Technical skills become less important as a manager moves into higher levels of management.19) In order for organizations to survive successfully, managers must create a customer-responsive organization.21) Management is universally needed in all organizations.23) Which of the following statements regarding managers in today's world is accurate?A) Their age range is limited to between 30 and 65 years.B) They are found only in large corporations.C) They can be found exclusively in for-profit organizations.D) The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors.25) Supervisor is another name for which of the following?A) team leaderB) middle managerC) first-line managerD) top manager29) ________ have titles such as executive vice president, chief operating officer, and chief executive officer.A) Team leadersB) Middle managersC) First-line managersD) Top managers31) Which of the following is an example of an efficient manufacturing technique?A) cutting inventory levelsB) increasing the amount of time to manufacture productsC) increasing product reject ratesD) meeting customers' rigorous demand35) Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals.A) effectiveness; efficiencyB) efficiency; effectivenessC) effectiveness; effabilityD) efficiency; experience38) Today, the basic management functions have been condensed to ________.A) planning, organizing, commanding, and coordinatingB) planning, organizing, coordinating, and controllingC) planning, organizing, commanding, and controllingD) planning, organizing, leading, and controlling39) Establishing strategies for achieving organizational goals is a part of the ________ function.A) leadingB) coordinatingC) planningD) organizing40) Organizing includes ________.A) setting organizational goalsB) hiring organizational membersC) motivating organizational membersD) determining who does what tasks43) The process of monitoring, comparing, and correcting is called ________.A) controllingB) planningC) leadingD) organizing46) The ________ roles involve collecting, receiving, and disseminating information, according to Mintzberg's managerial roles.A) interpersonalB) informationalC) technicalD) decisional50) The ________ role (as Mintzberg defined it) is more important for lower-level managers than it is for either middle- or top-level managers.A) leaderB) figureheadC) negotiatorD) disseminator52) Katz proposed that managers need ________ skills.A) technical, human, and financialB) human, empirical, and mechanicalC) technical, interpersonal, and legalD) technical, human, and conceptual55) Understanding building codes would be considered a(n) ________ skill for a building contractor.A) humanB) technicalC) conceptualD) empirical57) Which of the following is true concerning the three managerial skills?A) Technical skills tend to be most important for middle-level managers.B) Conceptual skills are most important for lower-level managers.C) Human skills remain equally important to all levels of management.D) Technical skills increase and conceptual skills decrease in importance as a manager climbs the organizational chart.59) Conceptual skills involve ________.A) managing employees who use tools to produce the organization's productsB) communicating with customersC) thinking about abstract and complex situationsD) inspiring enthusiasm and trust among employeesAnswer: CPage Ref: 13Topic: What Do Managers Do?Objective: 3Difficulty: ModerateClassification: Conceptual62) Which of the following is true regarding a manager's job with respect to customers?A) Today, the majority of employees in developed countries work in product sectors.B) Managers have not yet recognized the importance of delivering consistent high-quality customer services.C) Managers must create a customer-responsive organization in order to survive successfully in today's environment.D) Employees play an insignificant role in delivering quality customer services.63) From a business perspective, a company's ability to achieve its business goals and increaselong-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies is known as ________.A) accountabilityB) universalityC) equitabilityD) sustainability64) Which of the following is true regarding the changes that a manager's job is undergoing?A) Managers practicing sustainability integrate economic, environmental, and social opportunities into the business strategy.B) Digitization hardly affects a manager's responsibilities.C) According to managers, employees contribute the least to the success of a customer service organization.D) Innovative efforts are exclusively important for managers serving in high-tech organizations. Answer: APage Ref: 16Objective: 4Difficulty: ModerateClassification: Conceptual65) Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter where they are located. This principle is known as the ________.A) impartiality of managementB) neutrality of managementC) universality of managementD) reality of management68) Which of the following represents one of the challenges of management?A) enjoy relatively easy workB) support, coach, and nurture othersC) have little influence on organizational outcomesD) have to deal with a variety of personalitiesManagerial Basic Training (Scenario)Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some "basic" managerial training to the engineers in the research and development unit of the new company. To ensure you are covering the important issues, your boss has asked to see an overview of materials that you will be providing the engineers.70) The engineers have to be informed that, ________ are the people who direct the activities of others in an organization.A) directorsB) managersC) subordinatesD) line workers71) Many of the engineers in the group are unclear about what managers actually do. Your training materials should explain that a manager's job focuses on ________.A) performing clerical dutiesB) personal achievementC) helping others accomplish their work goalsD) supervising groups rather than individual employees72) The engineers need to be informed that supervisors may frequently be referred to as ________.A) middle managersB) top managersC) project leadersD) first-line managers73) After the merger, the management then makes a deliberate arrangement of people to accomplish specific purposes. Such an arrangement makes up a(n) ________.A) trustB) coalitionC) organizationD) affinity groupAnswer: CPage Ref: 6Topic: What Is an Organization?Objective: 2Difficulty: EasyClassification: ConceptualThe Customer Meeting (Scenario)Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns.74) Kelly is a ________.A) top managerB) nonmanagerial employeeC) middle managerD) first-line manager75) Ben and Dan are ________.A) top managersB) middle managersC) supervisorsD) first-line managers76) McKenna is a ________.A) top managerB) supervisorC) middle managerD) first-line manager77) Kelly, Ben, Dan, and McKenna are part of an organization that has a ________.A) traditional committee structureB) traditional pyramid structureC) modern matrix structureD) modern jury structureJoe the Manager (Scenario)As a production supervisor, Joe decides on Friday afternoon how many units of output his employees should produce. He also decides which employee will operate which machine. On Monday, he informs his employees of their assignments to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult this week due to the increased number of units that have to be produced. He goes on to tell them that he is sure they can fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected.82) When Joe decides as to how many units of output his employees should produce, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing83) When Joe checks the amount of output that the employees have completed and the number of units that have been rejected, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing84) When Joe tells the employees that he is sure they can fulfill the schedule because they are good and skilled employees, he is performing which of the following management functions?A) controllingB) leadingC) planningD) organizing。
MANAGERIAL ACCOUNTING chapter 10 1,2,3,4,5,6,7,19,22,27 and 30(problem solution 管理会计
1. Cost per 2 kilogram container .............................. 6,000.00 KrLess: 2% cash discount ....................................... 120.00Net cost .............................................................. 5,880.00Add freight cost per 2 kilogram container(1,000 Kr ÷ 10 containers) ................................ 100.00Total cost per 2 kilogram container (a) ................. 5,980.00 Kr Number of grams per container(2 kilograms × 1000 grams per kilogram) (b) ..... 2,000Standard cost per gram purchased (a) ÷ (b) ......... 2.99 Kr2. Alpha SR40 required per capsule as per bill of materials . 6.00 gramsAdd allowance for material rejected as unsuitable(6 grams ÷ 0.96 = 6.25 grams;6.25 grams – 6.00 grams = 0.25 grams) .................... 0.25 gramsTotal ............................................................................ 6.25 grams Add allowance for rejected capsules(6.25 grams ÷ 25 capsules) ....................................... 0.25 gramsStandard quantity of Alpha SR40 per salable capsule ...... 6.50 grams3.ItemStandardQuantity perCapsuleStandardPrice perGramStandardCost perCapsuleAlpha SR40 6.50 grams 2.99 Kr 19.435 Kr1. Number of chopping blocks .................................. 12,000Number of board metres per chopping block ......... × 0.8 Standard board metres allowed ............................ 9,600 Standard cost per metre ...................................... × $5.40 Total standard cost .............................................. $51,840 Actual cost incurred ............................................. $56,100 Standard cost above ............................................ 51,840 Total variance—unfavourable ............................... $ 4,2602. Actual Quantity ofInputs, atActual Price Actual Quantity ofInputs, atStandard PriceStandard QuantityAllowed for Output,at Standard Price(AQ × AP) (AQ × SP) (SQ × SP)$56,100 11,000 board metres× $5.40 per metre 9,600 board metres × $5.40 per metre= $59,400 = $51,840Alternatively:Materials Price Variance = AQ (AP – SP)11,000 board metres ($5.10 per metre* – $5.40 per metre) = $3,300 F*$56,100 ÷ 11,000 board metres = $5.10 per metre. Materials Quantity Variance = SP (AQ – SQ)$5.40 per metre (11,000 board metres – 9,600 board metres) = $7,560 U1. Number of meals prepared ..................... 6,000Standard direct labour-hours per meal ..... × 0.20Total direct labour-hours allowed ............ 1,200Standard direct labour cost per hour ....... × $9.50Total standard direct labour cost ............. $11,400Actual cost incurred ................................ $11,500Total standard direct labour cost(above) ............................................... 11,400Total direct labour variance .................... $ 100 Unfavourable2. Actual Hours ofInput, at the ActualRate Actual Hours of Input,at the Standard RateStandard HoursAllowed for Output, atthe Standard Rate(AH ×A R)(AH ×SR)(SH× S R)1,150 hours ×$10.00 per hour 1,150 hours ×$9.50 per hour1,200 hours ×$9.50 per hour= $11,500 = $10,925 = $11,400Alternatively, the variances can be computed using the formulas: Labour rate variance = AH (AR – SR)= 1,150 hours ($10.00 per hour – $9.50 per hour)= $575 UL abour efficiency variance = SR (AH – SH)= $9.50 per hour (1,150 hours – 1,200 hours)= $475 F1. Number of items shipped ................................. 140,000Standard direct labour-hours per item .............. × 0.04Total direct labour-hours allowed ..................... 5,600Standard variable overhead cost per hour ......... × $2.80Total standard variable overhead cost .............. $15,680Actual variable overhead cost incurred ............. $15,950Total standard variable overhead cost (above) .. 15,680Total variable overhead variance ...................... $ 270 Unfavourable2. Actual Hours ofInput, at the ActualRate Actual Hours of Input,at the Standard RateStandard HoursAllowed for Output, atthe Standard Rate(AH ×A R)(AH ×S R)(SH ×S R)5,800 hours ×$2.75 per hour* 5,800 hours ×$2.80 per hour5,600 hours ×$2.80 per hour= $15,950 = $16,240 = $15,680*$15,950÷ 5,800 hours =$2.75 per hourAlternatively, the variances can be computed using the formulas: Variable overhead spending variance:AH (AR – SR) = 5,800 hours ($2.75 per hour – $2.80 per hour)= $290 FVariable overhead efficiency variance:SR (AH – SH) = $2.80 per hour (5,800 hours – 5,600 hours)= $560 U1. Fixed portion of the predetermined overhead rate:Fixed overhead Denominator level of activity$400,000/50,000 DLHS = $8.00 per DLH2. Budget variance = Actual fixed overhead cost – Flexible budget fixed overhead cost= $394,000 - $400,000 = $6,000 FVolume variance = Fixed portion of × (denominator hours – standardpredetermined rate hours)= $8.00 per DLH (50,000 DLHs – 48,000 DLHs)= $16,000 U Note to instructors: students may benefit from the following reconciliation of underapplied fixed overhead to the budget and volume variances. Actual fixed overhead $394,000Applied fixed overhead $384,000 (48,000 hours × $8 per hour) Underapplied overhead $10,000Budget variance $ 6,000 FVolume variance $16,000 UNet $10,000 URecall from the chapter that underapplied overhead relates to unfavourable variances.Jessel CorporationVariable Overhead Performance ReportFor the Year Ended December 31 Budgeted direct labour-hours ........................ 42,000Actual direct labour-hours ............................. 44,000 Standard direct labour-hours allowed ............. 45,000Overhead CostsCostFormula(per DLH)(1)ActualCostsIncurred44,000DLHs(AH × AR)(2)FlexibleBudgetBased on44,000DLHs(AH × SR)(3)FlexibleBudgetBased on45,000DLHs(SH × SR)(4)TotalVariance(1)-(3)SpendingVariance(1)-(2)EfficiencyVariance(2)-(3)Indirect labour ........... $0.90 $42,000 $39,600 $40,500 $1,500 U $2,400 U $ 900 F Supplies ..................... 0.15 6,900 6,600 6,750 150 U 300 U 150 F Electricity ................... 0.05 1,800 2,200 2,250 450 F 400 F 50 F Total variableoverhead cost .......... $1.10 $50,700 $48,400 $49,500 $1,200 U $2,300 U $1,100 FMaterial VariancesEquivalent unitsTo complete beginning W in P (10,000 units × 0%) = 0Started and completed (40,000 – 12,000) ............... 28,000 Ending W in P (12,000 × 100%) ................. 12,000 Total units ............................................................. 40,000Standard Cost of Materials IssuedA 620,000 ×.80 $496,000770,000 833,500Actual material used at standard mixA 15 607,895 ×.80 $486,31619B 4 162,105 × 2.25 364,73619 770,000 $851,052Standard materials for actual productionA (40,000 × 15) ×.80 $480,000B (40,000 × 4) × 2.25 360,000$840,000Labour VariancesEquivalent unitsTo complete beginning W in P (10,000 × .70) ........... 7,000 Started and completed (40,000 – 12,000) ............... 28,000 End W in P (12,000 × .60) ........................................ 7,200Total units ............................................................. 42,200Actual labour costs $2,597,000 Std. Cost of actual hours212,000 × $12 2,544,000 Cost of actual production42,200 × 5 × $122,532,000 $53,000 U Rate var. $12,000 U Effic. Var.Exercise 10-19 (30 minutes)Actual production (litres) ................................ 175,000 x Standard input per litre (150 ÷ 100) ................... 1.5 Total standard litres of input ........................... 262,500Exercise 10-19 continuedStandard yield (275,000 litres × 100 ÷ 150) ............ 183,333.33 Difference ................................................................. (8,333.33) x Cost per litre of output* .............................................. $12.40 Yield variance....................................................... $103,333.29 U*(80 × $4) + (40 × $8) + (30 × $20)/100 = $12.40Part of the actual labour hours was used to transform the materials that became part of the output yield loss. That amount is equal to:1/2 hr . × (8,333) litres × $20 = $83,330 UTherefore, the production foreman is correct in arguing that his workers are operating better than standard.(SMAC Solution Adapted)Problem 10-22 (45 minutes)1. a.Actual Quantity ofInputs, atActual Price Actual Quantity ofInputs, atStandard PriceStandard QuantityAllowed for Output,at Standard Price(AQ × AP) (AQ × SP) (SQ × SP)25,000 kgs. ×$2.95 per kg. 25,000 kgs. ×$2.50 per kg.20,000 kgs.* ×$2.50 per kg.= $73,750 = $62,500 = $50,000*5,000 ingots × 4.0 kgs. per ingot = 20,000 kgs.Alternatively:Materials Price Variance = AQ (AP – SP)25,000 kgs. ($2.95 per kg. – $2.50 per kg.) = $11,250 U Materials Quantity Variance = SP (AQ – SQ)$2.50 per kg. (19,800 kgs. – 20,000 kgs.) = $500 Fb.Actual Hours ofInput, at theActual Rate Actual Hours ofInput, at theStandard RateStandard HoursAllowed for Output,at the Standard Rate(AH × AR) (AH × SR) (SH × SR)3,600 hours ×$8.70 per hour 3,600 hours ×$9.00 per hour3,000 hours* ×$9.00 per hour= $31,320 = $32,400 = $27,000*5,000 ingots × 0.6 hour per ingot = 3,000 hoursAlternatively:Labour Rate Variance = AH (AR – SR)3,600 hours ($8.70 per hour – $9.00 per hour) = $1,080 F Labour Efficiency Variance = SR (AH – SH)$9.00 per hour (3,600 hours – 3,000 hours) = $5,400 Uc.Actual Hours ofInput, at theActual Rate Actual Hours ofInput, at theStandard RateStandard HoursAllowed for Output,at the Standard Rate(AH × AR) (AH × SR) (SH × SR)$4,320 1,800 hours ×$2.00 per hour 1,500 hours* ×$2.00 per hour= $3,600 = $3,000*5,000 ingots × 0.3 hours per ingot = 1,500 hoursAlternatively:Variable Overhead Spending Variance = AH (AR – SR)1,800 hours ($2.40 per hour* – $2.00 per hour) = $720 U*$4,320 ÷ 1,800 hours = $2.40 per hourVariable Overhead Efficiency Variance = SR (AH – SH)$2.00 per hour (1,800 hours – 1,500 hours) = $600 U2. Summary of variances:Material price variance .......................... $11,250 UMaterial quantity variance ...................... 500 FLabour rate variance ............................. 1,080 FLabour efficiency variance ..................... 5,400 UVariable overhead spending variance ...... 720 UVariable overhead efficiency variance ..... 600 UNet variance ......................................... $16,390 UThe net unfavourable variance of $16,390 for the month caused theplant’s variable cost of goods sold to increase from the budgeted level of $80,000 to $96,390:Budgeted cost of goods sold at $16 per ingot ...... $80,000Add the net unfavourable variance (as above) ..... 16,390Actual cost of goods sold .................................... $96,390This $16,390 net unfavourable variance also accounts for the difference between the budgeted net operating income and the actual net loss for the month.Budgeted net operating income .......................... $15,000Deduct the net unfavourable variance added tocost of goods sold for the month ..................... 16,390Net operating loss ............................................. $(1,390)3. The two most significant variances are the materials price variance andthe labour efficiency variance. Possible causes of the variances include: Materials Price Variance: Outdated standards, uneconomicalquantity purchased, higher qualitymaterials, high-cost method of transport.Labour Efficiency Variance: Poorly trained workers, poor quality materials, faulty equipment, work interruptions, inaccurate standards, and insufficient demand.1. a. In the solution below, the materials price variance is computed on theentire amount of materials purchased, whereas the materials quantity variance is computed only on the amount of materials used inproduction:Actual Quantity of Inputs, atActual Price Actual Quantity ofInputs, atStandard PriceStandard QuantityAllowed for Output,at Standard Price(AQ × AP) (AQ × SP) (SQ × SP)$46,000 8,000 kgs. ×$6.00 per kg. 4,500 kgs.* ×$6.00 per kg.= $48,000 = $27,000*3,000 units × 1.5 kgs. per unit = 4,500 kgs.Alternatively:Materials Price Variance = AQ (AP – SP)8,000 kgs. ($5.75 per kg.* – $6.00 per kg.) = $2,000 F*$46,000 ÷ 8,000 kgs. = $5.75 per kg.Materials Quantity Variance = SP (AQ – SQ)$6 per kg. (6,000 kgs. – 4,500 kgs.) = $9,000 Ub. No, the contract should probably not be signed. Although the new supplier is offering the material at only $5.75 per kg., it does not seem to hold up well in production as shown by the large materials quantity variance. Moreover, the company still has 2,000 kgs. of unused material in the warehouse; if these materials do as poorly in production as the 6,000 kgs. already used, the total quantity variance on the 8,000 kgs. of materials purchased will be very large.2. a.Actual Hours ofInput, at theActual Rate Actual Hours ofInput, at theStandard RateStandard HoursAllowed for Output,at the Standard Rate(AH × AR) (AH × SR) (SH × SR)1,600 hours* ×$12.50 per hour1,600 hours ×$12.00 per hour1,800 hours** ×$12.00 per hour= $20,000 = $19,200 = $21,600* 10 workers × 160 hours per worker = 1,600 hours** 3,000 units × 0.6 hours per unit= 1,800 hours Alternatively:Labour Rate Variance = AH (AR – SR)1,600 hours ($12.50 per hour – $12.00 per hour) = $800 U Labour Efficiency Variance = SR (AH – SH)$12.00 per hour (1,600 hours – 1,800 hours) = $2,400 Fb. Yes, the new labour mix should probably be continued. Although it increases the average hourly labour cost from $12.00 to $12.50, thereby causing an $800 unfavourable labour rate variance, this is more than offset by greater efficiency of labour time. Notice that the labour efficiency variance is $2,400 favourable. Thus, the new labour mix reduces overall labour costs.3. Actual Hours ofInput, at theActual Rate Actual Hours ofInput, at theStandard RateStandard HoursAllowed for Output,at the Standard Rate(AH × AR) (AH × SR) (SH × SR)$3,600 1,600 hours ×$2.50 per hour 1,800 hours ×$2.50 per hour= $4,000 = $4,500Alternatively:Variable Overhead Spending Variance = AH (AR – SR)1,600 hours ($2.25 per hour* – $2.50 per hour) = $400 F*$3,600 ÷ 1,600 hours = $2.25 per hourVariable Overhead Efficiency Variance = SR (AH – SH)$2.50 per hour (1,600 hours – 1,800 hours) = $500 FBoth the labour efficiency variance and the variable overhead efficiency variance are computed by comparing actual labour-hours to standard labour-hours. Thus, if the labour efficiency variance is favourable, then the variable overhead efficiency variance will be favourable as well.1. Total rate: $240,000/30,000 DLHs = $8.00 per DLH Variable rate: $60,000/30,000 DLHs = $2.00 per DLH Fixed rate: $180,000/30,000 DLHs = $6.00 per DLH 2. Direct materials: 4 metres at $3 per metre ............ $12.00 Direct labour: 1.5 DLHs at $12 per DLH ................ 18.00 Variable overhead: 1.5 DLHs at $2 per DLH ..........3.00 Fixed overhead: 1.5 DLHs at $6 per DLH .............. 9.00 Standard cost per unit ......................................... $42.00 3. a. 22,000 units × 1.5 DLHs per unit = 33,000 standard DLHs. b.4. Variable overhead variances: Actual Hours of Input, at the Actual Rate Actual Hours of Input, at the Standard RateStandard Hours Allowed for Output, at the Standard Rate (AH × AR) (AH × SR) (SH × SR) $63,000 35,000 DLHs × $2 per DLH 33,000 DLHs × $2 per DLH = $70,000 = $66,000Alternative solution:Variable Overhead Spending Variance = (AH × AR) – (AH × SR) ($63,000) – (35,000 DLHs × $2 per DLH) = $7,000 F Variable Overhead Efficiency Variance = SR (AH – SH)$2 per DLH (35,000 DLHs – 33,000 DLHs) = $4,000 UFixed overhead variances:Actual Fixed Overhead Cost Budgeted FixedOverhead CostFixed Overhead CostApplied toWork in Process$181,000 $180,000 33,000 DLHs ×$6 per DLH= $198,000Alternative approach to the budget variance:Budget variance = Actual fixed overhead – Flexible budget fixed overhead$181,000 – $180,000 = $1,000 UAlternative approach to the volume variance:Volume variance = Fixed Overhead Rate (Denominator hours –standard hours allowed) $6 per DLH (30,000 DLHs – 33,000 DLHs) = $18,000 FSummary of variances:Variable overhead spending variance .................. $ 7,000 FVariable overhead efficiency variance ................. 4,000 UFixed overhead budget variance ......................... 1,000 UFixed overhead volume variance ........................ 18,000 FOverapplied overhead—see part 3...................... $20,0005. Only the volume variance would have changed. It would have beenunfavourable, since the standard DLHs allowed for the year’s production (33,000 DLHs) would have been less than the denominator DLHs(36,000 DLHs).。
MANAGERiAL ACCOUNTING CHAPTER Answer
EX 17-4Work in Process 98,60025,400+19,600+1,200+52,400=98,600Factory Overhead 1450Materials 100,050EX 17-6Work in Process 35475Wages Payable 354752100+1750+3200+11200+3650+2240+1460+9875=35475EX 17-11AEstimated annual operating room overhead: $492,000Estimated operating room activity base, number of operating room hours:Hours per day 8Days per week *6Weeks per year (net of maintenance weeks) *50Estimated annual operating room hours 2,400 Predetermined surgical overhead rate: hours $492,000/2400 = $205 per hourB Gretchen Kelton’s proce dure:Number of surgical room hours 6 Predetermined surgical room overhead rate $205Procedure overhead $1230C Actual hours used in January 192 Predetermined surgical room overhead rate $205Surgical room overhead applied, January $39,360Actual surgical room overhead incurred, January $38,500Over applied surgical room overhead (credit) $860EX 17-14ASalsa INC.Income StatementFor the Month Ended May 31, 2010------------------------------------------------------------------------------------------------------------------------------- Revenues............................................................................ $870,000Cost of goods sold............................................................. 485,000Gross profit......................................................................... $ 385,000Selling expenses........................................................... $210,000Administrative expenses................................................... 75,400 285,400Income from operations.................................................... $ 99,600B Materials inventory:Purchased materials............................................... $244000Less: Materials used in production (210000)Materials inventory, May 31.................................... $34000Work in process inventory:Materials used in production.................................. $210,000Direct labor.................................................... 180,000Factory overhead (75% × $180000)......................... 135,000Additions to work in process................................ . 525,000Less: Transferred to finished goods..................... 510,000Work in process inventory, May 31....................... $ 15,000Finished goods inventory:Transferred to finished goods................................ $510,000Less: Cost of goods sold...................................... 485,000Finished goods inventory, may 31......................... $ 25,000PR17-2Aa. Materials.................................................................... 23,400Accounts Payable............................................... 23,400 b. Work in Process. (35115)Factory Overhead (4110)860+3250=4110Materials (20255)2350+2875+1900+6450+4100+2580=20255Wages Payable (18970)2200+2970+1490+5460+4150+2650=18970c. Factory Overhead..................................................... 4,500Accounts Payable............................................... 4,500 d. Factory Overhead..................................................... 1,560Accumulated Depreciation—Machineryand Equipment.................................................... 1,560 e. Work in Process....................................................... 10,000Factory Overhead (200 hours × $50) 10,000 f. Finished Goods........................................................ $24,265Work in Process.................................................. $24,265 Computation of cost of jobs finished:Job Direct Materials Direct Labor Factory Overhead TotalNo. 201 $ 2350 $2200 50*18=900 5450No. 202 2875 2970 50*30=1500 7345No. 203 1900 1490 50*24=1200 4590No. 205 2580 2650 50*33=1650 6880Total $24,265g. Accounts Receivable............................................... 50530 22290+ 28240= 50530Sales.................................................................... 50530 Cost of Goods Sold.. (28240)Finished Goods................................................... 28240 Computation of cost of jobs sold: JobNo. 201........................................... $6540 No. 202........................................... 8820 No. 203........................................... 12,880 Total.. (28240)3 Job Direct Materials Direct Labor Factory Overhead TotalNo. 204 $6450 $5460 $50*75=3750 15660 No. 206 2580 2650 $50*20=1000 6230 Balance of Work inProcess, April 31 $ 21,8904 Schedule of completed jobs:Job Direct Materials Direct Labor Factory Overhead Total Finished Goods, April 31(Job 205) 25802650 50*33=1650 6880。
会计学原理(英文)
《会计学原理（英文）》教学大纲王燕祥编写工商管理专业课程教学大纲610 目录Chapter 1 Accounting in Action 第一章会计实践活动 (613)学习目标 (613)Teaching and homework hours 教学与作业时间 (613)Reading and References 学生必读和参考书目 (613)Chapter 2 The Recording Process 第二章记录过程 (615)学习目标 (615)Teaching and homework hours 教学与作业时间 (615)Reading and References 学生必读和参考书目 (615)Chapter 3 Adjusting the Accounts 第三章调整账户 (617)学习目标 (617)Teaching and homework hours 教学与作业时间 (617)Reading and References 学生必读和参考书目 (617)Chapter 4 Completion of the Accounting Cycle 第四章完成会计循环 (619)学习目标 (619)Teaching and homework hours 教学与作业时间 (619)Reading and References 学生必读和参考书目 (619)Chapter 5 Accounting for Merchandising Operations 第五章商品经营活动的会计核算 (621)学习目标 (621)Teaching and homework hours 教学与作业时间 (621)Reading and References 学生必读和参考书目 (621)Chapter 6 Inventories 第六章存货 (623)学习目标 (623)Teaching and homework hours 教学与作业时间 (624)Reading and References 学生必读和参考书目 (624)Chapter 7 Accounting Information Systems 第七章会计信息系统 (626)学习目标 (626)Teaching and homework hours 教学与作业时间 (626)Reading and References 学生必读和参考书目 (626)Chapter 8 Internal Control and Cash 第八章内部控制和现金 (628)学习目标 (628)Teaching and homework hours 教学与作业时间 (628)Reading and References 学生必读和参考书目 (628)Chapter 9 Accounting for Receivables 第九章应收款项的会计核算 (630)学习目标 (630)Teaching and homework hours 教学与作业时间 (630)Reading and References 学生必读和参考书目 (630)Chapter 10 Plant Assets, Natural Resources, and Intangible Assets 第十章厂场资产、自然资源和无形资产 (632)会计学原理（英文）学习目标 (632)Teaching and homework hours 教学与作业时间 (632)Reading and References 学生必读和参考书目 (633)Chapter 11 Current Liabilities and Payroll Accounting 第十一章流动负债和工资的核算 (634)学习目标 (634)Teaching and homework hours 教学与作业时间 (634)Reading and References 学生必读和参考书目 (634)Chapter 12 Accounting Principles 第十二章会计原则 (636)学习目标 (636)Teaching and homework hours 教学与作业时间 (636)Reading and References 学生必读和参考书目 (636)Chapter 13 Accounting for Partnerships 第十三章合伙企业的会计核算 (638)学习目标 (638)Teaching and homework hours 教学与作业时间 (638)Reading and References 学生必读和参考书目 (638)Chapter 14 Corporations: Organization and Capital Stock Transactions 第十四章公司：组织和股本交易 (640)学习目标 (640)Teaching and homework hours 教学与作业时间 (640)Reading and References 学生必读和参考书目 (640)Chapter 15 Corporations: Dividends, Retained Earnings, and Income Reporting 第十五章股利、保留盈余和收益报告 (642)学习目标 (642)Teaching and homework hours 教学与作业时间 (642)Reading and References 学生必读和参考书目 (642)Chapter 16 Long-Term Liabilities 第十六章长期负债 (644)学习目标 (644)Teaching and homework hours 教学与作业时间 (644)Reading and References 学生必读和参考书目 (644)Chapter 17 Investments 第十七章投资 (646)学习目标 (646)Teaching and homework hours 教学与作业时间 (646)Reading and References 学生必读和参考书目 (646)Chapter 18 The Statement of Cash Flows 第十八章现金流量表 (648)学习目标 (648)Teaching and homework hours 教学与作业时间 (648)Reading and References 学生必读和参考书目 (648)Chapter 19 Financial Statement Analysis 第十九章财务报表分析 (650)学习目标 (650)Teaching and homework hours 教学与作业时间 (650)Reading and References 学生必读和参考书目 (650)Chapter 20 Managerial Accounting 第二十章管理会计 (652)611工商管理专业课程教学大纲612 学习目标 (652)Teaching and homework hours 教学与作业时间 (652)Reading and References 学生必读和参考书目 (652)Chapter 21 Job Order Cost Accounting 第二十一章分批成本法 (654)学习目标 (654)Teaching and homework hours 教学与作业时间 (654)Reading and References 学生必读和参考书目 (654)Chapter 22 Process Cost Accounting 第二十二章分步成本法 (656)学习目标 (656)Teaching and homework hours 教学与作业时间 (656)Reading and References 学生必读和参考书目 (657)Chapter 23 Cost-V olume-Profit Relationships 第二十三章本量利分析 (658)学习目标 (658)Teaching and homework hours 教学与作业时间 (658)Reading and References 学生必读和参考书目 (659)Chapter 24 Budgetary Planning 第二十四章编制预算 (660)学习目标 (660)Teaching and homework hours 教学与作业时间 (660)Reading and References 学生必读和参考书目 (660)Chapter 25 Budgetary Control and Responsibility Accounting 第二十五章预算控制和责任会计 662 学习目标 (662)Teaching and homework hours 教学与作业时间 (662)Reading and References 学生必读和参考书目 (662)Chapter 26 Performance Evaluation through Standard Costs 第二十六章利用标准成本进行业绩评价 (664)学习目标 (664)Teaching and homework hours 教学与作业时间 (664)Reading and References 学生必读和参考书目 (664)Chapter 27 Incremental Analysis and Capital Budgeting 第二十七章增量分析和资本预算 (666)学习目标 (666)Teaching and homework hours 教学与作业时间 (667)Reading and References 学生必读和参考书目 (667)会计学原理（英文）Chapter 1 Accounting in Action第一章会计实践活动STUDY OBJECTIVESAfter studying this chapter you should be able to:1．Explain what accounting is.2．IDENTIFY THE USERS AND USES OF ACCOUNTING.3．UNDERSTAND WHY ETHICS IS A FUNDAMENTAL BUSINESS CONCEPT.4．EXPLAIN THE MEANING OF GENERALLY ACCEPTED ACCOUNTING PRINCIPLESAND THE COST PRINCIPLE.5．EXPLAIN THE MEANING OF THE MONETARY UNIT ASSUMPTION AND THE ECONOMIC ENTITY ASSUMPTION.6．STATE THE BASIC ACCOUNTING EQUATION AND EXPLAIN THE MEANING OF ASSETS, LIABILITIES, AND OWNER’S EQUITY.7．ANALYZE THE EFFECT OF BUSINESS TRANSACTIONS ON THE BASIC ACCOUNTING EQUATION.8．Understand what the four financial statements are and how they are prepared.学习目标学完本章之后，学生应该能够达到以下目标：1．解释什么是会计。
Managerial Accounting Study Guide
Managerial Accounting Study GuideDisclaimer: This guide does not include all the material that will be covered on the exam. However, the listed items will direct your attention to the main ideas that will be the source for multiple-choice questions. Some of the multiple choice questions may take the form of small calculation problems.Chapter 1:1. Managerial accounting reports provide decision-making information for internal users. The reports need not follow GAAP, and the reports often focus on the future.2. The controller is the top management accountant in a company.3. Under Total Quality Management, a business strives to improve performance in conjunction with goal setting.Chapter 2:1. Manufacturing or product costs have three components: direct materials, direct labor, and manufacturing overhead. Know what it included in each component.2. Direct costs are costs that can be traced conveniently and economically to a cost object. Indirect costs are not traced directly to a certain cost object.3. Selling and general/administration costs are nonmanufacturing or period costs that are reported on the Income Statement. These costs are used to generate revenues during the current period.4. A manufacturer has three inventory accounts: Raw Materials, Work-in-Process, and Finished Goods. These inventory accounts are assets that are reported on the Balance Sheet.5. A cost object is any product, service, or department which receives allocated costs to determine its cost.6. Sunk costs are past costs that are not relevant for present decision-making purposes.7. The cost of goods manufacturing is the cost of the items that are completed and transferred to Finished Goods during a period.8. Review the cost of goods manufactured formula on page 65 and the cost of goods formula on page 63.Chapter 3:1. There are two basic product-costing systems: job order costing and process costing.2. A job order costing system is used by a manufacturer who produces unique or special-order products.3. Process costing system is used by a manufacturer in a continuous flow or assembly line environment.4. Product costs flow from Raw Materials to Work-in-Process to Finished Goods to Cost of Goods Sold.5. Direct material costs, direct labor costs, and manufacturing overhead costs are added toa Work-in-Process account during production.6. A job order cost card is used in a job order costing system to record the direct materials, direct labor, and overhead costs associated with a specific job. The product unit cost is the total job cost divided by the number of units produced.7. Overhead is allocated or assigned or applied to jobs using an estimated overhead allocation rate.8. Most companies prepare an estimated allocation rate. This estimated overhead allocation rate is called the predetermined overhead rate. It is usually calculated for a year’s time period.9. Predetermined Overhead Rate = Estimated Factory Overhead/Estimated Allocation Base.10. The selected allocation base should be associated with the overhead costs. Common allocation bases are direct labor hours, direct labor costs, and machine hours.11. Usually, the amount of applied overhead will not equal the actual overhead at the end of the year since the applied overhead is based on estimates.12. If the applied overhead is greater than the actual overhead, the difference is called overapplied overhead. If the actual overhead is larger, the difference is called underapplied overhead.18. A just-in-time (JIT) manufacturing system works to reduce the inventory levels of a manufacturer.Chapter 4:1. Cost allocation is the process of assigning indirect costs.2. A cost pool is the total of costs that is allocated by an allocation base (activity driver). The individual costs in a cost pool should be similar or homogeneous.3. An allocation rate is calculated by dividing the budgeted cost pool by the estimated activity driver rate (allocation base). The allocated cost is determined by multiplying the actual usage of the allocation base by the allocation rate.4. Traditional cost allocation systems have used one or two cost pools that have used production volume allocation bases.5. Since the traditional cost allocation systems have used few pools and production bases, product prices are often not accurate.6. Activity-based costing uses many cost pools with different allocation bases. The cost pool rate is the pool costs divided by the cost driver (activity or allocation base).7. When an activity-based costing system is implemented, the accuracy of costing is improved. Usually, the costs of high volume products decrease while the costs of low volume products increase.Chapter 5:1. A process costing system does not use job cost cards.2. In a process cost system, the product costs flow through multiple departments3. Direct materials, direct labor, and overhead costs for each department are accumulated in that department's Work-in-Process account.4. Costs flow from one department’s Work-in-Process account to the next department’s Work-in-Process account. These costs are called transferred-in costs.5. Conversion costs include direct labor and manufacturing overhead costs.6. A process costing system uses equivalent units to calculate an average unit cost.7. Equivalent units measure production in terms of whole units. Know how to calculate equivalent units.8. A production cost report provides information summarizing the units for which departments are accountable and the costs charged to the departments. In particular, it reconciles the units and the costs and calculates cost per equivalent unit.Chapter 6:1. Variable costs are costs that change in total with the level of business activity. The variable cost per unit remains constant.2. Fixed costs are costs that do not change in total with the level of business activity. However, the fixed cost per unit varies inversely with changes in the level of business activity.3. Mixed costs contain both fixed and variable cost components.4. The high-low method can be used to estimate the variable and fixed costs in a mixed cost.5. Full costing (absorption costing) is required by GAAP. Direct labor, direct materials, variable manufacturing overhead, and fixed manufacturing overhead are included in the cost of inventory.6. Variable costing is used internally for decision-making purposes. Direct labor, direct materials, and variable manufacturing overhead are included in the inventory costs.7. The treatment of fixed manufacturing overhead is the only difference between full and variable costing. Fixed manufacturing overhead is an expense on the income statement in the period incurred under variable costing.8. When the units produced equals the units sold, the net income under full costing equals the net income under variable costing.9. When the units produced are greater than the units sold, the net income under full costing is greater than the net income under variable costing.10. When the units produced are less than the units sold, the net income under full costing is less than the net income under variable costing.11. A variable costing income statement reports the contribution margin. A full costing income statement reports the gross margin.12. The full costing method can be used by managers to manipulate performance results. Chapter 7:1. The break-even point is the number of units that must be sold or amount of sales revenue that must generated to have no profit or no loss. In other words, the net income is zero.2. The profit equation is: Profit = Sales less Total Variable Costs less Total Fixed Costs.3. The margin of safety is the difference between the expected sales and the break-even sales.4. The contribution margin per unit is equal to the sales price per unit less the variable costs per unit.5. The breakeven in units is equal to the Total Fixed Costs divided by the contribution margin in units. Know how to calculate the breakeven point.6. The required number of units that must be sold in order to achieve a specified profit level (operating income) is equal to the sum of the Total Fixed Costs plus the Operating Income (Profit Level) divided by the contribution margin in units. Know how to calculate the sales in units to achieve a desired profit level.7. An increase in fixed costs or variable costs will increase the break-even point. An increase in sales price will decrease the break-even point.8. Operating leverage refers to the cost structure of the business. A business with high percentage of fixed costs is considered to have a high operating leverage.Chapter 8:1. Decision making is based on incremental analysis which investigates incremental revenues and incremental costs. Incremental costs are often called differential costs or relevant costs.2. Incremental analysis investigates the differences in revenues and costs for different decision alternatives.3. Sunk costs are not relevant in the decision-making process. Avoidable costs are relevant costs in the decision-making process.4. Opportunity costs are the benefits that are lost when one alternative is chosen over another alternative.5. Common costs are costs that are not directly traceable to a product line or department. Instead, these costs are allocated to the individual product lines or departments. If one product line or department is dropped, the common costs are allocated to the remaining product lines or departments.6. A product line should be dropped only when the total net income of a business will increase if the product line is eliminated. Usually the product line should be retained if contribution margin is greater than the avoidable costs (cost savings).7. Products should be processed further when the incremental revenue from the additional processing is greater than the additional costs of the additional processing. The joint costs are sunk costs in an additional processing decision.8. When there is a resource constraint, a business should strive for the highest contribution margin per unit of the constraint.9. A supplier or vendor is paid for the cost of production plus a fixed amount (or percentage of cost) under a cost-plus contract.Chapter 9:1. A budget is a formal document that outlines a financial plan for achieving goals. A business is not required to prepare budgets.2. Budgets are used to increase communication and coordination and to evaluate performance.3. When budgets are prepared using zero-based budgeting, all budgeted amounts are justified for each budget period.4. The master budget is a collection budgets such the sales budget, the production budget, and the direct materials budget.5. The sales or revenue budget is the first budget prepared in the master budget sequence.6. For a manufacturer, the production budget is the second budget prepared. Productionin units is equal to the budgeted sales in units plus the desired ending inventory in units less the beginning inventory in units. Know how to calculate a production budget.7. After the production budget is prepared, direct materials and direct labor budgets are prepared. Know how to calculate direct materials purchases and direct labor requirements.8. Cash collections (receipts) and cash payments (disbursements) budgets provide information for determining the cash balance, the amount of excess cash for investment, and the amount of cash available for capital acquisitions. Know how to calculate cash receipts from sales and cash disbursements for purchases.9. A budget variance is the difference between the budgeted and actual amount.Chapter 10:1. A decentralized business gives decision-making authority to the mangers of its subunits.2. Two advantages of decentralization are better information at the manager level and quicker response time at the manager level. Additionally, decentralization motivates and trains managers.3. Two disadvantages of decentralization are a duplication of activities at the different subunits and a lack of goal congruence.4. Under responsibility accounting, managers are responsible for the revenues and costs that are under their control. A manager should be accountable for only controllable costs.5. The subunits of a business often are referred to as responsibility centers. Three common responsibility centers are cost centers, profit centers, and investment centers.6. A manager of a cost center is responsible for controlling costs in that subunit. A manager of a profit center is responsible for generating revenues and controlling costs. A manager of an investment center is responsible for investing assets, generating revenues, and controlling costs.7. The return on investment (ROI) is used to evaluate the performance of investment centers. ROI is a better than income as a performance measure for an investment center because it compares the amount of income to the amount of investment.8. However, ROI evaluation can lead to underinvestment when managers reject projects that have returns greater than the required return but that will lower the ROI. Evaluation in terms of profit can lead to overinvestment.9. ROI is income divided by total assets (invested capital). Know how to calculate ROI.10. ROI can be separated into a sales margin component and capital (investment) turnover component.11. Sales margin is income divided by sales. Know how to calculate profit margin.12. Capital (Investment) turnover is sales divided by total assets (invested capital). Know how to calculate the capital turnover.13. Residual income is the net operating income less the required profit.Know how to calculate residual income.14. The balanced scorecard is another method to evaluate performance. The balanced scorecard considers financial, customer, internal process and growth measures.15. Flexible budgets can be adjusted for various activity or production levels16. Managers use the principle of management by exception to investigate the difference between projected results and actual results. Under management by exception, minor differences are not investigated.Chapter 11:1. Standards are costs that a business sets as goals. Standards can be set for direct materials, direct labor, and manufacturing overhead.2. Attainable standards are goals that can be reached with reasonable effort. Attainable standards are not set on perfect performance.3. A budgeted cost can be calculated by multiplying the standard cost by the number of budgeted units.4. Generally, manufacturers set standards for price and quantity for direct materials andfor rate and efficiency for direct labor.5. Cost variances are the difference between the standard cost and the actual cost.6. If the actual cost is greater than the standard cost, the variance is unfavorable. If the actual cost is less than the standard cost, the variance is favorable.7. A volume variance results from an actual production that is different from the estimated production level.8. Different departments have responsibility for the different variances. For example, the Purchasing Department usually would be responsible for the direct materials price variance.Chapter 12:1. Capital expenditures decisions also are called capital budgeting decisions or capital investment decisions. These decisions involve the acquisition of long-term assets.2. Both the net present value method and the internal rate of return method use the time value of money in the evaluation of capital investments.3. The net present value method is the sum of the present values of the cash inflows and cash outflows from an investment.4. A positive net present value indicates that the rate of return is greater than the required rate of required.5. The internal rate of return is the rate of return that results in a net present value of zero.6. If the internal rate of return is greater than the required rate of return (the cost of capital), the investment should be accepted.7. The payback period is the length of time needed to recover the cost of an investment. Know how to calculate the payback period8. The payback method does not use the time value of money and does not consider cash flows after the payback date.Chapter 14:1. Financial statement analysis provides information for decision-making. The information can be used to control operations, to assess the appearance of the company toinvestors or creditors, and to assess the financial condition of vendors, customers, and business partners.2. The Balance Sheet reports assets, liabilities, and owners’ equity. The Income Statement reports revenues and expenses. The Statement of Cash Flows reports cash inflows and outflows from operating, investing, and financing activities.3. Horizontal analysis computes the change in each financial statement item both indollar amount and percentage change. Using comparative financial statements, the amount of change is divided by the base year amount to determine the percentage change.4. Vertical Analysis highlights the relationship between the items on a financial statement on a percentage basis. On the balance sheet, total assets (or total stockholders' equity and liabilities) are set at 100%. Net sales or net revenue is set at 100% on the income statement. All items on a statement are divided by the 100% standard for that statement. Thus, a common-size statement is produced.5. Earnings per share is a profitability ratio. Earnings per share is calculated by dividing the net income less preferred dividends by the number of shares of outstanding common Stock6. Another profitability ratio, the price-earnings ratio, is the multiple of earnings that an investor pays for the stock. Earnings per share is calculated by dividing the market price per share divided by the earnings per share.7. Gross profit (gross margin) is equal to net sales less the cost of goods sold. The gross profit (gross margin) percentage is equal to gross profit (gross margin) divided by net sales.8. Turnover ratios are used to evaluate how efficiently assets are used. A higher number indicates a faster turnover and more efficiency.9. The accounts receivable turnover is determined by dividing net credit sales by average accounts receivable and the inventory turnover is determined by dividing cost of goods sold by average inventory.10. The current ratio, the quick ratio, and the debt-to-equity ratio are all debt related ratios that indicate the financing structure of the business and its ability to pays its debts. 11. The current ratio is equal to current assets divided by current liabilities.。
unit Introduction to Managerial Accounting
unit 15 Introduction to Managerial AccountingUnit 15Introduction to Managerial AccountingManagerial Accounting is 8><#004699'>a field of accounting that provides economic and financial information for managers and other internal users.<#004699'>A company may use it to analyze past, control present, plan future and participate in decision-making for the purpose of achieving the goal of profit maximization based on sound internal management.Ⅰ. Managerial Accounting vs Financial AccountingSimilarityEach field of accounting deals with the economic events of an enterprise.For example, cost.Unit cost of manufacturing <#004699'>a product;Total cost of goods manufactured and soldBoth managerial accounting and financial accounting require that the results of an entity’s economic events should be quantified and be communicated to interested parties.Ⅰ. Managerial Accounting vs Financial AccountingInternal audit within the businessIndependent audit by CPAAuditingFrequent internal reports suitable for management needsGenerally prepared regularly at the end of each accounting period FrequencyRelevantly accurate information. Timeliness, pertinence, applicability are stressed.Highly condensed information of company as <#004699'>a wholeInformationGo beyond GAAP and meet internal needsFollowing GAAPPrincipleSpecifically for internal decision-making and forecasting, etc.General information for all users about the past historical transactionsPurposesInternal users such as managers and employees.External users, such as stockholders, creditors, customers, and regulatory agenciesMain usersManagerial AccountingFinancial AccountingⅡ. Managerial Accounting and Decision-makingManagement accountant has <#004699'>a wide range of responsibility involving professional knowledge and skill in the preparation and the presentation of information to all levels of management in the organization structure.ManagementPlanningDirectingMonitoring &ControllingStrategyPositioningBudgetingCostingProductionSpecialanalysis1. PlanningPlanningStrategyPositioningBudgetingPlanning requires management to look into the future to establish objectives.(1) Strategy<#004699'>A business usually spends <#004699'>a great deal of management time and effort to develop its strategy because of its importance.Specific strategy generally included three categories: mission, goal, objective. They are based on core value.StrategyPositioningBudgetingMissionGoalObjectiveCorevaluesCorevaluesMission: organization’s purpose and direction. <#004699'>A mission is <#004699'>a very big, long-term end-result or achievement.Goals: They are the ends toward which effort and action are directed or coordinated.Objectives: Specific objectives make sure strategies are achieved guided and correctly. SMART RuleCore values: the key rules that the business will apply with include fair trade, ethics, customer service, employment, environmental awareness, etc.University of Washington School of Public Health (SPH)Mission:To promote population health, prevent illness, disability, and injury, and ensure efficient, effective, and equitable health care systems through education, research, and service.Goals:Educate innovative, effective, and culturally competent public health researchers, faculty, and practitioners.Advance knowledge in the public health sciences through research and discovery.Contribute to sound public health policies and increase the recognition of the importance of public health through dissemination and community collaboration.Objectives<#004699'>a. Educate innovative, effective, and culturally competent public health researchers, faculty, and practitioners.Recruit and retain outstanding faculty in the range of disciplines and specialities consistent with SPH’s mission.Recruit graduate and undergraduate students of the highest academic capabilities who are committed to public health.Provide <#004699'>a multicultural setting for public health learning.Provide excellent educational programs and opportunities.Apply innovative pedagogical methods to enhance teaching and learning.Promote lifelong learning.Value:Objectivity and professional integrity in research, education, and serviceCreativity and interdisciplinary approaches in solving local,national, and global public health problemsPursuit of knowledge to better understand human health, environmental health, and their interconnectionsScientifically rigorous evaluation of evidence to inform public health recommendationsBuilding partnerships between academic public health and communities to improve human and environmental healthCompassion, equity, and social justice in defi ning and addressing healthExpanded opportunities for learning beyond the classroom to individual mentorship and applied experience in the community Educational outreach to the public health workforceRespect for and inclusion of diverse values, beliefs, and cultures in research and teachingVigilance to recognize and forecast threats to public health ?XYZ companyMission - To make the XYZ company largest seller of premium candy Objectives/Goals - Achieve share of market leadership in the premium candy segment.?????- Be known as the most expensive candy, but worth it.Strategy - Convince consumers that XYZ candy is the best premium candy by associating with high-end people and entities.(2) PositioningIt helps put the organization in an optimal place to achieve and realize its goals.Positioning is <#004699'>a sophisticated step which will depend on the gathering and evaluating accounting information.PlanningStrategyPositioningBudgetingIdentifying <#004699'>a market niche for <#004699'>a brand, product or service utilizing traditional marketing placement strategies (i.e. price, promotion, distribution, packaging, and competition).(1)Cost/Volume/Profit Analysis(2)Global trade and transportation(3)Branding/Pricing/Sensitivity/Competition(3) BudgetingIt is also <#004699'>a critical element.It outlines the financial limit within which an organization can operate.PlanningStrategyPositioningBudgeting弹性预算指在成本习性分析的基础上，以业务量、成本和利润之间有规律的依存关系为依据，按照预算期可预见的各种业务量水平编制能够适应多种情况的预算方法。
管理会计英文版
5000
2500
Manufactures
1000 Fuels and mining products
500
Agricultural products
250
100
1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005
Source: World Trade Organization, International Trade Statistic 2010
• Identify job descriptions as either line or staff positions.
• Explain the concepts of lean production: Six Sigma, e-commerce, enterprise systems, and enterprise risk management. • Explain the importance of ethical standards in an advanced economy.
1-11
1.1 Information needs of managers and other users
1. Background
• Globalization –> More competition – >Timely, up to date, and relevant information needed
• For final exam • 15 MCQs 30 points • 5-6 Calculation questions 70 points
1-3
Main Contents of MA1
managerial acct chapter 11
= AQP x (AP – SP)
• DM Quantity Variance
= SP x (AQU – SQA)
18
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice ute DL variances
19
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Direct Labor Variances
• Comprised of
– Direct Labor Rate Variance – Direct Labor Efficiency Variance
Direct Material Variances
• Comprised of
– Direct Materials Price Variance – Direct Materials Quantity Variance
15
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
34,875
34,100
775 U
85,200
77,500
7,700 U
11
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Objective 2
Compute and evaluate direct material variances
3
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
chap10[管理成本会计]CGAMA1ManagerialAccounting
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McGraw-Hill/IErdwuincation (Asia)
Garrison, Noreen, Brewer, Cheng & Yuen
Slide 4
Advantages of Budgeting
Communicate plans
Define goals and objectives
Coordinate activities
Participative budget )
Top-down budgeting
Top Management
Top Management
Middle Management
Middle Management
Lower-level Management
McGraw-Hill/IErdwuincation (Asia)
Garrison, Noreen, Brewer, Cheng & Yuen
Slide 14
Budget Lapsing: Potential Problem & Solution
• Budget lapsing can cause undesired behavior effects. For example, managers may wastefully spend their entire budget before the end of the period in order to avoid budget cuts.
2. Budget estimates prepared by front-line managers are often more accurate than estimates prepared by top managers.
Managerial Accounting Canadian Edition (10)
6
CHAPTER
10
Budgeting Basics
Length of Budget Period
May be prepared for any period of time
• Most common - one year • Supplement with monthly and quarterly budgets • Different budgets may cover different time periods
MANAGERIAL ACCOUNTING
Tools for Business Decision-Making
Third Canadian Edition
Weygandt-Kimmel-Kieso-Aly
Prepared by: Jerry Zdril, CGA
CHAPTER
10
10
1. 2. 3. 4.
Overall goal - produce a budget considered fair and achievable by managers while still meeting corporate goals Risk of unreliable budgets greater when they are “topdown”
13
Copyright John Wiley & Sons Canada, Ltd.
CHAPTER
10
Budgeting Basics
Budgeting and Long-Range Planning
管理会计第14版(charles 查尔斯)英文影印版课后答案
COVERAGE OF LEARNING OBJECTIVESManagerial Accounting and the Business Organization1-A1 (10-15 min.)Because the accountant's duties are often not sharply defined, some of these answers could be challenged:1. Attention directing and problem solving. Budgeting involves makingdecisions about planned activities -- hence, aiding problem solving.Budgets also direct attention to areas of opportunity or concern --hence, directing attention. Reporting against the budget also has ascorekeeping dimension.2. Problem solving. Helps a manager assess the impact of a decision.3. Scorekeeping. Reports on the results of an operation. Could also beattention direction if scrap is an area that might require management decisions.4. Attention directing. Focuses attention on areas that need attention.5. Attention directing. Helps managers learn about the informationcontained in a performance report.6. Scorekeeping. The statement merely reports what has happened.7. Problem solving. The cost comparison is apparently useful becausethe manager wishes to decide between two alternatives. Thus, it aids problem solving.8. Attention directing. Variances point out areas where results differfrom expectations. Interpreting them directs attention to possiblecauses of the differences.9. Problem solving. Aids a decision about where the parts should bemade.10. Scorekeeping. Determining a depreciation schedule is simply anexercise in preparing financial statements to report the results ofactivities.1. Budgeted Actual DeviationsAmounts Amounts or Variances Room rental $ 140 $ 140 $ 0Food 800 1,008 208UEntertainment 600 600 0Decorations 220 190 30FTotal $1,760 $1,938 $178U2. Because of the management by exception rule, room rental andentertainment require no explanation. The actual expenditure forfood exceeded the budget by $208. Of this $208, $150 is explained by attendance of 15 persons more than budgeted (at a budget of $10 per person) and $58 is explained by expenditures above $10 per person.Actual expenditures for decorations were $30 less than the budget. If all desired decorations were purchased, the decorations committee should be commended for their savings.1-A3 (10 min.)All of the situations raise possibilities for violation of the integrity standard. In addition, the manager in each situation must address an additional ethical standard:1. The General Mills manager must respect the confidentiality standard.He or she should not disclose any information about the new cereal.2. Roberto must address his level of competence for the assignment. Ifhis supervisor knows his level of expertise and wants an analysisfrom a “layperson” point of view, he should do it. However, if thesupervisor expects an expert analysis, Roberto must admit his lackof competence.3. The objectivity standard should cause Helen to decline to omit theinformation from her budget. It is relevant information, and itsomission may mislead readers of the budget.Because the accountant’s duties are often not sharply defined, some of these answers could be challenged:1. Scorekeeping. Records events.2. Scorekeeping. Simply recording of what has happened.3. Problem solving. Helps a manager decide between alternatives.4. Attention directing. Directs attention to the use of overtime labor.5. Problem solving. Provides information to managers for decidingbetween alternatives.6. Attention directing. Directs attention to why nursing costs increased.7. Attention directing. Directs attention to areas where actual resultsdiffered from the budget.8. Problem solving. Helps the vice-president to decide which course ofaction is best.9. Scorekeeping. Records costs in the department to which theybelong.10. Scorekeeping. Records actual overtime costs.11. Attention directing. Directs attention to stores with either high or lowratios of advertising expenses to sales.12. Attention directing. Directs attention to causes of returns of the drug.13. Attention directing or problem solving, depending on the use of theschedule. If it is to identify areas of high fuel usage it is attentiondirecting. If it is to plan for purchases of fuel, it is problem solving. 14. Problem solving. Provides information for deciding between twoalternative courses of action.15. Scorekeeping. Records items needed for financial statements.1 & 2. Budget Actual VarianceSales $75,000 $74,860 $ 140UCosts:Fireworks $35,000 $39,500 $4,500ULabor 15,000 13,000 2,000FOther 8,000 8,020 20UProfit $17,000 $14,340 $2,660U3. The cost of fireworks was $4,500 ÷ $35,000 = 13% over budget. Didfireworks suppliers raise their prices? Did competition cause retailprices to be lower than expected? There should be someexplanation for the extra cost of fireworks. Also, the labor cost was$2,000 ÷ $15,000 =13% below budget. It would be useful to discover why this cost was saved. Both sales and other costs were very close to budget.1-B3 (10 - 15 min.)1. Treasurer. Analysts affect the company's ability to raise capital,which is the responsibility of the treasurer.2. Controller. Advising managers aids operating decisions.3. Controller. Advice on cost analysis aids managers' operatingdecisions.4. Controller. Divisional financial statements report on operations.Financial statements are generally produced by the controller'sdepartment.5. Treasurer. Financing the business is the responsibility of thetreasurer.6. Controller. Tax returns are part of the accounting process overseenby the controller.7. Treasurer. Insurance, as with other risk management activities, isusually the responsibility of the treasurer.8. Treasurer. Allowing credit is a financial decision.1-1 Decision makers within and outside an organization use accounting information for three broad purposes:1. Internal reporting to managers for planning and controllingoperations.2. Internal reporting to managers for special decision-making and long-range planning.3. External reporting to stockholders, government, and other interestedparties.1-2 The emphasis of financial accounting has traditionally been on the historical data presented in the external reports. Management accounting emphasizes planning and control purposes.1-3 The branch of accounting described in the quotation is management accounting.1-4 Scorekeeping is the recording of data for a later evaluation of performance. Attention directing is the reporting and interpretation of information for the purpose of focusing on inefficiencies of operation or opportunities for improvement. Problem solving presents a concise analysis of alternative courses of action.1-5 GAAP applies to publicly issued annual financial reports. Internal accounting reports are not restricted by GAAP.1-6 Yes, but it covers more than that. The Foreign Corrupt Practices Act applies to all publicly-held companies and covers the quality of internal accounting control as well as bribes and other matters.1-7 Users cannot easily observe the quality of accounting information. Thus, they rely on the integrity of accountants to be sure the information is accurate. Information that is unreliable is worthless, so if accountants do not have a reputation for integrity, the information they produce will not have value.1-8 Three examples of service organizations are banks, insurance companies, and public accounting firms. Such organizations tend to be labor intensive, have outputs that are difficult to define and measure, and have both inputs and outputs that are difficult or impossible to store.1-9 Two considerations are cost-benefit balance and behavioral effects. Cost-benefit balance refers to how well an accounting system helps achieve management's goals in relation to the cost of the system. The behavioral consideration specifies that an accounting system should be judged by how it will affect the behavior (that is, decisions) of managers.1-10 Yes. The act of recording events has become as much a part of operating activities as the act of selling or buying. For example, cash receipts and disbursements must be traced, and receivables and payables must be recorded, or else gross confusion would ensue.1-11 A budget is a prediction and guide; a performance report is a tabulation of actual results compared with the budget; and a variance reconciles the differences between budget and actual.1-12 No. Management by exception means that management spends more effort on those areas that seem to be out of control and less on areas that are functioning as planned. This method is an efficient way for managers to decide where to put their time and effort.1-13 No. There is no perfect system of automatic control, nor does accounting control anything. Accounting is a tool used by managers in their control of operations.1-14 Information that is relevant for decisions about a product depends on the product's life-cycle stage. Therefore, to prepare and interpret information, accountants should be aware of the current stage of a product's life cycle.1-15 The six functions are: (1) research and development – generation and experimentation with new ideas; (2) product and service process design – detailed design and engineering of products; (3) production – use of resources to produce a product or service; (4) marketing - informing customers of the value and features of products or services; (5) distribution – delivering products or services to customers; and (6) customer service –support provided to customers.1-16 No. Not all of the functions are of equal importance to the success of a company. Measurement and reporting should focus on those functions that enable a company to gain and maintain a competitive edge.1-17 Line managers are directly responsible for the production and sale of goods or services. Staff managers have an advisory function – they support line managers.1-18 Management accountants are the information specialists, even in non-hierarchical companies. However, in such companies they are more directly involved with managers and are often parts of cross-functional teams.1- 19 A treasurer is concerned mainly with the company's financial matters, the controller with operating matters. In large organizations, there are sufficient activities associated with both financial and operating matters to justify two separate positions. In a small organization the same person might be both treasurer and controller.1-20 The four parts of the CMA examination are: (1) economics, finance, and management, (2) financial accounting and reporting, (3) management reporting, analysis, and behavioral issues, and (4) decision analysis and information systems.1-21 This is not true. About one-third of CEOs come from finance or accounting backgrounds. Accounting is excellent preparation for top management positions because accountants are often exposed to many parts of the company early in their careers.1-22 Changes in technology are affecting how accountants operate. They must be able to account for e-commerce transactions efficiently and safely, they often must integrate their accounting systems into ERP systems, and an increasing number are beginning to use XBRL to communicate information electronically.1-23 The essence of the just-in-time philosophy is the elimination of waste, accomplished by reducing the time products spend in the production process and trying to eliminate the time spent in processes that do not add value to the product.1-24 Moving tools and products that are in process from one location to another in a plant is an activity that does not add value to the product. So changing the plant layout to eliminate wasted movement and time improves production efficiency.1-25 The four major responsibilities are: (1) competence - develop knowledge; know and obey laws, regulations, and technical standards; and perform appropriate analyses, (2) confidentiality - refrain from disclosing or using confidential information, (3) integrity - avoid conflicts of interest, refuse gifts that might influence actions, recognize limitations, and avoid activities that might discredit the profession, and (4) objectivity - communicate information fairly, objectively, and completely, within confidentiality constraints.1-26 Standards do not always provide the needed guidance. Sometimes an action borders on being unethical, but it is not clearly an ethical violation. Other times two ethical standards conflict. In situations such as these, accountants must make ethical judgments.1-27 (5-10 min.)Typical activities associated with the treasurer function include:❑Provision of capital❑Investor relations❑Short-term financing❑Banking and custody❑Credits and collections❑Investments❑Risk managementTypical activities associated with the controller function include:❑Planning for control❑Reporting and interpreting❑Evaluating and consulting❑Tax administration❑Government reporting❑Protection of assets❑Economic appraisal1-28 (5-10 min.)Activities 2, 4, 5, and 6 are primarily associated with marketing decisions. The management accountant would assist in these decisions as follows: Boeing Company’s pricing decision requires cost data relevant to the new method of distributing spare parts. will need to know the costs of the advertising program as well as the additional costs of other value chain functions resulting from increased sales. TexMex Foods will need to know the incremental revenues and incremental costs associated with the special order. Target Stores needs to know the impact on both revenues and costs of closing one of its stores.Activities 1, 7, and 8 are primarily associated with production decisions. The management accountant would assist in these decisions as follows. Porsche Motor Company needs an analysis of the costs associated with purchasing the part compared to the costs of making the part. Dell will need to know the costs of the training program and the savings associated with increased efficiencies in the setup and changeover activities. General Motors needs to know the costs and salvage values of the replacement equipment, the proceeds of the sale of the old equipment, and the operating savings associated with the use of the new equipment.1-30 (5 min.)1. Management 4. Management 7. Financial2. Management 5. Management3. Financial 6. Financial1. Performance ReportBudget Actual Variance Explanation Revenues $220,000 $228,000 $8,000 F Additional salesfrom newproducts* Advertising cost 15,000 16,500 (1,500) U New advertisingCampaignNet $6,500 F* From the New Products Report, seven new products were added. This exceeded the plan to add six.2.Factors that may not have been considered include:a.The costs of new products may have exceeded their price.b.Customer satisfaction with new products may not have been partof the new products report.petitors’ reactions to the Starbucks store’s actions may nothave been anticipated.d.External uncontrollable factors such as increases in operatingcosts, adverse weather, changes in the overall economy, newcompetitors entering the market, or key employee turnover mayhave decreased efficiency.1-32 (5 min.)1. Line, support 3. Staff, marketing 5. Staff, support2. Staff, support 4. Line, marketing 6. Line, productionMicrosoft is a company that most students will know and have some understanding of what functions its managers perform. Nevertheless, this may not be an easy exercise for those who have little knowledge of how companies operate.Research & development – Because software companies must continually come out with new products and upgrades to their current products this is a critical function for Microsoft. More than one-fourth of Microsoft’s operating expenses are devoted to R&D.Design of products, services, or processes – For Microsoft the design and R&D process probably overlap considerably. Product design is critical; process design is probably not. One essential part of design is beta testing – that is, field testing of new software. This quality-control step is essential to prevent customer dissatisfaction with new products.Production – Microsoft produces disks and CD-ROMs and the manuals and packaging to go with them. However, they are increasingly delivering software over the Internet, which takes an initial process design and then few resources. It is not likely a major focus for Microsoft.Marketing – Microsoft spends more on sales and marketing than on any other operating expense. Increasing competition in software sales makes marketing essential to the company’s future. This function includes advertising and direct marketing activities, but it also includes activities of the company’s sales force. Distribution – This function is becoming simpler for Microsoft as it delivers more and more software over the Internet. Although the company must stay abreast of competitors in delivery methods, this is not likely to create a major competitive advantage or disadvantage for Microsoft.Customer service – Customer service is important, but Microsoft tries to minimize its costs in this area by product design – making things work right without needing deep computer expertise. Still, poor customer service can severely impact a company, so Microsoft must attend to it.Support functions – Most of the time these are not a major focus. There is one exception recently for Microsoft. Legal support has been front and center. The very future of the company was based on court judgments for which good legal support was essential.The management accountant's major purpose is to provide information that helps line managers in making decisions regarding the planning and controlling of operations. The accountant supplies information for scorekeeping, attention directing, and problem solving. In turn, managers use this and other information for routine and non-routine decisions and for evaluating subordinates and the performance of sub-parts of the organization. Management accountants must walk a delicate line between (1) making sure that managers are properly using the pertinent information and (2) making sure that the managers, not the accountants, are doing the actual managing.1-35(5 min.)Other costs of a poor ethical environment include legal costs and costs due to high employee turnover. Other benefits of a good ethical environment include low employee turnover, low loss from internal theft, and improved customer satisfaction resulting from better quality and service (that result from a more productive work environment).1-36(5 min.)There are numerous examples.“You understand how important it is to record this sale before year end, don’t you?”“Doing it this way is common for all companies in our business, so don’t worry!”“Trust me, the inventory is at the warehouse.”This problem can form the basis of an introductory discussion of the entire field of management accounting.1. The focus of management accounting is on helping internal users tomake better decisions, whereas the focus of financial accounting ison helping external users to make better decisions. Managementaccounting helps in making a host of decisions, including pricing,product choices, investments in equipment, making or buying goods and services, and manager rewards.2. Generally accepted accounting standards or principles affect bothinternal and external accounting. However, change in internalaccounting is not inhibited by generally accepted principles. Forexample, if an organization wants to account for assets on the basisof replacement costs for internal purposes, no outside agency canprohibit such accounting. Of course, this means that organizationsmay have to keep more than one set of records. There is nothingimmoral or unethical about having multiple sets of books, but theyareexpensive. Accounting data are commodities, just like butter or eggs.Innovations in internal accounting systems must meet the samecost-benefit tests that other commodities endure. That is, theirperceived increases in benefits must exceed their perceivedincreases in costs. Ultimately, benefits are measured by whetherbetter decisions are forthcoming in the form of increased net profitsor cost savings.3. Budgets, the formal expressions of management plans, are a majorfeature of management accounting, whereas they are not asprominent in financial accounting. Budgets are major devices forcompelling and disciplining management planning.4. An important use of management accounting information is theevaluation of performance, which often takes the form of comparisonof actual results against budgets, providing incentives and feedback to improve future decisions.5.Accounting systems have an enormous influence on the behavior ofindividuals affected by them. Management accounting is moreconcerned with the likely behavioral effects of various accountingalternatives that may be adopted than is financial accounting.1-38(10 min.)The main point of this question is that cost information is crucial for decisions regarding which products and services should be emphasized or de-emphasized. The incentives to measure costs precisely are far greater when flat fees are being received instead of reimbursements of costs.Note, too, that nonprofit organizations and profit-seeking organizations have similar desires regarding management accounting. Accountability is now in fashion for many purposes, including justification of prices, cost control, and response to criticisms by investors (whether they be donors, taxpayers, or others).When somebody's money is at stake, accounting systems get much love and attention. In a survey of 550 hospitals, hospital financial executives said that improved cost accounting systems "are crucial to responding to changes in hospital payment mechanisms and that better cost information is essential for more profitable and efficient operations." Hospitals will increasingly identify costs by product (type of case), not just by departments.1-39 (10 min.)Paperwork and systems often seem to become ends in themselves. However, the rationale that should underlie systems design is the cost-benefit philosophy or approach that is implied in the quotation. The aim is to get the managers and their subordinates collectively to make better decisions under one system versus another system -- for a given level of costs.Marks & Spencer should look at each of the management accounting reports it produces with an eye toward how it helps managers make better decisions. Does it provide needed scorekeeping? Does it direct attention to aspects of operations that might need altering? Does it provide information for specific management decisions? These types of questions will help identify the benefit of the information in the report.Then the company must consider the cost – not just the cost of collecting the data and preparing the reports, but the cost of educating managers to use the information and the cost of the time to read, digest, and act on the information. Too much information may be costly because it makes it time-consuming (and thus costly) to sift through the reams of information to find the few items that are important. And one cost may be the loss of important information because the total volume of information makes it too difficult to ferret out the important items.1-40(10 min.) Financial information is important in all companies. But how managers get and use financial information can differ depending on the culture and philosophies of the company.Top executives of a company often represent a functional area that is critical to the comparative economic advantage of the company. If technology is crucial, engineers generally hold important executive positions. If marketing differentiates the company from others, marketing executive s usually dominate. But regardless of the source of a company’s competitive advantage, its success will eventually be measured in economic terms. They must attend to financial aspects to thrive and often even to survive.Management accountants must work with the dominant managers in any organization. The modern trend toward use of cross-functional teams places management accountants at the center of the action regardless of what type of managers and executives dominate. Most companies realize that there is a financial dimension to almost every major decision, so they want the financial experts, management accountants, involved in the decisions. But to be accepted as an important part of these teams, the management accountants must know how to help managers in various functional areas. In General Mills, if accountants can’t talk the language of marketing, they will not have great influence. In ArvinMeritor, if they do not understand the information needs of engineers they will not provide value.1-41(10-15 min.)1. Boeing's competitive environment and manufacturing processeschanged greatly during the 1990s. An accounting system that served them well in their old environment would not necessarily be optimal in the 2000s. Boeing's management probably thought that changes in the accounting system were necessary to produce the kind of information necessary to remain competitive.2. A cost-benefit criterion was probably used. Boeing's management maynot have quantified the costs and the benefits, but they certainlyassessed whether the new system would help decisions enough towarrant the cost of the system.Many of the benefits of a better accounting system are hard to measure.They affect many strategic decisions of an organization. Withoutaccurate product costs, management will find it difficult to assess the consequences of their decisions. An accurate accounting system will help to price airplanes and other products competitively.3. More accurate product costs will usually result in better managementdecisions. But if the cost of the accounting system that produces the more accurate costs is too high, it may be best to forego the increased accuracy. The benefit of better decisions must exceed the added cost of the system for a change to be desirable.1-42(10 min.)1. There are many possible activities for each function of Nike's valuechain. Some possibilities are:Research and development -- Determining changes in customers'tastes and preferences for shoes and sportswear to come up withnew products (maybe the next "Air Jordans").Product and service process design -- Design a shoe to meet theincreasing demands of competitive athletes.Production -- Determine where to produce products and negotiatecontracts with the companies producing them.Marketing -- Signing prominent athletes to endorse Nike's products.Distribution -- Select the best locations for warehouses fordistribution to retail outlets.Customer service -- Formulate return policies for products thatcustomers perceive to be defective.2. Accounting information that aids managers' decisions includes:Research and development -- Trends in sales for various products, to determine which are becoming more and less popular.Product and service process design -- Production costs of variousshoe designs.Production -- Measure total costs, including both purchase cost and transportation costs, for production in various parts of the world.Marketing -- The added profits generated by the added sales due toproduct endorsements.Distribution -- Storage and shipping costs for different alternativewarehouse locations.Customer service -- The net cost of returned merchandise, to becompared with the benefits of better customer relations.。
10ManagerialAccounting-Student_财务管理_经管-PPT文档资料
10-14
How a Flexible Budget Works
To
a budget, we need to know that:
Total variable costs change in direct proportion to changes in activity.
Total fixed costs remain
10-33
Performance Reports in Non-Profit Organizations
Non-profit organizations may receive funding from sources other than the sale of goods and services, so
F = Favorable variance that occurs when actual costs are less than budgeted costs.
10-11
Deficiencies of the Static Planning Budget
Larry’s Actual Results Compared with the Planning Budget
50 lawns × $75 per lawn
50 lawns × $30 per lawn
10-32
A Performance Report Combining Activity and Revenue and Spending Variances
$43,000 actual - $41,250 budget
Performance evaluation is difficult when actual activity
管理会计
•Managerial Decision Making
Chapter 3
管理决策的制定 第3章
After studying chapter 3,you should be able to: 学习第3章后，你应该能够：
Distinguish between:区分
Variable costs and fixed costs. 可变成本与固定成本 Short run and long run. 短期运营与长期运营
Managerial Decision Making
Chapter 6
管理决策的制定 第6章
After studying chapter 6, you should be able to:学习第6章后，你应该能够：
Understand the differential principle and know how to identify costs. 理解不同原理以及知道如何区分成本 Describe the major influences of pricing including short-run and long-run decisions. 描述短期与长期定价决策的主要影响 Know what must be covered by prices. 知道价格中必须包括什么 Understand how to base target costs. 理解如何设定目标成本
•Fundamental Concepts 基础概念
After studying chapter 2, you should be able to:学习第2章后，你应该能够：
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Chapter 10 Planning for Capital Investments
Typical Capital Budgeting Decision • Cost reduction decisions Should new equipment be purchased Which model should be purchased Should old equipment be replaced • Expansion Decisions • Lease or Buy Decision
Internal Rate of Return
• Investment divided by Annual Cash Flow equals the Discount Factor. • Use the Discount Factor to find rate in Present Value tables
Net Present Value
• Compute the present value of all expected future cash inflows based on the desired rate of return • Subtract the cost of investment • The result is the Net Present Value • If zero or greater, the investment is acceptable
Payback Period Original Investment divided by the Annual Cash Flow
Accounting Rate of Return
Average Income divided by the Original Investment (or average investment)
3.791 3.791 3.791 1,516,400 1,232,075 1,137,300 1.01 1.03 1.14
Methods of Analyzing Capital Investments • Non-Discounting Methods Payback Period Accounting Rate of Return • Discounting Methods Net Present Value Profitability Index Internal Rate of Return
Profitability Index
• Present Value of Cash Inflows divided by Investment • The higher the index, the more desirable the investment
Example
Investment Desired R of R Life Annual Cash Flow Present Value Factor Present Value Present Value Index #1 1,500,00 10% 5 yrs 400,000 #2 1,200,000 10% 5 yrs 325,000 #3 1,000,000 10% 5 yrs 300,000