管理会计示范性双语课件习题01
管理会计示范性双语课件习题07
管理会计示范性双语课件习题07CHAPTER 7MANAGEMENT ACCOUNTING AND CONTROLSYSTEMS: ASSESSING PERFORMANCE OVER THEVALUE CHAINTRUE/FALSE1. A system is in control if it is on the path to achieving its strategicobjectives.a. Trueb. False2. For the process of control to have meaning, the organization must beable to identify and correct out-of-control situations.a. Trueb. False3. The same basic control process applies to all industries.a. Trueb. False4. One key difference in the control process lies in determining the mostappropriate types of performance measures for each company.a. Trueb. False5. The control function in management accounting focuses on discipliningemployees who do not meet targeted production levels.a. Trueb. False6. The scope of a well-designed management accounting and controlsystem should be on manufacturing rather than on the entire value chain.a. Trueb. False7. A well-designed management accounting and control system shouldprovide a consistent framework across the organization and yet allow flexibility to accommodate the local needs of each division.a. Trueb. False8. Total-life-cycle costing manages costs along the entire value chain.a. Trueb. False9. Deciding how to allocate organizational resources over the life cycle isprimarily determined during the manufacturing stage.a. Trueb. False10. The proportion of costs incurred during each stage of the product lifecycle varies by industry.a. Trueb. False11. Deciding how to allocate resources over the life cycle is usuallydecided once at the beginning of the design phase.a. Trueb. False12. To be profitable, a company must generate revenues to cover costsincurred throughout the entire value chain.a. Trueb. False13. By some estimates, 10-15% of product’s total life costs are committedduring the research, development, and engineering cycle.a. Trueb. False14. Spending more on the design phase of a new product usually reducessubsequent product-related costs.a. Trueb. False15. One goal of target costing is to design costs out of products during theresearch, development, and engineering stage of the product life cycle.a. Trueb. False16. Target costing starts by estimating expected product costs.a. Trueb. False17. Suppliers play a key role in the success of target costing.a. True18. Supply chain management may result in buyers and suppliers sharinginformation about each other’s companies.a. Trueb. False19. Guiding the target costing process is a cross-functional team made upof individuals from within and from outside the organization.a. Trueb. False20. One concern of target costing is that even though the target cost mightbe met, increased development time may cause the product to come late to market.a. Trueb. False21. Target costing uses the total-life-cycle concept by making it a key goalto minimize the cost of ownership.a. Trueb. False22. Target costing is a comprehensive approach to profit planning and costmanagement.a. Trueb. False23. Kaizen costing offers more opportunity to affect change than targetcosting.b. False24. Employee burnout is a problem for Kaizen costing but not for targetcosting.a. Trueb. False25. The goal of target costing is to reduce costs through small, incrementalchanges.a. Trueb. False26. Kaizen costing assumes engineers and managers possess the bestknowledge to improve processes and reduce costs.a. Trueb. False27. Kaizen costing requires relevant financial results to be shared withfront-line employees.a. Trueb. False28. Environmental costing computes the cost effects an organization hason the environment.a. Trueb. False29. Benchmarking partners should be within the same industry.a. TrueMULTIPLE CHOICE30. Which BEST describes the control function in a managementaccounting and control system?a. MACS seeks out areas that are out-of-control for correctiveaction.b. MACS achieves cost reduction targets that are continuallyadjusted downward.c. MACS guides and motivates employees to achieve organizationalobjectives.d. MACS ensures performance standard goals are being met.31. For the process of control to have meaning and credibility, the BESTresponse is:a. the organization must have the ability to correct situations that itidentifies as out-of-controlb. a consistent framework must be applied globally across theorganizationc. reports need to be generated that are both timely and accurated. information must be gathered about the best practices of others32. Which of the following is NOT true regarding a control system?a. A control system includes developing organizational objectivesand executing a plan for implementation.b. A control system includes monitoring the current level ofperformance and comparing it to the planned level of performance.c. The same performance measures apply to all organizations.d. The basic control process applies to all organizations.33. The process of keeping an organization in control consists of thefollowing five stages:a. research and development, design, manufacturing, marketing, andserviceb. research and development, design, manufacturing, distribution,and disposalc. planning, design, manufacturing, marketing, and benchmarkingd. planning, execution, monitoring, evaluation, and correcting34. A management accounting and control system is in control if it is onthe path:a. to achieving its strategic objectivesb. to implementing a planc. to developing objectivesd. to measuring performance35. Which BEST describes the purpose of a management accounting andcontrol system (MACS)?a. A MACS defines the value chain and identifies nonvalue-activities for a business.b. A MACS helps decision makers determine whether strategies andobjectives are being met.c. A MACS offers a system of controls to ensure employees aremeeting predetermined standards.d. A MACS provides a signal for management attention whenareas are out-of-control.36. A well-designed management accounting and control system assessesperformance:a. primarily in the actual production processb. primarily in the research, development, and engineering cyclec. primarily in the post-sales service and disposal cycled. over the entire value chain of activities37. The two major categories of technical considerations for amanagement accounting and control system are:a. design and accuracyb. relevance and scopec. service and timely informationd. development and flexibility38. Relevance of information includes providing all of the followingEXCEPT:a. the most accurate information possibleb. a global framework that can be applied uniquely to eachor unitc. feedback on performance measures in a timely fashiond. different costing methods for each division39. The scope of management accounting and control system technicalconsiderations should include:a. the performance of suppliersb. design activitiesc. the actual production processd. All of the above are correct.40. Information is relevant if:a. it can be applied in a flexible mannerb. it is inaccuratec. it is inconsistentd. it is late41. By some estimates, 80% to 85% of a product’s total life costs arecommitted by decisions made during the __________ cycle.a. research, development, and engineeringb. manufacturingc. post-sale service and disposald. operating42. The characteristic of a management accounting and control system thatallows employees to customize applications for local decisions isreferred to as being:a. timelyb. flexiblec. accurated. in control43. The characteristic of a management accounting and control system thatmeans the language used and the technical methods applied do notconflict within various parts of the organization is referred to as being:a. in controlb. accuratec. consistentd. Kaizen44. For most products, the majority of costs are incurred during the:a. research, development, and engineering cycleb. manufacturing cyclec. post-sale service and disposal cycled. operating cycle45. Facilities layout and just-in-time manufacturing help reduce costsincurred during the:a. research, development, and engineering cycleb. manufacturing cyclec. post-sale service and disposal cycled. operating cycle46. Total-life-cycle costing is the name given to:a. a method of cost planning to reduce manufacturing costs totargeted levelsb. the process of examining each component of a product todetermine whether its cost can be reducedc. the process of managing all costs along the value chaind. a system that focuses on reducing costs during the manufacturingcycle47. Deciding how to allocate resources over the life cycle usually is:a. decided once at the beginning of the design phaseb. not known until the beginning of the manufacturing cyclec. part of product developmentd. an iterative process over the life of the product48. Total-life-cycle costing is the process of managing costs within:a. research, development, and engineering, manufacturing, andpost-sale service and disposalb. market research, product design, and product developmentc. planning, monitoring, and correctingd. timeliness, consistency, and flexibility49. The service cycle consists of the following stages:a. market research, product design, and product developmentb. research, development, and engineering, manufacturing, and post-sale service and disposalc. selling price, target profit, and target costd. rapid growth, transition, and maturity50. An understanding of total-life-cycle costs can lead to:a. additional costs during the manufacturing cycleb. less need for the evaluation of opportunity costsc. cost effective product designs that are easier to serviced. mutually beneficial relationships between buyers and sellers51. Emerging customer needs are assessed and ideas generated for newproducts during the __________ stage of research, development, and engineering.a. market researchb. product designc. product developmentd. service52. Total-life-cycle costing is particularly important when:a. the development period for research, development, andengineering is short and inexpensiveb. there are significant nonproduction costsc. most costs are locked in during productiond. a low percentage of costs are incurred before any revenues arereceived53. The best chance of incorporating engineering flexibility is during the:a. research, development, and engineering cycleb. manufacturing cyclec. post-sale service and disposal cycled. operating cycle54. One goal of __________ is to design costs out of products in theresearch, development, and engineering stage.a. cost-plus pricingb. target costingc. Kaizen costingd. traditional costing55. __________ starts with estimated product costs and next determinesthe estimated selling price.a. Standard costingb. Target costingc. Kaizen costingd. Traditional costing56. __________ starts with estimated product costs and next adds theexpected profit margin.a. Cost-plus pricingb. Target costingc. Kaizen costingd. Standard costing57. All of the following are true regarding target costing EXCEPT that:a. improvements are implemented in small, incremental amountsb. customer input is collected continually throughout the targetcosting processc. input is requested from suppliers and distributorsd. a key goal is to minimize costs over the product’s useful life58. All of the following are associated with target costing EXCEPT:a. value engineeringb. target reduction ratesc. supply-chain managementd. cross-functional teams59. Concerns about target costing include all EXCEPT that:a. attention may be diverted away from other company goalsb. excessive pressure is put on suppliersc. development time may decreased. burnout of design engineers occurs60. Target costing differs from traditional costing in all of the followingways EXCEPT:a. target costing collects market research continually throughout thetarget costing process rather than as a single eventb. target costing uses the total-life-cycle concept to minimizeownership costsc. traditional costing spends less time on product specification anddesignd. traditional costing uses cross-functional teams to guide theprocess61. Target costing is:a. used for short-term pricing decisionsb. one form of cost-plus pricingc. where the selling price estimate is based on the customers’perceived value of the productd. where the relevant costs are all variable costs62. Relevant costs for target pricing include:a. variable manufacturing costsb. variable manufacturing and variable nonmanufacturing costsc. all fixed costsd. all future costs, both variable and fixed63. Place the following steps for the implementation of target costing inorder:A = Derive a target costB = Develop a target selling priceC = Perform value engineeringD = Determine target profit margina. B D A Cb. B A D Cc. A D B Cd. A B C D64. Value engineering may result in all of the following EXCEPT:a. improved product designb. changes in materials specificationsc. increases in the quantity of nonvalue-added cost driversd. the evaluation of all business functions within the value chain65. To design costs out of products is a goal of:a. cost-plus pricingb. target costingc. kaizen costingd. peak-load costing66. The product strategy in which companies first determine the price atwhich they can sell a new product and then design a productthat can be produced at a low enough cost to provide adequate operating income is referred to as:a. cost-plus pricingb. target costingc. kaizen costingd. full costingTHROUGH 70.After conducting a market research study, Schultz Manufacturing decided to produce a new interior door to complement its exterior door line. It is estimated that the new interior door can be sold at a target price of $60. The annual target sales volume for interior doors is 20,000. Schultz has a 20% expected return on sales target.67. What are target sales revenues?a. $960,000b. $2,000,000c. $1,200,000d. None of the above is correct.68. What is the target profit margin?a. $240,000b. $300,000c. $192,000d. $180,00069. What is the target cost?a. $900,000b. $960,000c. $1,260,000d. $1,008,00070. What is the target cost for each interior door?a. $48b. $58c. $60d. $45THROUGH 73.Dennis’ TV currently sells small televisions for $180. It has costs of $140.A competitor is bringing a new small television to market that will sell for $150. Management believes it must lower the price to $150 to compete in the market for small televisions. Marketing believes that the new price will cause sales to increase by 10%, even with a new competitor in the ma rket. Dennis’ sales are currently 100,000 televisions per year.71. What is the change in profit margin if Marketing is correct and onlythe sales price is changed?a. $1,100,000b. $300,000c. $(1,100,000)d. $(2,900,000)72. What is the new target cost if profit margin is 25% of sales?a. $37.50b. $45.00c. $112.50d. $135.0073. What is the target cost if the company wants to maintain its sameprofit margin and Marketing is correct?a. $112.50b. $113.64c. $123.34d. $140.0074. __________ focuses on reducing costs during the manufacturingstage.a. Cost-plus pricingb. Target costingc. Kaizen costingd. Traditional costing75. All below are true regarding Kaizen costing EXCEPT that:a. cost-variance analysis compares target Kaizen costs with actualcost reduction amountsb. cost reductions apply to all variable costsc. workers are assumed to have the best knowledge to improveprocesses and reduce costsd. cost reduction targets are set and applied on an annual basis76. Concerns about Kaizen costing include:a. radical process improvementsb. excessive pressures are put on employeesc. focus is on the overall systemd. grace periods may be granted77. All of the following are associated with Kaizen costing EXCEPT:a. target reduction rateb. supply-chain managementc. cost reductions during manufacturingd. small monthly cost reductionsTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 78AND 79.Dan and Donna Enterprises are using the Kaizen approach to budgeting for 2005. The budgeted income statement for January 2005 is as follows: Sales (84,000 units) $500,000Less: Cost of goods sold 300,000Gross margin 200,000Operating expenses (includes $50,000 of fixed costs) 150,000 Operating income $ 50,000Under the Kaizen approach, cost of goods sold and variable operating expenses are budgeted to decline by 1% per month.78. What is budgeted cost of goods sold for March 2005?a. $294,030b. $294,000c. $300,000d. $297,00079. What is budgeted gross margin for March 2005?a. $196,020b. $198,000c. $204,020d. $205,97080. Environmental costing includes all below EXCEPT:a. target reduction ratesb. selecting suppliers with matching environmental philosophiesc. disposing of waste productsd. addressing post-sale disposal issues81. Benchmarking partners:a. have to be of equal sizeb. are most likely to be industry leadersc. have to be within the same industryd. have to trust each other。
(完整版)管理会计课后习题学习指导书习题答案(第一章)
第一章课后习题一、思考题1.从管理会计定义的历史研究中你有哪些思考和想法？答：从管理会计定义的历史研究中我发现，管理会计的概念是随着历史的发展不断完善的，因为在历史进程中，人们会发现原有概念的不足，进而不断去修改完善，这才有了现在的管理会计。
这也启发了我们，要善于发现问题，去思考，解决问题。
2.经济理论对管理会计的产生和发展有哪些重要影响？你从中得到了什么启示？答：社会经济的发展和经济理论的丰富，使得管理会计的理论体系逐渐完善，内容更加丰富，逐步形成了预测、决策、预算、控制、考核、评价的管理会计体系。
由于市场竞争的日趋激烈，人们认识到对外部环境的准确决策就是不可能的，企业的计划必须以外部环境的变化为基础，更加留心市场变化的动态，更加密切关注竞争对手。
与此相适应，战略管理的理论有了长足的发展。
这启示了我们，要细心观察，因地制宜，适应变化莫测的外部环境，进行自身调整。
同时，实践出真知，只有经过了实践考验理论才是好理论。
3.科学管理理论对现代管理会计有哪些重要影响？这些影响在管理会计的不同发展阶段是如何表现的？答：现代管理科学为管理会计的形成奠定了一定的基础。
在以成本控制为基本特征的管理会计阶段，古典组织理论特别是科学管理理论的出现促使现代会计分化为财务会计和管理会计，现代会计的管理职能得以表现出来。
该阶段，管理会计以成本控制为基本特征，以提高企业的生产效率和工作效率为目的，其主要内容包括标准成本、预算控制、差异分析。
在以预测、决策为基本特征的管理会计阶段，以标准成本制度为主要内容的管理控制继续得到了强化并有了新的发展。
责任会计将行为科学的理论与管理控制的理论结合起来，不仅进一步加强了对企业经营的全面控制（不仅仅是成本控制），而且将责任者的责、权、利结合起来，考核、评价责任者的工作业绩，从而极大地激发了经营者的积极性和主动性。
社会经济的发展和经济理论的丰富，使得管理会计的理论体系逐渐完善。
4.什么是价值链分析？价值链分析的目的是什么？答：价值链分析是指将一个企业的经营活动分解为若干战略性相关的价值活动，每一种价值活动都会对企业的相对成本产生影响，进而成为企业采取差异化战略的基础。
{财务管理财务会计}管理会计示范性双语讲义习题
{财务管理财务会计}管理会计示范性双语讲义习题CHAPTER1MANAGEMENTACCOUNTING:INFORMATIONTHATCREATESVALUE TRUE/FALSE1.Managementaccountinggathersshort-term,long-term,financial,andnonfinancialinformation.a.Trueb.False2.Managementaccountinginformationgenerallyreportsontheorganizationas awhole.a.Trueb.Falsepanieshavetofollowstrictguidelineswhendesigningamanagementacco untingsystem.a.Trueb.False4.Agoodmanagementaccountingsystemisintendedtomeetspecificdecision-makingneedsatalllevelsintheorganization.a.Trueb.False5.Duringthehistoryofmanagementaccounting,innovationsweredevelopedto addressthedecision-makingneedsofmanagers.a.Trueb.False6.Akeyelementinanyorganization’sstrategyistoidentifyitstargetcustomersandtodeliverwhatthosetargetcustomerswant.a.Trueb.False7.Thevaluepropositionhasonlytwoelements:costandquality.a.Trueb.False8.Qualityisthedegreeofconformancebetweenwhatthecustomerispromisedan dwhatthecustomerreceives.a.Trueb.False9.Recently,thedemandforimprovedmanagementaccountingandcontrolinfor mationwithinmanufacturingfirmshasalsooccurredinserviceorganizations.a.Trueb.False10.Recently,thepetitiveenvironmentforbothmanufacturingandservicepanies hasbeefarmorechallenginganddemanding.a.Trueb.False11.Servicepaniesareverysimilartomanufacturingpaniesinmayways,includingt hefactthatmanyemployeeshavedirectcontactwithcustomers.a.Trueb.False12.Sensitivitytotimelinessandqualityofserviceisespeciallyimportanttoservice organizations.b.Falseernmentandnonprofitorganizations,aswellasprofit-seekingenterprises,arefeelingthepressuresforimprovedperformance.a.Trueb.False14.Managementaccountinginformationallowsmanagerstopareactualandpla nnedcostsandtoidentifyareasandopportunitiesforprocessimprovement.a.Trueb.False15.Managementaccountingcanprovideinformationoncustomersatisfaction.a.Trueb.False16.ROI(returnoninvestment)binestwoprofitabilitymeasurestoproduceasingle measureofdepartmentalordivisionalperformance.a.Trueb.False17.Around1920,centralizedcontrolofdecentralizedoperationswasacplishedb yhavingcorporatemanagersreceivefinancialreportsaboutdivisionaloperation sandprofitability.a.Trueb.False18.Inthelate1990s,littleinterestorattentionwaspaidtoevaluatingmanagement ’sappropriategovernanceandstrategychoices.b.False19.Financialinformationidentifiesandexplainstheunderlyingproblems.a.Trueb.False20.Managementaccountingmeasurescanprovideadvancewarningsofproble ms.a.Trueb.False21.Customersatisfactionisanexampleoffinancialinformation.a.Trueb.False22.Operatingprofitisanexampleofnonfinancialinformation.a.Trueb.Falseanizationalleadershipplaysacriticalroleinfosteringanorganization’s c ultureofhighethicalstandards.a.Trueb.Falsermationisneverneutral;justtheactofmeasuringandreportinginformatio naffectstheindividualsinvolved.a.Trueb.False25.Boundarysystemsarealwaysstatedinpositivetermsthatoutlinemaximumsta ndardsofbehavior.a.Trueb.FalseMULTIPLECHOICE26.Managementaccountinghelpsapanyachieve:a.itsstrategicobjectivesb.itsoperationalobjectivesc.controlandalsosupportsperformanceevaluationd.Alloftheabovearecorrect.27.Whichofthefollowingtypesofinformationareusedinmanagementaccounti ng?a.financialinformationb.nonfinancialinformationrmationfocusedonthelongtermd.Alloftheabovearecorrect.28.Managementaccounting:a.focusesonestimatingfuturerevenues,costs,andothermeasurestoforecastacti vitiesandtheirresultsb.providesinformationaboutthepanyasawholec.reportsinformationthathasoccurredinthepastthatisverifiableandreliabled.providesinformationthatisgenerallyavailableonlyonaquarterlyorannualbasi s29.Whichofthefollowingdescriptorsrefertomanagementaccountinginformati on?a.Itisverifiableandreliable.b.Itisdrivenbyrules.c.Itispreparedforshareholders.d.Itprovidesreasonableandtimelyestimates.30.Whichofthefollowingstatementsreferstomanagementaccountinginformat ion?a.Therearenoregulationsgoverningthereports.b.Thereportsaregenerallydelayedandhistorical.c.Theaudiencetendstobestockholders,creditors,andtaxauthorities.d.Thescopetendstobehighlyaggregate.31.Managementaccountinginformationincludes:a.tabulatedresultsofcustomersatisfactionsurveysb.thecostofproducingaproductc.thepercentageofunitsproducedthatisdefectived.Alloftheabovearecorrect.32.ManagementaccountingreportsMOSTlikelyincludeinformationabout:a.customerplaintsinefortheyearc.totalassetsd.Alloftheabovearecorrect.33.ThepersonMOSTlikelytousemanagementaccountinginformationisa(n):a.bankerevaluatingacreditapplicationb.shareholderevaluatingastockinvestmenternmentaltaxingauthorityd.assemblydepartmentsupervisor34.WhichofthefollowingisNOTafunctionofamanagementaccountingsystem?a.strategicplanningb.financialreportingc.operationalcontrold.productcosting35.FinancialaccountingprovidesthePRIMARYsourceofinformationfor:a.decisionmakinginthefinishingdepartmentb.improvingcustomerservicec.preparingtheinestatementforshareholdersd.planningnextyear’soperatingbudget36.Financialaccounting:a.focusesonthefutureandincludesactivitiessuchaspreparingnextyear'soperati ngbudgetb.mustplywithGAAP(generallyacceptedaccountingprinciples)c.reportsincludedetailedinformationonthevariousoperatingsegmentsoftheb usinesssuchasproductlinesordepartmentsd.ispreparedfortheuseofdepartmentheadsandotheremployees37.ThepersonMOSTlikelytouseONLYfinancialaccountinginformationisa:a.factoryshiftsupervisorb.vicepresidentofoperationsc.currentshareholderd.departmentmanager38.Theaccountingprocessisconstrainedbymandatedreportingrequirementsb yallofthefollowingorganizationsEXCEPTthe:a.InternalRevenueService(IRS)b.InstituteofManagementAccountants(IMA)c.FinancialAccountingStandardsBoard(FASB)d.SecuritiesandExchangeCommission(SEC)forpaniesthatarepubliclytraded39.Historically:a.inthebeginningofthe20th century,theGuildskeptdetailedrecordsofrawmateri alsandlaborcostsasevidenceofproductqualityb.inmedievalEngland,thebasicsofmodernmanagementaccountingemergedw ithstandardsformaterialuse,employeeproductivity,andbudgetsc.inthelate19th century,railroadmanagersimplementedlargeandplexcostingsy stemstoputethecostofdifferenttypesoffreightd.from1400-1600,largeandintegratedpaniessuchasDuPontandGeneralMotors,developed waystomeasurereturnoninvestment40.Ingeneral,itwasnotuntilthe1970sthatmanagementaccountingsystems:a.wereimprovedbecauseofdemandsbytheFASBandtheSECb.stagnatedandprovedinadequatec.startedtodevelopinnovationsincostingandperformance-measurementsystemsduetointensepressurefromoverseaspetitorsd.startedtoaddressthedecision-makingneedsofmanagers41.Allsuccessfulorganizationsmustidentifyandunderstandtheir:a.weaknessesb.petitionc.strategyd.definitionofquality42.Akeyelementofanyorganization’sstrategyisidentifying:a.itspotentialshareholdersb.itstargetcustomersc.petitor’sproductsd.employeeneeds43.Whatanorganizationtriestodelivertocustomersiscalleditsvalueproposition ,whichincludestheelementsof:a.costandqualityb.cost,quality,andfunctionalityandfeaturesc.cost,quality,functionalityandfeatures,andserviced.cost,quality,functionalityandfeatures,service,andindustrystandards44.Thepricepaidbythecustomer,giventheproductfeaturesandpetitor’sprices ,isreferredtoasthe__________elementofthevalueproposition.a.costb.industrystandardsc.qualityd.service45.Thedegreeofconformancebetweenwhatthecustomerispromisedandwhatt hecustomerreceivesisreferredtoasthe__________elementofthevaluepropositio n.a.costb.industrystandardsc.qualityd.service46.Theperformanceoftheproduct,forexample,amealinarestaurantprovidesth edinerwiththelevelofsatisfactionexpectedforthepricepaid,isreferredtoasthe__ ________elementofthevalueproposition.a.functionalityandfeaturesb.industrystandardsc.qualityd.service47.Howthecustomeristreatedatthetimeofthepurchaseisanexampleofthe_____ _____elementofthevalueproposition.a.functionalityandfeaturesb.industrystandardsc.qualityd.service48.Managementaccountingprovides:rmationontheefficiencyoffactorylaborrmationonthecostofservicingmercialcustomersrmationontheperformanceofanoperatingdivisiond.Alloftheabovearecorrect.49.WhichofthefollowinggroupswouldbeLEASTlikelytoreceivedetailedmanag ementaccountingreports?a.stockholdersb.customerservicerepresentativesc.productionsupervisord.vicepresidentofoperations50.Topexecutivesofamulti-plantfirmareLEASTlikelytousemanagementaccountinginformation:a.tosupportdecisionsthatresultinlong-termconsequencesb.toevaluatetheperformanceofindividualplantsc.forstrategicplanningd.foroperationalcontrol51.ManagersofservicedepartmentsneedallofthefollowinginformationEXCEPT:a.efficiencydataonworkperformanceb.qualitydataonworkperformancec.profitabilitydataofthewholepanyd.profitabilitydataoftheservicedepartmentrmationMOSTus efultothe employeewhoassembles thefurnitureincludes:a.adailyreportparingtheactualtimeittooktoassembleapieceoffurnituretothest andardtimeallowedb.amonthlyreportontheportionoffurniturepiecesassembledwithdefectsc.thenumberoffurniturepiecessoldthismonthd.revenueperemployeermationMOSTus efultothe topexecutive includes:a.individualjobsummariesofmaterialsusedb.monthlyfinancialreportsonthepany’sprofitabilitybyproductlinec.timereportssubmittedbyeachemployeed.scheduleddowntimeforroutinemaintenanceonmachines54.AquarterlyreportdisclosingdecliningmarketshareinformationisMOSTusef ulto:a.afront-lineemployeeb.themanagerofoperationsc.thechiefexecutiveofficerd.theaccountingdepartment55.Aweeklyreportparingmachinetimeusedtoavailablemachinetimeisinformat ionMOSTusefulto:a.afront-lineemployeeb.themanagerofoperationsc.thechiefexecutiveofficerd.theaccountingdepartment56.Adailyreportonthenumberofqualityunitsassembledbyeachemployeeisinf ormationMOSTusefulto:a.afront-lineassemblyworkerb.theaccountingdepartmentc.thechiefexecutiveofficerd.thepersonneldepartment57.WhichofthefollowingwouldbeLEASThelpfulforatopmanagerofapany?a.profitabilityreportofthepanyrmationtomonitorhourlyanddailyoperationsc.numberofcustomerplaintsd.operatingexpensesummaryreportedbydepartment58.Recently,increaseddemandformanagementaccountinginformationhasbeen:a.primarilyfrommanufacturingfirmsb.primarilyfromserviceorganizationsc.fromboththemanufacturingandtheserviceindustriesd.anillusion;infact,thedemandformanagementaccountinghaschangedverylitt le59.Managementaccountingcanplayacriticalroleintheserviceindustrybecause ofallthefollowingreasonsEXCEPT:a.firmsmustbeespeciallysensitivetothetimelinessandqualityofcustomerservic eb.manyemployeeshaveverylittlecontactwithcustomersc.customersimmediatelynoticedefectsandadelayinserviced.dissatisfiedcustomersmayneverreturn60.Historically,theNEGLECTofmanagementaccountingintheserviceindustryw asaresultof:a.nonpetitiveenvironmentsb.globalcustomerdemandsc.theswitchtofreemarketeconomiesd.aninfluxofhigher-qualityandlower-pricedproductsfromoverseas61.Currently,managementaccountinginformationwithingovernmentandnon profitorganizationsisingreaterdemandbecause:a.publicandprivatedonorsaredemandingaccountabilityb.citizensarerequestingresponsiveandefficientperformancefromtheirgoverni ngunitsc.morenonprofitorganizationsarepetingforlimitedfundsd.Alloftheabovearecorrect.62.Currently,pressuresforimprovedcostandperformancemeasurementsarebe ingfeltby:a.nonprofitorganizationsernmentalagenciesc.profit-seekingenterprisesd.Alloftheabovearecorrect.63.Financialaccountinginformation:a.providesasignalthatsomethingiswrongb.identifieswhatiswrongc.explainswhatiswrongd.simplysummarizesinformationbutgivesnoindicationthatanythingiswrong64.Decentralizedresponsibilityreferstoallowinglower-levelmanagerstodoallofthefollowingEXCEPT:a.makedecisionswithoutseekinghigherapprovalb.takeadvantageoflocalopportunitiesc.makeperiodicfinancialreportstoupper-managementd.pursueindividualobjectiveseventhoughtheymaynotcontributetotheentirepany65.Thereturnoninvestment(ROI)performancemeasureuses__________toevalua tetheperformanceofoperatingdivisions.a.asinglenumberb.fournumbersc.fivenumbersd.tennumbers66.Thereturnoninvestment(ROI)performancemeasurebines__________toprod uceameasureofdepartmentalperformance.a.twoprofitabilitymeasuresb.twocapitalutilizationmeasuresc.oneprofitabilitymeasureandonecapitalintensitymeasured.twoprofitabilitymeasuresandtwocapitalintensitymeasures67.Allofthefollowingaretrueregardingthereturnoninvestment(ROI)formulade velopedatDupontEXCEPTthat:a.itisthesolemeasuretop-managementutilizestoevaluatewhichdivisionshouldreceiveadditionalcapitalb.itallowspaniestohavecentralizedcontrolwithdecentralizedresponsibilityc.itproducesameasureofdivisionalperformanced.itequals(Operatingine/Sales)x(Sales/Investment) THEFOLLOWINGINFORMATIONAPPLIESTOQUESTIONS68AND69. Thefollowinginformationpertainstothreedivisions: FlowersShrubsTreesSales$15,000$28,000$120,000Operatingine$2,000$2,000$6,000Investment$22,000$40,000$100,00068.WhatisthereturnoninvestmentfortheShrubDivision?a.2.00%b.5.00%c.7.14%d.70.00%69.WhichdivisionismoreprofitablebasedonROI?a.Flowersb.Shrubsc.Treesd.BothFlowersandShrubsareequallymoreprofitablethanTrees.70.Tohelpevaluatemanagement’sappropriategovernanceandstrategicchoic es,organizationshavecalledonmanagementaccountantstodevelop:a.internalcontrolsystemstoprotectassetsfromtheftb.measurestomonitorpliancewithbehaviorthatisconsistentwiththeorganizati on’sbesti nterestsc.systemstoevaluateprofitabilityd.reportstohighlightvariancesfromamountsplanned71.ManagementaccountinginformationisBESTdescribedas:a.providingasignalthatsomethingiswrongb.identifyingandhelpingtoexplainwhatiswrongc.simplysummarizinginformation,butgivingnoindicationthatanythingiswron gd.measuringoverallorganizationalperformance72.Forimprovingoperationalefficienciesandcustomersatisfaction,nonfinancia linformationis:a.criticalb.helpfulc.infrequentlyusedd.unnecessary73.Nonfinancialinformationmightbeusedto:a.improvequalityb.reducecycletimesc.satisfycustomerneedsd.Alloftheabovearecorrect.74.Theactofsimplymeasuringandreportinginformation:a.focusestheattentionofemployeesonthoseprocessesb.divertstheemployee’sattentiontootheractivitiesc.disprovesthesaying“Whatgetsmeasuredgetsmanaged.”d.hasnoeffectonemployeebehavior75.WhichstatementbelowisFALSE?a.“Whatgetsmeasuredgetsmanaged.”b.Peoplereacttomeasurements.c.Employeesspendmoreattentiononthosevariablesthatarenotgettingmeasur ed.d.“IfIcan’tmeasureit,Ican’tmanageit.”76.Whenachangeisintroduced,employeestendto:a.embracethechangeb.beindifferenttothechangec.exhibitnochangeinbehaviord.resistthechange77.TheintroductionofanewmanagementsystemisMOSTlikelytomotivateUNW ANTEDemployeebehaviorwhenitisusedfor:a.evaluationb.planningc.decisionmakingd.coordinatingindividualefforts78.ManagementaccountantsareMOSTlikelytofeeloutsidepressuretofavorabl yinfluencethenumbersfavorablywhentheinformationisusedfor:a.budgetingb.pensationandpromotionsc.continuousimprovementd.productcosting79.FosteringacultureofhighethicalstandardsincludesallofthefollowingEXCEP T:a.followingthegoodexamplesetbyseniormanagementb.municatingtoemployeesabeliefsystemthatinspiresandpromotesmitmentto theorganization’scorevaluesc.followingthegeneralexamplessetbyfront-lineemployeesd.municatingtoallemployeesaboundarysystemthatstateswhatactionswillnot betolerated80.TheInstituteofManagementAccountants(IMA):a.isaprofessionalorganizationofmanagementaccountantsb.isaprofessionalorganizationoffinancialaccountantsc.issuesstandardsformanagementaccountingd.issuesstandardsforfinancialaccountingCRITICALTHINKING/ESSAY81.Describemanagementaccountingandfinancialaccounting.82.Whatisthepurposeofmanagementaccounting?83.Brieflydescribehowmanagersmakeuseofmanagementaccountinginformat ion.84.Describethevaluepropositionandtheelementsthatpriseit.85.Isfinancialaccountingormanagementaccountingmoreusefultoanoperatio nsmanager?Why?86.Whatrolehastheincreasinglypetitivebusinessenvironmentplayedinthedev elopmentofmanagementaccounting?87.Describereturnoninvestment(ROI).Whywasitdeveloped?Whenwasitdevel oped?88.Givetwoexamplesoffinancialinformationandnonfinancialinformation.89.Discussthepotentialbehaviorimplicationsofperformanceevaluation.CHAPTER1SOLUTIONSMANAGEMENTACCOUNTING:INFORMATIONTHATCREATESVALUETRUE/FALSE LO11.aLO12.bLO13.bLO14.aLO15.aLO26.aLO27.bLO28.aLO39.aLO310.aLO311.bLO312.aLO313.aLO314.aLO315.aLO416.bLO417.aLO518.aLO519.bLO520.aLO521.b LO522.bLO623.aLO624.aLO625.bMULTIPLECHOICELO126.dLO127.dLO128.aLO129.dLO130.aLO131.dLO132.aLO133.dLO134.bLO135.cLO136.bLO137.cLO138.bLO139.cLO140.cLO241.cLO242.bLO243.cLO244.aLO245.cLO246.aLO247.dLO348.d LO349.a LO350.d LO351.c LO352.a LO353.b LO354.c LO355.b LO356.aLO357.bLO358.cLO359.bLO360.aLO361.dLO362.dLO463.aLO464.dLO465.aLO466.cLO467.aLO468.bLO469.aLO570.bLO571.bLO572.aLO573.dLO674.aLO675.cLO676.dLO677.aLO678.bLO679.cLO680.aMULTIPLECHOICE68.$2,000/$40,000=5.00%69.$2,000/$22,000=9.09%;$2,000/$40,000=5.00%;$6,000/$100,000=6.00%CRITICALTHINKING/ESSAYLO181.Describemanagementaccountingandfinancialaccounting.Solution:Managementaccountingprovidesinformationtointernaldecisionma kersofthebusinesssuchastopexecutives.Itspurposeistohelpmanagerspredicta ndevaluatefutureresults.Reportsaregeneratedoftenandareusuallybrokendo wnintosmallerreportingdivisionssuchasdepartmentorproductline.Therearen orulestobepliedwithsincethesereportsareforinternaluseonly. Financialaccountingprovidesinformationtoexternaldecisionmakerssuchasinv estorsandcreditors.Itspurposeistopresentafairpictureofthefinancialcondition ofthepany.Reportsaregeneratedquarterlyorannuallyandreportonthepanyasa whole.ThefinancialstatementsmustplywithGAAP(generallyacceptedaccounti ngprinciples).ACPAaudits,orverifies,thattheGAAParebeingfollowed.LO182.Whatisthepurposeofmanagementaccounting?Solution:Managementaccountinggathersshort-termandlong-termfinancialandnonfinancialinformationtoplan,coordinate,motivate,improv e,control,andevaluatesuccessfactorsofanorganization.Managementaccounti ngconvertsdataintousableinformationthatsupportsstrategic,operational,and controldecisionmaking.LO183.Brieflydescribehowmanagersmakeuseofmanagementaccountinginformat ion.Solution:Managersuseaccountinginformationforthreebroadpurposes.ONE:Toplanbusinessoperationsthatincludespreparingstrategiesandbudgets anddeterminingthepricesandcostsofproductsandservices.Apanymustknowt hecostofeachproductandservicetodecidewhichproductstoofferandwhethert oexpandordiscontinueproductlines.TWO:Tocontrolbusinessoperationsthatincludesparingactualresultstothebud getedresultsandtakingcorrectiveactionwhenneeded.THREE:Toevaluateperformance.LO284.Describethevaluepropositionandtheelementsthatpriseit.Solution:Thevaluepropositioniswhatanorganizationtriestodelivertoitstargetc ustomers–itdefinestheorganizationalstrategy. Thefourelementsarecost,quality,functionalityandfeatures,andservice. •Cost isthepricepaidbythecustomer,giventheproductfeaturesandpetitor’s prices.•Quality isthedegreeofconformancebetweenwhatthecustomerispromiseda ndwhatthecustomerreceives.•Functionalityandfeatures referstotheperformanceoftheproduct.Forexamp le:Amealinarestaurantprovidesthedinerwiththelevelofsatisfactionexpectedfo rthepricepaid.•Service isalloftheotherelementsoftheproduct.Forexample:Howthecustom eristreatedatthetimeofthepurchase.LO385.Isfinancialaccountingormanagementaccountingmoreusefultoanoperatio nsmanager?Why?Solution:Managementaccountingismoreusefultoanoperationsmanagerbeca usemanagementaccountingreportsoperatingresultsbydepartmentorunitrath erthanforthepanyasawhole,itincludesfinancialaswellasnonfinancialdatasuch ason-timedeliveriesandcycletimes,anditincludesquantitativeaswellasqualitativedat asuchasthetypeofreworkthatwasneededondefectiveunits.LO386.Whatrolehastheincreasinglypetitivebusinessenvironmentplayedinthedev elopmentofmanagementaccounting?Solution:Thepetitiveenvironmenthaschangeddramatically.Therehasbeenade regulationmovementinNorthAmericaandEuropeduringthe1970sand1980sth atchangedthegroundrulesunderwhichservicepaniesoperated.Inaddition,org anizationsencounteredseverepetitionfromoverseaspaniesthatofferedhigh-qualityproductsatlowprices.Therehasbeenanimprovementofoperationalcont rolsystemssuchthatinformationismorecurrentandprovidedmorefrequently.T henatureofworkhaschangedfromcontrollingtoinforming.Firmsareconcerned aboutcontinuousimprovement,employeeempowerment,andtotalquality.No nfinancialinformationhasbeeacriticalfeedbackmeasure.Finally,thefocusofma nyfirmsisnowonmeasuringandmanagingactivities.LO487.Describereturnoninvestment(ROI).Whywasitdeveloped?Whenwasitdevel oped?Solution:ROI=(operatingine/sales)x(sales/investment) TheROImeasurebinesaprofitabilitymeasure(operatingine/sales)withacapitali ntensitymeasure(sales/investment)toprovideasinglemeasureofdepartmental anddivisionalperformance. ROIwasdevelopedintheearlydecadesofthe1900ssothatseniormanagersatmul ti-divisionaldiversifiedcorporations,suchasDuPontandGeneralMotors,couldeva luatetheoperatingperformanceoftheirdecentralizeddivisions.LO588.Givetwoexamplesoffinancialinformationandnonfinancialinformation. Solution:Financialinformationincludesamountsthatcanbeexpressedindollara mountssuchassales,netine,andtotalassets.Italsoincludesratiospreparedusing financialinformationsuchasincreaseinsales,return-on-sales,andreturn-on-investment. Nonfinancialinformationincludesmeasuresthatarenotexpressedindollaramo unts.Forexample,nonfinancialmeasuresofcustomersatisfactionincludethenu mberofrepeatcustomersorrankedestimatesofsatisfactionlevels.Nonfinancial measuresofproductionqualityincludepercentofon-timedeliveries,thenumberofdefects,productionyield,andcycletimes.LO689.Discussthepotentialbehaviorimplicationsofperformanceevaluation.Solution:Asmeasurementsaremadeonoperationsand,especially,onindividual sandgroups,thebehavioroftheindividualsandgroupsareaffected.Peoplereactt othemeasurementsbeingmade.Theywillfocusonthosevariablesorthebehavior beingmeasuredandspendlessattentiononvariablesandbehaviorthatarenotm easured.Inaddition,ifmanagersattempttointroduceorredesigncostandperfor mancemeasurementsystems,peoplefamiliarwiththeprevioussystemwillresist. Managementaccountantsmustunderstandandanticipatethereactionsofindivi dualstoinformationandmeasurements.Thedesignandintroductionofnewmea surementsandsystemsmustbeacpaniedwithananalysisofthelikelyreactionstot heinnovations.感谢阅读多年企业管理咨询经验，专注为企业和个人提供精品管理方案，企业诊断方案，制度参考模板等欢迎您下载，均可自由编辑。
管理会计示范性双语课件习题02
CHAPTER 2COST MANAGEMENT CONCEPTS AND COST BEHAVIOR TRUE/FALSE1. There is no single definition of cost.a. Trueb. False2. The role of the management accountant is to tailor the cost calculation to fit the currentdecision situation.a. Trueb. False3. A cost that is useful for one decision may not be useful information for another decision.a. Trueb. False4. In most organizations, managing nonmanufacturing costs as well as manufacturing costs isimportant for financial success.a. Trueb. False5. The cost of a customized machine only used in the production of a single product would beclassified as a direct cost.a. Trueb. False6. The wages of a plant supervisor would be classified as a period cost.a. Trueb. False7. The classification of product and period costs is particularly valuable in managementaccounting.a. Trueb. False8. For external reporting, generally accepted accounting principles require that costs beclassified as either flexible or capacity-related costs.a. Trueb. False9. Knowing whether a cost is a period or a product cost helps to estimate total cost at a newlevel of activity.a. Trueb. False10. Flexible costs are always direct costs.a. Trueb. False11. Capacity-related costs vary with the level of production or sales volume.a. Trueb. False12. Currently, most personnel costs are classified as capacity-related costs.a. Trueb. False13. Some capacity-related costs might be classified as direct manufacturing costs.a. Trueb. False14. Capacity-related costs depend on the resources used, not the resources acquired.a. Trueb. False15. Break-even point is NOT an important concept since the goal of business is to make aprofit.a. Trueb. False16. To perform cost-volume-profit analysis, a company must be able to separate costs intocapacity-related and flexible components.a. Trueb. False17. Cost-volume-profit analysis may be used for single-product and multiproduct analysis.a. Trueb. False18. Selling price per unit is $30, flexible cost per unit is $15, and capacity-related cost per unitis $10. When this company operates above the break-even point, the sale of one more unit will increase net income by $5.a. Trueb. False19. A company with sales of $100,000, flexible costs of $70,000, and capacity-related costs of$50,000 will reach its break-even point if sales are increased by $20,000.a. Trueb. False20. In multiproduct situations when the sales mix shifts toward the product with the lowestcontribution margin, the break-even quantity will decrease.a. Trueb. False21. The opportunity cost of a resource is zero if there is excess capacity of that resource.a. Trueb. False22. When a firm maximizes profits it will simultaneously minimize opportunity costs.a. Trueb. False23. Even when the only constraint limiting production is machine time, a company should bemost concerned with maximizing contribution margin per unit.a. Trueb. False24. The time over which a decision maker can adjust capacity is referred to as the short run.a. Trueb. False25. For general customers, the price charged for a product must cover its long-run cost to theorganization.a. Trueb. False26. In recent years, capacity-related costs have increased as a proportion of total manufacturingcosts.a. Trueb. False27. Machine setup costs are usually classified as a business-sustaining activity.a. Trueb. False28. The benefits of classifying activities using the broader framework of unit-related, batch-related, product-sustaining, customer-sustaining, and business-sustaining activities are there are generally more costs that are directly traceable to cost objects.a. Trueb. False29. Product life-cycle costing helps organizations decide whether a new product should belaunched.a. Trueb. FalseMULTIPLE CHOICE30. An example of a cost object is:a. a productb. a customerc. a departmentd. All of the above are correct.31. Manufacturing costs include:a. machinery used inside of the factoryb. research and development costsc. costs of dealing with customers after the saled. general and administrative costs32. Manufacturing costs include all of the following EXCEPT:a. costs incurred inside the factoryb. both direct and indirect costsc. both flexible and capacity-related costsd. both product and period costs33. Nonmanufacturing costs:a. include only capacity-related costsb. seldom influence financial success or failurec. include the cost of selling, distribution, and after-sales costs for customersd. are considered by GAAP to be an element of product costs34. Product costs:a. include administrative and marketing costsb. are particularly useful in financial accountingc. are expensed in the accounting period manufacturedd. are also referred to as nonmanufacturing costs35. For external reporting:a. costs are classified as either product or period costsb. costs reflect current valuesc. there are no prescribed rules since no one is exactly sure how the investors andcreditors will use these numbersd. expenses include amounts that reflect current and future benefits36. Product costs are expensed on the income statement when:a. raw materials for the product are purchasedb. raw materials are requisitioned for the productc. the product completes the manufacturing processd. the product is sold37. Depreciation of plant facilities is classified as a(n):a. direct material costb. direct labor costc. indirect manufacturing costd. general and administrative cost38. The cost of inventory reported on the balance sheet may include the cost of all thefollowing EXCEPT:a. advertisingb. wages of the plant supervisorc. depreciation of the factory equipmentd. parts used in the manufacturing process39. A plant manufactures several different products. The wages of the plant supervisor can beclassified as a:a. direct costb. product costc. flexible costd. nonmanufacturing cost40. Period costs:a. are treated as expenses in the period they are incurredb. are directly traceable to productsc. include direct labord. are also referred to as indirect manufacturing costs41. Which of the following is NOT a period cost?a. marketing costsb. general and administrative costsc. research and development costsd. manufacturing costs42. Advertising is an example of a _________ cost expensed on the income statement in theaccounting period incurred.a. directb. manufacturingc. periodd. product43. (CMA adapted, June 1992) The terms "direct cost" and "indirect cost" are commonlyused in cost accounting. Classifying a cost as either direct or indirect depends upon:a. the behavior of the cost in response to volume changesb. whether the cost is expended in the period in which it is incurredc. whether the cost can be related readily to resources consumed for a cost objectd. whether an expenditure is unavoidable because it cannot be changed regardless of anyaction taken44. Indirect manufacturing costs:a. can be traced to the product that created the costsb. may have a cause-and-effect relationship with capacity rather than with individualunits of productionc. generally include the cost of material and the cost of labord. are included in period costs45. A manufacturing plant produces two product lines: football equipment and hockeyequipment. An indirect cost for the hockey equipment line is the:a. material used to make the hockey sticksb. labor to bind the shaft to the blade of the hockey stickc. shift supervisor for the hockey lined. plant supervisor46. A manufacturing plant produces two product lines: football equipment and hockeyequipment. Direct costs for the football equipment line are the:a. beverages provided daily in the plant break roomb. monthly lease payments for a specialized piece of equipment needed to manufacturethe football helmetc. salaries of the clerical staff that work in the company administrative officesd. utilities paid for the manufacturing plantTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 47 THROUGH 53.The Bowley Company manufactures several different products. Unit costs associated with product ICT101 are as follows:Direct materials $ 60Direct labor 10Flexible manufacturing support costs 18Capacity-related manufacturing support costs 32Sales commissions (2% of sales) 4Administrative salaries 16Total $14047. Total product costs associated with product ICT101 are:a. $ 50b. $ 88c. $120d. $14048. Total period costs associated with product ICT101 are:a. $ 4b. $16c. $20d. $5249. Total flexible costs associated with product ICT101 are:a. $18b. $22c. $88d. $9250. Total capacity-related costs associated with product ICT101 are:a. $16b. $32c. $48d. $5251. Total nonmanufacturing costs associated with product ICT101 are:a. $ 4b. $16c. $20d. $5252. Total manufacturing costs associated with product ICT101 are:a. $70b. $88c. $120d. $14053. Direct manufacturing costs associated with product ICT101 are:a. $70b. $88c. $92d. $10854. Cost behavior refers to:a. how costs react to a change in the level of activityb. whether a cost is incurred in a manufacturing, merchandising, or service companyc. classifying costs as either product or period costsd. whether a particular expense has been ethically incurred55. Which statement is FALSE?a. All flexible costs are direct costs.b. Because of a cost-benefit tradeoff, some direct costs may be treated as indirect costs.c. All capacity-related costs are indirect costs.d. Direct costs may be flexible or capacity-related.56. An understanding of the underlying behavior of costs helps in all of the followingEXCEPT:a. sales volume can be better estimatedb. costs can be better estimated as volume expands and contractsc. true costs of processes can be better evaluatedd. process inefficiencies can be better identified and, as a result, improved57. Capacity-related costs:a. may be either direct or indirect costsb. vary with production or sales volumec. include parts and materials used to manufacture a productd. can be adjusted in the short run to meet actual demands58. Capacity-related costs depend on:a. the amount of resources usedb. the amount of resources acquiredc. the volume of productiond. the volume of sales59. Currently, most companies consider annual labor costs as:a. a capacity-related costb. a flexible costc. an opportunity costd. a period cost60. Which of the following does NOT describe a flexible cost?a. Flexible cost are always indirect costs.b. Flexible costs increase in total when the actual level of activity increases.c. Flexible costs include most personnel costs and depreciation on machinery.d. Flexible costs can always be traced directly to the cost object.61. Cost-volume-profit analysis is used PRIMARILY by management:a. as a planning toolb. for control purposesc. to establish a target net income for next yeard. to attain extremely accurate financial results62. Contribution margin equals revenues minus:a. product costsb. period costsc. flexible costsd. capacity-related costs63. The break-even point is the level at which revenues:a. equal capacity-related costsb. equal flexible costsc. equal capacity-related costs minus flexible costsd. equal flexible costs plus capacity-related costs64. The break-even point is:a. total costs divided by flexible costs per unitb. contribution margin per unit divided by revenue per unitc. capacity-related costs divided by contribution margin per unitd. (capacity-related costs plus flexible costs) divided by contribution margin per unit65. Cost-volume-profit analysis assumes all of the following EXCEPT:a. all costs are purely flexible or capacity relatedb. units manufactured equal units soldc. total flexible costs remain the same over the relevant ranged. total capacity-related costs remain the same over the relevant range66. All of the following are assumed in a cost-volume-profit analysis EXCEPT:a. a constant product mixb. capacity-related costs increase when activity increasesc. revenue per unit does not change as volume changesd. all costs can be classified as either capacity-related or flexible67. In multiproduct situations, when sales mix shifts toward the product with the highestcontribution margin, then:a. total revenues will decreaseb. breakeven quantity will increasec. total contribution margin will decreased. operating income will increaseTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 68 THROUGH 71. Karen’s Kraft Korner, Inc., sells a single product. This year, 7,000 units were sold resulting in $70,000 of sales revenue, $28,000 of flexible costs, and $12,000 of capacity-related costs.68. Contribution margin per unit is:a. $4.00b. $4.29c. $6.00d. None of the above is correct.69. Break-even point in units is:a. 2,000 unitsb. 3,000 unitsc. 5,000 unitsd. None of the above is correct.70. The number of units that must be sold to achieve $60,000 of profits is:a. 10,000 unitsb. 11,666 unitsc. 12,000 unitsd. None of the above is correct.71. If sales increase by $25,000, profits will increase by:a. $10,000b. $15,000c. $22,200d. an unknown amountTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 72 THROUGH 74.Mr. Paul’s Company sells several products for an average price of $20 per unit and the average flexible costs per unit are as follows:Direct material $4.00Direct labor $1.60Indirect manufacturing costs $0.40Selling commissions $2.00Mr. Paul’s annual capacity-related costs total $96,000.72. The contribution margin per unit is:a. $6b. $8c. $12d. $1473. The number of units that Mr. Paul’s must sell each year to break even is:a. 8,000 unitsb. 12,000 unitsc. 16,000 unitsd. an unknown amount74. The number of units that Mr. Paul’s must sell annually to make a profit of $144,000 is:a. 12,000 unitsb. 18,000 unitsc. 20,000 unitsd. 30,000 unitsTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 75 THROUGH 79.The following information is for Barnett Corporation:Product X Product YRevenue per unit: $10.00 $15.00Flexible cost per unit: $ 2.50 $ 5.00Total capacity-related costs: $50,00075. If the sales mix consists of two units of Product X and one unit of Product Y, what is therevenue per unit of average product?a. $10.00b. $11.66c. $13.33d. $15.0076. If the sales mix consists of two units of Product X and one unit of Product Y, what is thebreak-even point?a. 1,000 units of Y and 2,000 units of Xb. 1012.5 units of Y and 2,025 units of Xc. 2012.5 units of Y and 4,025 units of Xd. 2,000 units of Y and 4,000 units of X77. What is the operating income, assuming actual sales total 150,000 units, and the sales mixis two units of Product X and one unit of Product Y?a. $1,200,000b. $1,250,000c. $1,750,000d. None of the above is correct.78. If the sales mix shifts to one unit of Product X and two units of Product Y, then theweighted-average contribution margin will:a. increase per unitb. stay the samec. decrease per unitd. be undeterminable79. If the sales mix shifts to one unit of Product X and two units of Product Y, then the break-even point will:a. increaseb. stay the samec. decreased. be undeterminable80. Opportunity cost(s):a. of a resource with excess capacity is zerob. should be maximized by organizationsc. are recorded as an expense in the accounting recordsd. are most important to financial accountants81. A recent college graduate has the choice of buying a new auto for $20,000 or to invest themoney for four years with a 12% expected rate of return. If the graduate decides to purchase the auto, the BEST estimate of the opportunity cost of that decision is:a. $2,400b. $11,740c. $20,000d. There is no opportunity cost for this decision.THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 82 THROUGH 86. Brenda’s Brakes manufactures three different product lines, Model X, Model Y, and Model Z. Considerable market demand exists for all models. The following per unit data apply:Model X Model Y Model Z Selling price $50 $60 $70Direct materials 6 6 6Direct labor ($12 per hour) 12 12 24Flexible support costs ($4 per machine hour) 4 8 8Capacity-related costs 10 10 1082. Which model has the greatest contribution per unit?a. Model Xb. Model Yc. Model Zd. both Models X and Y83. Which model has the greatest contribution per machine hour?a. Model Xb. Model Yc. Model Zd. both Models Y and Z84. If there is excess capacity, which model is the most profitable to produce?a. Model Xb. Model Yc. Model Zd. both Models X and Y85. If there is a machine breakdown, which model is the most profitable to produce?a. Model Xb. Model Yc. Model Zd. both Models Y and Z86. How can Brenda encourage her salespeople to promote the more profitable model?a. Put all sales persons on salary.b. Provide higher sales commissions for higher priced items.c. Provide higher sales commissions for items with the greatest contribution margin perconstrained resource.d. Both (b) and (c) are correct.87. Which statement is FALSE? Short run costs:a. are actually flexible costsb. affect long-run capacityc. are included in the calculation of long-run costsd. increase when one more unit is produced or served88. To sustain the profitability of a product, the list price of a product must cover its:a. flexible costsb. capacity-related costsc. indirect costsd. long-run costs89. Compared to the early 1900s, __________ costs now comprise a much higher share of totalproduct costs.a. direct laborb. direct materialsc. flexibled. capacity-related90. In recent years, the manufacturing cost structure has changed as a result of:a. greater automationb. better customer servicec. the proliferation of multiple productsd. All of the above are correct.91. Cost distortion is common in conventional costing systems because:a. of the recent change in cost structureb. the number of products being manufactured is increasingc. capacity-related costs are allocated using a volume measured. capacity-related costs create higher risks for a company92. Costs that must be allocated to products for external reporting purposes include:a. selling and marketing costsb. direct material and direct labor costsc. the cost of equipment used to manufacture several different productsd. All of the above are correct.93. The benefits of classifying activities using the broader framework of unit, batch, product,customer, and business-sustaining activities are that there are generally more costs:a. directly traceable to cost objectsb. treated as indirect costsc. arbitrarily allocated to cost objectsd. There is no major difference regarding costs.94. For budgeting purposes, product-sustaining activity costs should be:a. allocated to individual unitsb. allocated to individual customersc. assigned directly to individual product linesd. assigned directly to individual batches95. Which of the following activities is a unit-related activity?a. preparing and filing the annual tax return for the organizationb. machine setups for each production runc. quality inspections of 2% of the items producedd. obtaining patents and regulatory approval for each product produced96. Which of the following activities is a batch-related activity?a. preparing and filing the annual tax return for the organizationb. machine setups for each production runc. quality inspections of 2% of the items producedd. obtaining patents and regulatory approval for each product produced97. Which of the following activities is a product-sustaining activity?a. preparing and filing the annual tax return for the organizationb. machine setups for each production runc. quality inspections of 2% of the items producedd. obtaining patents and regulatory approval for each product produced98. Which of the following activities is a business-sustaining activity?a. preparing and filing the annual tax return for the organizationb. machine setups for each production runc. making sales callsd. obtaining patents and regulatory approval for each product produced99. Which of the following activities is a customer-sustaining activity?a. preparing and filing the annual tax return for the organizationb. machine setups for each production runc. making sales callsd. obtaining patents and regulatory approval for each product produced100. Product life-cycle costing:a. is useful for external reportingb. is primarily a planning toolc. includes manufacturing costs but not the cost of research and developmentd. assumes product related costs are incurred evenly over the product’s lifetime101. Companies want to ensure that product revenues cover the product’s:a. manufacturing costsb. manufacturing and distribution costsc. developing, supporting, and abandoning costsd. manufacturing, distribution, developing, supporting, and abandoning costs102. More attention is being devoted to the product development and planning phase because:a. abandonment includes significant costsb. of the need to better understand the relevant costsc. during this phase of the product-life cycle, revenues finally begin to cover long-runcostsd. during this phase of the product-life cycle, price competition becomes intense 103. One of the primary motivations for considering costs other than manufacturing and distribution costs is so that:a. these costs can be amortized over the life of the productb. costs can be more evenly distributed over the pr oduct’s life cyclec. planners can develop reasonable estimates of the costs associated with new productsd. if price competition becomes intense the selling price can be rationalizedEXERCISE/PROBLEM104. Winfield Manufacturing Company produces several different products. Classify each of their following costs as direct materials, direct labor, indirect manufacturing costs, or nonmanufacturing costs.a. Production supervisory salaries.b. Controller's office supplies.c. Executive office heat and air conditioning.d. Executive office security personnel.e. Factory heat and air conditioning.f. Supplies used in small quantities, such as glue, to complete assembly work.g. Power to operate factory equipment.h. Parts used in assembly.i. Wages of the assembly-line workers.j. Property taxes on office buildings for sales staff.k. Depreciation on furniture for sales staff.l. Salaries of top executives in the company.m. Wages of the finishing department workers.n. Sales commissions.o. Sales personnel office rental.105. Stephanie’s Stuffed Animals reported the following:Revenues $1,000Flexible manufacturing costs $ 200Flexible nonmanufacturing costs $ 230Capacity-related manufacturing costs $ 150Capacity-related nonmanufacturing costs $ 140Required:a. Compute contribution margin.b. Compute gross margin.c. Compute operating income.106. In 2005, Grant Company has sales of $800,000, flexible costs of $200,000, and capacity-related costs of $300,000. In 2006, Grant Company expects annual property taxes todecrease by $15,000.Required:a. Calculate operating income and the break even point for 2005.b. Calculate the break even point for 2006.107. Sunshine, Inc., sells a single product. The company's most recent income statement is given below.Sales (4,000 units) $120,000Less flexible expenses (68,000)Contribution margin 52,000Less capacity-related expenses (40,000)Net income $ 12,000Required:a. Contribution margin per unit is $ _______________ per unitb. If sales are doubled to $240,000,total flexible costs will equal $ _______________c. If sales are doubled to $240,000,total capacity-related costs will equal $ _______________d. If 10 more units are sold, profits will increase by $ _______________e. Compute how many units must be sold to break even. # _______________f. Compute how many units must be soldto achieve a profit of $20,000. # _______________ 108. Jeffrey’s, Inc., sells a single product. The company's most recent income statement is given below.Sales $200,000Less flexible expenses (120,000)Contribution margin 80,000Less capacity-related expenses (50,000)Net income $ 30,000Required:a. Contribution margin ratio is __________ %b. Break-even point in total sales dollars is $ _______________c. To achieve $40,000 in net income, sales must total $ _______________d. If sales increase by $50,000, net income will increase by $ _______________109. Yurus Manufacturing Company produces two products, X and Y. The following information is presented for both products:X YSelling price per unit $36 $24Flexible cost per unit 28 12Total capacity-related costs $234,000 Required:Assume the sales mix is 3 units of X for every unit of Y:a. What is the revenue per unit of average product, the weighted average flexible cost,and the contribution margin per unit of average product?b. What is the break-even point in units of both X and Y?110. Bob’s Te xtile Company sells shirts for men and boys. The average selling price and flexible cost for each product are as follows:Men’s BoysSelling price $28.80 $24.00Flexible cost $20.42 $16.80Total capacity-related costs $38,400Required:Assume t he sales mix is 2 men’s shirts for each boy’s shirt:a. What is the revenue per unit of average product, the weighted average flexible cost,and the contribution margin per unit of average product?b. What is the break-even point in units for each type of shirt?c. What is the operating income, assuming sales total 9,000 shirts?111. Charlie’s Chairs manufactures two models, Standard and Premium. Weekly demand is estimated to be 120 units of the Standard Model and 70 units of the Premium Model. Only 420 machine hours are available per week. The following per unit data apply:Standard PremiumContribution margin per unit $12 $15Number of machine hours required 2 3Required:a. For each model, compute the contribution per machine hour.b. To maximize weekly production profits, how many machine hours would yourecommend of each model? How many units of each model?c. If there are 500 machine hours available per week (instead of only 420 machine hoursper week), how many chairs of each model shoul d Charlie’s produce to maximizeprofits?。
管理会计双语练习题
管理会计双语练习题一、True/False QuestionsFor each of the following, circle the T or the F to indicate whether the statement is true or false.1 Managerial accounting refers to the preparation and use of accounting information designed to meet the needs of decision makers inside the business organization.Product costs are selling expenses that appear on the income statement.Management accounting reports provide a means of monitoring , evaluating and rewardingperformance.Product costs are offset against revenue in the period in which the related products are sold, rather than the period in which the costs are incurred. Manufacturing overhead is considered an indirect cost, since overhead costs generally cannot betraced conveniently and directly to specific units of product.Overhead application rates allow overhead to be assigned at the beginning of a period to help setprices.Pepsi Cola would most likely use a job order costing system.Activity-based costing tracks cost to the activities that consume resources.Activity based costing uses multiple activity bases to assign overhead costs to units of production.10 The two steps required in Activity Based Costing are 1) Identify separate activity cost pools and)allocate each cost pool to the product using an appropriate cost driver11 The new manufacturing environment is characterized by its shift toward labor intensive productionand declining manufacturing overhead costs.1A cost driver is an activity base that is highly correlated with manufacturing overhead costs.1In ABC, only one cost driver should be used in applying overhead.1As companies become more automated overhead costs decrease and direct labor costs increase.1An equivalent unit measures the percentage of acompleted units cost that is present in a partially finished unit.1Costs do not flow through a process cost system in the same sequence as actual products movethrough the assembly process.1Non-value added activities are those that do not add to a product's desirability.1Target costing centers on new product and service development as opposed to managing the valuechain for existing products.1In the target costing process, target price is computed by adding the desired profit margin to the targetproduct cost.20 Target cost equals target price plus profit margin.21 Variable costs which increase in total amount in direct proportion to an increase in output represent aconstant amount per unit of output.2Any business which operates at less than capacitywill have larger fixed costs than variable costs. With variable costs, the cost per unit varies with changes in volume.2The contribution margin is the difference between total revenue and fixed costs.2The volume of output which causes fixed costs to be equal in amount to variable costs is called thebreak-even point.2Any business which operates at less than capacity will have larger fixed costs than variable costs. Margin of safety is the dollar amount by which actual sales volume exceeds the break-even salesvolume.2Life cycle costing considers all potential resources used by the product over its entire life. 2Economies of scale can be achieved by using facilities more intensively.30 The break-even point is the level of activity at which operating income is equal to cost of goods sold.1 Contribution margin ratio is equal to contribution margin per unit divided by unit sales price.3Opportunity cost is the benefit that could havebeen obtained by pursuing an alternate course ofaction.3All incremental revenue or incremental costs are relevant.3Sunk costs are relevant to decisions about replacing plant assets.3In determining whether to scrap or to rebuild defective units of product, the cost already incurred inproducing the defective units is not relevant. 3In making a decision, management will look thoroughly at both relevant and irrelevant data.33.Responsibility margin is useful in evaluating the consequences of short-run marketing strategies, while contribution margin is more useful in evaluating long-term profitability.3The transfer price is the dollar amount used in recording sales to primary customers.3Under variable costing, fixed manufacturing costs are treated as period costs, rather than product costs.40 The transfer price is the dollar amount usedin recording sales to primary customers.41 Variable costing treats all fixed manufacturing costs as expenses of the current period. 4In full costing when production rises above the amount of sales, some of the fixed costs will remain in inventory.4Return on Investment tells us how much earnings can be expected for the average investeddollar.4Capital turnover can be improved by reducing invested capital while keeping sales constant.4The value chain consists of only those activities that increase the selling price of a product as it is distributed to a customer.4Residual income is calculated by subtracting the minimum acceptable return on the average investedcapital from the operating income.二、Multiple Choice QuestionsChoose the best answer for each of the following questions and insert the identifying letter in the space provided.1.Costs that are traceable to a particular unitand are inventoriable are calledA) Period costs B) Product costs C) Overhead costsD) Job costs2. .Determine the amount of manufacturing overhead given the following information:a. Depreciation on a factory building $2,400b. Telephone expense in factory office750c. Telephone expense in sales showroom850d. Factory foreman’s salary000e. Maintenance for factory`00f. Maintenance for sales showroom80A) $4,010 B) $9,800C) $8,950D) $10,54024.Goods that are still in the production process would be in which account?A) Materials inventory B) Work-in-process inventory C)Finished goods inventory D)Cost of goods sold29.The principal difference between managerial accounting and financial accounting is that managerial accountinginformation is:A) Prepared by managers.B) Intended primarily for use by decision makers inside the business organization.C) Prepared in accordance with a set of accounting principles developed by the Institute of Certified Managerial Accountants.D) Oriented toward measuring solvency rather than profitability.30.Management accounting systems are designed to assist organizations in the performance of all of the followingfunctions except:A) The assignment of decision-making authority over company assets.B) Planning and decision-making.C) Monitoring, evaluating and rewarding performance.D) The preparation of income tax returns.35.In comparison with a financial statement prepared in conformity with generally accepted accounting principles, amanagerial accounting report is less likely to: A) Focus upon the entire organization as the accounting entity. B) Focus upon future accounting periods.C) Make use of estimated amounts. D) Be tailored to the specific needs of an individual decision maker.4.If the salaries of the sales staff of a manufacturing company are improperly recorded as a product cost, what will bethe likely effect on net income of the period in which the error occurs?A) Net income will be overstated. B) Net income will be understated.C) Net income will be unaffected. D) Net income will be understated only if inventory levels rise.5.Manufacturing overhead is best described as:A) All manufacturing costs other than direct materials and direct labor.B) All period costs associated with manufacturing operations.C) Indirect materials and indirect labor.D) All operating expenses other than sellingexpenses and general and administrative expenses.43.Underapplied overhead at the end of a month:A) Results when actual overhead costs are less than amounts applied to work in process.B) Indicates a poorly designed cost accounting system.C) Is represented by a debit balance remaining in the Manufacturing Overhead account.D) Is represented by a credit balance remaining in the Manufacturing Overhead account.58.The account Work-in-Process InventoryA) Consists of completed goods that have not yet been soldB) Consists of goods being manufactured that are incompleteC) Consists of materials to be used in the production processD) Consists of the cost of new materials used, labor but not overhead.66.Red Star Company uses a job order cost system. Overhead is applied to jobs on the basis of direct laborhours.During the current period, Job No.8was charged $400 in direct materials, $450 in direct labor, and $180 in manufacturing overhead. If direct labor costs an average of $1per hour, the company's overhead application rate is:A) $per direct labor hour. B) $per direct labor hour.C) $1per direct labor hour. D) $20 per direct labor hour.24.The best cost system to use for a company producing a continuous stream of similar items would be aA) Job order system B) Process costing system C) Production costing systemD) No cost system is required when jobs are similar64.Ken Gorman’s Company uses a job order cost system and has established a predetermined overhead application ratefor the current year of 150% of direct labor cost, based on budgeted overhead of $900,000 and budgeted direct labor cost of $600,000. Job no. 1 was chargedwith direct materials of $30,000 and with overhead of $24,000.The total cost of job no. 1:A) Is $54,000. B) Is $70,000. C)Is $90,000. D) Cannot be determined without additional information.27.Equivalent units of production areA) A measure representing the percentage of a unit's cost that has been completed.B) May be computed separately for each input added during productionC) May be assigned to beginning work-in-process or ending work-in-processD) All of the above27.Equivalent units of production areA) A measure representing the percentage of a unit's cost that has been completed.B) May be computed separately for each input added during productionC) May be assigned to beginning work-in-process or ending work-in-processD) All of the above21.Process costing would be suitable forA) Automobile repairB) Production of television sets C) Boat building D) Kitchen remodeling Use the following to answer questions5-76:Riverview Company's budget for the coming year includes $6,000,000 for manufacturing overhead, 100,000 hours of direct labor, and00,000 hours of machine time.75. Refer to the above data. If Riverview applies overhead using a predetermined rate based on machine-hours,what amount of overhead will be assigned to a unit of output which requires 0.machine hours and 0.2labor hours to complete?A) $6.00. B) $15.00.C) $21.00.D) Some other amount.76. Refer to the above data. If Riverview applies overhead using a predetermined rate based on labor-hours, whatamount of overhead will be assigned to a unit of output which requires 0.machine hours and 0.2labor hours to complete?A) $6.00. B) $15.00. C) $21.00.D) Some otheramount.21.Process costing would be suitable forA) Automobile repairB) Production of television sets C)Boat buildingD)Kitchen remodeling21.Which one of the following is not one of the basic procedures related to ABC?A) Identify the activity.B) Create an associated activity cost pool.C) Transact identified cost centers. D) Calculate the cost per unit of activity.23.Examples of value-adding activities include all of the following except:A) Product design. B) Assembly activities.C) Machinery set-up activities. D) Establishing efficient distribution channels.26.Just-in-time manufacturing systems are also known as:A) Supply push systems. B)Supply pull systems.C)Demand push systems. D) Demand pull systems.28.Target costing is directed toward:A) Reducing the activity costs associated with existing products.B) Identifying the amount by which the costs of existing products must be reduce to achieve a target profitmargin.C) The creation and design of products that will provide adequate profits.D) The improvement of existing production processes by eliminating non-value adding activities.30.During which element of manufacturing cycle time is value added to products?A) Storage and waiting time. B) Processing time.C) Movement time. D) Inspection time.33.Four categories of costs associated with product quality are:A) External failure, internal failure, prevention, and carrying.B) External failure, internal failure, prevention, and appraisal.C) External failure, internal failure, training, and appraisal.D) Warranty, product liability, prevention, and training.41.During cycle time, value is added only duringA) Processing time. B) Storage and waiting time.C) Movement time. D) Inspection time.26.A semivariable cost:A) Increases and decreases directly and proportionately with changes in volume.B) Changes in response to a change in volume, but not proportionately.C) Increases if volume increases, but remains constant if volume decreases.D) Changes inversely in response to a change in volume.27.Which of the following is an example of a fixed cost for an airline?A) Depreciation on the corporate headquarters.B) Fuel costs.C) Income taxes expense. D) Passengers' meals.28.In order to calculate break-even sales units, fixed costs are divided by:A) Contribution margin per unit. B) Contribution margin percentage.C) Target operating income. D) Sales volume.29.A company's relevant range of production is:A) The production range from zero to 100% of plant capacity.B) The production range over which CVP assumptions are valid.C) The production range beyond the break-even point.D) The production range that covers fixed but not variable costs.30.The break-even point in a cost-volume-profit graph is always found:A) At0% of full capacity.B) At the sales volume resulting in the lowest average unit cost.C) At the volume at which total revenue equals total variable costs.D) At the volume at which total revenue equals total fixed costs plus total variable costs.32.The contribution ratio is computed as:A) Sales minus variable costs, divided by sales.B) Fixed costs plus variable costs, divided by sales.C) Sales minus fixed costs, divided by sales. D)Sales divided by variable costs.33.In comparison to selling a product with a low contribution margin ratio, selling a product with a high contributionmargin ratio always:A) Requires less dollar sales volume to cover a given level of fixed costs.B) Results in a greater margin of safety.C) Results in higher operating income. D) Results in a higher contribution margin per unit sold.36.How will a company's contribution margin be affected by an investment in equipment that increases fixed costs inorder to achieve a reduction in direct labor cost?A) Contribution margin will increase.B) Contribution margin will fall.C) Contribution margin will either increase or decrease depending on the relative magnitudes of the changesin fixed and variable costs. D) Contribution margin will remain the same.43.If a product sells for $10, variable costs are$and fixed costs are $400,000 what would total sales have to be inorder to break-even?A) $160,000B) $166,66C) $1,000,000 D) $266,66746.If unit sales prices are $10 and variable costs are $per unit how many units would have to be sold to break even iffixed costs equal $12,000?A) $1,200B) $2,000C) $3,000D) $2,80062.A company with an operating income of $65,000 and a contribution margin ratio of5% has a margin of safety of:长江大学国际学院2011-2012学年度第1学期《管理会计学》试卷考试方式：闭卷满分：100分时间：2小时姓名：学号：班级：专业：考生注意：1、所有考题请回答在考卷指定位置上；2、请考生务必把专业、班级、学号及姓名填写在试卷上。
管理会计习题1
管理会计习题1一、名词解释（每小题2分，共8分）1．成本习性2．现金流量3．经济订货点4．利润中心二、填空题（每空1分，共10分）1．标准成本按其标准的制定依据可将其划分为____和____。
2．经营杠杆是指存在____的前提条件下，使____大于____的一种现象。
3．在不考虑期初存货的前提下，当____时，变动成本制度下的利润计量结果比完全成本制度下的利润计量结果要大；当____时，两种成本制度下的利润计量结果正好相反。
4．制造成本是指与产品制造活动密切相关的费用支出，其主要构成项目表现为____、____和____。
三、单项选择题（每小题1分，共10分）1．管理会计与财务会计最本质的区别在于（）A．服务对象B．会计原则C．会计方法D．会计假设2．下列（）成本项目属于半固定成本范畴A．仓储用房屋租金B．直接人工C．固定资产直线法计算的折旧D．租赁设备的使用费3．贡献毛益率与变动成本率之间的关系为（）A．两者相等B．前者大于后者C．两者之和等于1D．后者大于前者4．高低点法与回归直线法在进行成本预测时所体现的差异是（）A．区分成本性质B．考虑历史数据时间范围C．成本预测假设D．选用历史数据的标准5．在标准成本制度下，成本差异应定期地转入（）帐户中A．本年利润B．生产成本C．利润分配D．制造费用6．非弹性预算法编制的预算主要是（）A．固定性制造费用B．变动性制造费用C．维修费用D．直接材料7．已知利率为8%的1元复利现值系数如下：那么，6年后取得4000元的现值应为（）A．4000×0.926×6B．4000×0.794×2C．4000×0.681×0.926D．不能确定8．为防止因素不确定可能导致的缺货而建立的储备是（）A．季节性储备B．保险储备C．周转储备D．生产性储备9．就短期决策而言，下列（）属于相关成本A．机会成本B．不可避免成本C．沉落成本D．历史成本10．按实际机器小时确定的固定性制造费用分配数和按标准机器小时确定的固定性制造费用分配数之差为（）A．预算差异B．生产能力利用差异C．效率差异D．能量差异四、多项选择题（正确答案错选、多选或少选均不得分。
管理会计双语版总结PPT
第四页，共七十三页。
Chapter 3 :Determining Costs of Products
Job order costing
Direct material : trace Direct labor : trace Manufacturing overhead : allocate
Cost pool and allocation base Actual cost system vs. normal cost system Over-apply vs. under-apply
Three formulas (page 136)
Sensitivity analysis
8 第九页，共七十三页。
CVP Equations
Sales – Variable Costs – Fixed Costs = target profit
(SP/unit * units) – (VC/unit * units) – FC = target profit
Chapter 1: Introduction
Why management accounting? Origin and evolution of management
accounting Contrasting financial and management
accounting Ethical standards for management
Accounting rate of return
17
第十八页，共七十三页。
Chapter 9 : The Operating Budget
Different approaches to budgeting
《管理会计》英文版课后习题答案
第二章产品成本计算Exercises2–1（指教材上的第2章练习第1题，下同）1. Part #72A Part #172CSteel* $ 12.00 $ 18.00Setup cost** 6.00 6.00Total $ 18.00 $ 24.00*($1.00 ? 12; $1.00 ? 18)**($60,000/10,000)Steel cost is assigned by calculating a cost per ounce and then multiplying this by the ounces used by each part:Cost per ounce= $3,000,000/3,000,000 ounces= $1.00 per ounceSetup cost is assigned by calculating the cost per setup and then dividing this by the number of units in each batch (there are 20 setups per year):Cost per setup = $1,200,000/20= $60,0002. The cost of steel is assigned through the driver tracing using the number of ounces of steel, and the cost of the setups is assigned through driver tracing also using number of setups as the driver.3. The assumption underlying number of setups as the driver is that each part uses an equal amount of setup time. Since Part #72A uses double the setup time of Part #172C, it makes sense to assign setup costs based on setup time instead of number of setups. This illustrates the importance of identifying drivers that reflect the true underlying consumption pattern. Using setup hours [(40 ?10) + (20 ? 10)], we get the following rate per hour:Cost per setup hour = $1,200,000/600= $2,000 per hourThe cost per unit is obtained by dividing each part’s total setup costs by the number of units:Part #72A = ($2,000 ? 400)/100,000 = $8.00Part #172C = ($2,000 ? 200)/100,000 = $4.00Thus, Part #72A has its unit cost increased by $2.00, while Part #172C has its unit cost decreased by $2.00.problems2–51. Nursing hours required per year: 4 ? 24 hours ? 364 days* = 34,944*Note: 364 days = 7 days ? 52 weeksNumber of nurses = 34,944 hrs./2,000 hrs. per nurse = 17.472Annual nursing cost = (17 ? $45,000) + $22,500= $787,500Cost per patient day = $787,500/10,000 days= $78.75 per day (for either type of patient)2. Nursing hours act as the driver. If intensive care uses half of the hours and normal care the other half, then 50 percent of the cost is assigned to each patient category. Thus, the cost per patient day by patient category is as follows:Intensive care = $393,750*/2,000 days= $196.88 per dayNormal care = $393,750/8,000 days= $49.22 per day*$525,000/2 = $262,500The cost assignment reflects the actual usage of the nursing resource and, thus, should be more accurate. Patient days would be accurate only if intensive care patients used the same nursing hours per day as normal care patients.3. The salary of the nurse assigned only to intensive care is a directly traceable cost. To assign the other nursing costs, the hours of additional usage would need to be measured. Thus, both direct tracing and driver tracing would be used to assign nursing costs for this new setting.2–61. Bella Obra CompanyStatement of Cost of Services SoldFor the Year Ended June 30, 2006Direct materials:Beginning inventory $ 300,000Add: Purchases 600,000Materials available $ 900,000Less: Ending inventory 450,000*Direct materials used $ 450,000Direct labor 12,000,000Overhead 1,500,000Total service costs added $ 13,950,000Add: Beginning work in process 900,000Total production costs $ 14,850,000Less: Ending work in process 1,500,000Cost of services sold $ 13,350,000*Materials available less materials used2. The dominant cost is direct labor (presumably the salaries of the 100 professionals). Although labor is the major cost of providing many services, it is not always the case. For example, the dominant cost for some medical services may be overhead (e.g., CAT scans). In some services, the dominant cost may be materials (e.g., funeral services).3. Bella Obra CompanyIncome StatementFor the Year Ended June 30, 2006Sales $ 21,000,000Cost of services sold 13,350,000Gross margin $ 7,650,000Less operating expenses:Selling expenses $ 900,000Administrative expenses 750,000 1,650,000Income before income taxes $ 6,000,0004. Services have four attributes that are not possessed by tangible products: (1) intangibility, (2) perishability, (3) inseparability, and (4) heterogeneity. Intangibility means that the buyers of services cannot see, feel, hear, or taste a service before it is bought. Perishability means that services cannot be stored. This property affects the computation in Requirement 1. Inability to store services means that there will never be any finished goods inventories, thus making the cost of services produced equivalent to cost of services sold. Inseparability simply means that providers and buyers of services must be in direct contact for an exchange to take place. Heterogeneity refers to the greater chance for variation in the performance of services than in the production of tangible products.2–71. Direct materials:Magazine (5,000 ? $0.40) $ 2,000Brochure (10,000 ? $0.08) 800 $ 2,800Direct labor:Magazine [(5,000/20) ? $10] $ 2,500Brochure [(10,000/100) ? $10] 1,000 3,500Manufacturing overhead:Rent $ 1,400Depreciation [($40,000/20,000) ? 350*] 700Setups 600Insurance 140Power 350 3,190Cost of goods manufactured $ 9,490*Production is 20 units per printing hour for magazines and 100 units per printing hour for brochures, yielding monthly machine hours of 350 [(5,000/20) + (10,000/100)]. This is also monthly labor hours, as machine labor only operates the presses.2. Direct materials $ 2,800Direct labor 3,500Total prime costs $ 6,300Magazine:Direct materials $ 2,000Direct labor 2,500Total prime costs $ 4,500Brochure:Direct materials $ 800Direct labor 1,000Total prime costs $ 1,800Direct tracing was used to assign prime costs to the two products.3. Total monthly conversion cost:Direct labor $ 3,500Overhead 3,190Total $ 6,690Magazine:Direct labor $ 2,500Overhead:Power ($1 ? 250) $ 250Depreciation ($2 ? 250) 500Setups (2/3 ? $600) 400Rent and insurance ($4.40 ? 250 DLH)* 1,100 2,250Total $ 4,750Brochure:Direct labor $ 1,000Overhead:Power ($1 ? 100) $ 100Depreciation ($2 ? 100) 200Setups (1/3 ? $600) 200Rent and insurance ($4.40 ? 100 DLH)* 440 940Total $ 1,940*Rent and insurance cannot be traced to each product so the costs are assigned using direct labor hours: $1,540/350 DLH = $4.40 per direct labor hour. The other overhead costs are traced according to their usage. Depreciation and power are assigned by using machine hours (250 for magazines and 100 for brochures): $350/350 = $1.00 per machine hour for power and $40,000/20,000 = $2.00 per machine hour for depreciation. Setups are assigned according to the time required. Since magazines use twice as much time, they receive twice the cost: Letting X = the pro?portion of setup time used for brochures, 2X + X = 1 implies a cost assignment ratio of 2/3 for magazines and 1/3 for brochures.Exercises3–11. Resource Total Cost Unit CostPlastic1 $ 10,800 $0.027Direct labor andvariable overhead2 8,000 0.020Mold sets3 20,000 0.050Other facility costs4 10,000 0.025Total $ 48,800 $0.12210.90 ? $0.03 ? 400,000 = $10,800; $10,800/400,000 = $0.0272$0.02 ? 400,000 = $8,000; $8,000/400,000 = $0.023$5,000 ? 4 quarters = $20,000; $20,000/400,000 = $0.054$10,000; $10,000/400,000 = $0.0252. Plastic, direct labor, and variable overhead are flexible resources; molds and other facility costs are committed resources. The cost of plastic, direct labor, and variable overhead are strictly variable. The cost of the molds is fixed for the particular action figure being produced; it is a step cost for the production of action figures in general. Other facility costs are strictly fixed.3–3High (1,400, $7,950); Low (700, $5,150)V = ($7,950 – $5,150)/(1,400 – 700)= $2,800/700 = $4 per oil changeF = $5,150 – $4(700)= $5,150 – $2,800 = $2,350Cost = $2,350 + $4 (oil changes)Predicted cost for January = $2,350 + $4(1,000) = $6,350problems3–61. High (1,700, $21,000); Low (700, $15,000)V = (Y2 – Y1)/(X2 – X1)= ($21,000 – $15,000)/(1,700 – 700) = $6 per receiving orderF = Y2 – VX2= $21,000 – ($6)(1,700) = $10,800Y = $10,800 + $6X2. Output of spreadsheet regression routine with number of receiving orders as the independent variable:Constant 4512.98701298698Std. Err. of Y Est. 3456.24317476605R Squared 0.633710482694768No. of Observations 10Degrees of Freedom 8X Coefficient(s) 13.3766233766234Std. Err. of Coef. 3.59557461331427V = $13.38 per receiving order (rounded)F = $4,513 (rounded)Y = $4,513 + $13.38XR2 = 0.634, or 63.4%Receiving orders explain about 63.4 percent of the variability in receiving cost, providing evidence that Tracy’s choice o f a cost driver is reasonable. However, other drivers may need to be considered because 63.4 percent may not be strong enough to justify the use of only receiving orders.3. Regression with pounds of material as the independent variable:Constant 5632.28109733183Std. Err. of Y Est. 2390.10628259277R Squared 0.824833789433823No. of Observations 10Degrees of Freedom 8X Coefficient(s) 0.0449642991356633Std. Err. of Coef. 0.0073259640055344V = $0.045 per pound of material delivered (rounded)F = $5,632 (rounded)Y = $5,632 + $0.045XR2 = 0.825, or 82.5%Pounds of material delivered explains about 82.5 percent of the variability in receiving cost. This is a better result than that of the receiving orders and should convince Tracy to try multiple regression.4. Regression routine with pounds of material and number of receiving orders as the independent variables:Constant 752.104072925631Std. Err. of Y Est. 1350.46286973443R Squared 0.951068418023306No. of Observations 10Degrees of Freedom 7X Coefficient(s) 0.0333883151096915 7.14702865269395Std. Err. of Coef. 0.00495524841198368 1.68182916088492V1 = $0.033 per pound of material delivered (rounded)V2 = $7.147 per receiving order (rounded)F = $752 (rounded)Y = $752 + $0.033a + $7.147bR2 = 0.95, or 95%Multiple regression with both variables explains 95 percent of the variability in receiving cost. This is the best result.5–21. Job #57 Job #58 Job #59Balance, 7/1 $ 22,450 $ 0 $ 0Direct materials 12,900 9,900 35,350Direct labor 20,000 6,500 13,000Applied overhead:Power 750 600 3,600Material handling 1,500 300 6,000Purchasing 250 1,000 250Total cost $ 57,850 $ 18,300 $ 58,2002. Ending balance in Work in Process = Job #58 = $18,3003. Ending balance in Finished Goods = Job #59 = $58,2004. Cost of Goods Sold = Job #57 = $57,850problems5–31. Overhead rate = $180/$900 = 0.20 or 20% of direct labor dollars.(This rate was calculated using information from the Ladan job; however, the Myron and Coe jobs would give the same answer.)2. Ladan Myron Coe Walker WillisBeginning WIP $ 1,730 $1,180 $2,500 $ 0 $ 0Direct materials 400 150 260 800 760Direct labor 800 900 650 350 900Applied overhead 160 180 130 70 180Total $ 3,090 $2,410 $3,540 $ 1,220 $ 1,840Note: This is just one way of setting up the job-order cost sheets. You might prefer to keep the detail on the materials, labor, and overhead in beginning inventory costs.3. Since the Ladan and Myron jobs were completed, the others must still be in process. Therefore, the ending balance in Work in Process is the sum of the costs of the Coe, Walker, and Willis jobs.Coe $3,540Walker 1,220Willis 1,840Ending Work in Process $6,600Cost of Goods Sold = Ladan job + Myron job = $3,090 + $2,410 = $5,5004. Naman CompanyIncome StatementFor the Month Ended June 30, 20XXSales (1.5 ? $5,500) $8,250Cost of goods sold 5,500Gross margin $2,750Marketing and administrative expenses 1,200Operating income $1,5505–201. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide:70 ? $9.40 = $658 70 ? $9.40 = $658Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $22 1,100.00 20 ? $22 440.00$ 1,225.00 $ 752.50Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.4. Plantwide rate: $250,000/40,000 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 ? $6.25 = $437.50 70 ? $6.25 = $437.50Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $6.25 312.50 20 ? $6.25 125.00$ 437.50 $ 437.50Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.5–41. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide:70 ? $9.40 = $658 70 ? $9.40 = $658Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $22 1,100.00 20 ? $22 440.00$ 1,225.00 $ 752.50Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.4. Plantwide rate: $250,000/40,000 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 ? $6.25 = $437.50 70 ? $6.25 = $437.50Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $6.25 312.50 20 ? $6.25 125.00$ 437.50 $ 437.50Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.5–51. Last year’s unit-based overhead rate = $50,000/10,000 = $5This year’s unit-based overhead rate = $100,000/10,000 = $10Last Year This YearBike cost:2 ? $20 $ 40 $ 403 ? $12 36 36Overhead:5 ? $5 255 ? $10 50Total $101 $126Price last year = $101 ? 1.40 = $141.40/dayPrice this year = $126 ? 1.40 = $176.40/dayThis is a $35 increase over last year, nearly a 25 percent increase. No doubt the Carsons arenot pleased and would consider looking around for other recreational possibilities.2. Purchasing rate = $30,000/10,000 = $3 per purchase orderPower rate = $20,000/50,000 = $0.40 per kilowatt hourMaintenance rate = $6,000/600 = $10 per maintenance hourOther rate = $44,000/22,000 = $2 per DLHBike Rental Picnic CateringPurchasing$3 ? 7,000 $21,000$3 ? 3,000 $ 9,000Power$0.40 ? 5,000 2,000$0.40 ? 45,000 18,000Maintenance$10 ? 500 5,000$10 ? 100 1,000Other$2 ? 11,000 22,000 22,000Total overhead $50,000 $50,0003. This year’s bike rental overhead rate = $50,000/10,000 = $5Carson rental cost = (2 ? $20) + (3 ? $12) + (5 ? $5) = $101Price = 1.4 ? $101 = $141.40/day4. Catering rate = $50,000/11,000 = $4.55* per DLHCost of Estes job:Bike rental rate (2 ? $7.50) $15.00Bike conversion cost (2 ? $5.00) 10.00Catering materials 12.00Catering conversion (1 ? $4.55) 4.55Total cost $41.55*Rounded5. The use of ABC gives Mountain View Rentals a better idea of the types and costs of activities that are used in their business. Adding Level 4 bikes will increase the use of the most expensive activities, meaning that the rental rate will no longer be an average of $5 per rental day. Mountain View Rentals might need to set a Level 4 price based on the increased cost of both the bike and conversion cost.分步成本法6–11. Cutting Sewing PackagingDepartment Department DepartmentDirect materials $5,400 $ 900 $ 225Direct labor 150 1,800 900Applied overhead 750 3,600 900Transferred-in cost:From cutting 6,300From sewing 12,600Total manufacturing cost $6,300 $12,600 $14,6252. a. Work in Process—Sewing 6,300Work in Process—Cutting 6,300b. Work in Process—Packaging 12,600Work in Process—Sewing 12,600c. Finished Goods 14,625Work in Process—Packaging 14,625 3. Unit cost = $14,625/600 = $24.38* per pair6–21. Units transferred out: 27,000 + 33,000 – 16,200 = 43,8002. Units started and completed: 43,800 – 27,000 = 16,8003. Physical flow schedule:Units in beginning work in process 27,000Units started during the period 33,000Total units to account for 60,000Units started and completed 16,800Units completed from beginning work in process 27,000Units in ending work in process 16,200Total units accounted for 60,0004. Equivalent units of production:Materials ConversionUnits completed 43,800 43,800Add: Units in ending work in process:(16,200 ? 100%) 16,200(16,200 ? 25%) 4,050 Equivalent units of output 60,000 47,8506–31. Physical flow schedule:Units to account for:Units in beginning work in process 80,000Units started during the period 160,000Total units to account for 240,000Units accounted for:Units completed and transferred out:Started and completed 120,000From beginning work in process 80,000 200,000 Units in ending work in process 40,000Total units accounted for 240,0002. Units completed 200,000Add: Units in ending WIP ? Fraction complete(40,000 ? 20%) 8,000Equivalent units of output 208,0003. Unit cost = ($374,400 + $1,258,400)/208,000 = $7.854. Cost transferred out = 200,000 ? $7.85 = $1,570,000Cost of ending WIP = 8,000 ? $7.85 = $62,8005. Costs to account for:Beginning work in process $ 374,400Incurred during June 1,258,400Total costs to account for $ 1,632,800Costs accounted for:Goods transferred out $ 1,570,000Goods in ending work in process 62,800Total costs accounted for $ 1,632,8006–31、Units t0 account for:Units in beginning work in process(25% completed) 10000Units started during the period 70000 Total units to account for 80000 Units accounted forUnits completed and transferred outStarted and completed 50000From beginning work in process 10000 60000 Units in ending work in process(60% completed) 20000 Total units accounted for 80000 2、60000+20000×60%=72000（units）3、Unit cost for materials:（$/unit）Unit cost for convension:（$/unit）Total unit cost:5+1.13=6.13（$/unit）4、The cost of units of transferred out:60000×6.13=367800($)The cost of units of ending work in process:20000×5+20000×20%×1.13=113560($)作业成本法4–21. Predetermined rates:Drilling Department: Rate = $600,000/280,000 = $2.14* per MHrAssembly Department: Rate = $392,000/200,000= $1.96 per DLH*Rounded2. Applied overhead:Drilling Department: $2.14 ? 288,000 = $616,320Assembly Department: $1.96 ? 196,000 = $384,160Overhead variances:Drilling Assembly TotalActual overhead $602,000 $ 412,000 $ 1,014,000Applied overhead 616,320 384,160 1,000,480Overhead variance $ (14,320) over $ 27,840 under $ 13,5203. Unit overhead cost = [($2.14 ? 4,000) + ($1.96 ? 1,600)]/8,000= $11,696/8,000= $1.46**Rounded4–31. Yes. Since direct materials and direct labor are directly traceable to each product, their cost assignment should be accurate.2. Elegant: (1.75 ? $9,000)/3,000 = $5.25 per briefcaseFina: (1.75 ? $3,000)/3,000 = $1.75 per briefcaseNote: Overhead rate = $21,000/$12,000 = $1.75 per direct labor dollar (or 175 percent of direct labor cost).There are more machine and setup costs assigned to Elegant than Fina. This is clearly a distortion because the production of Fina is automated and uses the machine resources much more than the handcrafted Elegant. In fact, the consumption ratio for machining is 0.10 and 0.90 (using machine hours as the measure of usage). Thus, Fina uses nine times the machining resources as Elegant. Setup costs are similarly distorted. The products use an equal number of setups hours. Yet, if direct labor dollars are used, then the Elegant briefcase receives three times more machining costs than the Fina briefcase.3. Overhead rate = $21,000/5,000= $4.20 per MHrElegant: ($4.20 ? 500)/3,000 = $0.70 per briefcaseFina: ($4.20 ? 4,500)/3,000 = $6.30 per briefcaseThis cost assignment appears more reasonable given the relative demands each product places on machine resources. However, once a firm moves to a multiproduct setting, using only one activity driver to assign costs will likely produce product cost distortions. Products tend to make different demands on overhead activities, and this should be reflected in overhead cost assignments. Usually, this means the use of both unit- and nonunit-level activity drivers. In this example, there is a unit-level activity (machining) and a nonunit-level activity (setting up equipment). The consumption ratios for each (using machine hours and setup hours as the activity drivers) are as follows:Elegant FinaMachining 0.10 0.90 (500/5,000 and 4,500/5,000)Setups 0.50 0.50 (100/200 and 100/200)Setup costs are not assigned accurately. Two activity rates are needed—one based on machine hours and the other on setup hours:Machine rate: $18,000/5,000 = $3.60 per MHrSetup rate: $3,000/200 = $15 per setup hourCosts assigned to each product:Machining: Elegant Fina$3.60 ? 500 $ 1,800$3.60 ? 4,500 $ 16,200Setups:$15 ? 100 1,500 1,500Total $ 3,300 $ 17,700Units ÷3,000 ÷3,000Unit overhead cost $ 1.10 $ 5.904：Elegant Unit overhead cost：[9000+3000+18000*500/5000+3000/2]/3000=$5.1 Fina Unit overhead cost：[3000+3000+18000*4500/5000+3000/2]/3000=$7.94–51. Deluxe Percent Regular PercentPrice $900 100% $750 100%Cost 576 64 600 80Unit gross profit $324 36% $150 20%Total gross profit:($324 ? 100,000) $32,400,000($150 ? 800,000) $120,000,0002. Calculation of unit overhead costs:Deluxe gularUnit-level:Machining:$200 ? 100,000 $20,000,000$200 ? 300,000 $60,000,000Batch-level:Setups:$3,000 ? 300 900,000$3,000 ? 200 600,000Packing:$20 ? 100,000 2,000,000$20 ? 400,000 8,000,000Product-level:Engineering:$40 ? 50,000 2,000,000$40 ? 100,000 4,000,000Facility-level:Providing space:$1 ? 200,000 200,000$1 ? 800,000 800,000Total overhead $25,100,000 $73,400,000Units ÷100,000 ÷800,000Overhead per unit $251 $91.75Deluxe Percent Regular PercentPrice $900 100% $750.00 100%Cost 780* 87*** 574.50** 77***Unit gross profit $120 13%*** $175.50 23%***Total gross profit:($120 ? 100,000) $12,000,000($175.50 ? 800,000) $140,400,000*$529 + $251**$482.75 + $91.753. Using activity-based costing, a much different picture of the deluxe and regular products emerges. The regular model appears to be more profitable. Perhaps it should be emphasized.4–61. JIT Non-JITSalesa $12,500,000 $12,500,000Allocationb 750,000 750,000a$125 ? 100,000, where $125 = $100 + ($100 ? 0.25), and 100,000 is the average order size times the number of ordersb0.50 ? $1,500,0002. Activity rates:Ordering rate = $880,000/220 = $4,000 per sales orderSelling rate = $320,000/40 = $8,000 per sales callService rate = $300,000/150 = $2,000 per service callJIT Non-JITOrdering costs:$4,000 ? 200 $ 800,000$4,000 ? 20 $ 80,000Selling costs:$8,000 ? 20 160,000$8,000 ? 20 160,000Service costs:$2,000 ? 100 200,000$2,000 ? 50 100,000Total $1,160,000 $340,0 0For the non-JIT customers, the customer costs amount to $750,000/20 = $37,500 per order under the original allocation. Using activity assign?ments, this drops to $340,000/20 = $17,000 per order, a difference of $20,500 per order. For an order of 5,000 units, the order price can be decreased by $4.10 per unit without affecting customer profitability. Overall profitability will decrease, however, unless the price for orders is increased to JIT customers.3. It sounds like the JIT buyers are switching their inventory carrying costs to Emery without any significant benefit to Emery. Emery needs to increase prices to reflect the additional demands on customer-support activities. Furthermore, additional price increases may be needed to reflectthe increased number of setups, purchases, and so on, that are likely occurring inside the plant. Emery should also immediately initiate discussions with its JIT customers to begin negotiations for achieving some of the benefits that a JIT supplier should have, such as long-term contracts. The benefits of long-term contracting may offset most or all of the increased costs from the additional demands made on other activities.4–71. Supplier cost:First, calculate the activity rates for assigning costs to suppliers:Inspecting components: $240,000/2,000 = $120 per sampling hourReworking products: $760,500/1,500 = $507 per rework hourWarranty work: $4,800/8,000 = $600 per warranty hourNext, calculate the cost per component by supplier:Supplier cost:Vance FoyPurchase cost:$23.50 ? 400,000 $ 9,400,000$21.50 ? 1,600,000 $ 34,400,000Inspecting components:$120 ? 40 4,800$120 ? 1,960 235,200Reworking products:$507 ? 90 45,630$507 ? 1,410 714,870Warranty work:$600 ? 400 240,000$600 ? 7,600 4,560,000Total supplier cost $ 9,690,430 $ 39,910,070Units supplied ÷400,000 ÷1,600,000Unit cost $ 24.23* $ 24.94**RoundedThe difference is in favor of Vance; however, when the price concession is considered, the cost of Vance is $23.23, which is less than Foy’s component. Lumus should accept the contractual offer made by Vance.4–7 Concluded2. Warranty hours would act as the best driver of the three choices. Using this driver, the rate is $1,000,000/8,000 = $125 per warranty hour. The cost assigned to each component would be:Vance FoyLost sales:$125 ? 400 $ 50,000$125 ? 7,600 $ 950,000$ 50,000 $ 950,000Units supplied ÷400,000 ÷1,600,000Increase in unit cost $ 0.13* $ 0.59**Rounded$0.075 per unitCategory II: $45/1,000 = $0.045 per unitCategory III: $45/1,500 = $0.03 per unitCategory I, which has the smallest batches, is the most undercosted of the three categories. Furthermore, the unit ordering cost is quite high relative to Category I’s selling price (9 to 15 percent of the selling price). This suggests that something should be done to reduce the order-filling costs.3. With the pricing incentive feature, the average order size has been increased to 2,000 units for all three product families. The number of orders now processed can be calculated as follows:Orders = [(600 ? 50,000) + (1,000 ? 30,000) + (1,500 ? 20,000)]/2,000= 45,000Reduction in orders = 100,000 – 45,000 = 55,000Steps that can be reduced = 55,000/2,000 = 27 (rounding down to nearest whole number)There were initially 50 steps: 100,000/2,000Reduction in resource spending:Step-fixed costs: $50,000 ? 27 = $1,350,000Variable activity costs: $20 ? 55,000 = 1,100,000$2,450,000预算9-4Norton, Inc.Sales Budget For the Coming YearModel Units Price Total SalesLB-1 50,400 $29.00 $1,461,600LB-2 19,800 15.00 297,000WE-6 25,200 10.40 262,080 WE-7 17,820 10.00 178,200 WE-8 9,600 22.00 211,200 WE-9 4,000 26.00 104,000 Total $2,514,080二、1. Raylene’s Flowers and GiftsProduction Budget for Gift BasketsFor September, October, November, and DecemberSept. Oct. Nov. D ec.Sales 200 150 180 250Desired ending inventory 15 18 25 10Total needs 215 168 205 260Less: Beginning inventory 20 15 18 25 Units produced 195 153 187 2352. Raylene’s Flowers and GiftsDirect Materials Purchases BudgetFor September, October, and NovemberFruit: Sept. Oct. Nov.Production 195 153 187? Amount/basket (lbs.) ? 1 ? 1 ?1Needed for production 195 153 187Desired ending inventory 8 9 12Needed 203 162 200Less: Beginning inventory 10 8 9Purchases193 154 190Small gifts: Sept. Oct. Nov.Production 195 153 187 ? Amount/basket (items) ? 5 ? 5 ? 5Needed for production 975 765 935Desired ending inventory 383 468 588Needed 1,358 1,233 1,523Less: Beginning inventory 488 383 468Purchases 870 850 1,055Cellophane: Sept. Oct. Nov.Production 195 153 187。
管理会计管理会计习题一
一、单项选择题：1、在财务会计中，应当将销售费用归属于下列各项中的（）。
A.制造费用B.主要成本C.加工成本D.非生产成本3、阶梯式混合成本又可称为（）A.半固定成本B.半变动成本C.延期变动成本D.曲线式成本4.将全部成本分为固定成本、变动成本和混合成本所采用的分类标志是( )A.成本的目标B.成本的可辨认性C.成本的经济用途D.成本的性态5、在历史资料分析法的具体应用方法中，计算结果最为精确的方法是（）。
A.高低点法B.散布图法C.回归直线法D.直接分析法6、当相关系数r等于+1时，表明成本与业务量之间的关系是（）。
A.基本正相关B.完全正相关C.完全无关D.基本无关7、在不改变企业生产经营能力的前提下，采取降低固定成本总额的措施通常是指降低（A.约束性固定成本B.酌量性固定成本C.半固定成本D.单位固定成本8、单耗相对稳定的外购零部件成本属于（）。
A.约束性固定成本B.酌量性固定成本C.技术性变动成本D.酌量性变动成本9、下列项目中，只能在发生当期予以补偿，不可能递延到下期的成本是（）。
A.直接成本B.间接成本C.产品成本D.期间成本10、为排除业务量因素的影响，在管理会计中，反映变动成本水平的指标一般是指（）A.变动成本总额B.单位变动成本C.变动成本的总额与单位额D.变动成本率11、在管理会计中，狭义相关范围是指（）A.成本的变动范围B.业务量的变动范围C.时间的变动范围D.市场容量的变动范围12、在应用历史资料分析法进行成本形态分析时，必须首先确定a，然后才能计算出b的方法时（） A.直接分析法 B.高低点法 C.散布图法 D.回归直线法13、某企业在进行成本形态分析时，需要对混合成本进行分解。
据此可以断定：该企业应用的是（）A.高低点法 B.回归直线法 C.多步分析程序 D.同步分析程序14、在应用高低点法进行成本性态分析时，选择高点坐标的依据是（）A.最高的业务B.最高的成本C.最高的业务量和最高的成本D.最高的业务量或最高的成本二、多项选择题1.成本按其核算的目标分类为(ACD )。
《管理会计(双语)》章节 (1)
Management Accounting, 6e (Atkinson et al.)Chapter 1 How Management Accounting Information Supports Decision Making Objective 11) Management accounting is subject to the rules formulated by standard setters such as the Financial Accounting Standards Board (FASB).Answer: FALSEExplanation: Financial accounting is subject to the rules of the FASB.Diff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking2) Management accounting information is primarily oriented to external stakeholders, such as investors, creditors, regulators, and tax authorities.Answer: FALSEExplanation: Management accounting information is primarily oriented to management. Diff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking3) The International Accounting Standards Board sets the guidelines used for management accounting.Answer: FALSEExplanation: Financial accounting must be consistent with the rules of the IASB.Diff: 1Terms: International Accounting Standards BoardObjective: 1AACSB: Reflective thinking4) A good management accounting system can become a source of competitive advantage for a company.Answer: TRUEDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking5) Management accounting information is sometimes predictive and forward looking. Answer: TRUEDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking6) Management accounting has no prescribed rules about its content, how the content is to be developed, and how the content is to be presented.Answer: TRUEDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking7) The Federal Accounting Standards Advisory Board sets cost accounting standards for all federal government activities.Answer: TRUEDiff: 2Terms: Government Accounting Standards BoardObjective: 1AACSB: Reflective thinking8) Management accounting measures can provide advance warnings of problems. Answer: TRUEDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking9) Information about customer satisfaction is an example of financial information. Answer: FALSEExplanation: Information about customer satisfaction is an example of nonfinancial information.Diff: 1Terms: nonfinancial informationObjective: 1AACSB: Reflective thinking10) Management accounting information can be used for all of the following EXCEPT:A) calculate the cost of a product or service.B) evaluate the performance of a company.C) project materials needs.D) evaluate the market price of the stock.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking11) Which of the following types of information are used in management accounting?A) financial informationB) nonfinancial informationC) information focused on the long termD) All of the above are correct.Answer: DDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking12) Management accounting:A) is both retrospective, providing feedback about past operations, and also prospective, incorporating forecasts and estimates about future events.B) is primarily oriented to external stakeholders.C) must be consistent with rules formulated by the Financial Accounting Standards Board (FASB).D) provides information that is generally available only on a quarterly or annual basis. Answer: ADiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking13) Which of the following descriptors refer to management accounting information?A) It is only retrospective, reporting and summarizing in financial terms the results of past decisions and transactions.B) It is driven by rules.C) It is prepared for shareholders.D) It is oriented to meeting the decision making needs of employees and managers inside the organization.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking14) Which of the following would be considered management accounting information?A) Budgeted production for the year 2011.B) Budgeted Balance Sheet.C) Analysis of trend in stock prices.D) Both budgeted production for the year of 2011, and the budgeted balance sheet. Answer: DDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking15) Management accounting information includes all of the following EXCEPT:A) tabulated results of customer satisfaction surveys.B) the cost of producing a product.C) the percentage of units produced that is defective.D) market price of the stock.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking16) Management accounting reports might include information about:A) customer complaints.B) net income for the year on budgeted income statement.C) total assets on budgeted balance sheet.D) All of the above are correct.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking17) The person MOST likely to use management accounting information is a(n):A) banker evaluating a credit application.B) shareholder evaluating a stock investment.C) governmental taxing authority.D) assembly department supervisor.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking18) Which of the following is NOT a function of a management accounting system?A) strategic developmentB) financial reportingC) controlD) product costingAnswer: BDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking19) Financial accounting:A) focuses on the future and includes activities such as preparing next year's operating budget.B) does not need to comply with GAAP (generally accepted accounting principles).C) is primarily oriented to external stakeholders, such as investors, creditors, regulators and tax authorities.D) is prepared for the use of department heads and other employees.Answer: CDiff: 1Terms: financial accountingObjective: 1AACSB: Reflective thinking20) The person MOST likely to use ONLY financial accounting information is a:A) factory shift supervisor.B) vice president of operations.C) current shareholder.D) department manager.Answer: CDiff: 2Terms: financial accountingObjective: 1AACSB: Reflective thinking21) Historically, management accounting innovations have been developed by:A) the International Accounting Standards Board.B) the Cost Accounting Standards Board.C) Academic accountants.D) Managers.Answer: DDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking22) In general, it was not until the 1970s that management accounting systems:A) were improved because of demands by the FASB and the SEC.B) stagnated and proved inadequate.C) started to develop innovations in costing and performance-measurement systems due to intense pressure from overseas competitors.D) started to address the decision-making needs of managers.Answer: CDiff: 2Terms: management accountingObjective: 1AACSB: Reflective thinking23) Financial accounting information:A) provides a signal that something is wrong.B) identifies what is wrong.C) explains what is wrong.D) simply summarizes information but gives no indication that anything is wrong. Answer: ADiff: 2Terms: financial accountingObjective: 1AACSB: Reflective thinking24) The regulatory authority responsible for formulating rules of United States GAAP is:A) the Financial Accounting Standards Board.B) the Cost Accounting Standards Board.C) the Federal Accounting Standards Advisory Board.D) the International Accounting Standards Board.Answer: ADiff: 1Terms: financial accounting, FASBObjective: 1AACSB: Reflective thinking25) Management accounting information is BEST described as:A) providing a signal that something is wrong.B) identifying and helping to explain what is wrong.C) simply summarizing information, but giving no indication that anything is wrong.D) measuring overall organizational performance.Answer: BDiff: 1Terms: management accountingObjective: 1AACSB: Reflective thinking26) Compare and contrast the users and uses of management accounting and financial accounting.Answer: Management accounting provides information to internal decision makers of the business such as line supervisors, division managers and top executives. Its purpose is to help managers plan, organize, control and make operating decisions by predicting future results and evaluating performance.Financial accounting provides information to external decision makers such as investors and creditors. Its purpose is to present a fair picture of the financial condition of the company for use by these parties in making investing and credit decisions.Diff: 2Terms: management accounting, financial accountingObjective: 1AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.27) What is the purpose of management accounting?Answer: Management accounting gathers short-term and long-term financial and nonfinancial information to plan, coordinate, motivate, improve, control, and evaluate success factors of an organization. Management accounting converts data into usable information that supports planning, organizing, and control decision making.Diff: 2Terms: management accountingObjective: 1AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.Objective 21) During the history of management accounting, innovations were developed to address the decision-making needs of managers.Answer: TRUEDiff: 2Terms: management accountingObjective: 2AACSB: Reflective thinking2) A key element in any organization's strategy is to identify its target customers and to deliver what those target customers want.Answer: TRUEDiff: 1Terms: strategyObjective: 2AACSB: Reflective thinking3) Management accounting innovations are usually developed by academics.Answer: FALSEExplanation: Management accounting innovations are usually developed by management accountants in the field.Diff: 2Terms: management accountingObjective: 2AACSB: Reflective thinking4) The first modern industry to develop and use large quantities of financial statistics to assess and monitor organizational performance was:A) steel companies.B) lumber companies.C) the railroads.D) automobile companies.Answer: CDiff: 2Terms: financial informationObjective: 2AACSB: Reflective thinking5) Which of the following companies is a service company?A) Lands' EndB) Schwinn BicyclesC) Orkin Pest ControlD) British PetroleumAnswer: CDiff: 1Terms: service companiesObjective: 2AACSB: Reflective thinking6) Historically, service companies have:A) operated in less competitive environments than manufacturing companies.B) enjoyed global customer demand.C) used management accounting information in much the same way as manufacturing companies.D) competed by managing costs to provide the best service at the lowest price.Answer: ADiff: 2Terms: service companiesObjective: 2AACSB: Reflective thinking7) The Hawthorne study revealed that:A) individuals alter their behavior when they know they are being studied.B) groups alter their behavior when they know they are being studied.C) People react when they are being measured.D) All of the above are correct.Answer: DDiff: 2Terms: nonfinancial information, Hawthorne studyObjective: 2AACSB: Reflective thinking8) _______ helped develop the Plan-Do-Check-Act (PDCA) cycle.A) HawthorneB) Deming.C) CarnegieD) FordAnswer: DDiff: 2Terms: plan-do-check-act cycleObjective: 2AACSB: Reflective thinking9) Describe the steps in the PDCA cycle.Answer: The Plan step of the PCDA cycle defines the organization's purpose and selects the focus and scope of its strategy. The Do step of the PDCA cycle involves the implementation of a chosen course of action. In this setting, management accounting information gets communicated to front-line and support employees to inform their daily decisions and work activities. The check step in the PDCA cycle includes two components — measuring and monitoring ongoing performance and taking short-term actions based on the measured performance. In the Act step of the PDCA cycle, managers take actions to lower costs, change resource allocations, improve the quality, cycle time and flexibility of processes, modify the product mix, change customer relationships, and redesign and introduce new products.Diff: 3Terms: plan-do-check-act cycleObjective: 2AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.10) What role has the increasingly competitive business environment played in the development of management accounting?Answer: The competitive environment has changed dramatically. There has been a deregulation movement in North America and Europe during the 1970s and 1980s that changed the ground rules under which service companies operate.In addition, organizations encountered severe competition from overseas companies that offered high-quality products at low prices. There has been an improvement of operational control systems such that information is more current and provided more frequently. Employees need better management accounting information and accurate and timely information to improve the activities they perform and to make decisions. Employees also want innovations in management accounting information. Nonfinancial information has become a critical feedback measure. Finally, the focus of many firms is now on measuring and managing activities.Diff: 3Terms: financial accounting, management accountingObjective: 2AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.Objective 31) At the highest level strategic planning involves choosing a strategy that provides the best fit between the organization's environment and its internal resources in order to achieve the organization's objectives.Answer: TRUEDiff: 2Terms: strategyObjective: 3AACSB: Reflective thinking2) Quality is the degree of conformance between what the customer is promised and what the customer receives.Answer: TRUEDiff: 1Terms: qualityObjective: 3AACSB: Reflective thinking3) Government and nonprofit organizations, as well as profit-seeking enterprises, are feeling the pressures for improved performance.Answer: TRUEDiff: 1Terms: government and nonprofit organizationsObjective: 3AACSB: Reflective thinking4) Management accounting information allows managers to compare actual and planned costs and to identify areas and opportunities for process improvement.Answer: TRUEDiff: 1Terms: management accountingObjective: 3AACSB: Reflective thinking5) Management accounting can provide information on customer satisfaction.Answer: TRUEDiff: 2Terms: management accountingObjective: 3AACSB: Reflective thinking6) Planning activities include all of the following EXCEPT:A) estimate the cost and profit consequences from a course of action.B) evaluating the quality of the service provided.C) projecting labor requirements.D) budgeting.Answer: BDiff: 2Terms: plan-do-check-act cycleObjective: 3AACSB: Reflective thinking7) The most important factor in successful organizations is:A) weaknesses.B) competition.C) strategy.D) definition of quality.Answer: CDiff: 2Terms: strategyObjective: 3AACSB: Reflective thinking8) A key element of any organization's strategy is identifying:A) its potential shareholders.B) its target customers.C) competitor's products.D) employee needs.Answer: BDiff: 3Terms: strategyObjective: 3AACSB: Reflective thinking9) Explain the role of management accounting in helping an enterprise develop and implement its strategy.Answer: The organization needs management accounting information to help implement the strategy, allocate resources for the strategy, communicate the strategy, and link employees and operational processes to achieve the strategy. As the strategy gets executed, management accounting information provides feedback about where it is working and where it is not, and guides actions to improve the performance from the strategy..Diff: 2Terms: management accounting, strategyObjective: 3AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.Objective 41) Quality expert, W. Edwards Deming, helped develop and disseminate the plan-do-check-act (PDCA) cycle.Answer: TRUEDiff: 2Terms: plan-do-act cycleObjective: 4AACSB: Reflective thinking2) Many organizations start the planning stage by re-affirming or updating its mission statement. Answer: TRUEDiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking3) Operating profit is an example of nonfinancial information.Answer: FALSEExplanation: Operating profit is an example of financial information.Diff: 1Terms: financial informationObjective: 4AACSB: Reflective thinking4) The check step in the PDCA cycle includes two components — measuring and monitoring ongoing performance and taking short-term actions based on the measured performance. Answer: TRUEDiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking5) Which of the following best represents the Plan step in the Plan-Do-Check-Act (PDCA) cycle?A) Take actions to lower costs, change resource allocations, improve the quality, cycle time and flexibility of processes, modify the product mix, change customer relationships, and redesign and introduce new products..B) Measure and monitor ongoing performance and take short-term actions based on the measured performance.C) Define the organization's purpose and select the focus and scope of its strategy. .D) Implement the chosen course of action.Answer: CDiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking6) Which of the following best represents the Do step in the Plan-Do-Check-Act (PDCA) cycle?.A) Take actions to lower costs, change resource allocations, improve the quality, cycle time and flexibility of processes, modify the product mix, change customer relationships, and redesign and introduce new products.B) Measure and monitor ongoing performance and take short-term actions based on the measured performance.C) Define the organization's purpose and select the focus and scope of its strategy.D) Implement the chosen course of action.Answer: DDiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking7) Which of the following best represents the Check step in the Plan-Do-Check-Act (PDCA) cycle?A) Take actions to lower costs, change resource allocations, improve the quality, cycle time and flexibility of processes, modify the product mix, change customer relationships, and redesign and introduce new products.B) Measure and monitor ongoing performance and take short-term actions based on the measured performance.C) Define the organization's purpose and select the focus and scope of its strategy.D) Implement the chosen course of action.Answer: CDiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking8) Which of the following best represents the Act step in the Plan-Do-Check-Act (PDCA) cycle?A) Take actions to lower costs, change resource allocations, improve the quality, cycle time and flexibility of processes, modify the product mix, change customer relationships, and redesign and introduce new products.B) Measure and monitor ongoing performance and take short-term actions based on the measured performance.C) Define the organization's purpose and select the focus and scope of its strategy.D) Implement the chosen course of action.Answer: ADiff: 2Terms: plan-do-check-act cycleObjective: 4AACSB: Reflective thinking9) How the customer is treated at the time of the purchase is an example of the __________ element of the value proposition.A) functionality and featuresB) industry standardsC) qualityD) serviceAnswer: DDiff: 2Terms: nonfinancial informationObjective: 4AACSB: Reflective thinking10) Managers of service departments need all of the following information EXCEPT:A) efficiency data on work performance.B) quality data on work performance.C) profitability data of the whole company.D) profitability data of the service department.Answer: CDiff: 2Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking11) A national company manufactures a line of modern furniture. Information MOST useful to the employee who assembles the furniture includes:A) a daily report comparing the actual time it took to assemble a piece of furniture to the standard time allowed.B) a monthly report on the proportion of furniture pieces assembled with defects.C) the number of furniture pieces sold this month.D) revenue per employee.Answer: ADiff: 2Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking12) A national company manufactures a line of modern furniture. Information MOST useful to the top executive includes:A) individual job summaries of materials used.B) monthly financial reports on the company's profitability by product line.C) time reports submitted by each employee.D) scheduled downtime for routine maintenance on machines.Answer: BDiff: 2Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking13) A quarterly report disclosing declining market share information is MOST useful to:A) a front-line employee.B) the manager of operations.C) the chief executive officer.D) the accounting department.Answer: CDiff: 2Terms: financial informationObjective: 4AACSB: Reflective thinking14) A weekly report comparing machine time used to available machine time is information LEAST useful to:A) a front-line employee.B) the manager of operations.C) the chief executive officer.D) the accounting department.Answer: CDiff: 1Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking15) A daily report on the number of quality units assembled by each employee is information MOST useful to:A) a front-line assembly worker.B) the accounting department.C) the chief executive officer.D) the personnel department.Answer: ADiff: 2Terms: nonfinancial informationObjective: 4AACSB: Reflective thinking16) Which of the following would be MOST helpful for a top manager of a company?A) profitability report of the companyB) information to monitor hourly and daily operationsC) number of customer complaintsD) operating expense summary reported by departmentAnswer: ADiff: 2Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking17) A law firm would use management accounting information for all of the following decisions EXCEPT:A) staffing needs.B) performance evaluation of staff.C) budgeted purchases of supplies.D) location of annual holiday party.Answer: DDiff: 2Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinking18) Management accounting can play a critical role in the service industry because of all the following reasons EXCEPT:A) firms must be especially sensitive to the timeliness and quality of customer service.B) many employees have very little contact with customers.C) customers immediately notice defects and a delay in service.D) dissatisfied customers may never return.Answer: BDiff: 2Terms: management accountingObjective: 4AACSB: Reflective thinkingThe following information pertains to three divisions of Marine Industrial Coatings, Inc. (amounts in millions):19) What is the return on investment for the Chemical Division?A) 1.25%B) 2.25%C) 25.0%D) 50.00%Answer: ADiff: 2Terms: return on investmentObjective: 4AACSB: Analytical skills20) Which division is more profitable based on ROI?A) ChemicalB) Retail paintC) IndustrialD) Both Chemical and Retail paint are more profitable than Industrial.Answer: CDiff: 3Terms: return on investmentObjective: 4AACSB: Analytical skills21) What is the Return on Sales for the Retail paint division?A) 2%B) 4.5%C) 20%D) 45%Answer: CDiff: 2Terms: return on salesObjective: 4AACSB: Analytical skills22) For improving operational efficiencies and customer satisfaction, nonfinancial information is:A) critical.B) moderate.C) infrequently used.D) unnecessary.Answer: ADiff: 2Terms: nonfinancial informationObjective: 4AACSB: Reflective thinking23) Nonfinancial information might be used for all of the following EXCEPT:A) improve product quality.B) reduce cycle times.C) satisfy customers' needs.D) All of the above are used.Answer: DDiff: 2Terms: nonfinancial informationObjective: 4AACSB: Reflective thinking24) Is financial accounting or management accounting more useful to an operations manager? Why?Answer: Management accounting is more useful to an operations manager because management accounting reports operating results by department or unit rather than for the company as a whole, it includes financial as well as nonfinancial data such as the number or percent of on-time deliveries and cycle times, and it includes quantitative as well as qualitative data such as the type of rework that was needed on defective units. It also provides information to control operations; it measures and evaluates existing systems to identify problems.Diff: 3Terms: financial accounting, management accountingObjective: 4AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.25) Give two examples of financial information and nonfinancial information.Answer: Financial information includes amounts that can be expressed in dollar amounts such as sales, net income, and total assets. It also includes ratios prepared using financial information such as the percentage increase in sales, return-on-sales, and return-on-investment. Nonfinancial information includes measures that are not expressed in dollar amounts. For example, nonfinancial measures of customer satisfaction include the number of repeat customers or ranked estimates of satisfaction levels. Nonfinancial measures of production quality include percent of on-time deliveries, the number of defects, and production yield.Diff: 3Terms: financial information, nonfinancial informationObjective: 4AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.Objective 51) The design and introduction of new measurements and systems must be accompanied by an analysis of the behavioral and organizational reactions to the measurements.Answer: TRUEDiff: 2Terms: nonfinancial informationObjective: 5AACSB: Reflective thinking2) People react when they are being measured, and they react to the measurements..Answer: TRUEDiff: 2Terms: measurementsObjective: 5AACSB: Reflective thinking3) Information is never neutral; just the act of measuring and reporting information affects the individuals involved.Answer: TRUEDiff: 2Terms: financial information, nonfinancial informationObjective: 5AACSB: Reflective thinking。
管理会计示范性双语课件习题03
CHAPTER 3TRADITIONAL COST MANAGEMENT SYSTEMSTRUE/FALSE1. Job order costing estimates the costs of a customer order.a. Trueb. False2. Job order costing is commonly used to estimate costs in pharmaceutical manufacturing.a. Trueb. False3. It is inappropriate for service organizations such as public accounting firms to use job ordercosting.a. Trueb. False4. In job order costing, only direct costs are used to determine the cost of a job.a. Trueb. False5. A job bid sheet includes an amount for profit when determining the bid price.a. Trueb. False6. The normal level of a cost driver is the long-term capacity made available by the amount ofresources committed to a support activity.a. Trueb. False7. Determining cost pools and realistic cost driver rates is a relatively simple process.a. Trueb. False8. Several cost driver rates may apply to a single cost pool.a. Trueb. False9. In a job order costing system, a cost driver rate is used to apply indirect manufacturingcosts to a specific product.a. Trueb. False10. In a normal job order costing system even though the cost driver rate is based on estimates,support costs are applied to products based on actual levels of activity.a. Trueb. False11. When demand for a product is low, a higher markup should be used since a larger share ofthe capacity-related costs needs to be allocated to each product.a. Trueb. False12. A greater number of cost pools always results in greater costing accuracy.a. Trueb. False13. In job order costing, the total amount of support costs will be allocated to individualproducts or jobs whether a single cost pool or multiple cost pools is used.a. Trueb. False14. In job order costing, individual jobs and products will be allocated the same amount ofsupport costs whether a single cost pool or multiple cost pools is used.a. Trueb. False15. If cost driver rates were based on actual short-term usage, periods of lower demand wouldresult in higher cost driver rates.a. Trueb. False16. A single cost driver rate will usually distort product costs in a business with routine andspecialized services.a. Trueb. False17. By comparing the job bid sheet with the job cost sheet, differences between actual supportcosts and estimated support costs can be compared.a. Trueb. False18. In a multistage-process costing system, the first step is to assess costs for each stage of theprocess.a. Trueb. False19. Direct materials and direct labor are referred to as conversion costs because these costs areconsumed when manufacturing a product.a. Trueb. False20. Job order and multistage-process costing systems all use predetermined cost driver rates toassign costs to jobs or products.a. Trueb. False21. Multistage-process costing is used to allocate manufacturing costs to unique batches of aproduct.a. Trueb. False22. Job order costing and multistage-process costing share the same objective of estimatingproduct costs.a. Trueb. False23. Multistage-process costing systems are used when products manufactured are relativelyhomogeneous and there are few and relatively small differences in the productionrequirements for different products.a. Trueb. False24. While costs are measured for individual jobs in a job order costing system, they aremeasured for individual process stages in a multistage-process costing system.a. Trueb. False25. (Appendix) The direct allocation method recognizes possible interactions between servicedepartments when allocating service department costs to production departments.a. Trueb. False26. (Appendix) Conventional product-costing systems assign indirect costs to products in twostages. In the first stage, production department costs are allocated to the servicedepartments.a. Trueb. False27. (Appendix) Conventional two-stage costing systems are likely to undercost low-volumeproducts.a. Trueb. FalseMULTIPLE CHOICE28. A cost management system that measures the cost of products, services, and customers is:a. a job order costing systemb. a process costing systemc. an activity-based costing systemd. All of the above are correct.29. Job order costing information is used by managers:a. to make decisions and strategyb. for planning and controlc. for cost managementd. All of the above are correct.30. The primary reason managers want to understand the cost of individual products is toassess:a. product profitabilityb. customer satisfactionc. employee skill developmentd. financial growth31. __________ costing is used by a business to price unique products for different jobs.a. Activity-basedb. Job orderc. Processd. Traditional32. Job order costing:a. can only be used in manufacturingb. records the flow of costs for each customerc. allocates an equal amount of cost to each unit made during a time periodd. is commonly used when each unit of output is identical33. Problems with accurate costing occur when:a. incorrect job numbers are recorded on source documentsb. bar coding is used to record materials used on the jobc. a computer screen requests an employee number before that employee is able to workon information related to a specific jobd. All of the above occur.34. A job that shows low profitability may be the result of:a. wasting direct materialsb. inefficient direct manufacturing laborc. underpricing the jobd. All of the above are correct.35. A job bid sheet and a job cost sheet both include:a. estimated direct material costsb. actual direct labor costsc. estimated support costsd. All of the above are correct.36. On a job bid sheet, the bid price includes estimated amounts for:a. profitb. administrative costsc. direct materialsd. All of the above are correct.37. A job cost sheet details the:a. direct materials purchased and paidb. direct labor costs incurredc. indirect labor costs incurredd. actual support costs incurred38. A job cost sheet uses information from:a. the sales invoice regarding the pricing of the jobb. a purchase order to record raw material purchases from suppliersc. a receiving report that indicates the type and quantity of each item received in anorder from a supplierd. a labor time card to record an employee’s wage rate and h ours spent on a particularjob39. In a job order costing system, a manufacturing firm typically uses a cost driver rate toestimate the __________ used for a job.a. direct materialsb. direct laborc. support costsd. total costs40. The normal cost of support activities includes:a. costs of resources committed to the particular activityb. amounts for additional overtime paymentsc. allowances for idle timed. All of the above are correct.41. For each cost pool, a(n) __________ is identified that is the primary factor causing supportcosts to increase during the accounting period.a. activityb. jobc. leveld. process42. For the activity cost driver rate, support costs __________ should be used in thecalculation.a. actually consumedb. made availablec. based on a seasonal averaged. None of the above is correct.43. The predetermined support cost driver rate is calculated using __________ support costs.a. actualb. allocatedc. directd. estimatedTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 44 AND 45.Rupe Company has two departments: Machining and Assembly. The following estimates are for the coming year:Machining AssemblyDirect labor hours 10,000 50,000Machine hours 40,000 20,000Support costs $200,000 $400,00044. A single predetermined cost driver rate based on total plant direct labor hours is:a. $ 8 per direct labor hourb. $10 per direct labor hourc. $20 per direct labor hourd. None of the above is correct.45. A predetermined cost driver rate for the Machining Department based on the number ofmachine hours in that department is:a. $ 5 per machine hourb. $10 per machine hourc. $20 per machine hourd. None of the above is correct.THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 46 AND 47.For 2005, Alex’s Animal Supply Manufacturing uses a normal job order costing system. The accounting records contain the following information:Estimated manufacturing support (overhead) costs $100,000Actual manufacturing support (overhead) costs $120,000Estimated machine hours 20,000Actual machine hours 25,000.The only cost driver is machine hours.46. Using normal job order costing, the 2005 predetermined support cost driver rate is:a. $4.00 per machine hourb. $4.80 per machine hourc. $5.00 per machine hourd. $6.00 per machine hour47. Using normal job order costing, the amount of support costs allocated to jobs during 2005is:a. $150,000b. $125,000c. $120,000d. $100,000THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 48 THROUGH 50. Kristin’s Kitty Supplies Manufacturing applies manufacturing support costs to products at a predetermined rate of $60 per direct labor hour. A retail outlet has requested a bid on a special order of the Toy Mouse product. Estimates for this order include: direct materials $40,000; direct labor 500 direct labor hours @ $20 per hour; and a markup rate of 20%.48. Support cost estimates for this special order total:a. $10,000b. $30,000c. $36,000d. None of the above is correct.49. Estimated total product costs for this special order equal:a. $96,000b. $50,000c. $80,000d. None of the above is correct.50. The bid price for this special order is:a. $50,000b. $60,000c. $80,000d. None of the above is correct.THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 51 AND 52.Plastic Products Company manufactures piping and applies manufacturing support costs to production at a predetermined rate of $15 per direct labor hour. The following data are obtained from the accounting records for June 2005:Direct materials $280,000Direct labor (7,000 hours @ $11/hour) $ 77,000Plant facility rent $ 60,000Plant facility insurance $ 20,000Depreciation on machinery and equipment $ 30,000Sales commissions $ 40,000Administrative expenses $ 50,00051. The actual amount of manufacturing support costs incurred in June 2005 total:a. $557,000b. $200,000c. $110,000d. $ 80,00052. The amount of manufacturing support costs applied to all jobs during June 2005 total:a. $ 77,000b. $105,000c. $110,000d. $200,000THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 53 THROUGH 55. Wisconsin Electronics has received an order for 1,000 specially designed TV/VCR combinations. The following standards were compiled for this order:Direct materials:Part #123 $25 per TV/VCRPart #456 $50 per TV/VCRDirect labor: 2.0 hours per TV/VCR at $15 per hourManufacturing support: $40 per direct labor hour53. The estimated direct labor cost for this order is:a. $30,000b. $40,000c. $80,000d. None of the above is correct.54. The estimated manufacturing support cost assigned to this order totals:a. $30,000b. $40,000c. $80,000d. None of the above is correct.55. Assume the company adds a 10% markup to arrive at a selling price. The bid price for thisorder totals:a. $203,500b. $185,000c. $115,500d. None of the above is correct.Wood Manufacturing is a small textile manufacturer using machine-hours as the single, plant-wide predetermined cost driver rate to allocate manufacturing overhead costs to the various jobs contracted during the year. The following estimates are provided for the coming year for the company and for the Winfield High School band jacket job:Company Winfield High School Job Direct materials $40,000 $1,000Direct labor $10,000 $ 200Manufacturing support costs $30,000Machine-hours 100,000 mh 900 mh56. For Wood Manufacturing, what is the annual support cost driver rate?a. $0.50b. $0.80c. $0.30d. $33.3357. What amount of manufacturing support costs will be allocated to the Winfield job?a. $270b. $720c. $450d. $30,00058. What are the total manufacturing costs of this job?a. $1,200b. $1,470c. $1,650d. $1,92059. What is the bid price for the Winfield High School Job if the company uses a 40% markupof total manufacturing costs?a. $2,310b. $588c. $1,680d. $2,058Apple Valley Corporation uses a job order cost system and has two production departments, A and B. Budgeted manufacturing costs for the year are:Department A Department BDirect materialsDirect labor $200,000 $800,000Manufacturing support $600,000 $400,000The actual material and labor costs charged to Job #432 are as follows:Job #432Direct materials: $25,000Direct labor:Department A $ 8,000Department B $12,000$20,000Apple Valley applies manufacturing support costs to jobs on the basis of direct labor cost using departmental rates determined at the beginning of the year.60. For Department A, the support cost driver rate is:a. 33%b. 66%c. 300%d. None of the above is correct.61. For Department B, the support cost driver rate is:a. 50%b. 80%c. 100%d. 200%62. Support costs applied to Job #432 total:a. $12,000b. $24,000c. $36,000d. None of the above is correct.63. Total manufacturing costs associated with Job #432 total:a. $55,000b. $65,000c. $70,000d. $75,000THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 64 THROUGH 66. Sheppard Manufacturing uses departmental cost driver rates to allocate manufacturing support costs to products. Manufacturing support costs are allocated on the basis of machine hours in the Machining Department and on the basis of direct labor hours in the Assembly Department. At the beginning of 2005, the following estimates were provided for the coming year:Machining AssemblyDirect labor cost $500,000 $900,000Manufacturing overhead costs $420,000 $240,000Direct labor-hours 30,000 60,000Machine-hours 80,000 20,000The accounting records of the company show the following data for Job #316:Machining AssemblyDirect labor-hours 120 70Machine-hours 60 5Direct material cost $300 $200Direct labor cost $100 $40064. For the Machining Department, what is the annual manufacturing support cost driver rate?a. $4.00b. $4.20c. $4.67d. $5.2565. What amount of manufacturing support costs will be allocated to Job #316?a. $439b. $502c. $595d. $53266. What are the total manufacturing costs of Job #316?a. $715b. $880c. $1,595d. $1,00067. Each cost pool:a. utilizes a separate cost driver rateb. is a subset of total labor costsc. can be associated with several normal levels of activityd. All of the above are correct.68. In job order costing, the optimum number of cost pools is __________.a. oneb. more than onec. 1,000d. none69. More cost pools:a. always result in better estimates of support costsb. seldom result in better estimates of support costsc. are usually beneficial if the pattern of demand varies across resourcesd. result in lower estimates of total support costs70. Different products consume different proportions of manufacturing support costs becauseof differences in all of the following EXCEPT:a. product designb. product sizec. setup timed. sales prices71. If a business offers both routine and specialized services, a single cost driver rate willoverprice:a. the routine serviceb. the specialized servicec. both the routine and the specialized serviced. neither the routine nor the specialized service72. If support cost driver rates are calculated monthly, distortions might occur because of:a. rental costs paid monthlyb. property tax payments made in July and Decemberc. routine, monthly preventive maintenance costs that benefit future monthsd. Both (b) and (c) are correct.73. Capacity-related support costs remain constant at $200,000 per month and are allocatedbased on a monthly professional labor-hour allocation rate. Professional labor hours are estimated at 8,000 for high-output months and 2,000 for low-output months. The final customer price includes a markup of 50% of cost. As a result:a. low-output months will allocate less support costs to each jobb. low-output months will deter customers due to the higher pricesc. the high-output months present a more accurate method of pricingd. an annual allocation rate would result in lower prices during the high-output months74. Conversion costs:a. include all the factors of productionb. include direct materialsc. in process costing are usually considered to be added evenly throughout theproduction processd. Both (b) and (c) are correct.THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 75 AND 76.Konrade Company uses a manufacturing process that has two distinct stages: the chopping process (P1) and the juicing process (P2). Raw material is consumed in P1 at the beginning of the process. No additional material is required in the second stage of the process (in P2). The following information pertains to the production of 5,000 units of output in March 2005:P1 P2Direct materials $60,000 $ 0Direct labor $20,000 $30,000Equipment maintenance $30,000 $40,000Plant depreciation $40,000 $50,00075. The conversion costs for P1, the chopping process, total:a. $60,000b. $80,000c. $50,000d. $90,00076. The conversion cost per unit of output for the Konrade Company totals:a. $42 per unitb. $18 per unitc. $32 per unitd. $10 per unit77. Costing systems that are used for the costing of like or similar units of products in massproduction are called:a. inventory-costing systemsb. job order costing systemsc. process-costing systemsd. conversion costing systems78. Process costing:a. allocates conversion costsb. results in different costs for different jobsc. is commonly used by general contractors who construct custom-built homesd. assigns costs to unique jobs based on a support cost driver79. Which of the following manufactured products would use process costing?a. polo shirts imprinted with individualized logosb. picnic packs containing ketchup, mustard, and relishc. customized boats used for racingd. handmade stained-glass lamps for recreational rooms80. Process costing should be used to assign costs to products when:a. the units produced are similarb. the units produced are dissimilarc. the calculation of unit costs requires the averaging of unit costs over all unitsproducedd. either (a) or (c) are present81. Which one of the following statements is FALSE?a. In a job order costing system, individual jobs use different quantities of productionresources.b. In a process-costing system, each unit uses approximately the same amount ofresources.c. An organization that manufactures several types of cereal would use a job ordercosting system.d. A corporation whose sole business activity is processing the customer deposits ofseveral banks would use a process-costing system.82. (Appendix) Under conventional two-stage cost allocation systems, all of the followingallocation bases are often employed in stage two, except:a. number of square feet of areab. number of direct labor hoursc. number of machine hoursd. number of units made83. (Appendix) Product costs estimated using the two-stage allocation method are likely to bedistorted because the second stage allocations are based on:a. unit-related measuresb. batch-related measuresc. product-sustaining measuresd. facility-sustaining measures84. (Appendix) Castille Company produces two products, SP24 and SP25. Each is assigned$25.00 in setup costs by a conventional accounting system. After an activity analysis, it is revealed that SP25 requires 45 fewer minutes in setup time than SP24. Under theconventional system, SP25 is:a. undercostedb. overcostedc. fairly costedd. accurately costedTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 85 AND 86.Rhode Island Manufacturing Company developed the following information for its service departments, S1 and S2, and its production departments, P1 and P2:S1 S2 P1 P2 Support CostService Provided by S1 --- 30% 30% 40%Service Provided by S2 25% --- 30% 45%85. (Appendix) Using the direct method of service department cost allocation, how much is tobe allocated from S2 to P2 if calculations are rounded to the nearest dollar?a. $2,860b. $3,240c. $4,320d. $2,16086. (Appendix) Using the reciprocal method of service department cost allocation, how muchis the total support cost for P1 for the period if calculations are rounded to the nearestdollar?a. $12,605b. $16,594c. $12,560d. $12,594EXERCISE/PROBLEM87. Jacobson Manufacturing is a small textile manufacturer using machine hours as the singlecost driver to allocate support costs to the various jobs contracted during the year. Thefollowing estimates are provided for the coming year for the company and for the Maize High School Science Olympiad Jacket job.Company Maize High School JobDirect materials $50,000 $500Direct labor $10,000 $100Support costs $40,000Markup 30%Machine hours 100,000 800Required:a. For Jacobson Manufacturing, determine the annual support cost driver rate.b. Determine the amount of support costs estimated for the Maize High School job.c. Determine the bid price for the Maize High School job.88. David Duty Manufacturing uses departmental cost driver rates to apply manufacturingsupport costs to products. Support costs are applied on the basis of machine hours in the Machining Department and on the basis of direct labor hours in the Assembly Department.At the beginning of 2005, the following estimates were provided for the coming year:Machining AssemblyDirect labor hours 10,000 90,000Machine hours 100,000 5,000Direct labor cost $ 80,000 $720,000Support costs $250,000 $360,000The accounting records of the company show the following data for Product #846:Machining AssemblyDirect labor hours 50 120Machine hours 170 10Direct material cost $2,700 $1,600Direct labor cost $ 400 $ 900Required:a. Compute the predetermined support cost driver rate for each department.b. Compute the total cost of Product #846.c. Provide possible reasons why David Duty Manufacturing uses two different costdrivers.89. Elfie Enterprises uses three cost pools to allocate support costs. The following estimateswere provided for the coming year.Cost Pool Support Costs Cost driver Activity level Supervision of direct labor $320,000 Direct labor hours 800,000 Machine maintenance $120,000 Machine hours 960,000 Facility rent $200,000 Square feet of area 100,000 Total support costs $640,000The accounting records show the Lacio Job consumed the following resources.Cost driver Actual levelDirect labor hours 200Machine hours 1,600Square feet of area 50Required:a. If direct labor hours are considered the only support cost driver, compute:1. the single cost driver rate for Elfie Enterprises; and2. the amount of support costs allocated to the Lacio job.b. If Elfie Enterprises uses the three cost pools to allocate support costs, compute:1. the cost driver rate for each of the three support activities above; and2. the amount of support costs allocated to the Lacio job.c. Review the amount of support costs allocated in (a2) and (b2). Why do the twoestimates differ? Which method of allocation probably best estimates actual supportcosts used? Why?90. Poseidon Company produces customized sailboats. The company uses a job order costingsystem. Its plant has three production departments: cutting, machining, and assembly. The estimated support cost and direct labor cost for each department for 2005 follow:Cutting Machining Assembly Support costDirect labor cost $300,000 $200,000 $500,000In May 2005, the company received an invitation from Duluth Sailing Company to bid on an order of five luxury sailboats that must be delivered by the end of September 2005. This Duluth Job would require direct manufacturing costs in the three departments as follows:Cutting Machining Assembly Direct material cost $12,000 $ 800 $ 4,600Direct labor cost $ 7,000 $2,000 $15,000Required:a. Assume that a single, plantwide predetermined cost driver rate based on direct laborcost is used. Determine the cost driver rate and support costs applied to the DuluthJob.b. Assume that separate, departmental predetermined cost driver rates based on directlabor cost are used in each department. Determine the departmental cost driver ratesand support costs applied to the Duluth job.c. Assume that Poseidon has a policy to add a 60% markup to estimated job costs toarrive at the bid price. Determine the bid price for the Duluth job using:1. a plantwide support cost driver rate; and2. departmental support cost driver rates.d. Review the bid prices computed in (c). Why do the two bids differ?e. What are the possible consequences of overbidding a job? Underbidding a job?91. Noble Printers has contracts to complete weekly supplements required by forty-sixcustomers. For the year 2005, support cost estimates total $420,000 for an annualproduction capacity of 12 million pages.For 2005 Noble Printers has decided to evaluate the use of additional cost pools. After analyzing support costs, it was determined that number of design changes, setups, and inspections are the primary support cost drivers. The following information was gathered during the analysis.Cost pool Support costs Activity levelSetups $320,000 5,000 setupsInspections $ 40,000 8,000 inspectionsTotal support costs $420,000During 2005, two customers, Wealth Managers and Health Systems, are expected to use the following printing services.Activity Wealth Managers Health SystemsPages 60,000 76,000Design changes 10 0Setups 20 10Inspections 30 38 Required:a. Calculate the cost driver rate if support costs are considered one large cost pool andare assigned based on 12 million pages of production capacity.b. Using the cost driver rate determined in (a), calculate the support cost estimate forWealth Managers during 2005.c. Assuming cost pools for design changes, setups, and inspections are used, calculatethe cost driver rates for each of the three cost pools.d. Using the cost driver rates determined in (c), calculate the support cost estimate forWealth Managers during 2005.e. Review the support costs estimates computed in (b) and (d). Discuss whatconclusions can be drawn from this exercise in regard to the use of cost pools.92. Roland Company uses a manufacturing process that has two distinct stages: P1 and P2.Raw material is consumed in P1 at the beginning of the process. No additional material is required in the second stage of the process (in P2). The following information pertains to the production of 10,000 units of output in March 2005:P1 P2Direct materials $100,000 $ 0Direct labor $ 80,000 $160,000Equipment maintenance $ 20,000 $ 40,000Plant depreciation $ 40,000 $ 60,000 Required:a. Determine the direct material cost per unit of output.b. Determine the conversion cost per unit of output.。
管理会计ppt习题及答案
1.管理会计正式形成和发展于( )A.20世纪初B.20世纪50年代C.20世纪70年代D.20世纪80年代2.管理会计的服务侧重于( )。
A.股东B.外部集团C.债权人D.企业内部的经营管理3.最优化、效益性、决策有用性、及时性、重要性和灵活性，共同构成了现代管理会计的（）。
A.管理会计假设B.管理会计原则C.管理会计术语D.管理会计概念4. 下列项目中，不属于管理会计基本职能的是（）。
A：规划经营方针B：参与经营决策C：控制经济过程D：核算经营成果5. 管理会计和财务会计的关系是（）。
A：起源不相同、目标相同B：目标相同、基本信息同源C：基本信息不同源、服务对象交叉D：服务对象交叉、概念相同二、多选题1.管理会计属于（）。
A.现代企业会计B.经营型会计C.外部会计D.报账型会计E.内部会计2.下列项目中，可以作为管理会计主体的有( )。
A.企业整体B.分厂C.车间D.班组E.个人3. 下列各项中，属于管理会计与财务会计的区别是（）A：会计主体不同B：基本职能不同C：约束条件不同D：方法及程序不同E：信息特征不同4.下列关于管理会计的叙述,正确的有( )。
A.工作程序性较差B.可以提供未来信息C.以责任单位为主体D.必须严格遵循公认会计原则E.重视管理过程和职工的作用三、判断题1. 管理会计不仅应反映过去，还应能预测和规划未来。
（）2.管理会计受会计准则、会计制度的制约，同时企业亦可根据管理的实际情况和需要确定。
（）3.管理会计是以提高经济效益为最终目的的会计信息处理系统。
（）4.管理会计提交报告的对象局限于企业内部各管理层次。
（）5.管理会计中的成本既可指已经发生的成本，也可指企业尚未发生的、可能的成本。
（）1.在历史资料分析法的具体应用方法中，计算结果最为精确的方法是（）。
A.高低点法B.散布图法C.回归直线法D.直接分析法2.按照管理会计的解释，成本的相关性是指（）A.与决策方案有关的成本特性B.与控制标准有关的成本特性C.与资产价值有关的成本特性D.与归集对象有关的成本特性3.在不改变企业生产经营能力的前提下，采取降低固定成本总额的措施通常是指降低（）。
管理会计课件MgtAcc1a
Contents of COGS
= + = + = = = Direct materials purchased adjusted for change in level of unused materials Direct materials put into production Direct labour applied to production Prime Cost Factory overhead Manufacturing cost applied adjusted for change in level of work in progress Cost of Goods Manufactured (COGM) adjusted for change in level of unsold products Cost of Goods Sold (COGS)
14
I. II. III. IV. V. VI. VII.
Research Development Marketing Production Sales Distribution After-sales service
The value chain
market & technical the most expensive step! simultaneously with:
12
13
How value is added
Quality : the customer's right Technology : improved functionality
(but shorter product lives through built-in obsolescense)
管理会计英语课件01
A Brief History
• In 19th century America, textile mill owners kept detailed records of costs to direct efficiency improvement activities and to provide a basis for product pricing
Changing Focus
• Traditionally, management accounting information has been financial information – Denominated in a currency such as $ (dollars), £ (pound sterling), ¥ (yen), or € (euro) • Management accounting information has now expanded to encompass information that is operational or physical (nonfinancial) information: – Quality and process times – More subjective measurements, such as: • Customer satisfaction • Employee capabilities • New product performance
Management Accounting: Information That Creates Value
Chapter 1
Management Accounting Information
• The institute of Management Accountants has defined management accounting as:
管理会计13版课后习题答案·英文版CH01
Chapter 1Managerial Accounting and the Business Environment Solutions to Questions1-1 A strategy is a game plan that enables a company to attract customers by distinguishing itself from competitors. The focal point of a company’s strategy should be its target customers.1-2Customer value propositions fall into three broad categories—customer intimacy, operational excellence, and product leadership.A company with a customer intimacy strategy attempts to better understand and respond to its customers’ individual needs than its competitors. A company that adopts an operational excellence strategy attempts to deliver products faster, more conveniently, and at a lower price than its competitors. A company that has a product leadership strategy attempts to offer higher quality products than its competitors.1-3 A person in a line position is directly involved in achieving the basic objectives of the organization. A person in a staff position provides services and assistance to other parts of the organization, but is not directly involved in achieving the basic objectives of the organization.1-4The Chief Financial Officer is responsible for providing timely and relevant data to support planning and control activities and for preparing financial statements for external users.1-5The three main categories of inventories in a manufacturing company are raw materials, work in process, and finished goods.1-6The five steps in the lean thinking model are: (1) identify value in specific products and services; (2) identify the business process that delivers value; (3) organize work arrangements around the flow of the business process; (4) create a pull system that responds to customer orders; and (5) continuously pursue perfectionin the business process.1-7Successful implementation of the lean thinking model should result in lower inventories, fewer defects, less wasted effort, and quicker customer response times.1-8In a pull production system, production is not initiated until a customer order is received. Inventories are reduced to a minimum by purchasing raw materials and producing products only as needed to meet customer demand.1-9Some benefits from improvement efforts come from cost reductions, but the primary benefit is often an increase in capacity. At non-constraints, increases in capacity just add to the already-existing excess capacity. Therefore, im-provement efforts should ordinarily focus on the constraint.1-10 Six Sigma is a process improvement method that relies on customer feedback and fact-based data gathering and analysis techniques to drive process improvement. The goal is to reduce defect rates below 3.4 defects per million.1-11 The five stages in the Six Sigma DMAIC Framework are (1) Define; (2) Measure; (3) Analyze; (4) Improve; and (5) Control. The goals for the define stage are to establish the scope and purpose of the project, to diagram the flow of the current process, and to establish the customer’s requirements for the process.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.The goals for the measure stage are to gather baseline performance data related to the existing process and to narrow the scope of the project to the most important problems. The goal in the analyze stage is to identify the root causes of the problems identified in the measure stage. The goal in the improve stage is to develop, evaluate, and implement solutions to the problems. The goals in the control stage are to ensure the problems remain fixed and to seek to improve the new methods over time.1-12If people generally did not act ethically in business, no one would trust anyone else and people would be reluctant to enter into business transactions. The result would be less funds raised in capital markets, fewer goods and services available for sale, lower quality, and higher prices. 1-13Corporate governance is the system by which a company is directed and controlled. If properly implemented, the corporate governance system should provide incentives for the board of directors and top management to pursue objectives that are in the best interests of the company’s owners and it should provide for effective monitoring of performance.1-14Enterprise risk management is a process used by a company to proactively identify the risks that it faces and to manage those risks.1-15The stakeholder groups include customers, suppliers, stockholders, employees, communities, and environmental and human rights advocates.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.1. Line2. Organization chart3. Staff4. Decentralization5. Controller6. Chief Financial Officer© The McGraw-Hill Companies, Inc., 2010. All rights reserved.1. strategy2. Six Sigma3. business process4. corporate governance5. enterprise risk management6. manufacturing cell7. stakeholders8. constraint9. nonconstraint10. value chain11. Corporate social responsibility12. supply chain management13. lean thinking model; pulls14. customer value proposition15. The Sarbanes-Oxley Act of 200216. non-value-added activity17. Theory of Constraints© The McGraw-Hill Companies, Inc., 2010. All rights reserved.If cashiers routinely shortchanged customers whenever the opportunity presented itself, most of us would be careful to count our change before leaving the counter. Imagine what effect this would have on the line at your favorite fast-food restaurant. How would you like to wait in line while each and every customer laboriously counts out his or her change? Additionally, if you can’t trust the cashiers to give honest change, can you trust the cooks to take the time to follow health precautions such as washing their hands? If you can’t trust anyone at the restaurant would you even want to eat out?Generally, when we buy goods and services in the free market, we assume we are buying from people who have a certain level of ethical standards. If we could not trust people to maintain those standards, we would be reluctant to buy. The net result of widespread dishonesty would be a shrunken economy with a lower growth rate and fewer goods and services for sale at a lower overall level of quality.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.1. Failure to report the obsolete nature of the inventory would violate theIMA’s Statement of Ethical Professional Practice as follows:Competence• Perform duties in accordance with relevant technical standards.Generally accepted accounting principles (GAAP) require the write-down of obsolete inventory.• Prepare decision support information that is accurate.Integrity• Mitigate actual conflicts of interest and avoid apparent conflicts ofinterest.• Refrain from engaging in any conduct that would prejudice carrying out duties ethically.• Abstain from activities that would discredit the profession.Members of the management team, of which Perlman is a part, are responsible for both operations and recording the results of operations.Because the team will benefit from a bonus, increasing earnings by ignoring the obsolete inventory is clearly a conflict of interest.Furthermore, such behavior is a discredit to the profession.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.Credibility• Communicate information fairly and objectively.• Disclose all relevant information.• Hiding the obsolete inventory impairs the objectivity and relevance of financial statements.(Unofficial CMA solution) 2. As discussed above, the ethical course of action would be for Perlman toinsist on writing down the obsolete inventory. This would not, however, be an easy thing to do. Apart from adversely affecting her owncompensation, the ethical action may anger her colleagues and make her very unpopular. Taking the ethical action would require considerable courage and self-assurance.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.1. See the organization chart on the following page.2. Line positions include the university president, academic vice-president,the deans of the four colleges, and the dean of the law school. Inaddition, the department heads (as well as the faculty) are in linepositions. The reason is that their positions are directly related to the basic purpose of the university, which is education. (Line positions are shaded on the organization chart.)All other positions on the organization chart are staff positions. The reason is that these positions are indirectly related to the educational process, and exist only to provide service or support to the line positions.3. All positions would have need for accounting information of some type.For example, the manager of central purchasing would need to know the level of current inventories and budgeted allowances in variousareas before doing any purchasing; the vice-president for admissions and records would need to know the status of scholarship funds asstudents are admitted to the university; the dean of the business college would need to know his/her budget allowances in various areas, as well as information on cost per student credit hour; and so forth.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.1. No, Charlie would not be justified in ignoring the situation. First, theStatement of Ethical Professional Practice states that the management accountant must “Regularly communicate with business associates to avoid apparent conflicts of interest. Advise all parties of any potential conflicts.” If J.B. insists on continuing the relationship with A-1, Charlie has a responsibility to advise both the corporate counsel and WIW’s Board of Directors.Second, as the company’s controller, Charlie has a responsibility toensure that the JIT approach is properly implemented. From the data given in the problem, it does not appear that A-1 Warehouse Sales is the best or most dependable supplier available. Orders are late and not complete, and there is no way to ensure proper quality because nearly all orders are shipped directly from the manufacturer. The presentarrangement with A-1 negates most of the benefits that can accrue from JIT.2. Charlie’s first step should be to verify the accuracy of his information.He states that A-1’s markup is 30%, but he does not indicate how he obtained this figure. Also, the adverse financial impact on WIW isdependent in part on the price it would have to pay directly to themanufacturers as compared to the price being paid to A-1. That is, can WIW purchase directly from the manufacturers for the same price as given to jobbers, who handle huge volumes of goods? If not, then the adverse financial impact of buying through A-1 may, in fact, be very small because WIW may have to pay about the same price either way.Charlie’s second step should be to discuss the potential legalramifications on a confidential basis with WIW’s corporate counsel.Before meeting with the corporate counsel, Charlie may wish todiscretely determine if Tony, the purchasing agent, and J.B., thepresident, worked together in their prior employment. (Remember that both have been with WIW for five years.) Armed with the information obtained from the discussion with counsel, Charlie should review the situation again with J.B., explaining more directly his concerns about the apparent conflict of interest and ask that the Board of Directors approve the continued use of A-1 as a supplier.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.If J.B. refuses to follow this course of action, Charlie’s only alternative is to submit a memorandum to the Board of Directors. J.B. should be notified of this action in advance. The memorandum should present only the facts. If the Board approves the continued relationship with A-1, Charlie may possibly conclude that his concerns about an apparent conflict of interest do not represent an actual conflict. This presumes that legal counsel has advised the Board that the arrangement with A-1 does not violate any laws and that the company has made adequate disclosures in its public filings. Only Charlie can make the decision as to whether or not he can continue at WIW under these circumstances.1. If all automotive service shops routinely tried to sell parts and servicesto customers that they didn’t really need, most customers wouldeventually figure this out. They would then be reluctant to accept the word of the service representative that a particular problem needs to be corrected—even when a real problem exists. Either the work would not be done, or customers would learn to diagnose and repair problemsthemselves, or customers would hire an independent expert to verify that the work is really needed. All three of these alternatives impose costs and hassles on customers.2. As argued above, if customers could not trust their servicerepresentatives, they would be reluctant to follow the servicerepresentative’s advice. They would be inclined not to authorize work even when it is really necessary. And, more customers would learn to do automotive repairs and maintenance themselves. Moreover, customers would be unwilling to pay as much for work that is done becausecustomers would have reason to believe that the work may beunnecessary. These two effects would reduce demand for automotive repair services. The reduced demand would reduce employment in the industry and would lead to lower overall profits.1. Line authority is directly related to the achievement of an organization’sbasic objectives. Line managers have formal authority to directoperations.Staff assists line management in the achievement of an organization’s basic objectives. Persons with staff authority provide support services.Staff managers typically have advisory authority because of theirparticular expertise.2. Mark Johnson’s responsibility for maintaining the production scheduleinvolves line authority. Johnson would be directly concerned withmeeting the company’s primary objective of producing metal parts.Johnson’s responsibility to consult with production supervisors is a staff role because he apparently cannot order changes in those consultations, he can only advise. Johnson’s supervision of new alloy testing and his role regarding the use of new alloys in product development is basicallya staff function as well. He has limited authority regarding the use ofnew alloys because his authority applies only to product development and not to production.3. Mark Johnson may experience several conflicts because he has beengiven both line and staff authority.First, Johnson may initially find it difficult to communicate with theproduction supervisors because he operates out of a staff position.Second, a conflict could easily develop if the supervisors lack a clear understanding of Johnson’s responsibilities and authorities. Thesupervisors could resent apparent staff interference and refuse todiscuss their problems with Johnson, making the meetings fruitless. The supervisors working on the new contract may fail to perceive Johnson’s line authority and refuse to follow his orders.Third, Johnson might have difficulty in understanding the nature of his position and job. Johnson might also find it difficult to distinguishbetween his staff capacity and line capacity. For instance, Johnsonmight have difficulty in remaining objective if any production problems develop in the alloys he tested.(Unofficial CMA Solution, adapted)Research and Application 1-91.Whole Foods Market succeeds first and foremost because of its productleadership customer value proposition. The first boldface heading in the company’s Declaration of Interdependence says “We Sell the Highest Quality Natural and Organic Products Available.” Page 4 of the 10-K/A indicates that the real source of the company’s product leadershipposition centers on perishable products (e.g., produce, dairy, meat,seafood, bakery, and prepared foods). Perishable product sales account for about 67% of total retail sales. Customers choose Whole FoodsMarket primarily because they are able to buy better natural and organic foods and higher-quality perishable products than in conventionalsupermarkets.Customer service is also an important part of Whole Foods Market’ssuccess, but it is secondary in importance to product quality.2. Whole Foods Market faces numerous business risks as described inpages 11-15 of the 10-K/A. Here are four of the more prominent risks with suggested control activities:∙Risk: Customers will defect to conventional supermarkets that are beginning to stock more natural and organic foods. Control activities: Whole Foods Market can expand its selection of product offerings,particularly perishables, and continue to invest heavily in employeetraining and retention so that it offers market-leading levels of informed customer service.∙Risk: Growth targets will not be realized due to failed new store openings. Control activities: Implement formal reviews of the sightselection, construction, and new employee hiring and training processes. ∙Risk: Adverse economic conditions could reduce consumer spending at retail locations. Control activities: Continue to develop private labelproduct categories, such as the 365 Everyday Value category mentioned on page 8 of the 10-K/A, which are less expensive but meet rigorous quality standards.Risk: Extended power outages could cause severe inventory losses because of the company’s emphasis on perishable products. Control activities: Implement a contingency plan that specifies responses in the event of a power outage.3. There are no absolute right and wrong answers to this question becausethe information available in the annual report is piecemeal. Nonetheless, students could make the following observations based on availableinformation. First, the CEO (John P. Mackey) has a layer of seniormanagers that report to him including two Co-Presidents/ChiefOperating Officers, and three Executive Vice Presidents. Second, there are ten Regional Presidents. In the organization chart shown below, we assume that the Regional Presidents report to the Chief OperatingOfficers. Third, each Regional President has a layer of management that reports to him or her. For example, the Global All-Stars include David Schwartz, who is the Vice President of the Midwest Region. He would report to the President of the Midwest Region. John Simrell is theDirector of Finance for the South Region and he would report to the South Region President. Robin Graf is the Team Member ServicesDirector for the Southern Pacific Region. She would report to thePresident of the Southern Pacific Region.Fourth, each region has a manager/coordinator for each productcategory. For example, Theo Weening is the Meat Category Manager for the Mid-Atlantic Region and Bobby Turner is the Bakery Coordinator for the Midwest Region. In the organization chart shown below, we assume that these regional managers/coordinators report to a Vice-President at the regional level. Fifth, each region has Store Team Leaders for each retail location within the region. For example, John Robertson is the Store Team Leader in Charlottesville, Va. We have assumed that the store team leaders report to the regional vice-president level. Finally, each store location has various team leaders that report to the store team leader. For example, Rolando Alas is the Produce Team Leader at the Mill Valley Store location.Based on insights such as these, students should be able to prepare an organization chart that resembles the one shown at the end of thissolution.The Global All-Stars include numerous line and staff employees. Three staff employees are Roberta Lang, General Counsel, Chris Pine, VicePresident of Real Estate, and Jennifer McFarlin, Payroll Benefit Specialist, Madison. Three line employees are Rocco Terrazano, Meat Team Leader, Yorkville, Don Hosfeld, Grocery Team Leader, Ft. Lauderdale, and Joel Leonard, Prepared Foods Team Leader, Fresh Pond.4. Both documents emphasize that the respective companies serve a broadrange of stakeholders (e.g., customers, employees, suppliers,communities, and stockholders). Both companies mention that theirmost important stakeholder is the customer. The first sentence of the Johnson & Johnson Credo says “We believe our first responsibility is to the doctors, nurses, and patients, to mothers and fathers and all others who use our products and services.” Whole Foods Market says “Ourcustomers are the most important stakeholder in our business.Therefore, we go to extraordinary lengths to satisfy and delight ourcustomers.”The Whole Foods Market Declaration of Interdependence explicitlyrecognizes that satisfying all stakeholders’ interests will require balance and making trade-offs. In fact, the company says “One of the mostimportant responsibilities of Whole Foods Market’s leadership is to make sure the interests, desires and needs of our various stakeholders arekept in balance… Any conflicts must be mediated and win-win solutions found.” The Johnson & Johnson Credo does not explicitly acknowledge the need to strike a balance when managing the needs of its variousstakeholders.5. Whole Foods Market’s mission statement differs from its Code ofConduct and Ethics in three important respects. First, the missionstatement sets forth goals that the company strives to achieve. The tone of the document is positive because it focuses on goals thecompany hopes to achieve. The Code of Conduct and Ethics defines prohibited conduct. The tone of the document is appropriately negative because it describes those behaviors that are “out of bounds.”Second, the mission statement refers to a broader set of stakeholders(e.g., suppliers, customers, and communities) than the Code of Conductand Ethics, which pertains primarily to Whole Foods Market TeamMembers and Directors. Third, the mission statement is values-based. It reflects a vision of what the company stands for. The Code of Conduct and Ethics is rule-based. The majority of the code is based on the rules of governing bodies such as the Securities and Exchange Commission (SEC), the Nasdaq stock exchange, and the Financial AccountingStandards Board (FASB).Research and Application 1-9 (continued)。
双语 管理会计
Fundamental Concepts
Chapter 2 (cont.)
基础概念 第2章（续）
Compare, contrast, and compute 比较，对照与计算
Gross margin.销货毛利 Contribution margin. 边际贡献 Profit margin. 边际利润 Compare and contrast income statements prepared for managerial use and those prepared for external reporting. 比较并对照用管理目的与用于外部报表的损益 表
Distinguish between resources used and resources supplied 区别已使用资源及已供应资源. Identify the advantages of activity-based reporting for unused resources. 明确未使用资源的作业管理基础报告的优点
Understanding the value chain concept in preparing income statements for managerial use. 了解编制管理用损益表时所应用的价值链概念
•al Decision Making
Chapter 3
管理决策的制定 第3章
Understand the importance of effective communication among users of managerial accounting information 理解使用管理会计信息进行有些沟通的重要性
Describe how managerial accounting supports the new production environment. 描述管理会计如何支持新的生产环境的
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管理会计示范性双语课件习题01MANAGEMENT ACCOUNTING: INFORMATION THAT CREATES VALUE TRUE/FALSE1. Management accounting gathers short-term, long-term, financial, and nonfinancialinformation.a. Trueb. False2. Management accounting information generally reports on the organization as a whole.a. Trueb. False3. Companies have to follow strict guidelines when designing a management accountingsystem.a. Trueb. False4. A good management accounting system is intended to meet specific decision-making needsat all levels in the organization.a. Trueb. False5. During the history of management accounting, innovations were developed to address thedecision-making needs of managers.a. Trueb. False6. A key element in any organization’s strategy is to iden tify its target customers and todeliver what those target customers want.a. Trueb. False7. The value proposition has only two elements: cost and quality.a. Trueb. False8. Quality is the degree of conformance between what the customer is promised and what thecustomer receives.a. Trueb. False9. Recently, the demand for improved management accounting and control information withinmanufacturing firms has also occurred in service organizations.a. Trueb. False10. Recently, the competitive environment for both manufacturing and service companies hasbecome far more challenging and demanding.a. Trueb. False11. Service companies are very similar to manufacturing companies in may ways, including thefact that many employees have direct contact with customers.a. Trueb. False12. Sensitivity to timeliness and quality of service is especially important to serviceorganizations.a. Trueb. False13. Government and nonprofit organizations, as well as profit-seeking enterprises, are feelingthe pressures for improved performance.a. Trueb. False14. Management accounting information allows managers to compare actual and planned costsand to identify areas and opportunities for process improvement.a. Trueb. False15. Management accounting can provide information on customer satisfaction.a. Trueb. False16. ROI (return on investment) combines two profitability measures to produce a singlemeasure of departmental or divisional performance.a. Trueb. False17. Around 1920, centralized control of decentralized operations was accomplished by havingcorporate managers receive financial reports about divisional operations and profitability.a. Trueb. False18. In the late 1990s, little interest or attention was paid to eval uating management’sappropriate governance and strategy choices.a. Trueb. False19. Financial information identifies and explains the underlying problems.a. Trueb. False20. Management accounting measures can provide advance warnings of problems.a. Trueb. False21. Customer satisfaction is an example of financial information.a. Trueb. False22. Operating profit is an example of nonfinancial information.a. Trueb. False23. Organizational leadership plays a critical role in fostering an organization’s culture of highethical standards.a. Trueb. False24. Information is never neutral; just the act of measuring and reporting information affects theindividuals involved.a. Trueb. False25. Boundary systems are always stated in positive terms that outline maximum standards ofbehavior.a. Trueb. FalseMULTIPLE CHOICE26. Management accounting helps a company achieve:a. its strategic objectivesb. its operational objectivesc. control and also supports performance evaluationd. All of the above are correct.27. Which of the following types of information are used in management accounting?a. financial informationb. nonfinancial informationc. information focused on the long termd. All of the above are correct.28. Management accounting:a. focuses on estimating future revenues, costs, and other measures to forecast activitiesand their resultsb. provides information about the company as a wholec. reports information that has occurred in the past that is verifiable and reliabled. provides information that is generally available only on a quarterly or annual basis29. Which of the following descriptors refer to management accounting information?a. It is verifiable and reliable.b. It is driven by rules.c. It is prepared for shareholders.d. It provides reasonable and timely estimates.30. Which of the following statements refers to management accounting information?a. There are no regulations governing the reports.b. The reports are generally delayed and historical.c. The audience tends to be stockholders, creditors, and tax authorities.d. The scope tends to be highly aggregate.31. Management accounting information includes:a. tabulated results of customer satisfaction surveysb. the cost of producing a productc. the percentage of units produced that is defectived. All of the above are correct.32. Management accounting reports MOST likely include information about:a. customer complaintsb. net income for the yearc. total assetsd. All of the above are correct.33. The person MOST likely to use management accounting information is a(n):a. banker evaluating a credit applicationb. shareholder evaluating a stock investmentc. governmental taxing authorityd. assembly department supervisor34. Which of the following is NOT a function of a management accounting system?a. strategic planningb. financial reportingc. operational controld. product costing35. Financial accounting provides the PRIMARY source of information for:a. decision making in the finishing departmentb. improving customer servicec. preparing the income statement for shareholdersd. planning next year’s operating budget36. Financial accounting:a. focuses on the future and includes activities such as preparing next year's operatingbudgetb. must comply with GAAP (generally accepted accounting principles)c. reports include detailed information on the various operating segments of the businesssuch as product lines or departmentsd. is prepared for the use of department heads and other employees37. The person MOST likely to use ONLY financial accounting information is a:a. factory shift supervisorb. vice president of operationsc. current shareholderd. department manager38. The accounting process is constrained by mandated reporting requirements by all of thefollowing organizations EXCEPT the:a. Internal Revenue Service (IRS)b. Institute of Management Accountants (IMA)c. Financial Accounting Standards Board (FASB)d. Securities and Exchange Commission (SEC) for companies that are publicly traded39. Historically:a. in the beginning of the 20th century, the Guilds kept detailed records of raw materialsand labor costs as evidence of product qualityb. in medieval England, the basics of modern management accounting emerged withstandards for material use, employee productivity, and budgetsc. in the late 19th century, railroad managers implemented large and complex costingsystems to compute the cost of different types of freightd. from 1400-1600, large and integrated companies such as DuPont and General Motors,developed ways to measure return on investment40. In general, it was not until the 1970s that management accounting systems:a. were improved because of demands by the FASB and the SECb. stagnated and proved inadequatec. started to develop innovations in costing and performance-measurement systems dueto intense pressure from overseas competitorsd. started to address the decision-making needs of managers41. All successful organizations must identify and understand their:a. weaknessesb. competitionc. strategyd. definition of quality42. A key element of any organization’s strategy is identifying:a. its potential shareholdersb. its target customersc. competitor’s productsd. employee needs43. What an organization tries to deliver to customers is called its value proposition, whichincludes the elements of:a. cost and qualityb. cost, quality, and functionality and featuresc. cost, quality, functionality and features, and serviced. cost, quality, functionality and features, service, and industry standards44. The price paid by the customer, given the product features and competitor’s prices, isreferred to as the __________ element of the value proposition.a. costb. industry standardsc. qualityd. service45. The degree of conformance between what the customer is promised and what the customerreceives is referred to as the __________ element of the value proposition.a. costb. industry standardsc. qualityd. service46. The performance of the product, for example, a meal in a restaurant provides the diner withthe level of satisfaction expected for the price paid, is referred to as the __________element of the value proposition.a. functionality and featuresb. industry standardsc. qualityd. service47. How the customer is treated at the time of the purchase is an example of the __________element of the value proposition.a. functionality and featuresb. industry standardsc. qualityd. service48. Management accounting provides:a. information on the efficiency of factory laborb. information on the cost of servicing commercial customersc. information on the performance of an operating divisiond. All of the above are correct.49. Which of the following groups would be LEAST likely to receive detailed managementaccounting reports?a. stockholdersb. customer service representativesc. production supervisord. vice president of operations50. Top executives of a multi-plant firm are LEAST likely to use management accountinginformation:a. to support decisions that result in long-term consequencesb. to evaluate the performance of individual plantsc. for strategic planningd. for operational control51. Managers of service departments need all of the following information EXCEPT:a. efficiency data on work performanceb. quality data on work performancec. profitability data of the whole companyd. profitability data of the service department52. A national company manufactures a line of modern furniture. Information MOST useful tothe employee who assembles the furniture includes:a. a daily report comparing the actual time it took to assemble a piece of furniture to thestandard time allowedb. a monthly report on the portion of furniture pieces assembled with defectsc. the number of furniture pieces sold this monthd. revenue per employee53. A national company manufactures a line of modern furniture. Information MOST usefulto the top executive includes:a. individual job summaries of materials usedb. monthly financial reports on the company’s profitability by product linec. time reports submitted by each employeed. scheduled downtime for routine maintenance on machines54. A quarterly report disclosing declining market share information is MOST useful to:a. a front-line employeeb. the manager of operationsc. the chief executive officerd. the accounting department55. A weekly report comparing machine time used to available machine time is informationMOST useful to:a. a front-line employeeb. the manager of operationsc. the chief executive officerd. the accounting department56. A daily report on the number of quality units assembled by each employee is informationMOST useful to:a. a front-line assembly workerb. the accounting departmentc. the chief executive officerd. the personnel department57. Which of the following would be LEAST helpful for a top manager of a company?a. profitability report of the companyb. information to monitor hourly and daily operationsc. number of customer complaintsd. operating expense summary reported by department58. Recently, increased demand for management accounting information has been:a. primarily from manufacturing firmsb. primarily from service organizationsc. from both the manufacturing and the service industriesd. an illusion; in fact, the demand for management accounting has changed very little59. Management accounting can play a critical role in the service industry because of all thefollowing reasons EXCEPT:a. firms must be especially sensitive to the timeliness and quality of customer serviceb. many employees have very little contact with customersc. customers immediately notice defects and a delay in serviced. dissatisfied customers may never return60. Historically, the NEGLECT of management accounting in the service industry was a resultof:a. noncompetitive environmentsb. global customer demandsc. the switch to free market economiesd. an influx of higher-quality and lower-priced products from overseas61. Currently, management accounting information within government and nonprofitorganizations is in greater demand because:a. public and private donors are demanding accountabilityb. citizens are requesting responsive and efficient performance from their governingunitsc. more nonprofit organizations are competing for limited fundsd. All of the above are correct.62. Currently, pressures for improved cost and performance measurements are being felt by:a. nonprofit organizationsb. governmental agenciesc. profit-seeking enterprisesd. All of the above are correct.63. Financial accounting information:a. provides a signal that something is wrongb. identifies what is wrongc. explains what is wrongd. simply summarizes information but gives no indication that anything is wrong64. Decentralized responsibility refers to allowing lower-level managers to do all of thefollowing EXCEPT:a. make decisions without seeking higher approvalb. take advantage of local opportunitiesc. make periodic financial reports to upper-managementd. pursue individual objectives even though they may not contribute to the entirecompany65. The return on investment (ROI) performance measure uses __________ to evaluate theperformance of operating divisions.a. a single numberb. four numbersc. five numbersd. ten numbers66. The return on investment (ROI) performance measure combines __________ to produce ameasure of departmental performance.a. two profitability measuresb. two capital utilization measuresc. one profitability measure and one capital intensity measured. two profitability measures and two capital intensity measures67. All of the following are true regarding the return on investment (ROI) formula developed atDupont EXCEPT that:a. it is the sole measure top-management utilizes to evaluate which division shouldreceive additional capitalb. it allows companies to have centralized control with decentralized responsibilityc. it produces a measure of divisional performanced. it equals (Operating income/Sales) x (Sales/Investment)THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 68 AND 69.The following information pertains to three divisions:Flowers Shrubs TreesSales $15,000 $28,000 $120,000Operating income $2,000 $2,000 $6,000Investment $22,000 $40,000 $100,00068. What is the return on investment for the Shrub Division?a. 2.00%b. 5.00%c. 7.14%d. 70.00%69. Which division is more profitable based on ROI?a. Flowersb. Shrubsc. Treesd. Both Flowers and Shrubs are equally more profitable than Trees.70. To help evaluate management’s appropriate governance and strategic choices,organizations have called on management accountants to develop:a. internal control systems to protect assets from theftb. measures to monitor compliance with behavior that is consistent with theorganization’s best interestsc. systems to evaluate profitabilityd. reports to highlight variances from amounts planned71. Management accounting information is BEST described as:a. providing a signal that something is wrongb. identifying and helping to explain what is wrongc. simply summarizing information, but giving no indication that anything is wrongd. measuring overall organizational performance72. For improving operational efficiencies and customer satisfaction, nonfinancial informationis:a. criticalb. helpfulc. infrequently usedd. unnecessary73. Nonfinancial information might be used to:a. improve qualityb. reduce cycle timesc. satisfy customer needsd. All of the above are correct.74. The act of simply measuring and reporting information:a. focuses the attention of employees on those processesb. diverts the employee’s attention to other activitiesc. disproves the saying “What gets measured gets managed.”d. has no effect on employee behavior75. Which statement below is FALSE?a. “What gets measured gets managed.”b. People react to measurements.c. Employees spend more attention on those variables that are not getting measured.d. “If I can’t measure it, I can’t manage it.”76. When a change is introduced, employees tend to:a. embrace the changeb. be indifferent to the changec. exhibit no change in behaviord. resist the change77. The introduction of a new management system is MOST likely to motivate UNWANTEDemployee behavior when it is used for:a. evaluationb. planningc. decision makingd. coordinating individual efforts78. Management accountants are MOST likely to feel outside pressure to favorably influencethe numbers favorably when the information is used for:a. budgetingb. compensation and promotionsc. continuous improvementd. product costing79. Fostering a culture of high ethical standards includes all of the following EXCEPT:a. following the good example set by senior managementb. communicating to employees a belief system that inspires and promotes commitmentto the organization’s core valuesc. following the general examples set by front-line employeesd. communicating to all employees a boundary system that states what actions will notbe tolerated80. The Institute of Management Accountants (IMA):a. is a professional organization of management accountantsb. is a professional organization of financial accountantsc. issues standards for management accountingd. issues standards for financial accountingCRITICAL THINKING/ESSAY81. Describe management accounting and financial accounting.82. What is the purpose of management accounting?83. Briefly describe how managers make use of management accounting information.84. Describe the value proposition and the elements that comprise it.85. Is financial accounting or management accounting more useful to an operations manager?Why?86. What role has the increasingly competitive business environment played in thedevelopment of management accounting?87. Describe return on investment (ROI). Why was it developed? When was it developed?88. Give two examples of financial information and nonfinancial information.89. Discuss the potential behavior implications of performance evaluation.CHAPTER 1 SOLUTIONSMANAGEMENT ACCOUNTING: INFORMATION THAT CREATES VALUETRUE/FALSELO1 1. a LO1 2. b LO1 3. b LO1 4. a LO1 5. aLO2 6. a LO2 7. b LO2 8. a LO3 9. a LO3 10. a LO3 11. b LO3 12. a LO3 13. a LO3 14. a LO3 15. a LO4 16. b LO4 17. a LO5 18. a LO5 19. b LO5 20. aLO5 21. b LO5 22. b LO6 23. a LO6 24. a LO6 25. b MULTIPLE CHOICELO1 26. dLO1 27. dLO1 28. aLO1 29. dLO1 30. aLO1 31. dLO1 32. aLO1 33. dLO1 34. bLO1 35. cLO1 36. bLO1 37. cLO1 38. bLO1 39. cLO1 40. cLO2 41. cLO2 42. bLO2 43. cLO2 44. aLO2 45. cLO2 46. aLO2 47. dLO3 48. dLO3 49. aLO3 50. dLO3 51. cLO3 52. aLO3 53. bLO3 54. cLO3 55. bLO3 56. aLO3 57. bLO3 58. cLO3 59. bLO3 60. aLO3 61. dLO3 62. dLO4 63. aLO4 64. dLO4 65. aLO4 66. cLO4 67. aLO4 68. bLO4 69. aLO5 70. bLO5 71. bLO5 72. aLO5 73. dLO6 74. aLO6 75. cLO6 76. dLO6 77. aLO6 78. bLO6 79. cLO6 80. aMULTIPLE CHOICE68. $2,000 / $40,000 = 5.00%69. $2,000 / $22,000 = 9.09%; $2,000 / $40,000 = 5.00%; $6,000 / $100,000 = 6.00%CRITICAL THINKING/ESSAYLO181. Describe management accounting and financial accounting.Solution: Management accounting provides information to internal decision makers of the business such as top executives. Its purpose is to help managers predict and evaluate future results. Reports are generated often and are usually broken down into smaller reportingdivisions such as department or product line. There are no rules to be complied with since these reports are for internal use only.Financial accounting provides information to external decision makers such as investors and creditors. Its purpose is to present a fair picture of the financial condition of thecompany. Reports are generated quarterly or annually and report on the company as awhole. The financial statements must comply with GAAP (generally accepted accounting principles). A CPA audits, or verifies, that the GAAP are being followed.LO182. What is the purpose of management accounting?Solution: Management accounting gathers short-term and long-term financial andnonfinancial information to plan, coordinate, motivate, improve, control, and evaluatesuccess factors of an organization. Management accounting converts data into usableinformation that supports strategic, operational, and control decision making.LO183. Briefly describe how managers make use of management accounting information.Solution: Managers use accounting information for three broad purposes.ONE: To plan business operations that includes preparing strategies and budgets anddetermining the prices and costs of products and services. A company must know the cost of each product and service to decide which products to offer and whether to expand ordiscontinue product lines.TWO: To control business operations that includes comparing actual results to thebudgeted results and taking corrective action when needed.THREE: To evaluate performance.84. Describe the value proposition and the elements that comprise it.Solution: The value proposition is what an organization tries to deliver to its targetcustomers – it defines the organizational strategy.The four elements are cost, quality, functionality and features, and service.•Cost is the price paid by the customer, given the product features and competitor’s prices.•Quality is the degree of conformance between what the customer is promised and what the customer receives.•Functionality and features refers to the performance of the product. For example: A meal in a restaurant provides the diner with the level of satisfaction expected for the price paid.•Service is all of the other elements of the product. For example: How the customer is treated at the time of the purchase.LO385. Is financial accounting or management accounting more useful to an operations manager?Why?Solution: Management accounting is more useful to an operations manager becausemanagement accounting reports operating results by department or unit rather than for the company as a whole, it includes financial as well as nonfinancial data such as on-timedeliveries and cycle times, and it includes quantitative as well as qualitative data such as the type of rework that was needed on defective units.LO386. What role has the increasingly competitive business environment played in thedevelopment of management accounting?Solution: The competitive environment has changed dramatically. There has been aderegulation movement in North America and Europe during the 1970s and 1980s thatchanged the ground rules under which service companies operated. In addition,organizations encountered severe competition from overseas companies that offered high-quality products at low prices. There has been an improvement of operational controlsystems such that information is more current and provided more frequently. The nature of work has changed from controlling to informing. Firms are concerned aboutcontinuous improvement, employee empowerment, and total quality. Nonfinancialinformation has become a critical feedback measure. Finally, the focus of many firms is now on measuring and managing activities.87. Describe return on investment (ROI). Why was it developed? When was it developed?Solution: ROI = (operating income / sales) x (sales / investment)The ROI measure combines a profitability measure (operating income / sales) with a capital intensity measure (sales / investment) to provide a single measure of departmental anddivisional performance.ROI was developed in the early decades of the 1900s so that senior managers at multi-divisional diversified corporations, such as DuPont and General Motors, could evaluate the operating performance of their decentralized divisions.LO588. Give two examples of financial information and nonfinancial information.Solution: Financial information includes amounts that can be expressed in dollar amounts such as sales, net income, and total assets. It also includes ratios prepared using financial information such as increase in sales, return-on-sales, and return-on-investment.Nonfinancial information includes measures that are not expressed in dollar amounts. For example, nonfinancial measures of customer satisfaction include the number of repeatcustomers or ranked estimates of satisfaction levels. Nonfinancial measures of production quality include percent of on-time deliveries, the number of defects, production yield, and cycle times.LO689. Discuss the potential behavior implications of performance evaluation.Solution: As measurements are made on operations and, especially, on individuals and groups, the behavior of the individuals and groups are affected. People react to themeasurements being made. They will focus on those variables or the behavior beingmeasured and spend less attention on variables and behavior that are not measured. In addition, if managers attempt to introduce or redesign cost and performance measurement systems, people familiar with the previous system will resist. Management accountants must understand and anticipate the reactions of individuals to information andmeasurements. The design and introduction of new measurements and systems must be accompanied with an analysis of the likely reactions to the innovations.。