双语版管理会计第十章

《管理会计（双语）》课程教学大纲课程编码：12120204211课程性质：专业必修课学分：3课时：48开课学期：5适用专业：财务管理一、课程简介《管理会计(双语)是财务管理专业（本科）的一门必修课程。

是以现代企业所处的社会经济环境为背景，明确阐明以企业为主体，密切联系现代会计的预测、决策、规划、控制、考核评价等职能，系统地介绍了现代管理会计的基本理论、基本方法和实用操作技术。

课程分为三部分，第一部分主要交代了管理会计的基本原理和传统管理会计的基本方法；第二部分主要分别讨论管理会计各项职能在实践中的应用程序与具体操作方法。

第三部分集中介绍管理会计发展的新领域。

管理会计是一门理论性较强、计算内容较多的课程。

通过该门课程的学习，使学生领会管理会计的精髓，掌握管理会计的基本理论和基本方法，学会各种分析方法的应用技能和技巧，不断提高学生分析问题和解决问题的能力。

二、教学目标课程总体目标：通过本课程教学，掌握管理会计的基本理论和基本分析方法，结合相应的实践教学，培养学生能独立开展各项管理会计工作的能力。

（一）知识要求：1.了解管理会计的产生与发展，明确管理会计的特点、职能、内容和任务；2.掌握成本习性与变动成本法、本量利分析等管理会计基础分析方法，并了解方法的一般原理；3.掌握短期经营决策分析、长期投资决策分析、全面预算、标准成本控制、责任会计等内容的基本理论与方法。

（二）能力要求：1、具有热爱管理会计工作，爱岗敬业的道德观念；2、具有胜任管理会计工作的良好业务素质和身体素质；3、具有预测、决策、规划、控制的实务能力；4、具有管理会计工作的职业判断、分析和思维能力三、教学内容（一）Chapter 1 Managerial Accounting Concepts and PrinciplesThe main content: Chapter 1 introduces students to managerial accounting and the manufacturing process. Students will learn how managerial accounting is used in the management decision process. They will also be exposed to the terminology used to describe costs related to manufacturing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe managerial accounting and the role of managerial accounting in a business.2. Define and illustrate the following costs: 1. direct and indirect costs, 2. direct materials,direct labor, and factory overhead costs, 3. product and period costs.3. Describe and illustrate the following statements for a manufacturing business: 1.balance sheet, 2. statement of cost of goods manufactured, 3. income statement.4. Describe the uses of managerial accounting information.Some key points: direct and indirect costs, direct materials, direct labor, factory overhead costs, product and period costs; cost of goods manufactured.Teaching methods: use of multimedia tools. We ad opt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange stud ents to d o some appropriate exercises and self-extending reading after class.（二）Chapter 2Job Order CostingThe main content：Chapter 2 introduces students to managerial job order cost systems. Students will be exposed to the terminology used to describe costs related to manufacturing. The first of two basic manufacturing accounting systems, job order, is described in this chapter. Students learn how costs flow through a manufacturing system and the basis for determining product costs under job order costing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe cost accounting systems used by manufacturing businesses.2. Describe and illustrate a job order cost accounting system.3. Describe the use of job order cost information for decision making.4. Describe the flow of costs for a service business that uses a job order cost accountingsystem.Some key points: Job Order Cost System; Overapplied Factory Overhead; Underapplied Factory Overhead; predetermined overhead rate;Teaching methods: use of multimedia tools. We adopt Classroom-based teaching,which is suppl emented by the necessary classroom discussion. Besides，arrange stud ents to d o some appropriate exercises and self-extending reading after class.（三）Chapter 3Process Cost SystemsThe main content：Chapter 3 completes the coverage of manufacturing accounting by introducing process costing. The text demonstrates process costing under the FIFO method. The average cost method is presented in th e chapter’s appendix. Chapter 3 also discusses the impact of just-in-time systems on manufacturing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe process cost systems.2. Prepare a cost of production report.3. Journalize entries for transactions using a process cost system.4. Describe and illustrate the use of cost of production reports for decision making.5. Compare just-in-time processing with traditional manufacturing processing.Some key points: Process Cost System; First-in, First-out (FIFO) Method; Cost of Production Report; Just-in-Time (JIT) Processing.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（四）Chapter 4 Cost Behavior and Cost-Volume-Profit AnalysisThe main content: In Chapter 4, students learn how to conduct cost-volume-profit analysis. In preparation for this activity, the chapter discusses variable, fixed, and mixed costs.Learning Objectives：After studying the chapter, your students should be able to:1. Classify costs as variable costs, fixed costs, or mixed costs.2. Compute the contribution margin, the contribution margin ratio, and the unitcontribution margin.3. Determine the break-even point and sales necessary to achieve a target profit.4. Using a cost-volume-profit chart and a profit-volume chart, determine the break-evenpoint and sales necessary to achieve a target profit.5. Compute the break-even point for a company selling more than one product, theoperating leverage, and the margin of safety.Some key points:variable costs; fixed costs; mixed costs; High-Low Method; Contribution Margin; Cost-Volume-Profit Analysis; Contribution Margin Ratio; Unit Contribution Margin.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（五）Chapter 5 BudgetingThe main content: Chapter 5 emphasizes accounting activities that help managers plan, direct, and control the operations of a business. Budgeting is used to establish business goals in the planning function. Budgets help guide managers’ operational decisions. Budgets are also used to control operations as actual results are compared to the budgeted results.Learning Objectives：After studying the chapter, your students should be able to:1. Describe budgeting, its objectives, and its impact on human behavior.2. Describe the basic elements of the budget process, the two major types of budgeting,and the use of computers in budgeting.3. Describe the master budget for a manufacturing company.4. Prepare the basic income statement budgets for a manufacturing company.5. Prepare balance sheet budgets for a manufacturing company.Some key points: Goal Conflict；Budgetary Slack；Continuous Budgeting；Static Budget；Flexible Budget；Zero-Based Budgeting；Capital Expenditures Budget.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（六）Chapter 6 Performance Evaluation Using Variances from Standard Costs The main content: Standard cost systems set budgets for the materials, labor, and factory overhead used by a manufacturer to produce its product. Deviations from these standards are reported as variances.Learning Objectives：After studying the chapter, your students should be able to:1. Describe the types of standards and how they are established.2. Describe and illustrate how standards are used in budgeting.3. Compute and interpret direct materials and direct labor variances.4. Compute and interpret factory overhead controllable and volume variances.5. Journalize the entries for recording standards in the accounts and prepare an incomestatement that includes variances from standard.6. Describe and provide examples of nonfinancial performance measures.Some key points: Direct Labor Rate Variance ；Direct Materials Price Variance；Direct Labor Time Variance；Direct Materials Quantity Variance；Budgeted Variable Factory Overhead；Factory Overhead Cost Variance Report；Controllable Variance；Volume Variance.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（七）Chapter 7 Performance Evaluation for Decentralized Operations The main content: Chapter 7 applies responsibility accounting to cost, profit, and investment centers. The chapter demonstrates the responsibility accounting reports that are used to evaluate department or division performance. This provides an excellent opportunity to remind your students that managers are judged, at least in part, using accounting data.Learning Objectives：After studying the chapter, your students should be able to:1. Describe the advantages and disadvantages of decentralized operations.2. Prepare a responsibility accounting report for a cost center.3. Prepare responsibility accounting reports for a profit center.4. Compute and interpret the rate of return on investment, the residual income, and thebalanced scorecard for an investment center.5. Describe and illustrate how the market price, negotiated price, and cost priceapproaches to transfer pricing may be used by decentralized segments of a business.Some key points:Responsibility Accounting；Balanced Scorecard；Profit Margin；DuPont Formula；Rate of Return on Investment (ROI)；Investment Center ;Residual Income；Investment TurnoverTeaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（八）Chapter 8 Differential Analysis, Product Pricing, and Activity-Based CostingThe main content: This chapter covers (1) differential analysis, (2) methods of determining the selling price of a product using a cost-plus markup approach, (3) the effects of production bottlenecks, and (4) activity-based costing. The cost-plus approach of product cost is described in Objective 2; total cost and variable cost methods are presented in the chapter appendix. All topics in this chapter are able to stand alone. Therefore, the instructor is free to cover only one or two of the topics if class time is a limited resource as the term draws to a close.Learning Objectives：After studying the chapter, your students should be able to:1. Prepare differential analysis reports for a variety of managerial decisions.2. Determine the selling price of a product, using the product cost concept.3. Compute the relative profitability of products in bottleneck production processes.4. Allocate product costs using activity-based costing.Some key points:Product Cost Concept ; Target Costing; Production Bottleneck; Theory of Constraints (TOC); Activity-Based Costing (ABC).Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（九）Chapter 9 Capital Investment AnalysisThe main content: Capital investment analysis is a topic that usually receives detailed coverage in introductory finance courses and/or intermediate accounting. The purpose of this chapter is to give students a brief introduction to the basics of capital investment analysis using the following methods: average rate of return, cash payback, net present value, and internal rate of return.Learning Objectives：After studying the chapter, your students should be able to:1. Explain the nature and importance of capital investment analysis.2. Evaluate capital investment proposals using the average rate of return and cashpayback methods.3. Evaluate capital investment proposals using the net present value and internal rate ofreturn methods.4. List and describe factors that complicate capital investment analysis.5. Diagram the capital rationing process.Some key points: Capital Investment Analysis；Time Value of Money Concept；Average Rate of Return；Cash Payback Period；Internal Rate of Return (IRR) Method；Capital Rationing.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.四、整体课时分配五、课程考核与成绩评定1.考核方式：考查；笔试；闭卷。

CHAPTER 11Capital Budgeting11-A1 (15-25 min.) Answers are printed in the text at the end of the assignment material.11-29 (10-15 min.)1. The present value is $480,000 and the annual payments are an annuity, requiringuse of Table 2:(a)$480,000 = annual payment × 11.2578annual payment = $480,000 ÷ 11.2578 = $42,637(b)$480,000 = annual payment × 9.4269annual payment = $480,000 ÷ 9.4269 = $50,918(c)$480,000 = annual payment × 8.0552annual payment = $480,000 ÷ 8.0552 =$59,5892. (a)$480,000 = annual payment × 8.5595annual payment = $480,000 ÷ 8.5595 = $56,078(b)$480,000 = annual payment × 7.6061annual payment = $480,000 ÷ 7.6061 = $63,107(c)$480,000 = annual payment × 6.8109annual payment = $480,000 ÷ 6.8109 =$70,4753. (a) Total payments= 30 × $50,918 = $1,527,540Total interest paid= $1,527,540- $480,000 = $1,047,540(b) Total payments= 15 × $63,107= $946,605Total interest paid = $946,605 - $480,000 = $466,60511-36 (10 min.)Buy. The net present value is positive.Initial outlay * $(21,000)Present value of cash operating savings, from12-year, 12% column of Table 2, 6.1944 × $5,000 30,972Net present value $ 9,972* The trade-in allowance really consists of a $5,000 adjustment of the sellingprice and a bona fide $10,000 cash allowance for the old equipment. Therelevant amount is the incremental cash outlay, $21,000. The book value isirrelevant.11-39 (10-15 min.)Copyright ©2011 Pearson Education 1Copyright ©2011 Pearson Education21. NPV @ 10% = 10,000 × 3.7908 = $37,908 - $36,048 = $1,860 NPV @ 12% = 10,000 × 3.6048 = $36,048 - $36,048 = $0NPV @ 14% = 10,000 × 3.4331 = $34,331 - $36,048 = $(1,717)2.The IRR is the interest rate at which NPV = $0; therefore, from requirement 1 we know that IRR = 12%.3.The NPV at the company’s cost of capital, 10%, is positive, so the project should be accepted.4.The IRR (12%) is greater than the company’s cost of capital (10%), so the project should be accepted. Note that the IRR and NPV models give the same decision.11-46 (10-15 min.)Annual addition to profit = 40% × $25,000 = $10,000.1.Payback period is $36,000 ÷ $10,000 = 3.6 years. It is not a good measure of profitability because it ignores returns beyond the payback period and it does not account for the time value of money.2. NPV = $5,114. Accept the proposal because NPV is positive. Computation: NPV = ($10,000 × 4.1114) - $36,000= $41,114 - $36,000 = $ 5,1143. ARR = (Increase in average cash flow – Increase in depreciation) ÷ Initialinvestment= ($10,000 - $6,000) ÷ $36,000 = 11.1%11-51 (30-35 min.)1.Annual Operating Cash FlowsXeroxCannon Difference Salaries $49,920(a) $41,600(b) $ 8,320 Overtime 1,728(c) -- 1,728 Repairs and maintenance 1,800 1,050 750Toner, supplies, etc. 3,6003,300 300 Total annual cash outflows $57,048 $45,950 $11,098(a) ($ 8 × 40 hrs.) × 52 weeks × 3 employees = $320 × 52 × 3 = $49,920 (b) ($10 × 40 hrs.) × 52 weeks × 2 employees = $400 × 52 × 2 = $41,600 (c) ($12 × 4 hrs.) × 12 months × 3 machines = $ 48 × 12 × 3 = $ 1,728Initial Cash FlowsXeroxCannon Difference Purchase of Cannon machines $ -- $50,000 $50,000Sale of Xerox machines -- -3,000 -3,000 Training and remodeling -- 4,000 4,000 Total $ -- $51,000 $51,000Copyright ©2011 Pearson Education 3EXHIBIT 11-50All numbers are expressed in Mexican pesos.2. 18% Total Sketch of Relevant Cash Flows(inthousands)PresentPVFactor Value 0 1 2 3 4 5Cash operating savings:* .8475 83,902 99,000108,90078,212.718272,904119,790.608667,966 131,769 .5158.4371 63,356 144,946Total366,340Income tax savings fromdepreciation not changedby inflation, see 1 3.1272 105,074 33,600 33,600 33,600 33,600 33,600471,414TotalRequired outlay at time zero 1.0000 (420,000) (420,000)Net present value 51,414*Amounts are computed by multiplying (150,000 × .6) = 90,000 by 1.10, 1.10 2, 1.10 3, etc.Copyright ©2011 Pearson Education 461PV PresentofValue$1.00ofCashFlows Annual Cash FlowsDiscountedat 12% 0 1 2 3 4 5T OTAL P ROJECT A PPROACH:Cannon:Init. cash outflow 1.0000 $ (51,000)Oper. cash flows 3.6048 (165,641) (45,950) (45,950) (45,950) (45,950) (45,950)Total $(216,641)Xerox:Oper. cash flows 3.6048 $(205,647) (57,048) (57,048) (57,048) (57,048) (57,048)Difference in favor ofretaining Xerox $ (10,994)I NCREMENTAL A PPROACH:Initial investment 1.0000 $(51,000)Annual operatingcash savings 3.6048 40,006 11,098 11,098 11,098 11,098 11,098Net present valueof purchase $(10,994)2. The Xerox machines should not be replaced by the Cannon equipment.Net savings = (Present value of expenditures to retain Xerox machines) less (Present value of expenditures toconvert to Cannon machines)= $205,647 - $216,641 = $(10,994)3. a. How flexible is the new machinery? Will it be useful only for the presently intended functions, or can it be easilyadapted for other tasks that may arise over the next 5 years?b. What psychological effects will it have on various interested parties?Copyright ©2011 Pearson Education 46211-71 (60-90 min.)This is a complex problem because it requires comparing three alternatives. It reviews Chapter 6 as well as covering several of the topics of Chapter 11. The following answer uses the total project approach. The total net future cash outflows are shown for each alternative.1. Alternative A: Continue to manufacture the parts with the current tools.Annual cash outlaysVariable cost, $92 × 8,000 $(736,000)Fixed cost, 1/3 × $45 × 8,000 × .6 (72,000)Tax savings, .4 × ($736,000 + $72,000) 323,200After-tax annual cost $(484,800)Present value, 3.6048 × $484,800 $(1,747,607)PV of remaining tax savings on MACRS:11.52% × $2,000,000 × .4 × .8929 82,2905.76% × $2,000,000 × .4 × .7972 36,735Total present value of costs, Alternative A $(1,628,582)Alternative B: Purchase from outside supplierAnnual cash outlaysPurchase cost, $110 × 8,000 $(880,000)Tax savings, $880,000 × .4 352,000After-tax annual cost $(528,000)Copyright ©2011 Pearson Education 463Present value, $528,000 × 3.6048 $(1,903,334)Sale of old equipment:Sales price $ 400,000Book value [(11.52% + 5.76%) × $2,000,000] 345,600Gain $ 54,400Taxes @ 40% (21,760)Total after-tax effect ($400,000 - $21,760) 378,240Total present value of costs, Alternative B $(1,525,094)Copyright ©2011 Pearson Education 464Alternative C: Purchase new toolsInvestment $(1,800,000) Annual cash outlaysVariable cost, $73 × 8,000 $(584,000)Fixed cost (same as A) (72,000)Tax savings, .4 × ($584,000 + $72,000) 262,400After-tax annual cost $(393,600)Present value, $393,600 × 3.6048 (1,418,849)Tax savings on new equipment* 579,217Effect of disposal of new equipmentSales price $ 500,000Book value 0Gain $500,000Taxes @ 40% 200,000Total after-tax effect $ 300,000Present value, $300,000 × .5674 170,220Effect of disposal of old equipment (see Alternative B) 378,240Total present value of costs, Alternative C $(2,091,172)* Using the MACRS schedule for tax depreciation, the depreciation rate for each year of a 3-year asset's life is shown inExhibit 11-6:Depreciation Tax PV PresentYear Rate Savings Factor Value1 33.33% .3333 × $1,800,000 × .40 = $239,976 .8929 $214,2752 44.45% .4445 × 1,800,000 × .40 = 320,040 .7972 255,1363 14.81% .1481 × 1,800,000 × .40 = 106,632 .7118 75,9014 7.41% .0741 × 1,800,000 × .40 = 53,352 .6355 33,905Total present value of tax savings $579,217Using Exhibit 11-7, we get .8044 × $1,800,000 × .4 = $579,168, which differs from $579,217 by a $49 rounding error.The alternative with the lowest present value of cost is Alternative B, purchasing from the outside supplier.Copyright ©2011 Pearson Education 4652. Among the major factors are (1) the range of expected volume (both large increases and decreases in volume make thepurchase of the parts relatively less desirable), (2) the reliability of the outside supplier, (3) possible changes inmaterial, labor, and overhead prices, (4) the possibility that the outside supplier can raise prices before the end of five years, (5) obsolescence of the products and equipment, and (6) alternate uses of available capacity (alternative uses make Alternative B relatively more desirable).Copyright ©2011 Pearson Education 466Copyright ©2011 Pearson Education467CHAPTER 12 Cost Allocation12-30 (10-15 min.) 1. Rate = [$2,500 + ($.05 × 100,000)] ÷ 100,000 = $.075 per copy Cost allocated to City Planning in August = $.075 × 42,000 = $3,150. 2. Fixed cost pool allocated as a lump sum depending on predicted usage:To City Planning: (36,000 ÷ 100,000) × $2,500 = $900 per monthVariable cost pool allocated on the basis of actual usage: $.05 × number of copies Cost allocated to City Planning in August: $900 + ($.05 × 42,000) = $3,000. 3. The second method, the one that allocated fixed- and variable-cost pools separately, is preferable. It better recognizesthe causes of the costs. The fixed cost depends on the size of the photocopy machine, which is based on predicted usage and is independent of actual usage. Variable costs, in contrast are caused by actual usage.Exhibit 12-34Customer Type 1Customer Type 2 Customer Type 3 Sales Gross price profit per margin Gross Gross Gross Product unit per unit Units Revenue profit Units Revenue profit Units Revenue profitA $11.031$ 4.14 200 $ 2,206 $ 828 2,200 $ 24,266 $ 9,108 500 $ 5,515 $ 2,070 B 20.47 4.09 100 2,047 409 1,200 24,564 4,908 3,000 61,410 12,270 C 51.38 10.28 50 2,569 514 400 20,552 4,112 5,000 256,900 51,400D 90.00 39.38 400 36,000 15,752 800 72,000 31,504 400 36,000 15,752Total 750 $42,822 17,5034,600 $141,382 49,632 8,900 $359,825 81,492 Cost to serve 7,36845,193 87,439 Operating income $10,135 $4,439 ($5,947) Customer gross margin percentage 40.9% 35.1% 22.6% Cost to serve percentage 17.2% 32.0% 24.3%Customer operating income percentage 23.7%3.1% (1.7%)1$32,000 ÷ 2,900 units; etc. The rounded numbers from the first two columns are used in subsequent calculations.5. The chart below shows customer profitability for the three customer types and suggested strategies for profit improvement.Grow business with this customer type byfocused sales efforts and quantity discounts.Work with customers to lowerthe cost to serve. Seek internalprocess improvements to lowerthose elements of the cost toserve controllable by thecompany.Copyright ©2011 Pearson Education 46912-35 (15-20 min.)of1. AllocationCostsGallons Weighting Joint$300,000 $180,000×A 9,000 9/15SolventSolvent B 6,000 6/15 × $300,000 120,00015,000 $300,0002. Relative Sales Allocation ofCostsValue at Split-off* Weighting JointSolvent A $270,000 27/54 × $300,000 $150,000Solvent B 270,000 27/54 × $300,000 150,000$540,000 $300,000 * $30 × 9,000 and $45 × 6,00012-42 (25-30 min.)There a several ways to organize an analysis that provides product costs. We like to focus first on determining total activity-cost pools and activity cost per driver unit. Then, an analysis similar to the one shown in Exhibit 12-8 can be used.Schedule a: Activity center cost poolsResources Supporting the Allocated Setup/Maintenance Activity Center Allocation Calculation Cost Assembly supervisors $90,000 × 2% $ 1,800 Assembly machines $247,000 × (400 ÷ 1,900) 52,000 Facilities management $95,000 × (400 ÷ 1,900) 20,000 Power $54,000 × (10 ÷ 90) 6,000Total assigned cost $79,800Cost per driver unit (setup) $79,800 ÷ 40 $ 1,995 Resources Supporting the Allocated Setup/Maintenance Activity Center Allocation Calculation Cost Assembly supervisors $90,000 × 98% $ 88,200 Assembly machines $247,000 × (1,500 ÷ 1,900) 195,000 Facilities management $95,000 × (1,500 ÷ 1,900) 75,000 Power $54,000 × (80 ÷ 90) 48,000Total assigned cost $406,200Cost per driver unit (machine hour) $406,200 ÷ 1,500 $ 270.80Copyright ©2011 Pearson Education 470Exhibit 12-42 Contribution to cover other value-chain costs by productStandardDeluxe Custom Cost per Driver unit Driver Driver Driver Activity/Resource (Schedule a) Units Cost Units Cost Units Cost Setup/Maintenance $1,995 20 $ 39,900 12 $ 23,940 8 $ 15,960 Assembly $270.80 1,000 270,800 400 108,320 100 27,080 Parts 1,003,800 115,080 15,980Direct labor 298,00072,000 68,000 Total $1,612,500$319,340 $127,020 Units 100,000 10,000 1,000 Cost per display $16.125 $31.934 $127.02Selling price 20.00050.000 250.00 Unit gross profit $ 3.875$18.066 $122.98 Total gross profit $387,500$180,660 $122,980The total contribution of these products is $387,500 + $180,660 + $122,980 = $691,140.12-43 (25-30 min.) See solution to problem 12-42.12-55 (100 – 200 min.)1. Exhibits 12-55A and 12-55B show the calculation of customer gross margin percentage and customer cost-to-serve percentage for the 4 customer types. Exhibit 12-55C shows a plot of customer gross margin percentage versus customer cost-to-serve percentage for the 4 customer types.2. Suggested strategies for profit improvement for the 4 customer types follow.•Customer type 1 - Mega stores. These stores have the lowest cost-to-serve.Profitability can be improved by focusing on a better product mix. A quarter ofthe sales (cases) to these stores are from bulk and singles products – both ofwhich have a negative gross margin. A shift in mix towards more regular andfragile product types would improve profitability.•Customer type 2 – Local small stores. These stores have a product mix that contains a substantial amount (32%) of the negative gross margin products. Thesame change in sales focus that applies to mega stores can be applied to localsmall stores.But unlike mega stores, small stores are very costly to serve. From Exhibit 12-55 B, the largest single cost to serve local small stores is truck deliveries. Theaverage number of cases per order (the same as per truck delivery) is 6,000,000 ÷ 80,000 = 75. Compare this to mega stores that average 7,680,000 ÷ 32,000 = 240 cases per order (delivery). This is a significant factor causing the high cost-to-serve.For example, suppose that the average order size could be increased from 75,000 to 150,000 cases. If the total annual cases sold is unchanged (6,000,000), a totalof 40 orders, a 50% reduction, would be made. An estimate of the cost savingsand the impact on the cost-to-serve percentage can be made as follows:Cost per Driver Unit Reduction in Driver Cost Savings(Exhibit 12-55B) Units of 50% (000) Truck delivery $167.55 34,000 $5,696.70 Order processing 27.49 40,000 1,099.60 Regular scheduling 5.83 36,000 209.88 Expedited scheduling 19.44 4,000 77.76 Total cost savings (000) $7,083.94 Cost savings as a percent of revenue 24.9%New cost-to-serve as a percent of revenue 60.1%In addition to the above savings, other activities would also be impacted by thereduction in orders such as customer service. So while the total impact ofCopyright ©2011 Pearson Education 472focusing on increasing order size can only be estimated, it is reasonable to expect dramatic cost savings from the current 85% of revenue.Other factors that should be investigated include the high level of corporatesupport and customer service.•Customer type 3 – Local large stores. Local large stores generate $68,400 ÷ $136,230 = 50% of DSI’s total revenue and with a net margin of 58% - 47% = 11%. The key to local large store profitability is sales of a large percentage (80%) of regular product. The cost-to-serve percentage is 47%. This could be reduced as for customer type 2 by increasing the order size from the current level of14,400,000 ÷ 120,000 = 120 cases per order. But a dramatic improvementshould not be expected. In general, local large stores are sustaining DSI’sbusiness and their loyalty should be cultivated.•Customer type 4 – Specialty stores. Specialty stores have a low gross margin of 22% coupled with a very large cost-to-serve percent of 106%! Although thesestores do not account for a significant portion of DSI’s revenue the companyshould rationalize their business. Several actions could be suggested. One is to charge a premium for all high-security products. The vast majority of theseproducts are sold to specialty stores with only marginal sales to mega and local small stores. Another action is to adopt a customer loyalty program based onvolume of sales. The list price of $7.25 per case would apply to customers with sales volumes less than a specified level. Most of DSI’s customers would qualify for discounts (similar to those currently existing) so prices would not besignificantly different. For specialty stores, prices would increase dramatically.This may result in losing specialty-store business so DSI needs to decide is this isa direction they wish to consider.Copyright ©2011 Pearson Education 473Exhibit 12-55A (Units and dollars are in thousands.)C u s t o m e r T y p eProductRegular Short Fragile Bulk HighSecurity Singles Total Gross Profit PercentageProduct mix percentage 60% 5% 5% 20% 5% 5% 100% Cases sold 4,608 384 384 1,536 384 3847,680Total Revenue$ 21,888 $ 1,824$ 1,824$7,296$ 1,824 $ 1,824 $36,480Gross Profit per Case $ 3.28 $ 1.58 $ 2.74 $(1.44)$ 0.54 $ (5.30)1Total Gross Profit$ 15,114 $ 607 $ 1,052 $(2,212)$ 207 $(2,035)$12,733 35%Product mix percentage 50% 5% 5% 30% 8% 2% 100% Cases sold3,000 300 300 1,800 480 120 6,000 Total Revenue @ 4.75/case $ 14,250 $ 1,425 $ 1,425 $ 8,550 $ 2,280 $ 570 $28,500 Gross Profit per Case $ 3.28 $ 1.58 $ 2.74 $ (1.44) $ 0.54 $ (5.30)2Total Gross Profit$ 9,840 $ 474 $ 822 $(2,592) $ 259 $ (636)$ 8,167 29%Product mix percentage 80% 0% 10% 10% 0% 0% 100%Cases sold 11,520 -1,4401,440--14,400Total Revenue @ 4.75/case $ 54,720 $ - $ 6,840 $ 6,840 $ - $ - $68,400Gross Profit per Case $ 3.28 $ 1.58 $ 2.74 $ (1.44) $ 0.54 $ (5.30)3Total Gross Profit$ 37,786 $ - $ 3,946 $(2,074) $ - $ - $39,658 58%Product mix percentage 10% 20% 0% 0% 70% 0% 100% Cases sold 60 120 - - 420-600Total Revenue @ 4.75/case $ 285 $ 570 $ - $ - $ 1,995 $ - $ 2,850 Gross Profit per Case $ 3.28 $ 1.58 $ 2.74 $ (1.44)$ 0.54 $ (5.30)4Total Gross Profit $ 197$ 190$ -$ -$ 227$ - $ 61322%Exhibit 12-55B (Units and dollars are in thousands.)ActivityO r d e r P r o c e s s i n gC u s t o m e r S e r v i c eO r d e r C h a n g e sC o r p o r a t e S u p p o r tR e g u l a r S c h e d u l i n gE x p e d i t e d S c h e d u l i n gS h i p p i n gT r u c k D e l i v e r yP a r c e l D e l i v e r y Cost DriverO r d e r sL a b o r H o u r sN u m b e r o f C h a n g e sL a b o r H o u r sO r d e r sO r d e r sP a l l e t sD e l i v e r i e sD e l i v e r i e sC u s t o m e r T y p eCost/DriverUnit $27.49 $43.34$32.63$51.66$5.83 $19.44 $6.60 $167.55 $23.89Total Driver Units3218.73.2 - 29 3 41625.6 1.6 Cost to Serve $879.68 $810.46$104.42-$169.07$58.32$2,745.6$4,289.28$38.22$9,095.05Revenue (See Exhibit 12-55A) $36,480.001 Cost-to-Serve Percentage24.9%Driver Units 80 100 8 20 72 8 640 68 8Cost to Serve $2,199.2 $4,334$261.04$1,033.2 $419.76$155.52$4,224$11,393.4$191.12$24,211.24Revenue (See Exhibit 12-55A) $28,500.02Cost-to-Serve Percentage85.0%Exhibit 12-55B (continued)ActivityO r d e r P r o c e s s i n gC u s t o m e r S e r v i c eO r d e r C h a n g e sC o r p o r a t e S u p p o r tR e g u l a r S c h e d u l i n gE x p e d i t e d S c h e d u l i n gS h i p p i n gT r u c k D e l i v e r y P a r c e l D e l i v e r y Cost DriverO r d e r sL a b o r H o u r sN u m b e r o f C h a n g e sL a b o r H o u r sO r d e r sO r d e r sP a l l e t sD e l i v e r i e sD e l i v e r i e sC u s t o m e r T y p eCost/DriverUnit $27.49 $43.34$32.63$51.66$5.83 $19.44 $6.60 $167.55 $23.89TotalDriver Units 120 70 2.4 80 108 12 840 90 6Cost to Serve$3,298.8 $3,033.8 $78.31$4,132.8 $629.64 $233.28 $5,544$15,079.5$143.34$32,173.47Revenue (See Exhibit 12-55A) $68,400.03 Cost-to-Serve Percentage47.0%Driver Units 12 30 1.2 0 10 2 60 4.8 2.4Cost to Serve $329.88$1,300.2 $39.16- $58.3 $38.88 $396 $804.24 $57.34$3,023.99Revenue (See Exhibit 12-55A) $2,850.004 Cost-to-Serve Percentage106.1%CUSTOMER PROFITABILITYCT3, 47%, 58%0%10%20%30%40%50%60%70%80%90%100%0%10%20%30%40%50%60%70%80%90%100%110%120%COST-TO-SERVE PERCENTAGEG R O S S P R O F I T P E R C E N T A G EExhibit 12-55CCopyright ©2011 Pearson Education 478。

《管理会计》(双语)教学大纲课程名称：《管理会计》(双语)课程编码：B0421004适用专业及层次：会计学专业本科层次课程总学时：48学时课程总学分：3学分理论学时：48学时实践学时：0学时先修课程：会计学原理、成本会计等一、课程的性质、目的与任务管理会计是会计、财管专业的专业基础课。

通过本课程的教学，使学生了解现代管理会计学在会计学科体系中的地位和作用，掌握管理会计的基本内容和基本理论，学会如何在社会主义市场经济条件下和现代企业制度环境中，进一步加工和运用企业内部财务信息，预测经济前景、参与经营决策、规划经营方针、控制经营过程和考评责任业绩的基本程序、操作技能和基本方法。

二、教学内容、教学要求及教学重难点CHAPTER 1 The Role, History, and Direction of Management Accounting【教学内容】Chapter 1 provides an overview of management accounting. This chapter also is anopportunity to discuss ethical behavior.【教学要求】1. Learning the role of management accountants in an organization, and could provide a briefhistorical description of management accounting;2. Mastering the differences between management accounting and financial accounting;3. Understanding the current focus of management accounting，and the importance of ethicalbehavior for managers and management accountants【教学重难点】1. Mastering the differences between management accounting and financial accounting;2. Understanding the current focus of management accounting.CHAPTER 2 Basic Management Accounting Concepts【教学内容】This chapter introduces basic terminology that is used throughout the text. Accounting issometimes called the language of business. Learning the accounting terminology in Chapter 2 is similar to learning a foreign language. Understanding the accounting terminology in Chapter 2 is crucial to students understanding topics covered later.【教学要求】1. Learning tangible and intangible products and explain why there are different product costdefinitions;2. Mastering could prepare income statements for manufacturing and service organizations;3. Understanding the cost assignment process, and the differences between functional-based andactivity-based management accounting systems.【教学重难点】1. Mastering could prepare income statements for manufacturing and service organizations;2. Learning tangible and intangible products and explain why there are different product costdefinitions;CHAPTER 3 Activity Cost Behavior【教学内容】This chapter expands the discussion of cost behavior in Chapter 2; more specifically, it focuses on activity cost behavior. In addition, the resource usage model is presented. This chapter is an important foundation for the activity-based costing system discussed in the next chapter. In addition, several methods to estimate and evaluate the cost equation are discussed.【教学要求】1. Learning cost behavior for fixed, variable, and mixed costs , and the role of multipleregression in assessing cost behavior ;2.Mastering how to separate mixed costs into their fixed and variable components using thehigh-low method, the scatter plot method, and the method of least squares ;3. Understanding the role of the resource usage model in understanding cost behavior, and theuse of managerial judgment in determining cost behavior.【教学重难点】1. Mastering how to separate mixed costs into their fixed and variable components using thehigh-low method, the scatter plot method, and the method of least squares ;2. Understanding the role of the resource usage model in understanding cost behavior, and theuse of managerial judgment in determining cost behavior.CHAPTER 4 Activity-Based Costing【教学内容】Technological changes in manufacturing have made the traditional costing method obsolete in many firms. Unit-based cost systems often are no longer adequate in measuring product costs because overhead costs have increased while direct labor costs have decreased. This chapter introduces an approach that can improve product costing in many firms.【教学要求】1. Learning the importance of unit costs, a detailed description of how activities can be grouped intohomogeneous sets to reduce the number of activity rates2. Mastering how an activity-based costing system works, activity-based customer and suppliercosting;3. Understanding functional-based costing approaches, and why functional-based costingapproaches may produce distorted costs.【教学重难点】1. Mastering how an activity-based costing system works, activity-based customer and suppliercosting;2. Understanding functional-based costing approaches, and why functional-based costingapproaches may produce distorted costs.CHAPTER 5 Job-Order Costing【教学内容】Product costing plays a critical role in the new manufacturing environment and has become a significant factor in the service industries with the impact of deregulation. Nonaccounting majors should realize that understanding the basics of product costing is an important topic covered in the course. This chapter introduces students to the important topic of job-order costing.【教学要求】1. Mastering the differences between job-order costing and process costing, and identify the types offirms that would use each method, and the cost flows associated with job-order costing;2. Understanding how to identify and set up the source documents used in job-order costing.【教学重难点】Mastering the differences between job-order costing and process costing, and identify the typesof firms that would use each method, and the cost flows associated with job-order costing; CHAPTER 6 Process Costing【教学内容】If time permits, coverage of process costing is recommended. It exposes students to a different method of determining costs for products and provides useful insights in later chapters. The material in this chapter is generally difficult for the students because of the amount of detail. If you wish to cover this lightly, I suggest you focus on the weighted average approach.【教学要求】1. Learning the basic characteristics and cost flows associated with process manufacturing, and equivalent units and explain their role in process costing2. Mastering the differences between the weighted average method and the FIFO method ofaccounting for process costs, and prepare a departmental production report using the weighted average method;3. Understanding how to how process costing is affected by nonuniform application of manufacturinginputs and the existence of multiple processing departments.【教学重难点】1. Mastering the differences between the weighted average method and the FIFO method ofaccounting for process costs, and prepare a departmental production report using the weightedaverage method;2. Understanding how to how process costing is affected by nonuniform application of manufacturinginputs and the existence of multiple processing departments.CHAPTER 7 Support Department Cost Allocation【教学内容】Allocation of support-department costs is an important topic for product costing. In recent years the issue of accurate product costing has assumed considerable importance, and managers need to be fully aware of how products are costed and the limitations associated with those assignments. The introductory scenario discusses a copying department in a large regional public accounting firm.【教学要求】1. Mastering how to calculate single charging rates for a support department, and allocatesupport-department costs to producing departments using the direct, sequential, and reciprocalmethods, and calculate departmental overhead rate;2. Understanding the difference between support departments and producing departments..【教学重难点】1. Mastering how to calculate single charging rates for a support department, and allocatesupport-department costs to producing departments using the direct, sequential, and reciprocalmethods, and calculate departmental overhead rate;CHAPTER 8 Functional and Activity-Based Budgeting【教学内容】Budgeting is one topic that most students can relate to since they are involved with their own personal budgets. Students may benefit by reading the scenario at the beginning of the chapter.【教学要求】1. Learning budgeting and discuss its role in planning, control, and decision making;2. Mastering the master budget, identify its major components, and explain the interrelationships of thevarious components, and flexible budgeting and identify the features that a budgetary system should have to encourage managers to engage in goal-congruent behavior.3. Understanding activity-based budgeting.【教学重难点】1.Mastering the master budget, identify its major components, and explain the interrelationships of the various components, and flexible budgeting and identify the features that a budgetary system should have to encourage managers to engage in goal-congruent behavior.2. Understanding activity-based budgeting.CHAPTER 9 Standard Costing: A Managerial Control Tool【教学内容】This chapter covers standard costing and variances.【教学要求】1. Learning how unit standards are set and why standard cost systems are adopted, and the purpose of a standard cost sheet.2. Mastering how to compute the materials and labor variances and explain how they are used forcontrol, and the variable and fixed overhead variances and explain their meanings;3. Understanding the basic concepts underlying variance analysis and explain when variances should beInvestigated.【教学重难点】1. Mastering how to compute the materials and labor variances and explain how they are used forcontrol, and the variable and fixed overhead variances and explain their meanings;2. Understanding the basic concepts underlying variance analysis and explain when variances should beInvestigated.CHAPTER 10 Activity- and Strategic-Based Responsibility Accounting【教学内容】Activity-based management is a fairly new topic in management accounting textbooks. This chapter is important in order to understand the new environment in management accounting. The scenario to Chap- ter 10 is a good place for students to start. In addition, students should be comfortable with the topics from Chapters 3 and 4.【教学要求】1. Learning the difference among functional-based, activity-based, and strategic-based responsibilityaccounting systems.2. Mastering the basic features of the Balanced Scorecard;3. Understanding process value analysis and activity performance measurement.【教学重难点】1. Mastering the basic features of the Balanced Scorecard;2. Understanding process value analysis and activity performance measurement.CHAPTER 11 Quality Costs and Productivity: Measurement, Reporting, and Control【教学内容】This chapter focuses on the measurement and control of quality costs, and does a good job of discussing a topic that is not presented in most first-level management accounting textbooks. It provides an excellent bridge to understanding the new manufacturing environment of a world-class manufacturer. The opening scenario provides an interesting discussion of quality issues.【教学要求】1. Learning the four types of quality costs;2. Mastering how to prepare a quality cost report and explain the difference between the conventionalview of acceptable quality level and the view espoused by total quality control and why quality cost information is needed and how it is used;3. Understanding what productivity is and calculate the impact of productivity changes on profits.【教学重难点】1.Mastering how to prepare a quality cost report and explain the difference between theconventional view of acceptable quality level and the view espoused by total quality control and why quality cost information is needed and how it is used;2. Understanding what productivity is and calculate the impact of productivity changes on profits. CHAPTER 12 Environmental Cost Management【教学内容】In this chapter, Hansen and Mowen discuss environmental and life-cycle costs. These issues are presented in the scenario at the beginning of the chapter.【教学要求】1. Learning the importance of measuring environmental costs;2. Mastering how environmental costs are assigned to products and processes;3. Understanding the life-cycle cost assessment model, and activity- and strategic-based environmentalcontrol.【教学重难点】1. Mastering how environmental costs are assigned to products and processes;2. Understanding the life-cycle cost assessment model, and activity- and strategic-based environmentalcontrol.CHAPTER 13 Performance Evaluation in the Decentralized Firm【教学内容】The scenario in this chapter illustrates some of the issues faced by firms selling abroad. This chapter is relevant because of global competition faced by many firms.【教学要求】1. Learning responsibility accounting and four types of responsibility centers;2. Mastering how to compute and explain return on investment (ROI) and economic value added(EVA);3. Understanding why firms choose to decentralize, and methods of evaluating and rewarding managerial performance, the role of transfer pricing in a decentralized firm.【教学重难点】Mastering how to compute and explain return on investment (ROI) and economic value added(EVA);CHAPTER 14 International Issues in Management Accounting【教学内容】The scenario in this chapter illustrates some of the issues faced by firms selling abroad. This chapter is relevant because of global competition faced by many firms.【教学要求】1. Learning the role of the management accountant in the international environment, and the varying levels of involvement that firms can undertake in international trade;2. Mastering the ways management accountants can manage foreign currency risk,3. Understanding why multinational firms choose to decentralize, and how environmental factors can affect performance evaluation in the multinational firm, and the role of transfer pricing in the multinational firm.【教学重难点】1. Mastering the ways management accountants can manage foreign currency risk;2. Understanding why multinational firms choose to decentralize, and how environmental factors canaffect performance evaluation in the multinational firm, and the role of transfer pricing in themultinational firm.CHAPTER 15 Segmented Reporting and Performance Evaluation【教学内容】Coverage of this chapter expands on material outlined briefly in Chapter 2. Here we use thevariable-costing income statement as a way to organize information on cost behavior. A variety of management decision-making applications are presented.【教学要求】1. Learning the differences between variable and absorption costing;2. Mastering how variable costing is useful in evaluating the performance of managers, and how to prepare a segmented income statement based on a variable-costing approach and explain how this format can be used with activity-based costing to assess customer profitability.3. Understanding why multinational firms choose to decentralize, and how environmental factors can affect performance evaluation in the multinational firm, and the role of transfer pricing in the multinational firm.【教学重难点】1. Mastering how variable costing is useful in evaluating the performance of managers, and how to prepare a segmented income statement based on a variable-costing approach and explain how this format can be used with activity-based costing to assess customer profitability.2. Understanding why multinational firms choose to decentralize, and how environmental factors can affect performance evaluation in the multinational firm, and the role of transfer pricing in the multinational firm.CHAPTER 16 Cost-Volume-Profit Analysis: A Managerial Planning Tool【教学内容】Cost-volume-profit (CVP) analysis can be used to illustrate how managers use accounting data for planning and decision making. Students who enjoy solving puzzles will probably enjoy the discussion of CVP. A more complete analysis of the subject material can be taught by using simple algebra.【教学要求】1. Learning the impact of activity-based costing on cost-volume-profit analysis;2. Mastering the number of units that must be sold to break even or to earn a targeted profit., the amount of revenue required to break even or to earn a targeted profit, and apply cost-volume-profit analysis in a multiple-product setting;3.Understanding a profit-volume graph and a cost-volume-profit graph and explain themeaning of each, and the impact of risk, uncertainty, and changing variables on cost-volume-profit analysis.【教学重难点】Mastering the number of units that must be sold to break even or to earn a targeted profit., theamount of revenue required to break even or to earn a targeted profit, and apply cost-volume-profit analysis in a multiple-product setting;CHAPTER 17 Tactical Decision Making【教学内容】This chapter deals with relevant information and how it is used in short-run decisions.【教学要求】1. Learning the tactical decision-making model;2. Mastering how the activity resource usage model is used in assessing relevancy, and how to apply the tactical decision-making concepts in a variety of business situations.3.Understanding the impact of cost on pricing decisions.【教学重难点】Mastering how the activity resource usage model is used in assessing relevancy, and how to apply the tactical decision-making concepts in a variety of business situations.CHAPTER 18 Capital Investment Decisions【教学内容】This chapter covers the basic capital budgeting models. Taxes are considered later in the chapter. The focus of the chapter is on learning how to apply the models.【教学要求】1. Learning what a capital investment decision is and distinguish between independent and mutually exclusive capital investment decisions;2. Mastering how to compute the payback period and accounting rate of return for a proposed investment and explain their roles in capital investment decisions, and use net present value analysis for capital investment decisions involving independent projects, and use the internal rate of return to assess the acceptability of independent projects.3. Understanding the role and value of postaudits, and why NPV is better than IRR for capitalinvestment decisions involving mutually exclusive projects.【教学重难点】Mastering how to compute the payback period and accounting rate of return for a proposed investmentand explain their roles in capital investment decisions, and use net present value analysis for capital investment decisions involving independent projects, and use the internal rate of return to assess the acceptability of independent projects.CHAPTER 19 Inventory Management【教学内容】The material in this chapter tends to be more quantitative than in previous chapters. While thematerial is very important to many management accountants, the discussion of these topics is often delayed until the second managerial/cost accounting class.【教学要求】1. Learning the traditional inventory management model, and the theory of constraints and explain how it can be used to manage inventory.2. Understanding JIT inventory management, and long-term contracts, continuous replenishment, electronic data interchange, and JIT II.【教学重难点】Understanding JIT inventory management, and long-term contracts, continuous replenishment, electronic data interchange, and JIT II.三、教学章节及学时分配（一）总体学时分配四、教学方法与教学手段说明教学方法式是以普通理论课堂教学和案例教学为主要形式，注重培养学生活学活用的能力。

Management Accounting: Information for Decision Making andStrategy ExecutionSixth EditionAnthony A. AtkinsonRobert S. KaplanElla Mae MatsumuraS. Mark YoungPrentice HallBoston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei TokyoThis work is protected by United States copyright laws and is providedsolely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (includingon the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made availableto students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needsof other instructors who rely on these materials.Editor-in-Chief:Donna BattistaExecutive Editor:Stephanie WallEditorial Project Manager:Christina RumbaughProduction Project Manager: Carol O'RourkeSenior Operations Specialist: Diane PeiranoPrinter/Binder: Offset Paperback ManufacturersCopyright © 2012 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458.Many of the designations by manufacturers and seller to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisherwas aware of a trademark claim, the designations have been printed in initial caps or all caps.1098765432 1ISBN-13: 978-0-13-702502-2ISBN-10: 0-13-7022502-5CONTENTSChapter 1 How Management Accounting Information Supports Decision Making 1 Chapter 2 The Balanced Scorecard and Strategy Map 21 Chapter 3 Using Costs in Decision Making 52 Chapter 4 Accumulating and Assigning Costs to Products 102 Chapter 5 Activity-Based Costing 138 Chapter 6 Measuring and Managing Customer Relationships 196 Chapter 7 Measuring and Managing Process Performance 233 Chapter 8 Measuring and Managing Life-Cycle Costs 272 Chapter 9 Behavioral and Organizational Issuesin Management Accounting and Control Systems 303 Chapter 10 Using Budgets for Planning and Coordination 356 Chapter 11 Financial Control 434。

CHAPTER 10USING BUDGETS TO ACHIEVE ORGANIZATIONAL OBJECTIVES TRUE/FALSE1. Budgeting involves forecasting the demand for flexible resources, intermediate-termcapacity resources, and long-term capacity resources.a. Trueb. False2. Budgeting helps management anticipate and adjust for trouble spots in advance.a. Trueb. False3. Budgets can play both planning and control roles for management.a. Trueb. False4. The usual starting point in budgeting is to make a forecast of net income.a. Trueb. False5. The sales plan should be based on the production plan.a. Trueb. False6. If amounts in the sales forecast change, amounts in the production budgets will also change.a. Trueb. False7. After a budget is agreed upon and finalized by the management team, the amounts shouldnot be changed for any reason.a. Trueb. False8. In periodic budgeting, organizations budget continuously.a. Trueb. False9. Zero-based budgeting requires that proponents of discretionary expenditures justify theseoutlays for each budgeting period.a. Trueb. False10. Sensitivity analysis is the process of selectively varying the key estimates of a plan orbudget.a. Trueb. False11. The essence of variance analysis is that it captures a departure from what was expected.a. Trueb. False12. It is most meaningful to compare cost targets in the master budget to actual cost results.a. Trueb. False13. A favorable variance indicates management’s attention is not needed.a. Trueb. False14. An unfavorable variance may be due to poor planning rather than due to inefficiency.a. Trueb. False15. If standards are lax, cost variances will tend to be favorable.a. Trueb. False16. To compute the direct material price variance, the actual cost is compared to the amountbudgeted at the beginning of the year for the material.a. Trueb. False17. The use of high-quality raw materials is likely to result in a favorable usage variance and anunfavorable price variance.a. Trueb. False18. The labor rate variance is likely to be favorable if higher-skilled workers are put on a job.a. Trueb. False19. Planning variances are the focus of cost control.a. Trueb. False20. The role of budgeting in planning and control is more important in manufacturing than in anot-for-profit environment.a. Trueb. False21. When the operating budget is used as a control device, managers are more likely to bemotivated to budget higher sales than actually anticipated.a. Trueb. False22. Budgeting slack is most likely to occur when a firm uses the budget only as a planningdevice and not for control.a. Trueb. False23. Authoritative budgeting occurs when a superior simply tells subordinates what their budgetwill be.a. Trueb. FalseMULTIPLE CHOICE24. A budget should/can do all of the following EXCEPT that it:a. should be prepared by managers from different functional areas workingindependently of each otherb. should be adjusted if new opportunities become available during the yearc. can help management allocate limited resourcesd. can become the performance standard against which firms can compare the actualresults25. Budgeting provides all of the following EXCEPT:a. a means to communicate the organization's short-term goals to its membersb. support for the management functions of planning and coordinationc. a means to anticipate problemsd. an ethical framework for decision making26. Budgeting always includes:a. controlb. planning of short-term activitiesc. evaluating performanced. preparing pro forma financial statements27. Budgeting does NOT require:a. knowledge of the organization’s activitiesb. specialized expertise in financial management and controlc. knowledge about how activities affect costsd. the ability to see how the organization’s different activities fit together28. All of the following are true statements about the role of budgets and budgeting EXCEPTthat:a. a budget is a quantitative summary of the expected allocations and financialconsequences of the organization’s short-term operating activitiesb. budgeting includes the process of estimating money inflows and outflows todetermine a financial plan that will meet objectivesc. the difference between actual results and the budget plan are called variancesd. budgeting solves most business challenges because it coordinates activities andcommunicates the organization’s short-term goals to its members29. In regard to the amount of detail, a budget should:a. show the detail for each productb. group products into pools of productsc. strike a balance between detail and aggregated informationd. not consider the cost of gathering the information30. If initial budgets prove unacceptable, planners achieve the MOST benefit from:a. repeating the budgeting cycle with a new set of decisionsb. deciding not to budget this yearc. accepting an unbalanced budgetd. using last year’s budget31. When discussing the roles of budgets, a planning role in the budgeting process includes:a. measuring outcomes against planned amountsb. developing the master budgetc. assessing performanced. reporting actual amounts at the end of the budgeting period32. When discussing the roles of budgets, a control role includes:a. identifying organizational objectives and short-term goalsb. developing long-term strategies and short-term plansc. measuring and assessing performance against budgeted amountsd. developing the master budget33. Operating budgets and financial budgets:a. combined form the master budgetb. are prepared before the master budgetc. are prepared after the master budgetd. have nothing to do with the master budget34. Operating budgets include all of the following EXCEPT:a. a sales planb. a labor hiring and training planc. an administrative and discretionary spending pland. expected financial results35. Operating budgets include the:a. projected balance sheetb. projected income statementc. capital spending pland. expected cash flow statement36. Financial budgets are prepared:a. to specify expectations for selling, purchasing, and productionb. to evaluate the financial results of the proposed decisionsc. so that financial statements can be prepared for shareholdersd. to plan for production capacity37. Financial budgets include the:a. capital spending planb. production planc. labor hiring and training pland. expected cash flow statement38. __________ include an expected cash flow statement, the projected balance sheet, and theprojected income statement.a. Annual reportsb. Financial budgetsc. Operating budgetsd. Capital budgets39. __________ provide(s) the starting point and the framework for evaluating the budgetingprocess.a. The sales planb. Organizational goalsc. The production pland. Expected cash flows40. A demand forecast is:a. an estimate of sales demand at a specified product priceb. developed primarily to prepare next year’s marketing campaignc. an estimate of market demand based on the amount sold in the previous yeard. a summary of product costs that influence pricing decisions41. The budgeting process is MOST strongly influenced by the:a. capital spending planb. statement of expected cash flowsc. demand forecastsd. production plan42. In which order are the following developed?A = Production planB = Materials purchasing planC = Demand forecastD = Sales plana. first to last: A, B, C, Db. first to last: C, D, A, Bc. first to last: D, C, B, Ad. first to last: C, A, D, B43. The __________ provides the foundation for the production plans.a. inventory policyb. sales planc. administrative and discretionary spending pland. capital spending plan44. The sales plan identifies:a. expected cash flows from the sales of each productb. actual sales from last year for each productc. the budgeted level of salesd. the variance of sales from actual for each product45. The __________ summarizes planned revenues from each product.a. capital spending planb. production planc. administrative and discretionary spending pland. sales plan46. Which of the following statements is TRUE regarding capacity resources?a. Raw materials and supplies are examples of intermediate-term resources.b. Long-term capacity usually varies directly with production levels.c. Flexible resources are usually purchased to acquire intermediate-term capacity.d. Long-term capacity resources are expensive and referred to as “committed” resources.47. __________ specifies when items such as acquisitions for buildings and special-purposeequipment must be made to meet activity objectives.a. The capital-spending planb. The production planc. The materials purchasing pland. The administrative and discretionary spending plan48. The sales plan is matched with inventory policy and capacity levels and __________ isdetermined.a. an aggregate planb. a new sales planc. a materials purchasing pland. an administrative and discretionary spending plan49. Aggregate planning:a. determines the projected financial statementsb. compares the sales plan with the demand forecastc. assesses the feasibility of the proposed production pland. provides a detailed production schedule for all product lines50. Discretionary expenditures:a. are usually planned for firstb. are amounts paid for the use of flexible resourcesc. are not determined by the organization’s level of productiond. increase in amount during periods of greater activity51. __________ summarizes expenditures for advertising and research and development.a. The labor hiring and training planb. The production planc. The administrative and discretionary spending pland. The aggregate plan52. All of the following are true regarding the labor hiring and training plan EXCEPT that it:a. may include retraining plans to redeploy employees to other parts of the organizationb. determines discretionary spending for research and developmentc. works backward from the date when personnel are neededd. can include plans for both expansion and contraction53. Financial analysts use the projected cash flow statement to do all of the followingEXCEPT:a. plan for when excess cash is generatedb. plan for short-term cash investmentsc. project cash shortages and plan a strategy to deal with the shortagesd. project sales54. The cash flow statement does NOT include:a. cash inflows from the collection of receivablesb. cash outflows paid toward committed resourcesc. all sales revenuesd. interest paid and collected55. The financing section of the cash flow statement includes:a. cash flows from retail salesb. borrowing made and repaidc. amounts paid for advertising costsd. cash outflows for flexible resourcesTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 56 THROUGH 59.For the next six months, Brett Company projects the following information (in units).Jan Feb Mar April May JuneRetail demand 200 200 300 300 400 400Dealer demand 400 500 600 700 800 900Shop capacity 1,000 1,000 1,000 1,000 1,000 1,000Painting capacity 700 700 700 1,200 1,200 1,200Demand drives production for that month and cannot be carried over from one month to another. Retail customers are satisfied first.56. The production for January is projected to be:a. 200 unitsb. 600 unitsc. 700 unitsd. 1,000 units57. The number of dealer units that will be produced and sold in March is:a. 600 unitsb. 700 unitsc. 1,000 unitsd. 400 units58. Painting capacity appears to be:a. short-term capacityb. intermediate-term capacityc. long-term capacityd. total demand59. In May, production appears to be limited by:a. short-term capacityb. intermediate-term capacityc. long-term capacityd. total demandTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 60 THROUGH 65. The following information pertains to the January operating budget for Casey Corporation.∙Budgeted sales for January $100,000 and February $200,000.∙Collections for sales are 60% in the month of sale and 40% the next month.∙Gross margin is 30% of sales.∙Administrative costs are $10,000 each month.∙Beginning accounts receivable $20,000.∙Beginning inventory $14,000.∙Beginning accounts payable $60,000. (All from inventory purchases.)∙Purchases are paid in full the following month.∙Desired ending inventory is 20% of next month’s cost of goods sold (COGS).60. For January, budgeted cash collections are:a. $20,000b. $60,000c. $80,000d. None of the above is correct.61. At the end of January, budgeted accounts receivable is:a. $20,000b. $40,000c. $60,000d. None of the above is correct.62. For January, budgeted cost of goods sold is:a. $20,000b. $30,000c. $40,000d. None of the above is correct.63. For January, budgeted net income is:a. $20,000b. $30,000c. $40,000d. None of the above is correct.64. For January, budgeted cash payments for purchases are:a. $14,000b. $60,000c. $70,000d. None of the above is correct.65. At the end of January, budgeted ending inventory is:a. $20,000b. $28,000c. $40,000d. None of the above is correct.THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 66 THROUGH 69.The following information pertains to Tiffany Company:Month Sales PurchasesJanuary $30,000 $16,000February $40,000 $20,000March $50,000 $28,000∙Cash is collected from customers in the following manner:Month of sale 30%Month following the sale 70%∙40% of purchases are paid for in cash in the month of purchase, and the balance is paid the following month.∙Labor costs are 20% of sales. Other operating costs are $15,000 per month (including $4,000 of depreciation). Both of these are paid in the month incurred.∙The cash balance on March 1 is $4,000. A minimum cash balance of $3,000 is required at the end of the month. Money can be borrowed in multiples of $1,000.66. How much cash will be collected from customers in March?a. $43,000b. $47,000c. $50,000d. None of the above is correct.67. How much cash will be paid to suppliers in March?a. $23,200b. $28,000c. $44,000d. None of the above is correct.68. How much cash will be disbursed for labor and operating costs in March?a. $21,000b. $25,000c. $44,200d.$48,20069. What is the ending cash balance for March?a. ($25,000)b. $3,000c. $3,200d. $3,80070. In __________, as one budget period passes, planners delete that budget period from themaster budget and add another one.a. zero-based budgetingb. periodic budgetingc. incremental budgetingd. continuous budgeting71. Although planners update or revise the budgets during the period, __________ is typicallyperformed once per year.a. zero-based budgetingb. periodic budgetingc. incremental budgetingd. continuous budgeting72. __________ requires that each discretionary expenditure be justified.a. Zero-based budgetingb. Periodic budgetingc. Incremental budgetingd. Continuous budgeting73. __________ bases a period's expenditure level for a discretionary item on the amount spenton that item during the previous period.a. Zero-based budgetingb. Periodic budgetingc. Incremental budgetingd. Continuous budgeting74. In zero-based budgeting:a. the prior year’s budgeted amounts or actual results are used to build the new operatingbudgetb. the budget is prepared by the top managersc. managers must justify each item within the operating budget as if it were a newbudget itemd. the budget is updated every month75. __________ is the process of varying key estimates to identify those estimates that are themost critical to a decision.a. A demand forecastb. A sensitivity analysisc. A pro forma income statementd. The cash flow statement76. Assume only the specified parameters change in a sensitivity analysis. If the contributionmargin increases by $2 per unit then operating profits will:a. also increase by $2 per unitb. increase by less than $2 per unitc. decrease by $2 per unitd. be indeterminable77. Assume that only the specified parameters change in a sensitivity analysis. The contributionmargin ratio increases when:a. total capacity-related (fixed) costs increaseb. total capacity-related (fixed) costs decreasec. flexible (variable) costs per unit increased. flexible (variable) costs per unit decrease78. The break-even point decreases if the:a. flexible (variable) cost per unit increasesb. total capacity-related (fixed) costs decreasec. contribution margin per unit decreasesd. selling price per unit decreases79. (CPA adapted, November 1992) The strategy MOST LIKELY to reduce the break-evenpoint would be to:a. increase both the capacity-related (fixed) costs and the contribution marginb. decrease both the capacity-related (fixed) costs and the contribution marginc. decrease the capacity-related (fixed) costs and increase the contribution margind. increase the capacity-related (fixed) costs and decrease the contribution marginTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 80 THROUGH 82.Cathy Manufacturing produces a single product that sells for $80. Variable (flexible) costs per unit equal $32. The company expects the total fixed (capacity-related) costs to be $72,000 for the next month at the projected sales level of 2,000 units. In an attempt to improve performance, management is considering a number of alternative actions. Each situation is to be evaluated separately.80. What is the current break-even point in terms of number of units?a. 1,500 unitsb. 2,250 unitsc. 3,333 unitsd. None of the above is correct.81. Suppose that Cathy Manufacturing’s m anagement believes that a $16,000 increase in themonthly advertising expense will result in a considerable increase in sales. How much must sales increase to justify this additional expenditure?a. 200 unitsb. 334 unitsc. 500 unitsd. None of the above is correct.82. Suppose that Cathy Manufacturing's management believes that a 10% reduction in theselling price will result in a 10% increase in sales. If this proposed reduction in sellingprice is implemented, then:a. profit will decrease by $8,000b. profit will increase by $8,000c. profit will decrease by $16,000d. profit will increase by $16,00083. The PRIMARY reason for using cost variances is:a. that they diagnose the cause of a problem and what should be done to correct itb. for superiors to communicate expectations to lower level employeesc. to administer appropriate disciplinary actiond. for financial control of operating activities84. A favorable cost variance of significant magnitude:a. is the result of good planningb. may lead to improved production methods if it is investigatedc. indicates that management does not need to be concerned about lax standardsd. does not need to be investigated85. The variances that should be investigated by management include:a. only unfavorable variancesb. only favorable variancesc. all variances, both favorable and unfavorabled. both favorable and unfavorable variances that are considered significant in amount forthe company86. A flexible budget contains:a. cost targets for actual outputb. cost targets for planned outputc. the difference between planned and actual outputd. actual costs for actual output87. All of the following are true of flexible budgets EXCEPT that they:a. use the same flexible (variable) cost per unit as the master budgetb. result in higher total costs for greater levels of productionc. allow comparison of actual results to targets based on the achieved level ofproductiond. reflect the same level of production as the master budget88. The variance that LEAST affects cost control is the __________ variance.a. flexible budgetb. direct material pricec. planningd. direct labor efficiency89. A flexible budget variance is $800 favorable for unit-related costs. This indicates that:a. costs were $800 more than the master budgetb. costs were $800 less than standard for the achieved level of activityc. the sum of the planning and efficiency variances totals $800d. costs were $800 less than for the planned level of activity90. A favorable price variance for direct materials indicates that:a. a lower price than expected was paid for materialsb. a higher price than expected was paid for materialsc. less material was used during production than planned for actual outputd. more material was used during production than planned for actual output91. A favorable efficiency variance for direct labor indicates that:a. a lower wage rate than expected was paid for direct laborb. a higher wage rate than expected was paid for direct laborc. less direct labor hours were used during production than expected for actual outputd. more direct labor hours were used during production than expected for actual output92. A favorable wage rate variance for direct labor might indicate that:a. employees were paid more than plannedb. a corporate-wide wage adjustment was implementedc. less skilled and qualified employees are being hiredd. an efficient labor force93. An organization planned to use $82 of material per unit of activity but it actually used $80of material per unit of activity, and it planned to make 1,200 units but it actually made1,000 units. The flexible budget amount is:a. $80,000b. $82,000c. $96,000d. $98,40094. An organization planned to use $82 of material per unit of activity but it actually used $80of material per unit of activity, and it planned to make 1,200 units but it actually made1,000 units. The flexible budget variance is:a. $2,000 favorableb. $14,000 unfavorablec. $16,400 unfavorabled. $2,400 favorable95. An organization planned to use $82 of material per unit of activity but it actually used $80of material per unit of activity, and it planned to make 1,200 units but it actually made1,000 units. The planning variance is:a. $2,000b. $14,000c. $16,400d. $2,400THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 96 THROUGH 99.These questions refer to flexible budget variance formulas with the following descriptions for the variables: A = Actual; P = Price; Q = Quantity; S = Standard.96. The best label for the formula (AQ – SQ) x SP is the:a. quantity varianceb. price variancec. total cost varianced. wage rate variance97. The best label for the formula (AP – SP) x AQ is the:a. quantity varianceb. price variancec. total cost varianced. efficiency variance98. The best label for the formula [(AP) x (AQ)– (SP) x (AQ)] is the:a. quantity varianceb. price variancec. total cost varianced. efficiency variance99. The best label for the formula [(AP) x (AQ)– (SP) x (SQ)] is the:a. quantity varianceb. price variancec. total cost varianced. efficiency variancedirect labor for one of their major products, the 10-gallon plastic container.Standard quantity Standard priceDirect materials 0.10 pounds $30 per poundDirect labor 0.05 hours $15 per hourDuring June, TII produced and sold 5,000 containers using 490 pounds of direct materials at an average cost per pound of $32 and 250 direct labor hours at an average wage of $15.25 per hour. 100. June’s direct material cost variance was:a. $980 unfavorableb. $300 favorablec. $680 unfavorabled. None of the above is correct.101. June’s direct material price variance was:a. $980 unfavorableb. $300 favorablec. $680 favorabled. None of the above is correct.102. June’s direct material quantity variance was:a. $980 unfavorableb. $300 favorablec. $680 favorabled. None of the above is correct.103. June’s direct material planning variance was:a. $134,320 favorableb. $135,300 unfavorablec. $680 unfavorabled. indeterminable using the above information104. June’s di rect labor rate variance was:a. $62.50 unfavorableb. $62.50 favorablec. $71,187.50 favorabled. None of the above is correct.105. June’s direct labor efficiency variance was:a. $62.50 unfavorableb. $62.50 favorablec. $71,187.50 favorabled. None of the above is correct.labor for one of their major products, the 30-gallon heavy-duty plastic container.Standard quantity Standard priceDirect materials 0.20 pounds $25 per poundDirect labor 0.10 hours $15 per hourDuring July, Sanders produced and sold 10,000 containers using 2,200 pounds of direct materials at an average cost per pound of $24 and 1,050 direct labor hours at an average wage of $14.75 per hour.106. July’s direct material price variance was:a. $2,800 favorableb. $2,200 favorablec. $5,000 unfavorabled. None of the above is correct.107. July’s direct mater ial quantity variance was:a. $2,800 unfavorableb. $2,200 favorablec. $5,000 unfavorabled. None of the above is correct.108. July’s direct labor cost variance was:a. $750.00 unfavorableb. $262.50 favorablec. $487.50 unfavorabled. indeterminable using the above information109. July’s direct labor rate variance was:a. $750.00 unfavorableb. $262.50 favorablec. $487.50 favorabled. indeterminable using the above information110. July’s direct labor efficiency variance was:a. $750.00 unfavorableb. $262.50 favorablec. $487.50 favorabled. indeterminable using the above information111. July’s direct labor planning variance was:a. $134,512.50 favorableb. $ 487.50 favorablec. $ 487.50 unfavorabled. indeterminable using the above informationThe actual information pertains to the month of August. As part of the budgeting process, Dale’s Fencing Company developed the following master budget for August. Dale is in the process of preparing the flexible budget and understanding the results.Master Flexible ActualBudget Budget Results Sales volume (in units) # 25,000 # 20,000========Sales revenues $1,250,000 $ $1,000,000 Flexible (variable) costs 600,000 $ _________ 512,000 Contribution margin 650,000 $ 488,000 Capacity-related (fixed) costs 450,000 $ _________ 458,000 Operating profit $ 200,000 $ $ 30,000 112. The flexible budget will report $__________ for the flexible (variable) costs.a. $512,000b. $600,000c. $480,000d. $640,000113. The flexible budget will report $__________ for the capacity-related (fixed) costs.a. $458,000b. $450,000c. $360,000d. $572,500114. The flexible (variable) cost variance is:a. $32,000 unfavorableb. $120,000 unfavorablec. $32,000 favorabled. $120,000 favorable115. The PRIMARY reason for low operating profits was:a. the flexible (variable) cost varianceb. increased capacity-related (fixed) costsc. a poor management accounting systemd. lower sales volume than planned。