会计学原理英文课件 (24)

会计学原理英文版Accounting Principles。

Accounting is the language of business. It is the process of recording, summarizing, analyzing, andinterpreting financial information. The principles of accounting provide the framework for the preparation and presentation of financial statements. These principles ensure that the financial information is relevant, reliable, and comparable.The basic principles of accounting include the following:1. Accrual Principle: This principle states thatrevenue and expenses should be recognized when they are incurred, regardless of when cash is received or paid. This means that revenue is recorded when it is earned, and expenses are recorded when they are incurred, regardless of when cash is exchanged.2. Matching Principle: This principle states that expenses should be matched with the revenues they help to generate. This ensures that the financial statements accurately reflect the results of operations for a specific period.3. Cost Principle: This principle states that assets should be recorded at their original cost, rather than at their current market value. This provides a reliable and objective basis for valuing assets.4. Full Disclosure Principle: This principle requires that all relevant information that could affect the decisions of financial statement users should be disclosed in the financial statements or in the accompanying notes.5. Going Concern Principle: This principle assumes thata business will continue to operate indefinitely. This allows for the use of historical cost in valuing assets and liabilities, as well as the use of the accrual basis of accounting.6. Materiality Principle: This principle states that information is material if its omission or misstatement could influence the economic decisions of users of financial statements. Materiality is based on the nature and size of the item.7. Conservatism Principle: This principle states that when in doubt, accountants should choose the method that will result in the least favorable financial statement. This helps to ensure that financial statements are not overstated.These principles form the foundation of accounting and are essential for the preparation of accurate and reliable financial statements. By adhering to these principles, accountants can ensure that the financial information they provide is useful for decision-making purposes.In addition to these basic principles, there are also specific accounting standards and regulations that must be followed, such as the Generally Accepted AccountingPrinciples (GAAP) and the International Financial Reporting Standards (IFRS). These standards and regulations provide further guidance on how to prepare and present financial statements in accordance with the principles of accounting.In conclusion, the principles of accounting areessential for the preparation and presentation of financial information. By following these principles, accountants can ensure that the financial statements are relevant, reliable, and comparable. This in turn provides valuable information for decision-making purposes and helps to maintain the integrity and transparency of the financial reporting process.。

CHAPTER 24 PERFORMANCE MEASUREMENT AND RESPONSIBILITY ACCOUNTING*See additional information on next page that pertains to these quick studies, exercises and problems. SP refers to the Serial ProblemES refers to Excel SimulationsAdditional Information on Related Assignment MaterialConnectA vailable on the instructor’s course-specific website) repeats all numerical Quick Studies, all Exercises and Problems Set A. Connect also provides algorithmic versions for Quick Study, Exercises and Problems. It allows instructors to monitor, promote, and assess student learning. It can be used in practice, homework, or exam mode.Connect InsightThe first and only analytics tool of its kind, Connect Insight is a series of visual data displays that are each framed by an intuitive question and provide at-a-glance information regarding how an instructor’s class is performing. Connect Insight is available through Connect titles.The Serial Problem (SP) for Success Systems continues in this chapter.General LedgerAssignable within Connect, General Ledger (GL) problems offer students the ability to see how transactions post from the general journal all the way through the financial statements. Critical thinking and analysis components are added to each GL problem to ensure understanding of the entire process. GL problems are auto-graded and provide instant feedback to the student.Excel SimulationsAssignable within Connect, Excel Simulations allow students to practice their Excel skills—such as basic formulas and formatting—within the context of accounting. These questions feature animated, narrated Help and Show Me tutorials (when enabled). Excel Simulations are auto-graded and provide instant feedback to the student. Synopsis of Chapter RevisionsNEW opener—Ministry of Supply and entrepreneurial assignment.Reorganized chapter.Revised discussion of performance evaluation and decentralization.Revised discussion of Kraft Heinz responsibility centers.Revised exhibit on responsibility accounting.Revised discussion of responsibility accounting reports.Added NTKs on responsibility accounting, cost allocations, and balanced scorecard.Revised discussion of indirect expense allocations.New exhibit and discussion of general model of expense allocation.New exhibit on common allocation bases for indirect expenses.Revised discussion of preparing departmental income.New exhibit and formula for computing departmental income.Added short section on transfer pricing to the chapter.New Sustainability section with discussion of General Mills, Target and performance reporting, and Ministry of Supply example.Chapter OutlineNotes I.Responsibility AccountingA. Performance Evaluationrge companies are easier to manage if divided into smallerunits called divisions, segments, or departments.2.In decentralized organizations, decisions are made by unitmanagers rather than top management.3.In responsibility accounting, unit managers are evaluated onlyon what they are responsible for.4.The methods of performance evaluation vary for cost centers,profit centers and investment centers.a.Cost center−incurs cost or expenses without directlygenerating revenues (e.g. manufacturing department andservice department).b.Profit center−incurs costs and generates revenues (e.g.product centers).c.Investment center−incurs costs, generates revenues and isresponsible for effectively using center assets.5.Basis for evaluating performance:a.Cost center managers are evaluated on their success incontrolling costs compared to budgeted costs. Profit center:ability to generate more revenue than expenses.b.Profit center managers are evaluated on their success ingenerating income.c.Investment center managers are evaluated on their use ofinvestment-center assets to generate income.II.Controllable versus Uncontrollable CostsA.Controllable Costs -1.Those which a manager has the power to determine or at leastsignificantly affect the amount incurred.B. Uncontrollable costs –1.Are not within the manager’s control.2. A manager’s performance is evaluated using responsibilityreports that describe the department’s activities in terms ofcontrollable costs3.Distinguishing between controllable and uncontrollable costsdepends on the particular manager and the time period underanalysis.4.All costs are controllable at some level of management if the timeperiod is sufficiently long;5.Good judgment is required when identifying controllable costs.Chapter OutlineNotesC.Responsibility Accounting Performance Report1.Reports actual expenses that a manager is responsible for andtheir budgeted amounts.a.Management’s analysis of differences between actual andbudget often results in corrective actions.ed by upper management to evaluate effectiveness oflower-level managers in controlling costs.c.Recognizes that control over costs and expenses belongs toseveral layers of management.2.Responsibility Accounting Reporta.Provide relevant information for each management level.b.At lower levels, managers have limited responsibilities andtherefore fewer controllable costs.c.Responsibility and control broaden for higher-levelmanagers.III.Profit CentersA.The responsibility report focuses on how well each departmentcontrolled costs and generated revenues.B.The departmental income statement is a common way to reportprofit center performance.C.When computing department profits, two key accounting challengesinvolve allocating expenses:1.How to allocate indirect expenses, such as rent and utilities whichbenefit several departments.2.How to allocate service department expenses, such as payroll orpurchasing, that perform services that benefit severaldepartments.D.Direct and Indirect Expenses1.Direct Expenses are readily traced to a department.a.Incurred for sole benefit of that one department; no allocationrequired.b.Often, but not always, controllable costs.2.Indirect Expenses are incurred for joint benefit of more than onedepartment; can’t be readily traced to just one department.a.Allocated across departments benefiting from them.b.Ideally allocated using a cause-effect relation or, if cause-effect relation cannot be identified, allocated on a basisapproximating the benefit received by each department.c.Typically considered uncontrollable costs.Chapter OutlineNotesE.General Model – indirect and service department expenses areallocated across departments benefiting from them. Allocated using acause-effect relation. Sometimes hard to identify.1.Allocated Cost = Total Cost to Allocate x Percentage ofAllocation Base Used.F.Allocating Indirect Expenses – allocation bases vary acrossdepartments and organizations. Managers must use careful judgmentin developing allocation bases. Commonly used allocation bases:1.Wages and salaries –allocated using relative amount of hoursworked in each department.2.Rent and Utilities allocated based on portion of floor spaceoccupied. More valuable location may charge department higherrate.3.Advertising – allocated using a percentage of total sales.4.Depreciation – allocated using hours of depreciable asset used.G.Service Department expenses –provide support to an organization’soperating departments. Common allocation bases:1.Office, personnel, and payroll expenses – allocated based onnumber of employees in each department.2.Purchasing costs – allocated based on dollar amount of purchasesor number of purchase orders processed.3.Maintenance expenses – allocated based on square footage.H.Departmental Income Statements1.Departmental income is computed using the following formula:Departmental income = Dept. sales – Dept. direct expenses –Allocated indirect expenses – Allocated service dept. expenses.2.Four Steps for allocating costs and preparing departmentalincome statements:a.Step one – accumulate revenues and direct and indirectexpenses by department. Involves collecting the necessarydata from general company and departmental accounts.i.Direct and indirect expenses include salaries, depreciationand supplies expenses.b.Step two – allocate indirect expenses across both service andoperating departments.i. Uses a departmental expense allocation spreadsheetshown in Exhibit 24.10.ii.After selecting allocation bases, indirect expenses arerecorded in company accounts and allocated to bothoperating and service departments.Chapter OutlineNotesc.Step three – allocate service department expenses tooperating departments using a departmental expenseallocation spreadsheet. After service department costs areallocated, no expenses remain in the service departments.d.Step four – prepare departmental income statements using thedepartmental expense allocation spreadsheet.i. Actual service department expenses are compared withbudgeted amounts to help assess cost center performance.ii.Amounts in the operating department columns are used toprepare departmental income statements. (Exhibit 24.15)I.Departmental Contribution to Overhead (see Exhibit 24.12)1.Departmental income statements not always best for evaluatingeach profit center’s performance especially when indirectexpenses are a large portion of total expenses.2.Evaluate using departmental contributions to overhead a reportof the amount of sales less direct expenses.3.Behavioral Aspects of Departmental Performance Reports –a.Indirect expenses are typically uncontrollable, so a better wayto evaluate is using departmental contribution to overhead.b.Including indirect expenses in department manager’sperformance evaluation can lead to the manager being morecareful in using service departments.c.Some companies allocate budgeted service department costsso operating departments are not held responsible forexcessive costs from service departments.IV.Investment CenterA.Financial Performance Evaluation Measures include:1.Return on investment, return on assets, computed as investmentcenter income / by investment center average invested assets.2.Residual income – Expressed in dollars. Encourages divisionmanagers to accept all opportunities that return more than targetincome. Computed as investment center income – targetinvestment center income.3.Profit margin and investment turnover – split return oninvestment into two measures – profit margin and investmentturnover.a.Profit margin measures income earned per dollar of salescomputed as investment center income divided by investmentcenter sales. Usually use income before tax. Expressed as apercent.b.Investment turnover measures how efficiently an investmentcenter generates sales from its invested assets. Calculated asinvestment center sales divided by investment center averageassets. Expressed as the number of times assets wereconverted into sales.Chapter OutlineNotes4.Nonfinancial Performance Evaluation Measures –using solelyfinancial measures has limitations. Companies can considernonfinancial measures to help in evaluating division manager’sperformance.5.Balanced Scorecard: system of performance measures,including nonfinancial measures used to assess company anddivision manager performance. Requires managers to think oftheir company from four perspectives.a.Customer: what do they think of us?b.Internal process: which of our operations are critical?c.Innovation and learning: how can we improve?d.Financial: what do our owners think of us?V.Decision Analysis Cycle Time and Cycle EfficiencyA.As lean manufacturing practices help companies move toward justin time manufacturing it is important for companies to reduce thetime it takes to manufacture its products and improve efficiency.1.Cycle time measures the time element which describes the timeit takes to produce a product or service.Cycle time = Process + Inspection + Move + WaitTime Time Time Timea.Process time is considered value-added time – it is the onlyactivity in cycle time that adds value to the product from thecustomer’s perspective. The other three activities areconsidered non-value-added time: they add no value to thecustomer.2.Cycle Efficiency measures production efficiency. It is the ratioof value added time to total cycle time.Cycle Efficiency = Value added timecycle timea.If the cycle efficiency is low, the company should evaluatethe production process to see if it can identify ways toreduce the non-value added activities.VI.Appendix 24A – Cost Allocations uses the general model of costallocation to show how the cost allocations in Exhibits 24.10 and 24.11for A-1 Hardware. Rent expense, utilities expense, advertising expenseand insurance expense are allocated first. Then, the two servicedepartment’s expenses are allocated to the three operating departments.Chapter OutlineNotes VII.Appendix 24B – Transfer PricingThe price used to record transfers between divisions in the samecompany is called a transfer price. Can be used in cost, profit andinvestment centers.A.If there is no excess capacity, the internal supplier will not accept atransfer price less than the market price. This is called market basedtransfer pricing.B.If there is excess capacity, the internal supplier should accept a pricebetween the costs to manufacturer the part and the market price.This is called cost based transfer pricing.C.Other issues to consider in determining transfer prices include:1.Market price may not exist2.Cost controls3.Division managers’ negotiation4.Nonfinancial factors to consider include: quality control,reduced lead times and impact on employee morale.III.Appendix 24C – Joint CostsA.Joint Costs−the costs incurred to produce or purchase two or moreproducts at the same time; similar to indirect expense in that it’sshared across more than one cost object.1.Ignored when deciding to sell product as is or process further.2.Allocated to different products produced from it when total costof each product must be estimated (e.g., preparation of GAAPfinancial statements).3.Allocation basesa.Physical basis−allocates joint costs using physicalcharacteristics such as ratio of pounds, cubic feet or gallonsof each joint product to the total pounds, cubic feet orgallons of all joint products flowing from the cost; does notreflect the extra value flowing into some products or theinferior value flowing into others. Not the preferred method.b.Value basis−allocates joint cost in proportion to the salesvalue of the output produced by the process at the “split-offpoint”.Chapter 24 Alternate Demo ProblemJack and Susan Roberts own a farm that produces potatoes. Based on a review of the income statement shown below, Jack remarked that they should have fed the No. 3 potatoes to the pigs; then they would have avoided the loss from the sale of the those potatoes.JACK AND SUSAN ROBERTSIncome from the Production and Sale of PotatoesFor Year Ended December 31, 20xxResults by GradeSales by grades:No. 1, 300,000 lbs. $0.045 per lb.No. 2, 500,000 lbs. $0.04 per lb.No. 3, 200,000 lbs. $0.03 per lb.CombinedCosts:Land preparation, seed,planting,cultivating @ $0.01422 per lb.Harvesting, sorting, grading@ $0.01185 per lb.Marketing @ $0.00415 per lb.Total costsNet income (or loss)Jack and Susan divided their costs among the grades on a per pound basis, because their records do not show cost per grade. However, their records did show that $4,020 of the $4,150 of marketing costs represented the cost of placing the No. 1 and No. 2 potatoes in bags and hauling them to the warehouse of the produce buyer. Bagging and hauling costs were the same for both grades. The remaining $130 represented the cost of loading the No.3 potatoes into the trucks of the potato starch factory that bought these potatoes in bulk and picked them up at the farm.Required:Prepare an income statement that will better show the results of producing and marketing the each of the grades of potatoes.Chapter 24 Alternate Demo Problem: SolutionJACK AND SUSAN ROBERTSIncome from the Production and Sale of PotatoesFor Year Ended December 31, 20xxRevenue from sales:Costs:Land preparation, seed,planting, cultivatingHarvesting, sorting, gradingMarketingTotal costsNet incomeCOST ALLOCATIONSLand preparation, seed, planting, andcultivating:No. 1: $13,500 / $39,500 x $14,220 = No. 2: $20,000 / $39,500 x $14,220 = No. 3: $ 6,000 / $39,500 x $14,220 = $ 4,8607,2002,160 $14,220Harvesting, sorting, and grading:No. 1: $13,500 / $39,500 x $11,850 = No. 2: $20,000 / $39,500 x $11,850 = No. 3: $ 6,000 / $39,500 x $11,850 = $ 4,0506,0001,800 $11,850Marketing:No. 1: $13,500 / $33,500 x $4,020 = No. 2: $20,000 / $33,500 x $4,020 = $1,620 2,400Subtotal bagging and hauling costs 4,020 No. 3: Loading costs 130$4,150。

《会计学原理（英文）》教学大纲王燕祥编写工商管理专业课程教学大纲610 目录Chapter 1 Accounting in Action 第一章会计实践活动 (613)学习目标 (613)Teaching and homework hours 教学与作业时间 (613)Reading and References 学生必读和参考书目 (613)Chapter 2 The Recording Process 第二章记录过程 (615)学习目标 (615)Teaching and homework hours 教学与作业时间 (615)Reading and References 学生必读和参考书目 (615)Chapter 3 Adjusting the Accounts 第三章调整账户 (617)学习目标 (617)Teaching and homework hours 教学与作业时间 (617)Reading and References 学生必读和参考书目 (617)Chapter 4 Completion of the Accounting Cycle 第四章完成会计循环 (619)学习目标 (619)Teaching and homework hours 教学与作业时间 (619)Reading and References 学生必读和参考书目 (619)Chapter 5 Accounting for Merchandising Operations 第五章商品经营活动的会计核算 (621)学习目标 (621)Teaching and homework hours 教学与作业时间 (621)Reading and References 学生必读和参考书目 (621)Chapter 6 Inventories 第六章存货 (623)学习目标 (623)Teaching and homework hours 教学与作业时间 (624)Reading and References 学生必读和参考书目 (624)Chapter 7 Accounting Information Systems 第七章会计信息系统 (626)学习目标 (626)Teaching and homework hours 教学与作业时间 (626)Reading and References 学生必读和参考书目 (626)Chapter 8 Internal Control and Cash 第八章内部控制和现金 (628)学习目标 (628)Teaching and homework hours 教学与作业时间 (628)Reading and References 学生必读和参考书目 (628)Chapter 9 Accounting for Receivables 第九章应收款项的会计核算 (630)学习目标 (630)Teaching and homework hours 教学与作业时间 (630)Reading and References 学生必读和参考书目 (630)Chapter 10 Plant Assets, Natural Resources, and Intangible Assets 第十章厂场资产、自然资源和无形资产 (632)会计学原理（英文）学习目标 (632)Teaching and homework hours 教学与作业时间 (632)Reading and References 学生必读和参考书目 (633)Chapter 11 Current Liabilities and Payroll Accounting 第十一章流动负债和工资的核算 (634)学习目标 (634)Teaching and homework hours 教学与作业时间 (634)Reading and References 学生必读和参考书目 (634)Chapter 12 Accounting Principles 第十二章会计原则 (636)学习目标 (636)Teaching and homework hours 教学与作业时间 (636)Reading and References 学生必读和参考书目 (636)Chapter 13 Accounting for Partnerships 第十三章合伙企业的会计核算 (638)学习目标 (638)Teaching and homework hours 教学与作业时间 (638)Reading and References 学生必读和参考书目 (638)Chapter 14 Corporations: Organization and Capital Stock Transactions 第十四章公司：组织和股本交易 (640)学习目标 (640)Teaching and homework hours 教学与作业时间 (640)Reading and References 学生必读和参考书目 (640)Chapter 15 Corporations: Dividends, Retained Earnings, and Income Reporting 第十五章股利、保留盈余和收益报告 (642)学习目标 (642)Teaching and homework hours 教学与作业时间 (642)Reading and References 学生必读和参考书目 (642)Chapter 16 Long-Term Liabilities 第十六章长期负债 (644)学习目标 (644)Teaching and homework hours 教学与作业时间 (644)Reading and References 学生必读和参考书目 (644)Chapter 17 Investments 第十七章投资 (646)学习目标 (646)Teaching and homework hours 教学与作业时间 (646)Reading and References 学生必读和参考书目 (646)Chapter 18 The Statement of Cash Flows 第十八章现金流量表 (648)学习目标 (648)Teaching and homework hours 教学与作业时间 (648)Reading and References 学生必读和参考书目 (648)Chapter 19 Financial Statement Analysis 第十九章财务报表分析 (650)学习目标 (650)Teaching and homework hours 教学与作业时间 (650)Reading and References 学生必读和参考书目 (650)Chapter 20 Managerial Accounting 第二十章管理会计 (652)611工商管理专业课程教学大纲612 学习目标 (652)Teaching and homework hours 教学与作业时间 (652)Reading and References 学生必读和参考书目 (652)Chapter 21 Job Order Cost Accounting 第二十一章分批成本法 (654)学习目标 (654)Teaching and homework hours 教学与作业时间 (654)Reading and References 学生必读和参考书目 (654)Chapter 22 Process Cost Accounting 第二十二章分步成本法 (656)学习目标 (656)Teaching and homework hours 教学与作业时间 (656)Reading and References 学生必读和参考书目 (657)Chapter 23 Cost-V olume-Profit Relationships 第二十三章本量利分析 (658)学习目标 (658)Teaching and homework hours 教学与作业时间 (658)Reading and References 学生必读和参考书目 (659)Chapter 24 Budgetary Planning 第二十四章编制预算 (660)学习目标 (660)Teaching and homework hours 教学与作业时间 (660)Reading and References 学生必读和参考书目 (660)Chapter 25 Budgetary Control and Responsibility Accounting 第二十五章预算控制和责任会计 662 学习目标 (662)Teaching and homework hours 教学与作业时间 (662)Reading and References 学生必读和参考书目 (662)Chapter 26 Performance Evaluation through Standard Costs 第二十六章利用标准成本进行业绩评价 (664)学习目标 (664)Teaching and homework hours 教学与作业时间 (664)Reading and References 学生必读和参考书目 (664)Chapter 27 Incremental Analysis and Capital Budgeting 第二十七章增量分析和资本预算 (666)学习目标 (666)Teaching and homework hours 教学与作业时间 (667)Reading and References 学生必读和参考书目 (667)会计学原理（英文）Chapter 1 Accounting in Action第一章会计实践活动STUDY OBJECTIVESAfter studying this chapter you should be able to:1．Explain what accounting is.2．IDENTIFY THE USERS AND USES OF ACCOUNTING.3．UNDERSTAND WHY ETHICS IS A FUNDAMENTAL BUSINESS CONCEPT.4．EXPLAIN THE MEANING OF GENERALLY ACCEPTED ACCOUNTING PRINCIPLESAND THE COST PRINCIPLE.5．EXPLAIN THE MEANING OF THE MONETARY UNIT ASSUMPTION AND THE ECONOMIC ENTITY ASSUMPTION.6．STATE THE BASIC ACCOUNTING EQUATION AND EXPLAIN THE MEANING OF ASSETS, LIABILITIES, AND OWNER’S EQUITY.7．ANALYZE THE EFFECT OF BUSINESS TRANSACTIONS ON THE BASIC ACCOUNTING EQUATION.8．Understand what the four financial statements are and how they are prepared.学习目标学完本章之后，学生应该能够达到以下目标：1．解释什么是会计。