Solution Manual for Accounting for Decision Making and Control 7th edition by Zimmerman

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Product details:

• ISBN-10 ‏ : ‎ 0078136725
• ISBN-13 ‏ : ‎ 978-0078136726
• Author: Jerold Zimmerman

Accounting for Decision Making and Control provides students and managers with an understanding appreciation of the strengths and limitations of an organisation’s accounting system. This book provides a framework for thinking about accounting systems and a basis for analysing proposed changes to these systems. The Seventh Edition demonstrates that managerial accounting is an integral part of the firm’s organisational architecture, not just an isolated set of computational topics. The purpose of this text is to provide students and managers with an understanding and appreciation of the strengths and limitations of an organisation’s accounting system, thereby allowing them to be more intelligent users of these systems. The main purpose proposed by the author remains in tact for the Seventh Edition.

Table of contents:

1(1)

Managerial Accounting: Decision Making and Control

2(2)

Design and Use of Cost Systems

4(4)

Marmots and Grizzly Bears

8(2)

Management Accountant’s Role in the Organization

10(3)

Evolution of Management Accounting: A Framework for Change

13(2)

Vortec Medical Probe Example

15(3)

Outline of the Text

18(1)

Summary

19(3)

The Nature of Costs

22(67)

Opportunity Costs

23(5)

Characteristics of Opportunity Costs

24(1)

Examples of Decisions Based on Opportunity Costs

24(4)

Cost Variation

28(6)

Fixed, Marginal, and Average Costs

28(3)

Linear Approximations

31(1)

Other Cost Behavior Patterns

32(1)

Activity Measures

33(1)

Cost-Volume-Profit Analysis

34(11)

Copier Example

34(2)

Calculating Break-Even and Target Profits

36(4)

Limitations of Cost-Volume-Profit Analysis

40(1)

Multiple Products

40(2)

Operating Leverage

42(3)

Opportunity Costs versus Accounting Costs

45(5)

Period versus Product Costs

46(1)

Direct Costs, Overhead Costs, and Opportunity Costs

46(4)

Cost Estimation

50(1)

Account Classification

50(1)

Motion and Time Studies

50(1)

Summary

50(39)

Costs and the Pricing Decision

51(38)

Opportunity Cost of Capital and Capital Budgeting

89(46)

Opportunity Cost of Capital

90(3)

Interest Rate Fundamentals

93(7)

Future Values

93(1)

Present Values

94(1)

Present Value of a Cash Flow Stream

95(1)

Perpetuities

96(1)

Annuities

97(1)

Multiple Cash Flows per Year

98(2)

Capital Budgeting: The Basics

100(4)

Decision to Acquire an MBA

100(1)

Decision to Open a Video Rental Store

101(1)

Essential Points about Capital Budgeting

102(2)

Capital Budgeting: Some Complexities

104(5)

Risk

104(1)

Inflation

105(2)

Taxes and Depreciation Tax Shields

107(2)

Alternative Investment Criteria

109(6)

Payback

109(1)

Accounting Rate of Return

109(2)

Internal Rate of Return (IRR)

111(3)

Methods Used in Practice

114(1)

Summary

115(20)

Organizational Architecture

135(35)

Basic Building Blocks

136(10)

Self-Interested Behavior, Team Production, and Agency Costs

136(6)

Decision Rights and Rights Systems

142(1)

Role of Knowledge and Decision Making

142(1)

Markets versus Firms

143(2)

Influence Costs

145(1)

Organizational Architecture

146(6)

Three-Legged Stool

147(3)

Decision Management versus Decision Control

150(2)

Accounting’s Role in the Organization’s Architecture

152(3)

Example of Accounting’s Role: Executive Compensation Contracts

155(2)

Summary

157(13)

Responsibility Accounting and Transfer Pricing

170(59)

Responsibility Accounting

171(14)

Cost Centers

171(3)

Profit Centers

174(1)

Investment Centers

175(5)

Economic Value Added (EVA®)

180(3)

Controllability Principle

183(2)

Transfer Pricing

185(14)

International Taxation

185(2)

Economics of Transfer Pricing

187(4)

Common Transfer Pricing Methods

191(6)

Reorganization: The Solution If All Else Fails

197(1)

Recap

197(2)

Summary

199(30)

Budgeting

229(73)

Generic Budgeting Systems

231(10)

Country Club

231(5)

Private University

236(2)

Large Corporation

238(3)

Trade-Off between Decision Management and Decision Control

241(8)

Communicating Specialized Knowledge versus Performance Evaluation

242(1)

Budget Ratcheting

242(3)

Participative Budgeting

245(1)

New Approaches to Budgeting

246(3)

Managing the Trade-Off

249(1)

Resolving Organizational Problems

249(9)

Short-Run versus Long-Run Budgets

250(2)

Line-Item Budgets

252(1)

Budget Lapsing

253(1)

Static versus Flexible Budgets

253(4)

Incremental versus Zero-Based Budgets

257(1)

Summary

258(44)

Comprehensive Master Budget Illustration

259(43)

Cost Allocation: Theory

302(45)

Pervasiveness of Cost Allocations

304(4)

Manufacturing Organizations

305(1)

Hospitals

306(1)

Universities

306(2)

Reasons to Allocate Costs

308(4)

External Reporting/Taxes

308(1)

Cost-Based Reimbursement

309(2)

Decision Making and Control

311(1)

Incentive/Organizational Reasons for Cost Allocations

312(10)

Cost Allocations Are a Tax System

312(1)

Taxing an Externality

313(6)

Insulating versus Noninsulating Cost Allocations

319(3)

Summary

322(25)

Cost Allocation: Practices

347(62)

Death Spiral

348(5)

Allocating Capacity Costs: Depreciation

353(1)

Allocating Service Department Costs

353(11)

Direct Allocation Method

355(2)

Step-Down Allocation Method

357(2)

Service Department Costs and Transfer Pricing of Direct and Step-Down Methods

359(3)

Reciprocal Allocation Method

362(2)

Recap

364(1)

Joint Costs

364(8)

Chickens

366(1)

Net Realizable Value

367(4)

Decision Making and Control

371(1)

Segment Reporting and Joint Benefits

372(1)

Summary

373(36)

Reciprocal Method for Allocating Service Department Costs

374(35)

Absorption Cost Systems

409(59)

Job Order Costing

411(2)

Cost Flows through the T-Accounts

413(3)

Allocating Overhead to Jobs

416(11)

Overhead Rates

416(1)

Over/Underabsorbed Overhead

417(3)

Flexible Budgets to Estimate Overhead

420(3)

Expected versus Normal Volume

423(4)

Permanent versus Temporary Volume Changes

427(1)

Plantwide versus Multiple Overhead Rates

428(4)

Process Costing: The Extent of Averaging

432(1)

Summary

433(35)

Process Costing

433(6)

Demand Shifts, Fixed Costs, and Pricing

439(29)

Criticisms of Absorption Cost Systems: Incentive to Overproduce

468(33)

Incentive to Overproduce

470(4)

Example

470(2)

Reducing the Overproduction Incentive

472(2)

Variable (Direct) Costing

474(4)

Background

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