1.fundmental of accounting

会计学原理概念整理C hapter 1 Accounting in Business第一章商业会计1. 会计信息使用者User of accounting information1. 外部信息使用者：External users of accounting information are not directly involved in running theExternal information user organization．银行 Banks储蓄贷款机构savings and loans 使用债权人消费合作社 co-opsLenders（creditors）抵押 mortgage金融机构 finance companies通用财务报表股东、董事会general-purpose financial statement shareholders（investors）、board of directors外部审计人员 external (independent) auditors员工employees工会 labor union美国国税局 the internal revenue service（IRS）政府管理机构 Regulators公用事业委员会Utility boards证券管理机构 securities regulators选举人 voters立法者 legislators政府官员 government officials捐赠人 contributors供应商 suppliers2. 内部信息使用者: Internal users of accounting information are those directly involved in managing andInternal information users operating an organizations研发经理 research and development managers使用采购经理 purchasing managers人力资源经理 human resource managers生产经理 production managers管理会计销售经理 distribution managersManagerial accounting 营销经理 marketing managers服务经理 service managers内部控制：Internal controls are procedures designed to protect company property and equipment, ensure Internal controls reliable accounting reports,promote efficiency , and encourage adherence to company policies．2. 会计领域的工作机会Opportunities in accounting1）四大领域财务 financial管理 managerial税收 taxation相关领域 accounting-related（见表 accounting opportunities Page4 ）2）会计工作所占比例私用会计private accountingAccounting jobs by area公共会计public accounting政府、非营利机构及教育机构government，not-for-profit and education（见表accounting jobs by area Page4）3）会计证书CPA certified public accounting注册公共会计师Accounting certificate CMA certificate in management accounting注册管理会计证书CIA certified Internet auditor注册内部审计证书CB certified bookkeeper 注册簿记员CPP certified payroll professional注册薪金专家PFS personal financial specialist个人理财专家4）一些会计岗位的薪酬Salaries for several accounting position （Page 5）3. 会计基本原则Fundamentals of accounting1.概念accounting is guided by principles ，standards，concepts and assumptions。

fundamentals翻译fundamentals的中文翻译是"基础"或"基本原理"。

它指的是任何学科、领域或事物的基本概念、原理和技能。

下面是一些关于fundamentals的用法和中英文对照例句：1. Understanding the fundamentals of mathematics is essential for solving complex problems.理解数学的基础原理对于解决复杂问题至关重要。

2. The fundamentals of physics explain the laws that govern the behavior of the universe.物理学的基本原理解释了统治宇宙行为的定律。

3. Before learning advanced techniques, it is important to master the fundamentals of playing a musical instrument.在学习高级技巧之前，掌握乐器演奏的基本技能是很重要的。

4. The fundamentals of economics include supply and demand, production, and consumption.经济学的基本原理包括供求关系、生产和消费。

5. Building a strong foundation in language fundamentals is crucial for effective communication.在语言基础上建立坚实的基础对于有效沟通至关重要。

6. The fundamentals of programming involve understanding algorithms, data structures, and coding languages.编程的基础包括理解算法、数据结构和编程语言。

Chapter 18Performance Measurement to Support BusinessStrategySolutions to Review Questions18-1.Good performance requires both a successful strategy and an organization that can enact the strategy. That is, we need alignment between the strategy and organizational structures to obtain performance. Cost accounting and management control practices are important organizational structures for enacting strategy. Management accountants who understand the business strategy will be better able to design and use accounting systems to enact strategy.18-2.No. The balanced scorecard is a set of performance targets and results that show an organization‟s performance in meeting its objectives relating to competingstakeholders'expectations. The performance measures are linked to the goals and the strategy for meeting those goals.18-3.A business model, also called a strategy map, is a depiction of the links among individual performance and the goals of the firm. It shows how different elements (units, individuals, levels) of the organization combine to deliver value to the stakeholders in the firm.18-4.Financial measures of performance attract attention and identify areas where improvements need to be made. Nonfinancial performance measures direct employees‟ attention to the or ganization‟s objectives and focus on the measures that are controllable by each employee. They are more likely to be understood by operating personnel and also are more timely.18-5.Critical success factors are the factors that are important to the organizat ion‟s success. For example, proprietary technology is critical for a company pursuing an innovation strategy while established and high functioning distribution channels are critical for cost efficiency.18-6.People at different levels in the organization have different responsibilities. Performance measures are most effective when they relate to what people at different levels control.18-7.Benchmarking identifies an activity that needs to be improved, finds an organization that is the most efficient at the activity, studies its process, and then utilizes that process.18-8.Competitive benchmarking involves the search for, and implementation of, the best way to do something as practiced in other organizations. The firm can then adopt these practices after adapting th em for their own organization‟s environment and culture.18-9.An organization‟s mission includes the organization‟s values, its responsibilities to stakeholders, and its goals. The strategy is the means to accomplish the mission.18-10.Customer satisfaction measures reflect the performance of the organization on several factors, including quality control and delivery performance, that a customer values.18-11.Manufacturing cycle efficiency measures the efficiency of the total manufacturing cycle (the most efficient companies have a measure of 1). This measure is important to most companies because gains in efficiency generally improve company profitability.18-12.Delivery performance measures indicate how proficient the organization is at delivering goods or services when promised to the customer. Poor delivery performance will likely negatively impact an organization‟s profitability as repeat business declines.18-13.Worker involvement is important for three reasons:1) Increased worker involvement often translates to an increased commitment to theorganization.2) Workers are able to be responsive at all levels if empowered with decision-makingresponsibilities.18-23) Workers are able to use their skills and knowledge to further develop and to improvethe organization‟s perform ance.18-14.See Exhibit 18.7 for examples.Solutions to Critical Analysis and Discussion Questions18-15.Answers will vary, but should include discussions of the value proposition and the demands that this places on the organization. Examples follow:Local coffee shop:Porter Framework: probably best considered a focused competitor --- focusing on regional or local coffee preferences while delivering a consistent product and service experience. Starbucks coffee shop:Porter Framework: at least at the outset, Starbucks was a product differentiation-based competitor delivering on a unique, branded coffee shop experience. More recently, they have had to focus on delivering a consistent product and service experience and on …efficiency‟ as local and regional competitor s have entered the market. This has resulted in the closure of many stores.Retail gas station convenience store:Porter Framework: the retail gas station is a focused competitor in the sale of coffee. It addresses a niche market of customers who seek a …one stop‟ shopping experience and who have an immediate need to be alert (i.e., drivers who consume coffee as a deterrent to drowsiness). The coffee is typically not of a quality to warrant …branding‟ (although collaborations with branded coffees such as Starbucks occurs), and the price, while not high by branded coffee standards, can be set above cost because of the convenience that is offered.18-16.Answers will vary, but should include:Stakeholders—students, professors, employees, publishers, authors, and regents. Critical success factors—sufficient inventory and accurate class/text information.Critical success factors for a non-campus bookstore include sufficient inventory, as above, but also a broad selection of titles.18-17.Answers will vary.Quality control:1) Defects, e.g., scratches in the case2) Number of customer complaints3) Number of returnsDelivery performance:1) Percentage of on-time deliveries2) Percentage of deliveries damaged3) Delivery service surveys18-18.Answers will vary. The purpose of multiple measures of performance serves two purposes in an educational setting. First, it allows for differing strengths and weaknesses among students and their ability, for example, taking tests. More important, perhaps, it serves asa development tool in identifying what is important and how well the student is doing in progressing toward a goal. This is similar to the purpose of multiple measures of performance in other settings where the multiple measures communicate the different factors that are important to success of the organization.18-19.Ultimately, the goal is to increase profits. In many, maybe most, settings, customer satisfaction is a critical success factor in achieving that goal. By measuring customer satisfaction, firms have a leading indicator that identifies areas for improvement before these problems would be evident from profits. Further, customer satisfaction provides better information about where a problem might be.18-20.The number of complaints is a measure of general dissatisfaction with a product or service. It might fail to measure adequately customer service if customers find it easy to switch suppliers, so that it is not worth the effort to complain.18-418-21.The point of using multiple measures of performance is that each provides information to managers about overall performance. Customer service is only one aspect of performance; financial performance is another.Solutions to Exercises18-22.(15 min.)Strategy and Management Accounting Systems.a. Answers should consider the following:Joe‟s initial business model required providing a low cost pizza configured as the customer ordered it and delivered to the correct location quickly. In this setting performance measures would focus on cost control, order accuracy and delivery speed. The new business model will require higher quality ingredients, more menu variety, and distinctive pizza combinations. The shift from delivery to a store will diminish the importance of speed and delivery accuracy; however, order accuracy is still important as a part of service quality. There will be new demands for a knowledgeable, friendly wait staff. New performance measures might focus on profitability per customer, customer satisfaction, employee turnover, and employee satisfaction.b. Answers should consider the following:Old strategy: core capabilities around pizza delivery, core assets include pizza crust recipe and long term …brand‟ of Joe‟s PizzeriaNew strategy: core capabilities related to in-store service and managing a full-service kitchen, also p artner‟s capabilties in brewing beer. Core assets include pizza recipe and beer recipes to create a specialized product offering.18-23.(15 min.) Business Strategy Classification18-24.(20 min.)Different Performance Measures Across the Organization.This question is based on the authors‟ experience.Answers will vary, but should include the following:A single measure, such as RONA or ROI is based on a combination of factors, in this case revenues, costs, and asset utilization. Most managers have authority to make decisions that affect only a small subset of these. For example, line supervisors, those that manage operational personnel, might only influence costs directly. More focused measures at each level, such as cost, quality, customer service, or revenue, communicate the key performance indicator for each manager more directly. When each level meets its targeted goals, overall organization performance improves.18-25.(20 min.)Balanced Scorecards and Strategy Maps: Crane Company. Answers will vary. Crane Company has a strategy to be a low-cost leader in the industry, but there are no measures in the scorecard related to cost (except indirectly in the financial perspective). We would recommend, at a minimum, adding a cost or efficiency measure (or set of measures) to the internal perspective. This might also require more specific learning goals, for example, goals on process improvement training.18-618-26.(20 min.)Balanced Scorecards and Strategy Maps: TechMasters, Inc. Answers will vary. TechMasters wants to lead in innovation, but there are no measures regarding learning or innovation in the scorecard. We would recommend at a minimum that innovation measures, such as new product introductions, patents, and employee development (rather than simply retention and satisfaction) be added.18-27.(20 min.)Benchmarks.a. Number of product recalls. 2. Product performance.b. Percentage of late deliveries. 3. Supplier performance.c. Number of requests for transfer. 1. Employee performance.d. Length of time to fill vacant positions. 4. Support performance.18-28.(20 min.)Benchmarks.a. Material quality. 3. Supplier performance.b. Customer returns. 2. Product performance.c. Training hours completed. 1. Employee performance.d. Errors reported. 4. Support performance.18-29.(15 min.)Performance measures.Answers will vary, but might include: correct orders, time to serve, time to greet, number of times the waitstaff need to be called, returned meals.18-30.(10 min.) Manufacturing Cycle Time and Efficiency: Lancaster Metals.Manufacturing cycle efficiency = Processing timeProcessing time + Moving time + Storing time + Inspection time = 1.00 hrs.1.50 hrs. + 0.25 hr. + 3.00 hrs. + 0.25 hrs.= 1.00hrs.5.00hrs.=20%18-31.(20 min.)Functional measures.Answers will vary. Some possible examples are:A ccounting quality—Time to prepare quarterly statementsC lerical quality—Number of misfiled papersF orecasting quality—Improvement in forecasting over timeP rocurement/purchasing quality—Percentage of incorrectly ordered materials P roduction control quality—Time that line is down due to untrained employee error Quality assurance quality—Number of repeat calls (calls for the same problem)18-818-32.(30 min.) Partial Productivity Measures: North Central University.a.Partial labor productivity = Output (meals) ÷ Input (hours)School Output(Meals) ÷Input(Hours)= Partial LaborProductivityBusiness ..............38,000 ÷14,000 = 2.714Engineering .........72,000 ÷22,000 = 3.273H&S .....................114,000 ÷31,000 = 3.677Music ...................4,500 ÷2,100 = 2.143b.H&S has the highest labor productivity and Music has the lowest. However, notethat the relative productivity measure corresponds to the size of the school(measured by meals). It might be that there are economies associated with larger cafeterias that result in the observed productivity differences.18-33.(30 min.) Partial Productivity Measures: McKinley Industries.a.Partial labor productivity = Output (gallons) ÷ Input (hours)Year Output(Gallons) ÷Input(Hours)= Partial LaborProductivityYear 1 ..................22,000 ÷38,000 = 0.579Year 2 ..................27,000 ÷50,000 = 0.540b.Partial materials productivity = Output (gallons) ÷ Input (gallons)Year Output(Gallons) ÷Input(Gallons)= Partial MaterialsProductivityYear 1 ..................22,000 ÷40,000 = 0.550Year 2 ..................27,000 ÷45,000 = 0.600c.Partial labor productivity has decreased (from 0.579 to 0.540) while partial materialsproductivity has increased (from 0.550 to 0.600). It is unclear whether the efficiency programs have increased productivity or only changed the relative efficiency oflabor and materials.18-34.(20 min.) Specifying Nonfinancial Measures.Answers will vary. Measures of customer satisfaction for JYC include:∙Customer complaints∙Accounts closed∙Complaints to regulatory authorities∙Customer surveys18-1018-35.(20 min.)Manufacturing Cycle Time and Efficiency.Manufacturing cycle efficiency=Processing timeProcessing time + Moving time + Storing time + Inspection time =5 hrs.5 hrs. + 3hrs + 15 hrs. + 2 hrs.=5 hrs.25 hrs.= 20%18-36.(20 min.)Employee Involvement.Answers will vary.The advantages include:∙I ncrease employee motivation from being involved in the process∙I mproved quality∙L ower cost because problems are identified earlier.Disadvantages include:∙H igher costs from stopping lines when no problem exists∙P otentially varying quality from different assessments by different employees.Solutions to Problems18-37.(30 min.) Core Assets and CapabilitiesAnswers will vary; however, core assets and capabilities should be both essential to the business strategy and proprietary in nature. Non-core assets may be important things that the company must do; however, it is typically not essential to the strategy or proprietary. Some examples are:18-1218-38.(30 min.)Balanced Scorecards and Strategy Maps: Hill Street Company.a. Answers will vary. The measures in the financial perspective are reasonable, althoughthe company might want to add one specifically related to cost improvement (such as growth in margins).There is only one measure in the customer perspective and it is unclear how satisfied customers will help them improve cost competitiveness. Perhaps a measure such as customer retention, which implies lower customer acquisition costs, might be more appropriate.The internal perspective has three measures, two of which are directly related to costs.At first, it might seem that the quality measure is unnecessary (or even counter-productive), but it might be useful if there is a danger that focusing on costs alone leads to a degradation in quality.There is nothing in the learning and growth perspective that suggests the firm can look at improvements in employee performance. Perhaps measures emphasizing task learning should be added.b. The strategy map shows many links that are helpful in communicating the strategy.Ho wever, notice that there is no link leaving “Increase Employee Skills” in the learning and growth perspective. It is not clear what the purpose of this measure might be.c. The company should add measures reflecting costs, such as those noted above. Inadd ition, they might want to drop (or modify) the “Satisfy Customer” measure in the customer perspective to focus more on the cost implications of customer satisfaction.The company should also ensure that all measures have links leaving unless they are in the financial perspective.18-1418-39.(30 min.)Balanced Scorecards and Strategy Maps: Monroe Corporation.a. Answers will vary. The measures in the financial perspective are reasonable, althoughthe company might want to include a measure on cost of quality (but this might be better placed in the internal perspective).There is only one measure in the customer perspective. Because the company isfocused on quality, other measures they might include are returns (or deliveriesrejected), complaints, and warranty claims.The internal perspective has three measures, only one of which is directly related to quality. The focus on efficiency and cost might cause managers to focus on these issues rather than quality.There is nothing in the learning and growth perspective that suggests the firm can look at improvements in how employees affect quality. Perhaps measures focusing onquality training could be added.b. The goal “Satisfy Customers” links to financial perspective, but there is no indication ofwhat leads to satis fied customers. The goal “Improve Quality” does not link to anything.Why does the company want to improve quality? (The answer to this is obvious for this firm, but it is not apparent from the strategy map.)c. The company should add measures reflecting quality, such as those noted above. Inaddition, they might want to drop (or modify) the “Satisfy Customer” measure in the customer perspective to focus more on the specific ways quality affects theircustomers. The company should also ensure that all measures have links leavingunless they are in the financial perspective.18-40.(20 min.)Benchmarks: OfficeMax.Answers will vary, but might include the following:∙Number of customer complaints.∙Number of stockouts.∙Revenue per customer.∙Impulse revenue per visit (purchase of goods other than those the customer intended to buy when he or she entered the store).∙Repeat business.Although this information might be difficult to obtain from competitors, the most likely candidates for comparison areStaples or Office Depot. For some measures, on-line stores such as Amazon would be likely benchmark candidates. In other countries, local chains such as Komus in Russia would be candidates.18-1618-41. (45 min.) Mission Statement.Answers will vary, but should identify the stakeholders (students, faculty, staff, and community) and state how the organization intends to add value to each group.18-42. (45 min.) Performance Measures: Garnet Electronicsa.Perspective Performance Measure Perspective Number 1.Financial Profit 1 2.Customer Training hours 3 3.Learning and growth Percentage defects 4Employee turnover 4 (or maybe 3) 4.Internal business processes Customer satisfaction 2Patents awarded 3b.Answers will vary, but the following is one possibility:18-43.(20 min.)Functional measures.Answers will vary, but might include any of the functional measures shown in Exhibit 18.7. The following is one example. An important critical success factor for many airlines is the ability to manage revenue by managing fares and seat availability. Some measures of this are the load factor (the percentage of seats filled on a flight) or the revenue per seat-mile. Another important factor, especially for so-called low-fare or discount airlines, is the ability to turn the airplane around so that ground time (when the plane is earning no revenue) is minimized. Measures of this would include average ground time from arriving at the gate to leaving the gate or the percentage of time airplanes are flying.18-44.(45 min.)Performance measures.Answers will vary. The advantages are easier to identify. They provide a measure of effectiveness of faculty as perceived by students. One disadvantage is that education includes learning material whose usefulness might not be apparent until some time in the future. Because evaluations are collected immediately following a class, there is a possibility that these issues will be ignored at the expense of “current topics,” which appear to be more relevant.18-45.(20 min.)Operational performance measures: Zuma Company.a. Answers will vary, but should address the following points:∙Percentage of manufacturing cycle efficiency has declined from 70% in week 1 to 62% in week 6.∙Percentage of on-time deliveries has declined from 98% in week 1 to 90% in week 6.∙Number of customer complaints has increased from 20 in week 1 to 27 in week6.b. As a manager of the company, you probably want to know what caused the declineshown by all three measures. Did employees have distorted incentives that led them to ignore factors reflected by these measures? Were these declines the result of actions taken to reduce costs, etc.?18-46.(40 min.)Objective and Subjective Performance Measures.Answers will vary:a.An advantage of using a combination of performance measures is that for any one dimension of performance (communications skills, for example), a good measure can be identified (class participation). For some dimensions of performance, especially those that are harder to measure cleanly in an objective test, subjective measures are all thatare available.The disadvantage of subjective measures is that it is harder to communicate what is expected. The disadvantage of multiple measures is that some weighting of the measures is required and that weighting can affect performance on other dimensions.b.As an individual works with (or has classes from) an evaluator over time, they learn whatis expected and whether they can “trust” the evaluator to provide a “fair” evaluation. The person being evaluated might come to believe they have a better idea of what is required to receive a favorable subjective evaluation than an evaluation based on an objective measure.18-47.(40 min.)Operational performance measures: Mid-States Metal Finishers.a. Answers might include:The percentage of orders filled on-time, the percentage of defective units produced and the number of customer returns all improved significantly over the six month period.There are several probable causes for this including:∙Employees might be working harder or learning how to keep up with orders.∙New equipment might have been acquired allowing more efficient operations.∙Production might have decreased so it is easier to complete and deliver orders.b. The number of customer returns has fallen significantly. It might be important todetermine whether customers have simply given up and switched suppliers or whether quality and delivery performance has increased significantly.18-1818-48.(30 Minutes) Productivity Measures: McKinley Industries.a.Total productivity = Value of output ÷ Value of inputs (materials, labor, andoverhead).Year 1:Total output value ................ ($370 x 22,000) = $8,140,000 Materials value .................... ($90 x 40,000) = $3,600,000Labor value ......................... ($19 x 38,000) = 722,000Overhead value ................... (given) = 2,900,000 $7,222,000Total factor productivity ....... ($8,140,000 ÷ $7,222,000 =) 1.127 Year 2:Total output value ................ ($360 x 27,000) = $9,720,000 Materials value .................... ($85 x 45,000) = $3,825,000Labor value ......................... ($22 x 50,000) = 1,100,000Overhead value ................... (given) = 3,200,000 $8,125,000Total factor productivity ....... ($9,720,000 ÷ $8,125,000 =) 1.196b.T otal factor productivity improved from 1.127 to 1.196. Although we know fromExercise 18-33 that labor productivity declined while materials productivityincreased, it appears that, on balance, productivity in general improved from Year 1 to Year 2.c.T otal factor productivity provides a comprehensive measure of productivity changesand is not limited to the changes in a single factor. Therefore, it provides a betteroverall picture of efficiency. Partial productivity measures provide better information about where productivity problems might be and, therefore, are more useful fordeveloping actions to improve productivity. In other words, total productivitymeasures are better at getting attention while partial measures are better foridentifying potential corrective actions.18-49.(20 Minutes) Employee Involvement.a. Answers will vary, but might include:By providing line employees the authority to make decisions, customer satisfaction can increase. The employees can make timely decisions regarding how providing a special service will keep a customer loyal and increase long-term profitability. In the case of the airline, decisions can improve on-time performance by reducing time dealing with requests for stand-bys. It can also lower costs by reducing the compensation needed when a customer cannot be accommodated.Of course, if the employee is too free with these benefits, it can cost the company in two ways. First, the benefits provided (for example, compensated services) cost the company directly. Second, providing services freely might lead the customer to expect these in the future and be unwilling to pay for them. For example, a customer whocomes to expect free upgrades might be less willing to pay for premium seats or rooms.b. There are at least two reasons why banks and other financial institutions might be lesswilling to provide this decision-making authority. First, on-site supervisors are more easily contacted. They are closer to the decision being made and, often, there is not the immediate need for a decision. Second, many of the concessions made in the case of hotels and airlines involve otherwise unused capacity and the costs are less direct.This is less often the case in banks.18-20Chapter 18 - Performance Measurement to Support Business Strategy18-21© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in anymanner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Solution to Integrative Case18-50. (40 min.) Balanced Scorecards and Strategy Maps: University of California, Davis.a. Some organizations are concerned that names of new programs label them as thelatest fads and that employees will automatically resist them for that reason. Manyuniversity employees are resistant to change and reject the application of a “corporate” model to a university setting.b. Many large organizations experiment with pilot projects to evaluate the feasibility ofnew management programs or solutions. It is easier to design and implementsomething like the balanced scorecard on a small scale. A danger of relying on theresults of a pilot project for more extensive applications is that the department used for the pilot project might not be representative of other departments or the organization as a whole. One selects the pilot department with great care. Applying the pilot study processin a service department to an academic department might be very difficult because the goals and objectives of an academic unit are likely to be quite different than those of a service department.c. Many university professors are independent agents who conduct their research andteaching without regard to explicit overall goals or objectives of the university. Most faculty resist being told what to do or how to do it. Importing successful management techniques, such as the balanced scorecard, can be difficult in academic departments. (We don‟t see professors of humanities embracing the balanced scorecard, or any non-academic scorecard, for that matter).。

会计英语第四版参考答案Chapter 1: Introduction to Accounting1. What is accounting?- Accounting is the systematic recording, summarizing, and reporting of financial transactions and events of a business entity.2. What are the main functions of accounting?- The main functions of accounting are to providefinancial information for decision-making, ensure compliance with laws and regulations, and facilitate the management of a business.3. What are the two main branches of accounting?- The two main branches of accounting are financial accounting and management accounting.4. What is the purpose of financial accounting?- The purpose of financial accounting is to provide an accurate and fair representation of an entity's financial position and performance to external users.5. What is the double-entry bookkeeping system?- The double-entry bookkeeping system is a method of recording financial transactions in which every transactionis recorded twice, once as a debit and once as a credit, to maintain the equality of the accounting equation.Chapter 2: Accounting Concepts and Principles1. What are the fundamental accounting concepts?- The fundamental accounting concepts include the accrual basis of accounting, going concern, consistency, and materiality.2. What is the accrual basis of accounting?- The accrual basis of accounting records transactions when they occur, regardless of when cash is received or paid.3. What is the going concern assumption?- The going concern assumption is the premise that a business will continue to operate for the foreseeable future.4. What is the principle of consistency?- The principle of consistency requires that an entity should apply accounting policies consistently over time.5. What is the principle of materiality?- The principle of materiality states that only items that could potentially affect the decisions of users of financial statements are included in the financial statements.Chapter 3: The Accounting Equation and Financial Statements1. What is the accounting equation?- The accounting equation is Assets = Liabilities +Owner's Equity.2. What are the four main financial statements?- The four main financial statements are the balance sheet, income statement, statement of changes in equity, and cashflow statement.3. What is the purpose of the balance sheet?- The balance sheet provides a snapshot of an entity's financial position at a specific point in time.4. What is the purpose of the income statement?- The income statement reports the revenues, expenses, and net income of an entity over a period of time.5. What is the purpose of the cash flow statement?- The cash flow statement reports the cash inflows and outflows of an entity over a period of time.Chapter 4: Recording Transactions1. What is a journal entry?- A journal entry is the initial recording of atransaction in the general journal.2. What are the steps in the accounting cycle?- The steps in the accounting cycle are analyzing transactions, journalizing, posting, preparing a trial balance, adjusting entries, preparing financial statements, and closing entries.3. What is the difference between a debit and a credit?- A debit is an increase in assets or a decrease inliabilities or equity, while a credit is an increase in liabilities or equity or a decrease in assets.4. What are adjusting entries?- Adjusting entries are made at the end of an accounting period to ensure that revenues and expenses are recorded in the correct period.5. What is the purpose of closing entries?- Closing entries are made to transfer the balances of temporary accounts to the owner's equity account and to prepare the accounts for the next accounting period.Chapter 5: Accounting for Merchandising Businesses1. What is a merchandise inventory?- A merchandise inventory is the stock of goods held by a business for sale to customers.2. What is the cost of goods sold?- The cost of goods sold is the direct cost of producing the merchandise sold during an accounting period.3. What is the gross profit?- The gross profit is the difference between the sales revenue and the cost of goods sold.4. What is the difference between a perpetual and a periodic inventory system?- A perpetual inventory system updates inventory records in real-time with each sale or purchase, while a periodicinventory system updates inventory records at specific intervals, such as at the end of an accounting period.5. What is the retail method of inventory pricing?- The retail method of inventory pricing is a method of estimating the cost of ending inventory by applying a cost-to-retail ratio to the retail value of the inventory.Chapter 6: Accounting for Service Businesses1. What are the main differences in accounting for service businesses compared to merchandise businesses?- Service businesses do not have inventory and their primary expenses are typically labor and overhead costs.2. What is the main source of revenue for service businesses? - The main source of revenue for service businesses is the fees charged for the services provided.3. What are the typical expenses。

会计专业英文笔试题及答案一、选择题（每题2分，共20分）1. What is the primary purpose of financial statements?A. To provide information for decision-makingB. To promote the company's imageC. To comply with tax regulationsD. To attract investors答案：A2. Which of the following is not a fundamental accounting principle?A. Going concernB. Historical costC. Accrual basis of accountingD. Cash basis of accounting答案：D3. The matching principle is used to:A. Match expenses with the revenues they generateB. Match assets with the liabilities they generateC. Match revenues with the assets they generateD. Match liabilities with the expenses they generate答案：A4. What is the formula for calculating return on investment (ROI)?A. ROI = Net Income / Total AssetsB. ROI = (Net Income / Sales) * 100C. ROI = (Return on Sales + Return on Assets) / 2D. ROI = (Net Income / Average Investment) * 100答案：D5. Which of the following is not a type of depreciation method?A. Straight-lineB. Double-declining balanceC. Units of productionD. FIFO (First-In, First-Out)答案：D二、简答题（每题5分，共30分）6. Define "Double-Entry Accounting" and explain its importance in maintaining the integrity of financial records.答案：Double-entry accounting is a system of accounting where every transaction is recorded twice, once as a debit and once as a credit. This system ensures that the accounting equation remains balanced and helps in maintaining the integrity of financial records by providing a check and balance mechanism to prevent errors and fraud.7. Explain the difference between "Liabilities" and "Equity".答案：Liabilities are obligations of a company to pay cash, provide services, or give up assets to other entities in the future. They represent the company's debts and are a source of funds that the company is obligated to repay. Equity, on the other hand, represents the ownership interest of the shareholders in the company. It is the residual interest in the assets of the company after deducting liabilities.8. What is the purpose of "Financial Statement Analysis"?答案：The purpose of financial statement analysis is to assess the financial health and performance of a company. It involves evaluating the company's liquidity, profitability, solvency, and efficiency. This analysis helps investors, creditors, and other stakeholders make informed decisions about the company.9. Describe the "Balance Sheet" and its components.答案：The balance sheet is a financial statement that presents the financial position of a company at a specific point in time. It includes assets, liabilities, and equity. Assets are what the company owns, liabilities are what the company owes, and equity is the net worth of the company, calculated as assets minus liabilities.10. What is "Cash Flow Statement" and why is it important?答案：The cash flow statement is a financial statement that provides information about the cash inflows and outflows of a company over a period of time. It is important because it shows the company's ability to generate cash and meet its financial obligations, which is crucial for the survival and growth of the business.三、案例分析题（每题25分，共50分）11. Assume you are a financial analyst for a company. The company has reported the following financial data for the current year:- Sales: $500,000- Cost of Goods Sold: $300,000- Operating Expenses: $100,000- Depreciation: $20,000- Interest Expense: $10,000- Taxes: $30,000Calculate the company's net income.答案：Net Income = Sales - Cost of Goods Sold - Operating Expenses - Depreciation - Interest Expense - TaxesNet Income = $500,000 - $300,000 - $100,000 - $20,000 - $10,000 - $30,000Net Income = $50,00012. A company is considering purchasing a new machine for $100,000. The machine is expected to generate additional annual revenue of $30,000 and will have annual operating costs of $15,000. The machine is expected to last for 5 years and will have no residual value. Calculate the payback period for the machine.答案：Payback Period = Initial Investment / Annual Cash Inflow Annual Cash Inflow = Additional Revenue。

会计学原理概念整理C hapter 1 Accounting in Business第一章商业会计1. 会计信息使用者User of accounting information1. 外部信息使用者：External users of accounting information are not directly involved in running theExternal information user organization．银行 Banks储蓄贷款机构savings and loans 使用债权人消费合作社 co-opsLenders（creditors）抵押 mortgage金融机构 finance companies通用财务报表股东、董事会general-purpose financial statement shareholders（investors）、board of directors外部审计人员 external (independent) auditors员工employees工会 labor union美国国税局 the internal revenue service（IRS）政府管理机构 Regulators公用事业委员会Utility boards证券管理机构 securities regulators选举人 voters立法者 legislators政府官员 government officials捐赠人 contributors供应商 suppliers2. 内部信息使用者: Internal users of accounting information are those directly involved in managing andInternal information users operating an organizations研发经理 research and development managers使用采购经理 purchasing managers人力资源经理 human resource managers生产经理 production managers管理会计销售经理 distribution managersManagerial accounting 营销经理 marketing managers服务经理 service managers内部控制：Internal controls are procedures designed to protect company property and equipment, ensure Internal controls reliable accounting reports,promote efficiency , and encourage adherence to company policies．2. 会计领域的工作机会Opportunities in accounting1）四大领域财务 financial管理 managerial税收 taxation相关领域 accounting-related（见表 accounting opportunities Page4 ）2）会计工作所占比例私用会计private accountingAccounting jobs by area公共会计public accounting政府、非营利机构及教育机构government，not-for-profit and education（见表accounting jobs by area Page4）3）会计证书CPA certified public accounting注册公共会计师Accounting certificate CMA certificate in management accounting注册管理会计证书CIA certified Internet auditor注册内部审计证书CB certified bookkeeper 注册簿记员CPP certified payroll professional注册薪金专家PFS personal financial specialist个人理财专家4）一些会计岗位的薪酬Salaries for several accounting position （Page 5）3. 会计基本原则Fundamentals of accounting1.概念accounting is guided by principles ，standards，concepts and assumptions。