Managerial Accounting - GN09

会计英语科目介绍1. Introduction在学习会计的过程中，学习和掌握会计英语是非常重要的。

会计英语科目是会计领域的专业术语，有助于我们理解和运用相关会计概念。

本文将介绍一些常见的会计英语科目及其英文表达，帮助读者更好地理解和掌握会计英语。

2. Financial Accounting（财务会计）财务会计是指对一个组织的财务状况和经营成果进行记录、分析和报告的过程。

以下是一些与财务会计相关的会计英语科目：2.1 Assets（资产）•Cash（现金）•Accounts receivable（应收账款）•Inventory（存货）•Property, Plant, and Equipment（固定资产）2.2 Liabilities（负债）•Accounts payable（应付账款）•Notes payable（应付票据）•Long-term debt（长期负债）2.3 Equity（所有者权益）•Common stock（普通股）•Retned earnings（留存盈余）2.4 Revenue（收入）•Sales revenue（销售收入）•Service revenue（服务收入）2.5 Expenses（费用）•Cost of goods sold（销售成本）•Rent expense（租金支出）3. Managerial Accounting（管理会计）管理会计是指用于内部决策、规划和控制的会计信息。

以下是一些与管理会计相关的会计英语科目：3.1 Cost（成本）•Direct costs（直接成本）•Indirect costs（间接成本）•Fixed costs（固定成本）•Variable costs（变动成本）3.2 Budgeting（预算）•Operating budget（经营预算）•Capital budget（资本预算）3.3 Decision Making（决策）•Cost-volume-profit analysis（成本-销售-利润分析）•Break-even point（盈亏平衡点）3.4 Performance Evaluation（绩效评估）•Return on investment（投资回报率）•Balanced scorecard（平衡记分卡）4. Auditing（审计）审计是指对财务报表的真实性、完整性和准确性进行独立检查和评估的过程。

主讲：李相志⏹本科教育中的《管理会计》课程要求学生掌握如下内容：成本概念及成本计算的基本方法经营预测的基本方法短期和长期决策的基本方法预算编制的基本方法成本差异分析和业绩考核的基本方法学习内容⏹第一章管理会计概论⏹第二章产品成本计算的基本方法⏹第三章成本分配和作业成本计算⏹第四章成本性态和两种类型的损益表⏹第五章本量利分析⏹第六章经营决策分析⏹第七章长期投资决策分析⏹第八章全面预算与预算控制⏹第九章标准成本和差异分析⏹第十章分权管理与责任会计第一章管理会计概论第一节管理会计的形成与发展会计的定义⏹我国：会计是一种经济管理活动，是经济管理的重要组成部分。

它是通过收集、加工和利用以一定的货币单位作为计量标准的经济信息，对经济活动进行组织、控制、协调和指导的一种管理活动。

⏹西方：会计是一个信息系统，是为了使信息使用者能够作出有根据的判断和决策而认定、计量和传递经济信息的程序会计的目的⏹所有会计信息都是为了帮助有关人员作出经济决策⏹会计信息的特征⏹对决策的相关性和有用性会计信息的使用者⏹利用信息作出短期计划和控制日常经营的内部管理人员⏹利用信息作出非日常性决策和制定全面政策与长期计划的内部管理人员⏹利用信息作出有关决策的外部各方，如投资者、债权人、政府当局等。

会计的两大分支⏹财务会计（Financial accounting）是为企业外部使用者提供财务信息的会计。

它主要通过提供定期的财务报表，为企业外部同企业有经济利益关系的各种社会集团服务，发挥会计信息的外部社会职能。

⏹管理会计（Management accounting）是为企业内部使用者提供管理信息的会计。

它通过对信息进行确认、计量、收集、分析、整理、解释和汇报以帮助企业内部管理人员正确进行经营决策和改善经营管理，发挥会计信息的内部管理职能。

管理会计的形成与发展（一）执行性管理会计阶段（20世纪初到50年代）⏹成本计算得到扩充⏹标准成本制度（standard cost system）与预算控制（budget control）的确立，差异分析、业绩报告的使用。

1.Accounting会计（学）: is an information and measurement system that id entifies records andcommunicates relevant reliabl e and comparabl e information about an organization’s businessactivities.2.Managerial accounting管理会计: is the area of accounting that serves the d ecision-marking needs ofinternal users3.Events项目: refer to happenings that affect an entity’s accounting equation and can be reliablymeasured.4.External user外部使用者: of accounting information are not directly involved in running theorganization.5.Internal user内部使用者: of accounting information are those directly efficiency and effectivenessof an organization.6.Ethics: are beliefs that distinguish right from wrong. They are accepted standards of good and badbehavior.7.Cost principl e（历史）成本原则: means that accounting information is based on actual cost.8.Revenue recognition principl e（营业）收入确定原则: provid es guidance on when a company mustrecognize revenue.9.Matching principl e配合原则，收支对应原则: prescribes that a company must records its expensesincurred to generate the revenue reported.10.Going-concerning assumption持续经营假设: means that accounting information refl ects apresumption that the business will continue operating instead of being cl osed or sol d.11.Audit审计，审核: through review of an organization’s accounting records and accounting reportsand return make by the analysis. income净收益，收益净额: amount a business earns after paying all expenses and costsassociated with its sales and revenues.13.Income statement损益表: d escribes a company’s revenues and expenses al on g with the resulting netincome or l oss over a period time due to earnings activities.14.Statement of owner’s equity所有者: explains changes in equity from net income (or l oss) and fromany owner investments and withdrawals over a period of time.15.Balance sheet资产负债表，平衡表: d escribes a company’s financial position (types and amounts ofassets liabilities and equity) at a point in time.16.Statement of cash fl ows现金流量表: id entifies cash infl ows (receipts) and cash outfl ows (payments)over a period of time.17.Owner’s withdr awals account所有者提款账户: the account used to record the transfers of assetsfrom a business to its owner.18.Liabilities负债: is what a company owes its no owners (creditors) in future payments, products, orservices.19.Accounting equation会计恒等式: Assets=Liabilities + Equity.20.Accrued expense应计费用，预提费用: refer to costs that are incurred in a period but are bothunpaid and unrecord ed.21.Operating cycl e:经营周期is the time span from when cash is used to acquire goods and servicesuntil cash is received from the sale of goods and services.22.Sharehol d ers (investors):股东，投资者are the owners of a corporation.23.Current radio:目前的广播电a ratio used to help evaluate a company’s ability to pay its d ebts in thenear future.24.Merchandise inventory:库存商品，商品盘存refers to products that a company owns and intends tosell.25.Cash discount:现金折扣，现金贴现reduction in a receivabl e or payabl e if it is paid within thediscount period. sellers can grant a cash discount to discourage buyers to pay earlier26.Gross profit:总利润also call ed Gross margin, which equals net sales cost of goods sold.27.Credit period:付款/信贷期限the amount of time all owed before full payment is due.28.Acid-test ratio酸性比率测试: a ratio used to assets a company’s ability to pay its current liabilities;d efined by current liabilities.29.Selling expense:销售费用includ e the expenses of promoting sales by displaying and advertisingmerchandise, making sales, and d elivering goods to customers.(P124)30.General and administrative expense（一般）管理费用: support a company’s overall operatio ns andinclud e expenses related to accounting, human resource management, and financial management. 31.Time period assumption: 会计分期假设presumes that the life of a company can be divid ed intotime periods, such as months and years, and that useful reports can be prepared for those periods.32.Account receivabl e:应收账款are held by a sell er and d ecreased by customers to sell ers.33.Prepaid account (also call ed prepaid expenses): 预付费用/待摊费用are assets that representprepayments of future expenses (not current expenses).34.Purchase discount:购物折扣purchaser’s d escripti on of a cash discount received from a supplier ofgoods.35.Sales discount:销售折扣sell er’s d escription of a cash discount granted to buyers in return for earlypayment.36.Trad e discount:商业折扣reduction below list or catalog price hat is negotiated in setting the price ofgoods.37.FOB shipping point (FOB factory):寄发地交货means the buyer accepts ownership when the goodsd epart the s eller’s place of business.38.FOB d estination: 目的地交货，离岸交货means ownership of goods transfers to the buyer when thegoods arrive at the b uyer’s pl ace of business.39.Credit terms: 信贷条件，赊销付款条件for a purchase includ e the amounts and timing of paymentsfrom a buy to a seller.40.Current assets:流动资产are cash and other resources that are expected to be sol d, coll ect, or usedwithin one year or the company’s op erating cycle, whichever is l onger.41.Plant assets: 固定资产refers to l ong-term tangibl e assets used to produce and sell products andservices.42.Long-term investment:长期投资notes receivabl e and investments in stocks and bonds are long-termassets when they are expected to be hel d for more than the l onger of one year or the operating cycl e.43.Intangibl e assets:无形资产are long-term resources that benefit business operations, usually lackphysical form, and have uncertain benefits. (P98)44.Current liabilities: 流动负债are obligations due to be paid or settled within one year or theoperating cycl e, whichever is l onger.(P98)45.Long-term liabilities长期负债: are obligations not due within one year or the operating cycl e,whichever is l onger.46.Accounting cycl e:会计周期refers to the steps in preparing financial statements.(P95)47.Temporary (or nominal) accounts:临时账户，名义账户accumulate data related to one accountingperiod.48.Permanent (or real) accounts:永久账户，实际账户report on activities related to one or more futureaccounting periods.49.account reveivabl e(应收账款)are liquid assets,usually being converted into cash within a period of30 to 60 days. Therefore, accounts receivabl e from customers are classified as current assets,appearing in the balance sheet immediately after cash and marketabl e securities.50.d oubl e entry accounting（复式记账法）is a standard accounting method that involves each transactionbeing record ed in at l east two accounts, resulting in a d ebit to one or more accounts and a credit to one or more accounts.51.materiality（重要性原则）refers to the magnitud e of an omission or misstatement of accountinginformation that, consid ering the circumstances ,make it likely that the judgment of a reasonabl e person relying on the information would have been influenced by the omission or misstatement. 52.perpetual inventory system（定期盘存制）Und er the perpetual inventory system,the inventoryrecords are kept up-to-date.Virtually all large business organizations use perpetual inventorysystems.53.unearned revenue（预收账款/预收收入）A liability for unearned revenue arises when a customerpays in advance.54.financial statement（财务报表）Four related accounting reports that summarize the current financialposition of an entity and the results of its operations for the preceding year(or other thim period) 55.historical cost（历史成本）The historical cost of an asset is the exchange price in the transaction inwhich the asset was acquired56.d epreciation（折旧）The systematic allocation of the cost of an asset to expense over the years of itsestimated useful57.accrued liabilities（应计负债）The liabilities to pay an expense which has accrued during theperiod.Accrued liabilities are also call ed accrued expenses.58.income（收入）is d efined as increases in economic benefits during the reporting period,in the form ofinfl ows or enhancements of assets,or d ecreases of liabilities tha result in increases in equity,other than those relating to contributions from equity participants.Income encompasses both revenue and gains.59.asset（资产）is a resource controll ed by the enterprise as a result of past events and from whichfuture economic benefits are expected to fl ow to the enterprise.60.account payabl e（应付账款）often are subdivid ed into categories of trad e accounts payabl e and otheraccounts payabl e.Trad e accounts payabl e are short—term obligations to suppliers for purchases or merchandise.Other accounts payabl e includ e liabilities for any goods and services other thanmerchandise.61.FIFO（先进先出法）A method of computing the cost of inventory and the cost of goods sold based onthe assumption that the first merchandise acquired is the first merchandise sol d,and that the ending inventory consists of the most recently acquired goods.62.Goodwill（商誉）The present value of expected future earnings of a business in excess of the earningsnormally realized in the industry.63.cost principl e（历史成本原则）The cost principl e states that assets shoul d by record ed at theircost.Cost is the value exchanged at the time something is acquired.64.权责发生制accrual basis of accounting: Means that revenues, expenses and other changes in assets,liabilities, and owners’ equity are accounted for in the period in which the economic event takes place, not necessarily when the cash infl ows and outfl ows take place利润表income statement :An income statement is a financial statement showing the results of operations for a business by matching revenue and related expenses for a particular accountingperiod .It shows the net income or net loss.永续盘存制perpetual inventory system: Is a system of accounting for merchandise that provid es a continuous record showing the quantity and cost of all goods on hand.总账账户control accounts: Grouped according to the el ements of financial statement, the general l edger hol ds the individual control accounts.费用Expense: Generally speaking, expenses are costs that are charged against ，revenue and that are related to the entity’s basic business.二简答题1.State the steps of establishing internal control over cash(简述建立现金内部控制的程序) (1)Separate the function of handling cash from the maintenance of accounting records（将现金收付与记账职务分离）(2)Prepare an immediate control listing of cash receipts at the time and place that themoney is received（在收到现金的当时当地编制一份现金收入控制清单）(3)Require that all cash receipts be d eposited daily in the bank（每日都要将现金收入存入银行）(4)Make all payments by check（所有的付款都以支票形式通过银行支付）(5)Separate the function of approving expenditures from the function of signing checks（将核准支出职务与签发支票职务分离）2.What are the quality chatacteristics of accounting information（会计信息质量特征）：Rel evance（相关性）,reliability（可靠性）,und erstandability（可理解性）,comparability（可比性）3.Describe the steps(procedures) of accounting cycl e（描述会计循环的步骤）(1)id entify transactions or events to be record ed（确认需要记录的交易或事项）(2)journalize transactions and events（将交易或事项登记到日记账）(3)posting from journal to l edger（从日记账过入）(4)prepare unadjusted trial balance（编制调整前余额试算表）(5)journalize and post adjusting journal entries（将调整分录计入日记账并过入分类账）(6)prepare adjusted trial balance（编制调整后余额试算表）(7)prepare financial statements（编制财务报表）(8)journalize and post cl osing entries（将结账分录计入日记账并过账）(9)prepare post-cl osing trial balance（编制结账后余额试算表）4.Briefly state the four assumptions and explain（简述四个会计假设）Separate entity（会计主体假设）,going concern（持续经营假设）.,time-period（会计分期假设）,monetary unit（货币计量假设）5.Briefly state the classification investment in securities（简述有价证券的列报）Trading securities（交易性证券），held-to-maturity securities（持有至到期投资）,availabl e-for-sale securities（可供出售的金融资产）,l ong-term investment in equity securities（长期股权投资）6.What are the accounting el ements（会计要素）Assets（资产）,liabilities（负债）,owners’ equity（所有者权益）,revenues（收入）,expenses（费用）,income （利润）d oubl e-entrybookkeeping 复式记账financial statement财务报表accounting equation 会计恒等式owner’s equity所有者权益retained earning 留存收益source d ocument原始凭证computerized accounting system 电算化会计系统accumulated d epreciation累计折旧Proprietorship所有权post-cl osing trial balance调整后试算accrued expense应计费用real/permanent account 实账户nominal/temporary account虚账户notes to the financial statements会计报表附注balance sheet资产负债表Accounting Standards for Business Enterprise 企业会计准则cash fl ow statement 现金流量表l ong-term solvency长期偿债能力short-term liquidity 短期偿债能力provision for bad d ebts 坏账准备construction in progress在建工程d eferred tax on d ebit/credit 递延税款借贷项estimabl e liabilities 预计负债paid-in captical 实收资本accounting treatment 会计处理current period 当期inflation 通货膨胀purchasing power 购买力profit distribution 理论分配accounting information 会计信息IASC 国际会计准则委员会FASB 财务会计准则委员会Liquidity 流动性cash equivalent 现金等价物Financial instrument 金融工具semifinished goods 半成品Low-value and perishabl e articles 低值易耗品weighted average 加权平均法accelerated d epreciation method 加速折旧法moving average 移动平均法trad emark 商标权Copyrights 著作权par value 票面价值sales all owances 销售折让cost variance 成本差异periodic expense 期间费用turnover tax 流转税non-operating expense 营业外支出theoretical framework 理论框架financial distress 财务困境current ratio 流动比例P/E ratio 市盈率M/B 市值与账面价值比capitalization ratio 资本比率Horizontal analysis 横向分析fiscal period 会计期间Vertical analysis 纵向分析price ind ex 价格指数subsidiary 子公司parent company 母公司generally accepted accounting principl es 公认会计准则calendar year 日历年度historical rate 历史汇率Receivabl es 应收账款payabl es 应付账款TQM 全面质量管理TOC 约束理论direct material 直接材料Ord er-getting cost 订单获取成本ord er-filling cost 订单获取成本process costing system 分布成本计算法job-ord er costing system 分批成本计算法step-variabl e cost 阶梯式成本cost formula 成本公式profit margin 贡献边际the high-l ow method 高低点法the scattergraph method 散布图法the least-squares regression method 最小二乘回归法cost behavior 成本性态。

解密七大商科专业系列——Accounting会计课程设置Accounting 的教学和学习方向主要是以下几类：财务会计Financial Accounting财务会计是用于企业对外公布会计数据的科学。

学习的内容包括上市企业对外财政报表的准备以及分析。

同时会涉及到企业财政税务的方面，另外就是会计科学在金融上的应用；例如，基础分析，资产负债的评估等，现金流分析等。

这一类人才毕业的就业方向多数是上市企业，投资分析公司，投资银行等；这一行的从业人员一般具有CFA（金融分析师）,CPA（注册会计师）资格认证。

管理会计 Managerial Accounting管理会计是用于企业内部管理的辅助数据，管理会计的报告一般不会对外公布，而是为公司管理层用来作决定信息使用。

管理会计的学习对数学基础的考察比较严格，学习的内容涉及到管理科学，管理决策的比较多。

管理会计方向人才，毕业就业方向多数是大型企业的决策或会计部门，如 CFO, Treasurer（财务主管）。

管理会计的从业人员一般具有CMA －认证管理会计师资格。

税务Taxation税务以财务会计为基础，财务会计中的基本前提有些也适用于税务会计，如会计分期、货币计量等。

但由于税务会计有自己的特点，其基本前提也应有其特殊性。

税务与财务会计密切相关，财务会计中的核算原则，大部分或基本上也都适用于税务会计。

在美国，税务(Taxation)是会计工作的重头戏，也是留学生的主攻方向。

美国大公司和会计师事务所一向缺税务会计。

美国税法复杂繁琐，替纳税人填报所得税和退税单也是会计的一项重要收入。

审计Auditing审计是用于核对公司财政报表或者评审清盘公司债务的应用科学。

Auditing在美国是很吃香的专业，因为上市公司每年都投入大量的资金审计他们的过往一年的财政状况，同时政府部门也会用到Auditing人才去监控投资公司，银行，以及其他金融机构的风险比例. Auditing 的学生必须非常的细心和认真，一般Auditing的从业人员都具有CPA认证资格。

Managerial Accounting Study GuideDisclaimer: This guide does not include all the material that will be covered on the exam. However, the listed items will direct your attention to the main ideas that will be the source for multiple-choice questions. Some of the multiple choice questions may take the form of small calculation problems.Chapter 1:1. Managerial accounting reports provide decision-making information for internal users. The reports need not follow GAAP, and the reports often focus on the future.2. The controller is the top management accountant in a company.3. Under Total Quality Management, a business strives to improve performance in conjunction with goal setting.Chapter 2:1. Manufacturing or product costs have three components: direct materials, direct labor, and manufacturing overhead. Know what it included in each component.2. Direct costs are costs that can be traced conveniently and economically to a cost object. Indirect costs are not traced directly to a certain cost object.3. Selling and general/administration costs are nonmanufacturing or period costs that are reported on the Income Statement. These costs are used to generate revenues during the current period.4. A manufacturer has three inventory accounts: Raw Materials, Work-in-Process, and Finished Goods. These inventory accounts are assets that are reported on the Balance Sheet.5. A cost object is any product, service, or department which receives allocated costs to determine its cost.6. Sunk costs are past costs that are not relevant for present decision-making purposes.7. The cost of goods manufacturing is the cost of the items that are completed and transferred to Finished Goods during a period.8. Review the cost of goods manufactured formula on page 65 and the cost of goods formula on page 63.Chapter 3:1. There are two basic product-costing systems: job order costing and process costing.2. A job order costing system is used by a manufacturer who produces unique or special-order products.3. Process costing system is used by a manufacturer in a continuous flow or assembly line environment.4. Product costs flow from Raw Materials to Work-in-Process to Finished Goods to Cost of Goods Sold.5. Direct material costs, direct labor costs, and manufacturing overhead costs are added toa Work-in-Process account during production.6. A job order cost card is used in a job order costing system to record the direct materials, direct labor, and overhead costs associated with a specific job. The product unit cost is the total job cost divided by the number of units produced.7. Overhead is allocated or assigned or applied to jobs using an estimated overhead allocation rate.8. Most companies prepare an estimated allocation rate. This estimated overhead allocation rate is called the predetermined overhead rate. It is usually calculated for a year’s time period.9. Predetermined Overhead Rate = Estimated Factory Overhead/Estimated Allocation Base.10. The selected allocation base should be associated with the overhead costs. Common allocation bases are direct labor hours, direct labor costs, and machine hours.11. Usually, the amount of applied overhead will not equal the actual overhead at the end of the year since the applied overhead is based on estimates.12. If the applied overhead is greater than the actual overhead, the difference is called overapplied overhead. If the actual overhead is larger, the difference is called underapplied overhead.18. A just-in-time (JIT) manufacturing system works to reduce the inventory levels of a manufacturer.Chapter 4:1. Cost allocation is the process of assigning indirect costs.2. A cost pool is the total of costs that is allocated by an allocation base (activity driver). The individual costs in a cost pool should be similar or homogeneous.3. An allocation rate is calculated by dividing the budgeted cost pool by the estimated activity driver rate (allocation base). The allocated cost is determined by multiplying the actual usage of the allocation base by the allocation rate.4. Traditional cost allocation systems have used one or two cost pools that have used production volume allocation bases.5. Since the traditional cost allocation systems have used few pools and production bases, product prices are often not accurate.6. Activity-based costing uses many cost pools with different allocation bases. The cost pool rate is the pool costs divided by the cost driver (activity or allocation base).7. When an activity-based costing system is implemented, the accuracy of costing is improved. Usually, the costs of high volume products decrease while the costs of low volume products increase.Chapter 5:1. A process costing system does not use job cost cards.2. In a process cost system, the product costs flow through multiple departments3. Direct materials, direct labor, and overhead costs for each department are accumulated in that department's Work-in-Process account.4. Costs flow from one department’s Work-in-Process account to the next department’s Work-in-Process account. These costs are called transferred-in costs.5. Conversion costs include direct labor and manufacturing overhead costs.6. A process costing system uses equivalent units to calculate an average unit cost.7. Equivalent units measure production in terms of whole units. Know how to calculate equivalent units.8. A production cost report provides information summarizing the units for which departments are accountable and the costs charged to the departments. In particular, it reconciles the units and the costs and calculates cost per equivalent unit.Chapter 6:1. Variable costs are costs that change in total with the level of business activity. The variable cost per unit remains constant.2. Fixed costs are costs that do not change in total with the level of business activity. However, the fixed cost per unit varies inversely with changes in the level of business activity.3. Mixed costs contain both fixed and variable cost components.4. The high-low method can be used to estimate the variable and fixed costs in a mixed cost.5. Full costing (absorption costing) is required by GAAP. Direct labor, direct materials, variable manufacturing overhead, and fixed manufacturing overhead are included in the cost of inventory.6. Variable costing is used internally for decision-making purposes. Direct labor, direct materials, and variable manufacturing overhead are included in the inventory costs.7. The treatment of fixed manufacturing overhead is the only difference between full and variable costing. Fixed manufacturing overhead is an expense on the income statement in the period incurred under variable costing.8. When the units produced equals the units sold, the net income under full costing equals the net income under variable costing.9. When the units produced are greater than the units sold, the net income under full costing is greater than the net income under variable costing.10. When the units produced are less than the units sold, the net income under full costing is less than the net income under variable costing.11. A variable costing income statement reports the contribution margin. A full costing income statement reports the gross margin.12. The full costing method can be used by managers to manipulate performance results. Chapter 7:1. The break-even point is the number of units that must be sold or amount of sales revenue that must generated to have no profit or no loss. In other words, the net income is zero.2. The profit equation is: Profit = Sales less Total Variable Costs less Total Fixed Costs.3. The margin of safety is the difference between the expected sales and the break-even sales.4. The contribution margin per unit is equal to the sales price per unit less the variable costs per unit.5. The breakeven in units is equal to the Total Fixed Costs divided by the contribution margin in units. Know how to calculate the breakeven point.6. The required number of units that must be sold in order to achieve a specified profit level (operating income) is equal to the sum of the Total Fixed Costs plus the Operating Income (Profit Level) divided by the contribution margin in units. Know how to calculate the sales in units to achieve a desired profit level.7. An increase in fixed costs or variable costs will increase the break-even point. An increase in sales price will decrease the break-even point.8. Operating leverage refers to the cost structure of the business. A business with high percentage of fixed costs is considered to have a high operating leverage.Chapter 8:1. Decision making is based on incremental analysis which investigates incremental revenues and incremental costs. Incremental costs are often called differential costs or relevant costs.2. Incremental analysis investigates the differences in revenues and costs for different decision alternatives.3. Sunk costs are not relevant in the decision-making process. Avoidable costs are relevant costs in the decision-making process.4. Opportunity costs are the benefits that are lost when one alternative is chosen over another alternative.5. Common costs are costs that are not directly traceable to a product line or department. Instead, these costs are allocated to the individual product lines or departments. If one product line or department is dropped, the common costs are allocated to the remaining product lines or departments.6. A product line should be dropped only when the total net income of a business will increase if the product line is eliminated. Usually the product line should be retained if contribution margin is greater than the avoidable costs (cost savings).7. Products should be processed further when the incremental revenue from the additional processing is greater than the additional costs of the additional processing. The joint costs are sunk costs in an additional processing decision.8. When there is a resource constraint, a business should strive for the highest contribution margin per unit of the constraint.9. A supplier or vendor is paid for the cost of production plus a fixed amount (or percentage of cost) under a cost-plus contract.Chapter 9:1. A budget is a formal document that outlines a financial plan for achieving goals. A business is not required to prepare budgets.2. Budgets are used to increase communication and coordination and to evaluate performance.3. When budgets are prepared using zero-based budgeting, all budgeted amounts are justified for each budget period.4. The master budget is a collection budgets such the sales budget, the production budget, and the direct materials budget.5. The sales or revenue budget is the first budget prepared in the master budget sequence.6. For a manufacturer, the production budget is the second budget prepared. Productionin units is equal to the budgeted sales in units plus the desired ending inventory in units less the beginning inventory in units. Know how to calculate a production budget.7. After the production budget is prepared, direct materials and direct labor budgets are prepared. Know how to calculate direct materials purchases and direct labor requirements.8. Cash collections (receipts) and cash payments (disbursements) budgets provide information for determining the cash balance, the amount of excess cash for investment, and the amount of cash available for capital acquisitions. Know how to calculate cash receipts from sales and cash disbursements for purchases.9. A budget variance is the difference between the budgeted and actual amount.Chapter 10:1. A decentralized business gives decision-making authority to the mangers of its subunits.2. Two advantages of decentralization are better information at the manager level and quicker response time at the manager level. Additionally, decentralization motivates and trains managers.3. Two disadvantages of decentralization are a duplication of activities at the different subunits and a lack of goal congruence.4. Under responsibility accounting, managers are responsible for the revenues and costs that are under their control. A manager should be accountable for only controllable costs.5. The subunits of a business often are referred to as responsibility centers. Three common responsibility centers are cost centers, profit centers, and investment centers.6. A manager of a cost center is responsible for controlling costs in that subunit. A manager of a profit center is responsible for generating revenues and controlling costs. A manager of an investment center is responsible for investing assets, generating revenues, and controlling costs.7. The return on investment (ROI) is used to evaluate the performance of investment centers. ROI is a better than income as a performance measure for an investment center because it compares the amount of income to the amount of investment.8. However, ROI evaluation can lead to underinvestment when managers reject projects that have returns greater than the required return but that will lower the ROI. Evaluation in terms of profit can lead to overinvestment.9. ROI is income divided by total assets (invested capital). Know how to calculate ROI.10. ROI can be separated into a sales margin component and capital (investment) turnover component.11. Sales margin is income divided by sales. Know how to calculate profit margin.12. Capital (Investment) turnover is sales divided by total assets (invested capital). Know how to calculate the capital turnover.13. Residual income is the net operating income less the required profit.Know how to calculate residual income.14. The balanced scorecard is another method to evaluate performance. The balanced scorecard considers financial, customer, internal process and growth measures.15. Flexible budgets can be adjusted for various activity or production levels16. Managers use the principle of management by exception to investigate the difference between projected results and actual results. Under management by exception, minor differences are not investigated.Chapter 11:1. Standards are costs that a business sets as goals. Standards can be set for direct materials, direct labor, and manufacturing overhead.2. Attainable standards are goals that can be reached with reasonable effort. Attainable standards are not set on perfect performance.3. A budgeted cost can be calculated by multiplying the standard cost by the number of budgeted units.4. Generally, manufacturers set standards for price and quantity for direct materials andfor rate and efficiency for direct labor.5. Cost variances are the difference between the standard cost and the actual cost.6. If the actual cost is greater than the standard cost, the variance is unfavorable. If the actual cost is less than the standard cost, the variance is favorable.7. A volume variance results from an actual production that is different from the estimated production level.8. Different departments have responsibility for the different variances. For example, the Purchasing Department usually would be responsible for the direct materials price variance.Chapter 12:1. Capital expenditures decisions also are called capital budgeting decisions or capital investment decisions. These decisions involve the acquisition of long-term assets.2. Both the net present value method and the internal rate of return method use the time value of money in the evaluation of capital investments.3. The net present value method is the sum of the present values of the cash inflows and cash outflows from an investment.4. A positive net present value indicates that the rate of return is greater than the required rate of required.5. The internal rate of return is the rate of return that results in a net present value of zero.6. If the internal rate of return is greater than the required rate of return (the cost of capital), the investment should be accepted.7. The payback period is the length of time needed to recover the cost of an investment. Know how to calculate the payback period8. The payback method does not use the time value of money and does not consider cash flows after the payback date.Chapter 14:1. Financial statement analysis provides information for decision-making. The information can be used to control operations, to assess the appearance of the company toinvestors or creditors, and to assess the financial condition of vendors, customers, and business partners.2. The Balance Sheet reports assets, liabilities, and owners’ equity. The Income Statement reports revenues and expenses. The Statement of Cash Flows reports cash inflows and outflows from operating, investing, and financing activities.3. Horizontal analysis computes the change in each financial statement item both indollar amount and percentage change. Using comparative financial statements, the amount of change is divided by the base year amount to determine the percentage change.4. Vertical Analysis highlights the relationship between the items on a financial statement on a percentage basis. On the balance sheet, total assets (or total stockholders' equity and liabilities) are set at 100%. Net sales or net revenue is set at 100% on the income statement. All items on a statement are divided by the 100% standard for that statement. Thus, a common-size statement is produced.5. Earnings per share is a profitability ratio. Earnings per share is calculated by dividing the net income less preferred dividends by the number of shares of outstanding common Stock6. Another profitability ratio, the price-earnings ratio, is the multiple of earnings that an investor pays for the stock. Earnings per share is calculated by dividing the market price per share divided by the earnings per share.7. Gross profit (gross margin) is equal to net sales less the cost of goods sold. The gross profit (gross margin) percentage is equal to gross profit (gross margin) divided by net sales.8. Turnover ratios are used to evaluate how efficiently assets are used. A higher number indicates a faster turnover and more efficiency.9. The accounts receivable turnover is determined by dividing net credit sales by average accounts receivable and the inventory turnover is determined by dividing cost of goods sold by average inventory.10. The current ratio, the quick ratio, and the debt-to-equity ratio are all debt related ratios that indicate the financing structure of the business and its ability to pays its debts. 11. The current ratio is equal to current assets divided by current liabilities.。

Chapter 9 Profit Planning Solutions to Questions9-1 A budget is a detailed plan outlining the acquisition and use of financial and other re-sources over a given time period. As such, it represents a plan for the future expressed in formal quantitative terms. Budgetary control involves the use of budgets to control the actual activities of a firm.9-21. Budgets provide a means of communicat-ing management’s plans throughout the organ i-zation.2. Budgets force managers to think about and plan for the future.3. The budgeting process provides a means of allocating resources to those parts of the or-ganization where they can be used most effec-tively.4. The budgeting process can uncover po-tential bottlenecks before they occur.5. Budgets coordinate the activities of the entire organization. Budgeting helps to ensure that everyone in the organization is pulling in the same direction.6. Budgets define goals and objectives that can serve as benchmarks for evaluating subse-quent performance.9-3Responsibility accounting is a system in which a manager is held responsible for those items of revenues and costs—and only those items—that the manager can control to a signifi-cant extent. Each line item in the budget is made the responsibility of a manager who is then held responsible for differences between budgeted and actual results.9-4 A master budget represents a summary of all of management’s plans and goals for the future, and outlines the way in which these plans are to be accomplished. The master budg-et is composed of a number of smaller, specific budgets encompassing sales, production, raw materials, direct labor, manufacturing overhead, selling and administrative expenses, and inven-tories. The master budget generally also con-tains a budgeted income statement, budgeted balance sheet, and cash budget.9-5The level of sales impacts virtually every other aspect of the firm’s activities. It dete r-mines the production budgets, cash collections, cash disbursements, and selling and administra-tive budgets that in turn determine the cash budget and budgeted income statement and balance sheet.9-6No. Planning and control are different, although related, concepts. Planning involves developing objectives and formulating steps to achieve those objectives. Control, by contrast, involves the means by which management en-sures that the objectives set down at the plan-ning stage are attained.9-7The flow of information moves in two directions—upward and downward. The initial flow should be from the bottom of the organiza-tion upward. Each person having responsibility over revenues or costs should prepare the budget data against which his or her subsequent performance will be measured. As the budget data are communicated upward, higher-level managers should review the budgets for consis-tency with the overall goals of the organization and the plans of other units in the organization. Any issues should be resolved in discussions between the individuals who prepared the budgets and their managers.All levels of an organization should par-ticipate in the budgeting process—not just top management or the accounting department. Generally, the lower levels will be more familiar with detailed, day-to-day operating data, and for© The McGraw-Hill Companies, Inc., 2006. All rights reserved.this reason will have primary responsibility for developing the specifics in the budget. Top le-vels of management will have a better perspec-tive concerning the company’s strategy.9-8 A self-imposed budget is one in which persons with responsibility over cost control prepare their own budgets, i.e., the budget is not imposed from above. The major advantages are: (1) the views and judgments of persons from all levels of an organization are represented in the final budget document; (2) budget estimates generally are more accurate and reliable, since they are prepared by those who are closest to the problems; (3) managers generally are more motivated to meet budgets which they have participated in setting; (4) self-imposed budgets reduce the amount of upward ―blaming‖ resulting from inability to meet budget goals. One caution must be exercised in the use of self-imposed budgets. The budgets prepared by lower-level managers should be carefully re-viewed to prevent too much slack. 9-9Budgeting can assist a firm in its em-ployment policies by providing information on probable future staffing needs. Budgeting can also assist in stabilizing a company’s work force. By careful planning through the budget process, a company can often ―smooth out‖ its activities and avoid erratic hiring and laying off employees.9-10No, although this is clearly one of the purposes of the cash budget. The principal pur-pose is to provide information on probable cash needs during the budget period, so that bank loans and other sources of financing can be an-ticipated and arranged well in advance.9-11Zero-based budgeting requires that managers start at zero levels every year and justify all costs as if all programs were being proposed for the first time. In traditional bud-geting, by contrast, budgets are usually based on the previous year’s data.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1. April May June TotalFebruary sales:$230,000 × 10%.......... $ 23,000 $ 23,000 March sales: $260,000× 70%, 10% ............... 182,000 $ 26,000 208,000 April sales: $300,000 ×20%, 70%, 10% .......... 60,000 210,000 $ 30,000 300,000 May sales: $500,000 ×20%, 70% .................. 100,000 350,000 450,000 June sales: $200,000 ×20%........................... 40,000 40,000 Total cash collections....... $265,000 $336,000 $420,000 $1,021,000 Observe that even though sales peak in May, cash collections peak in June. This occurs because the bulk of the company’s customers pay in the month following sale. The lag in collections that this creates is even more pronounced in some companies. Indeed, it is not unusual for a company to have the least cash available in the months when sales are greatest.2. Accounts receivable at June 30:From May sales: $500,000 × 10%......................... $ 50,000From June sales: $200,000 × (70% + 10%) ........... 160,000Total accounts receivable at June 30 ...................... $210,000© The McGraw-Hill Companies, Inc., 2006. All rights reserved.April May June Quarter Budgeted sales in units ............. 50,000 75,000 90,000 215,000 Add desired ending inventory* ... 7,500 9,000 8,000 8,000 Total needs.............................. 57,500 84,000 98,000 223,000 Less beginning inventory ........... 5,000 7,500 9,000 5,000 Required production.................. 52,500 76,500 89,000 218,000 *10% of the following month’s sales in units.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.Solutions Manual, Chapter 9495Year 2 Year 3 First Second ThirdFourthFirstRequired production in bottles ...................... 60,000 90,000 150,000 100,000 70,000 Number of grams per bottle ......................... × 3 × 3 × 3 × 3 × 3 Total production needs —grams ..................... 180,000 270,000 450,000 300,000 210,000Year 2 First SecondThirdFourthYearProduction needs —grams (above) ................. 180,000 270,000 450,000 300,000 1,200,000 Add desired ending inventory —grams ............ 54,000 90,000 60,000 42,000 42,000 Total needs —grams .................................... Less beginning inventory —grams .................. 36,000 54,000 90,000 60,000 36,000 Raw materials to be purchased — grams ......... 198,000 306,000 420,000282,0001,206,000Cost of raw materials to be purchased at 150 roubles per kilogram ................................. 29,700 45,900 63,000 42,300 180,900© The McGraw-Hill Companies, Inc., 2006. All rights reserved. 496Managerial Accounting, 11th Edition1. Assuming that the direct labor workforce is adjusted each quarter, the direct labor budget would be:1st Quarter 2nd Quarter 3rd Quarter 4th QuarterYear Units to be produced ...................................... 8,000 6,500 7,000 7,500 29,000 Direct labor time per unit (hours) ..................... × 0.35 × 0.35 × 0.35 × 0.35 × 0.35 Total direct labor-hours needed ....................... Direct labor cost per hour ............................... × $12.00 × $12.00 × $12.00 × $12.00 × $12.00 Total direct labor cost..................................... $ 33,600 $ 27,300 $ 29,400 $ 31,500 $121,8002. Assuming that the direct labor workforce is not adjusted each quarter and that overtime wages are paid, the direct labor budget would be:1st Quarter 2nd Quarter 3rd Quarter 4th QuarterYearUnits to be produced..................................... 8,000 6,500 7,000 7,500 29,000 Direct labor time per unit (hours) .................... × 0.35 × 0.35 × 0.35 × 0.35 × 0.35 Total direct labor-hours needed ...................... 2,800 2,275 2,450 2,625 10,150 Regular hours paid ....................................... 2,600 2,600 2,600 2,600 10,400 Overtime hours paid . (200)--25225Wages for regular hours (@ $12.00 per hour) ... $31,200 $31,200 $31,200 $31,200 $124,800 Overtime wages (@ $12.00 per hour × 1.5) ..... 3,600 - - 450 4,050 Total direct labor cost ................................... $34,800 $31,200 $31,200 $31,650 $128,850© The McGraw-Hill Companies, Inc., 2006. All rights reserved.Solutions Manual, Chapter 94971.Yuvwell CorporationManufacturing Overhead Budget1st Quarter 2nd Quarter 3rd Quarter 4thQuarterYearBudgeted direct labor-hours ................................ 8,000 8,200 8,500 7,800 32,500 Variable overhead rate ....................................... × $3.25 × $3.25 × $3.25 × $3.25 × $3.25 Variable manufacturing overhead ......................... $26,000 $26,650 $27,625 $25,350 $105,625 Fixed manufacturing overhead............................. 48,000 48,000 48,000 48,000 192,000 Total manufacturing overhead ............................. Less depreciation ............................................... 16,000 16,000 16,000 16,000 64,000 Cash disbursements for manufacturing overhead .... $58,000$58,650 $59,625 $57,350 $233,6252. Total budgeted manufacturing overhead for the year (a) .... $297,625 Total budgeted direct labor-hours for the year (b) ............. 32,500 Manufacturing overhead rate for the year (a) ÷ (b) ........... $ 9.16© The McGraw-Hill Companies, Inc., 2006. All rights reserved. 498Managerial Accounting, 11th EditionWeller CompanySelling and Administrative Expense Budget1st Quarter 2nd Quarter 3rd Quarter 4th QuarterYearBudgeted unit sales........................................... 15,000 16,000 14,000 13,000 58,000 Variable selling and administrative expense perunit .............................................................. × $2.50 × $2.50 × $2.50 × $2.50 × $2.50 Variable expense .............................................. $ 37,500 $ 40,000 $ 35,000 $ 32,500 $145,000Fixed selling and administrative expenses: Advertising .................................................... 8,000 8,000 8,000 8,000 32,000 Executive salaries ........................................... 35,000 35,000 35,000 35,000 140,000 Insurance...................................................... 5,000 5,000 10,000 Property taxes ............................................... 8,000 8,000 Depreciation .................................................. 20,000 20,000 20,000 20,000 80,000 Total fixed expense ........................................... 68,000 71,000 68,000 63,000 270,000 Total selling and administrative expenses ............. 105,500 111,000 103,000 95,500 415,000 Less depreciation .............................................. 20,000 20,000 20,000 20,000 80,000 Cash disbursements for selling and administra-tive expenses................................................. $ 85,500 $ 91,000 $ 83,000 $ 75,500 $335,000© The McGraw-Hill Companies, Inc., 2006. All rights reserved.Solutions Manual, Chapter 9499Quarter (000 omitted) 1 2 3 4YearCash balance, beginning .............................. $ 6 * $ 5 $ 5 $ 5 $ 6Add collections from customers..................... 65 70 96 * 92 323 * Total cash available ..................................... 71 * 75 101 97 329Less disbursements: Purchase of inventory ............................... 35 * 45 * 48 35 * 163 Operating expenses .................................. 28 30 * 30 * 25 113 * Equipment purchases................................ 8 * 8 * 10 * 10 36 * Dividends ................................................ 2 * 2 * 2 * 2 * 8 Total disbursements .................................... 73 85 * 90 72 320 Excess (deficiency) of cash available overdisbursements ......................................... (2) * (10) 11 * 25 9Financing: Borrowings .............................................. 7 15 * — — 22 Repayments (including interest) ................. — — (6) (17) * (23) Total financing ........................................... 7 15 (6) (17) (1) Cash balance, ending $ 5 $ 5 $ 5 $ 8$ 8*Given.1. The budget at Springfield is an imposed ―top-down‖ budget that fails toconsider both the need for realistic data and the human interaction es-sential to an effective budgeting/control process. The President has not given any basis for his goals, so one cannot know whether they are rea-listic for the company. True participation of company employees in prep-aration of the budget is minimal and limited to mechanical gathering and manipulation of data. This suggests there will be little enthusiasm for implementing the budget.The sales by product line should be based on an accurate sales forecast of the potential market. Therefore, the sales by product line should have been developed first to derive the sales target rather than the reverse.The initial meeting between the Vice President of Finance, Executive Vice President, Marketing Manager, and Production Manager should be held earlier. This meeting is held too late in the budget process.2. Springfield should consider adopting a ―bottom-up‖ budget process. Thismeans that the people responsible for performance under the budget would participate in the decisions by which the budget is established. In addition, this approach requires initial and continuing involvement of sales, financial, and production personnel to define sales and profitgoals that are realistic within the constraints under which the company operates. Although time consuming, the approach should produce amore acceptable, honest, and workable goal-control mechanism.The sales forecast should be developed considering internal sales-forecasts as well as external factors. Costs within departments should be divided into fixed and variable, controllable and noncontrollable, discre-tionary and nondiscretionary. Flexible budgeting techniques could then allow departments to identify costs that can be modified in the planning process.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.3. The functional areas should not necessarily be expected to cut costswhen sales volume falls below budget. The time frame of the budget (one year) is short enough so that many costs are relatively fixed. For costs that are fixed, there is little hope for a reduction as a consequence of short-run changes in volume. However, the functional areas should be expected to cut costs should sales volume fall below target when:a. control is exercised over the costs within their function.b. budgeted costs were more than adequate for the originally targetedsales, i.e., slack was present.c. budgeted costs vary to some extent with changes in sales.d. there are discretionary costs that can be delayed or omitted with noserious effect on the department.(Adapted unofficial CMA Solution)© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1. Schedule of expected cash collections:MonthJuly August September Quarter From accounts receivable:May sales$250,000 × 3% .......... $ 7,500 $ 7,500 June sales$300,000 × 70% ........ 210,000 210,000 $300,000 × 3% .......... $ 9,000 9,000 From budgeted sales:July sales$400,000 × 25% ........ 100,000 100,000 $400,000 × 70% ........ 280,000 280,000 $400,000 × 3% .......... $ 12,000 12,000 August sales$600,000 × 25% ........ 150,000 150,000 $600,000 × 70% ........ 420,000 420,000 September sales$320,000 × 25% ........ 80,000 80,000 Total cash collections........ $317,500 $439,000 $512,000 $1,268,500© The McGraw-Hill Companies, Inc., 2006. All rights reserved.2. Cash budget:Month July August Septem-ber QuarterCash balance, beginning .... $ 44,500 $ 28,000 $ 23,000 $ 44,500 Add receipts:Collections from cus-tomers........................ 317,500 439,000 512,000 1,268,500 Total cash available ........... 362,000 467,000 535,000 1,313,000 Less disbursements:Merchandise purchases .... 180,000 240,000 350,000 770,000 Salaries and wages ......... 45,000 50,000 40,000 135,000 Advertising .................... 130,000 145,000 80,000 355,000 Rent payments ............... 9,000 9,000 9,000 27,000 Equipment purchases ...... 10,000 —— 10,000 Total disbursements........... 374,000 444,000 479,000 1,297,000 Excess (deficiency) of re-ceipts over disburse-ments ........................... (12,000) 23,000 56,000 16,000 Financing:Borrowings .................... 40,000 ——40,000 Repayments ................... ——(40,000) (40,000) Interest ......................... —— (1,200) (1,200) Total financing .................. 40,000 — (41,200) (1,200) Cash balance, ending......... $ 28,000 $ 23,000 $ 14,800 $ 14,800 3. If the company needs a $20,000 minimum cash balance to start eachmonth, then the loan cannot be repaid in full by September 30. If the loan is repaid in full, the cash balance will drop to only $14,800 on Sep-tember 30, as shown above. Some portion of the loan balance will have to be carried over to October, at which time the cash inflow should be sufficient to complete repayment.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1. a. The reasons that Marge Atkins and Pete Granger use budgetary slackinclude the following:•These employees are hedging against the unexpected (reducing un-certainty/risk).•The use of budgetary slack allows employees to exceed expectations and/or show consistent performance. This is particularly importantwhen performance is evaluated on the basis of actual results versus budget.•Employees are able to blend personal and organizational goals through the use of budgetary slack as good performance generallyleads to higher salaries, promotions, and bonuses.b. The use of budgetary slack can adversely affect Atkins and Grangerby:•limiting the usefulness of the budget to motivate their employees to top performance.•affecting their ability to identify trouble spots and take appropriate corrective action.•reducing their credibility in the eyes of management.Also, the use of budgetary slack may affect management decision-making as the budgets will show lower contribution margins (lowersales, higher expenses). Decisions regarding the profitability of prod-uct lines, staffing levels, incentives, etc., could have an adverse effect on Atkins’ and Granger’s departments.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.2. The use of budgetary slack, particularly if it has a detrimental effect onthe company, may be unethical. In assessing the situation, the specific standards contained in ―Standards of Ethical Conduct for Management Accountants‖ that should be considered are listed below.CompetenceClear reports using relevant and reliable information should be prepared.ConfidentialityThe standards of confidentiality do not apply in this situation.Integrity•Any activity that subverts the legitimate goals of the company should be avoided.•Favorable as well as unfavorable information should be communi-cated.Objectivity•Information should be fairly and objectively communicated.•All relevant information should be disclosed.(Unofficial CMA Solution)© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1. Production budget: July August Septem-ber OctoberBudgeted sales (units)............. 35,000 40,000 50,000 30,000 Add desired ending inventory ... 11,000 13,000 9,000 7,000 Total needs ............................ 46,000 53,000 59,000 37,000 Less beginning inventory ......... 10,000 11,000 13,000 9,000 Required production ................ 36,000 42,000 46,000 28,0002. During July and August the company is building inventories in anticipa-tion of peak sales in September. Therefore, production exceeds sales during these months. In September and October inventories are being reduced in anticipation of a decrease in sales during the last months of the year. Therefore, production is less than sales during these months to cut back on inventory levels.3. Raw direct materials budget:July AugustSep-temberThirdQuarterRequired production (units)...... 36,000 42,000 46,000 124,000 Material H300 needed perunit .................................... × 3 cc × 3 cc × 3 cc × 3 cc Production needs (cc) ............. 108,000 126,000 138,000 372,000 Add desired ending inventory(cc) .................................... 63,000 69,000 42,000 * 42,000 Total material H300 needs ....... 171,000 195,000 180,000 414,000 Less beginning inventory (cc) ... 54,000 63,000 69,000 54,000 Material H300 purchases (cc) ... 117,000 132,000 111,000 360,000 * 28,000 units (October production) × 3 cc per unit = 84,000 cc;84,000 cc × 1/2 = 42,000 cc.As shown in part (1), production is greatest in September; however, as shown in the raw direct materials budget, purchases of materials are greatest a month earlier—in August. The reason for the large purchases of materials in August is that the materials must be on hand to support the heavy production scheduled for September.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.Solutions Manual, Chapter 95071.Zan Corporation Direct Materials Budget1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Year Required production (units)............ 5,000 8,000 7,000 6,000 26,000 Raw materials per unit (grams)....... × 8 × 8 × 8 × 8 × 8 Production needs (grams) .............. Add desired ending inventory(grams) .................................... 16,000 14,000 12,000 8,000 8,000 Total needs (grams)...................... 56,000 78,000 68,000 56,000 216,000 Less beginning inventory (grams) ... 6,000 16,000 14,000 12,000 6,000 Raw materials to be purchased(grams) .................................... 50,000 62,000 54,000 44,000 210,000 Cost of raw materials to bepurchased at $1.20 per gram ....... $60,000 $74,400 $64,800 $52,800 $252,000 Schedule of Expected Cash Disbursements for Materials Accounts payable, beginningbalance..................................... $ 2,880 $ 2,880 1st Quarter purchases ................... 36,000 $24,000 60,000 2nd Quarter purchases .................. 44,640 $29,760 74,400 3rd Quarter purchases................... 38,880 $25,920 64,800 4th Quarter purchases ................... 31,680 31,680 Total cash disbursements formaterials................................... $38,880 $68,640 $68,640 $57,600 $233,760© The McGraw-Hill Companies, Inc., 2006. All rights reserved. 508Managerial Accounting, 11th Edition2.Zan Corporation Direct Labor Budget1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Year Required production (units)............ 5,000 8,000 7,000 6,000 26,000 Direct labor-hours per unit ............. × 0.20 × 0.20 × 0.20 × 0.20 × 0.20 Total direct labor-hours needed ...... Direct labor cost per hour .............. × $11.50 × $11.50 × $11.50 × $11.50 × $11.50 Total direct labor cost.................... $ 11,500 $ 18,400 $ 16,100 $ 13,800 $ 59,800© The McGraw-Hill Companies, Inc., 2006. All rights reserved.Solutions Manual, Chapter 95091.Hruska CorporationDirect Labor Budget1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Year Units to be produced ..................... 12,000 10,000 13,000 14,000 49,000 Direct labor time per unit (hours) .... 0.2 0.2 0.2 0.2 0.2 Total direct labor-hours needed ...... Direct labor cost per hour .............. $12.00 $12.00 $12.00 $12.00 $12.00 Total direct labor cost.................... $28,800 $24,000 $31,200 $33,600 $117,600 2.Hruska CorporationManufacturing Overhead Budget1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Year Budgeted direct labor-hours ........... 2,400 2,000 2,600 2,800 9,800 Variable overhead rate .................. $1.75 $1.75 $1.75 $1.75 $1.75 Variable manufacturing overhead .... $ 4,200 $ 3,500 $ 4,550 $ 4,900 $ 17,150 Fixed manufacturing overhead........ 86,000 86,000 86,000 86,000 344,000 Total manufacturing overhead ........ 90,200 89,500 90,550 90,900 361,150 Less depreciation .......................... 23,000 23,000 23,000 23,000 92,000 Cash disbursements formanufacturing overhead.............. $67,200 $66,500 $67,550 $67,900 $269,1501. December cash sales................................... $ 83,000Collections on account:October sales: $400,000 × 18% ................. 72,000November sales: $525,000 × 60% .............. 315,000December sales: $600,000 × 20% .............. 120,000Total cash collections ................................ $590,0002. Payments to suppliers:November purchases (accounts payable) ..... $161,000December purchases: $280,000 × 30% ....... 84,000Total cash payments ................................. $245,0003. ASHTON COMPANYCash BudgetFor the Month of DecemberCash balance, beginning ............................... $ 40,000 Add cash receipts: Collections from customers . 590,000 Total cash available before current financing ....Less disbursements:Payments to suppliers for inventory .............. $245,000Selling and administrative expenses* ............ 380,000New web server ........................................ 76,000Dividends paid .......................................... 9,000Total disbursements ..................................... 710,000 Excess (deficiency) of cash available overdisbursements .......................................... (80,000) Financing:Borrowings ............................................... 100,000 Repayments ............................................. —Interest.................................................... —Total financing ............................................ 100,000 Cash balance, ending ................................... $ 20,000 *$430,000 – $50,000 = $380,000.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1. Schedule of cash receipts:Cash sales—May............................................... $ 60,000Collections on account receivable:April 30 balance ............................................. 54,000May sales (50% × $140,000) ........................... 70,000Total cash receipts ............................................ $184,000Schedule of cash payments for purchases:April 30 accounts payable balance ....................... $ 63,000May purchases (40% × $120,000) ...................... 48,000Total cash payments ......................................... $111,000MINDEN COMPANYCash BudgetFor the Month of MayCash balance, beginning .................................... $ 9,000Add receipts from customers (above)................... 184,000Total cash available ........................................... 193,000Less disbursements:Purchase of inventory (above) .......................... 111,000Operating expenses ........................................ 72,000Purchases of equipment .................................. 6,500Total cash disbursements ................................... 189,500Excess of receipts over disbursements ................. 3,500Financing:Borrowing—note ............................................ 20,000Repayments—note ......................................... (14,500)Interest (100)Total financing ................................................. 5,400Cash balance, ending ........................................ $ 8,900© The McGraw-Hill Companies, Inc., 2006. All rights reserved.。

成本核算] 管理会计的专业术语(2010-08-02 16:46:19)转载▼分类：MSN搬家标签：杂谈预算（budget）是以数量形式对未来做出的计划。

商业活动程序（business process）是在商务活动中为完成一定的任务而遵守的一系列步骤。

首席财务官（chief financial officer）是企业高层管理团队成员，负责为企业的计划、控制活动以及编制财务报告提供及时和相关的数据支持。

约束（constraint）是阻止企业和个人实现其目的的事项。

控制（control）是为实现企业目标，保证企业各部门有效运行而制定的程序并获得反馈的过程。

财务部长（controller）是企业高层管理团队成员，直接对首席财务官报告，负责向管理当局提供及时、相关的财务数据并编制财务报告。

控制活动（controlling）是确保企业计划贯彻执行以及根据客观情况的变化对计划进行必要修改的活动。

公司治理（corporate governance）是一种对公司进行指导和控制的系统。

如果公司治理结构能够有效运行，那么既可以推进管理者视公司利益为工作目标，又可以实现公司对管理者业绩的有效监督。

分权化管理（decentralization）是通过赋予各层管理者与其职责相对应的决策权实现公司决策权的分解。

指导与推进（directing and motivating）是调动员工按照公司计划进行日常经营的管理活动。

企业信息化系统(enterprise system) 是将企业全部数据整合在一个中央数据库，以便于全体员工使用的软件系统。

企业风险管理（enterprise risk management）是为实现企业目标，对企业所面临的风险进行确认、量度和采取措施防范的过程。

反馈（feedback）是会计报告和其他形式的报告帮助管理者进行业绩监督，以及使管理者着眼于未曾注意到的机会和问题。

财务会计（financial accounting）是为公司股东、债权人、和其他外部利益相关者提供会计信息的活动。