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Solution Manual for Cost Management Measuring Monitoring and Motivating Performance 2nd Edition by Eldenburg

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Solution Manual for Cost Management Measuring Monitoring and Motivating Performance 2nd Edition by Eldenburg

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Cost accounting has become an increasingly important tool for managers and accountants alike. The second edition helps them achieve professional success by bridging the gaps between knowledge, skills and abilities. It has been revised to focus on decision-making while still examining the procedural detail. It also emphasizes the analysis and application of concepts. Additional examples and illustrations draw comparisons between government and manufacturing. Real-world scenarios and ethical decision-making sections demonstrate how the material is applied. Accountants and managers will also view Excel spreadsheets to give them a better understanding of the material.

 

Table of Content:

  1. Chapter 1: The Role of Accounting Information in Management Decision Making
  2. MOTOROLA’S IRIDIUM PROJECT: LOOK BEFORE YOU LEAP
  3. STRATEGIC MANAGEMENT AND DECISION MAKING
  4. Organizational Vision
  5. Organizational Core Competencies
  6. Organizational Strategies
  7. Operating Plans
  8. Actual Operations
  9. Measuring, Monitoring, and Motivating Performance
  10. LEVERS OF CONTROL
  11. Belief Systems
  12. Boundary Systems
  13. Diagnostic Control Systems
  14. Interactive Systems
  15. COST ACCOUNTING AND STRATEGIC MANAGEMENT
  16. Management Accounting and Financial Accounting
  17. A Brief History of Cost Accounting
  18. Strategic Cost Management
  19. INFORMATION SYSTEMS AND STRATEGIC MANAGEMENT
  20. Internal and External Reports
  21. Improvements in Information for Management Decision Making
  22. Business Intelligence and Process Management Systems
  23. RELEVANT INFORMATION FOR DECISION MAKING
  24. Relevant and Irrelevant Cash Flows
  25. Relevance of Income Statement Information
  26. SNOW-BLADE SNOWBOARDS: IDENTIFYING RELEVANT COSTS
  27. Importance of Identifying Relevant Information
  28. BUSINESS RISK
  29. Risk Management
  30. Business Risk and Cost Management
  31. DECISION-MAKING BIASES
  32. RISK OF BIASED DECISIONS: Nonrational Escalation of Commitment
  33. QUALITY OF MANAGEMENT DECISION-MAKING
  34. ETHICAL DECISION MAKING
  35. Conflicting Interests
  36. Motive for Ethical Behavior
  37. FOCUS ON ETHICAL DECISION MAKING: Ethical Considerations in Outsourcing Decisions
  38. Reputation Effects of Suppliers’ Unethical Actions
  39. Analyzing the Ethics of a Decision
  40. APPENDIX 1A Steps for Better Thinking: A Decision-Making Process
  41. SUMMARY
  42. KEY TO SYMBOLS
  43. Self-Study Problems
  44. Key Terms
  45. QUESTIONS
  46. EXERCISES
  47. PROBLEMS
  48. MINI-CASES
  49. Chapter 2: The Cost Function
  50. FLYING LOW DURING AN ECONOMIC DOWNTURN
  51. IDENTIFYING RELEVANT COSTS FOR A DECISION
  52. Relevant Costs for a Cost Object
  53. Identifying Relevant Costs from the Accounting System
  54. Direct and Indirect Costs
  55. Opportunity Costs
  56. Sunk Costs
  57. COST BEHAVIOR
  58. Variable, Fixed, and Mixed Costs
  59. Classifying Costs
  60. Relevant Range
  61. Cost Functions
  62. Cost Driver
  63. Identifying Potential Cost Drivers
  64. No Apparent Cost Driver
  65. Discretionary Costs
  66. Economies of Scale
  67. FOCUS ON ETHICAL DECISION MAKING: Discretionary Costs
  68. Ethics and Pharmaceutical Advertising
  69. INFORMATION USED TO ESTIMATE COSTS
  70. COST ESTIMATION TECHNIQUES
  71. Engineered Estimate of Cost
  72. Analysis at the Account Level
  73. Scatter Plots
  74. Two-Point Method
  75. High-Low Method
  76. RISK OF BIASED DECISIONS: Insensitivity to Sample Size
  77. ESTIMATING THE COST FUNCTION
  78. SMALL ANIMAL CLINIC (PART 1): CREATING A COST FUNCTION
  79. Identify Relevant Costs and Obtain Information Needed for Estimation
  80. Categorize Costs, Apply Cost Estimation Techniques, and Estimate Future Costs
  81. Combine All Relevant Cost Estimates
  82. Estimating Profit
  83. REGRESSION ANALYSIS
  84. Simple Regression Analysis
  85. Interpreting Simple Regression Results
  86. SMALL ANIMAL CLINIC (PART 2): TWO-POINT METHOD AND REGRESSION ANALYSIS
  87. Revised Analysis of the Treatment Supplies Cost
  88. Quarterly Data
  89. Scatter Plots
  90. Two-Point Method
  91. Simple Regression Analysis
  92. Revised Cost Estimate
  93. Review of Methods, Total Cost Function
  94. STRATEGIC RISK MANAGEMENT: Small Animal Clinic (Part 2)
  95. Cost Estimation Accuracy and Strategies
  96. USES AND LIMITATIONS OF COST ESTIMATES
  97. Cost Estimation and Managerial Decision Making
  98. Common Errors in Estimating Relevant Costs
  99. Quality of Estimation Techniques
  100. Reliance on Cost Estimates
  101. APPENDIX 2A REGRESSION ANALYSIS-ADDITIONAL TOPICS
  102. MULTIPLE REGRESSION ANALYSIS
  103. Choosing Cost Drivers for Multiple Regression
  104. PRINT MASTERS PRINT SHOP: USING MULTIPLE REGRESSION TO ESTIMATE A COST FUNCTION
  105. Scatter Plots and Simple Regression Results
  106. Multiple Regression Analysis
  107. REGRESSION ANALYSIS ASSUMPTIONS
  108. ADDITIONAL REGRESSION ANALYSIS CONSIDERATIONS
  109. Stepwise Linear Fixed Costs
  110. Piecewise Linear Variable Costs
  111. Data Limitations
  112. APPENDIX 2B: Learning Curves
  113. SUMMARY
  114. KEY TO SYMBOLS
  115. Self-Study Problems
  116. Key Terms
  117. QUESTIONS
  118. EXERCISES
  119. PROBLEMS
  120. MINI-CASES
  121. Chapter 3: Cost-Volume-Profit Analysis
  122. WIRED OR WIRELESS: ADJUSTING TO NEW MARKETS
  123. COST-VOLUME-PROFIT ANALYSIS
  124. Profit Equation and Contribution Margin
  125. CVP Analysis in Units
  126. CVP Analysis in Revenues
  127. CVP for Multiple Products
  128. Breakeven Point
  129. Cost-Volume-Profit Graph
  130. CVP with Income Taxes
  131. DIE GEFLECKTE KUH EIS (THE SPOTTED COW CREAMERY) (PART 1): CVP ANALYSIS WITH INCOME TAXES
  132. Estimating the Cost Function
  133. Estimating After-Tax Profit
  134. Calculating Revenues to Achieve Targeted After-Tax Profit
  135. RISK OF BIASED DECISIONS: Optimism Bias
  136. PERFORMING CVP ANALYSES WITH A SPREADSHEET
  137. CVP Calculations for a Sales Mix
  138. CVP Sensitivity Analysis
  139. Discretionary Expenditure Decision
  140. Planning, Monitoring, and Motivating with CVP
  141. DIE GEFLECKTE KUH EIS (THE SPOTTED COW CREAMERY) (PART 2): THE INFLUENCE OF SALES MIX ON PROFITABILI
  142. STRATEGIC RISK MANAGEMENT: Spotted Cow Creamery (Part 2)
  143. ASSUMPTIONS AND LIMITATIONS OF COST-VOLUME-PROFIT ANALYSIS
  144. Business Risk and Quality of Input Data
  145. Quality of CVP Technique
  146. CVP for Nonprofit Organizations
  147. SMALL ANIMAL CLINIC: NOT-FOR-PROFIT ORGANIZATION CVP ANALYSIS WITH TWO RELEVANT RANGES
  148. Breakeven Compared to Budget
  149. Potential Investment in New Equipment
  150. Calculating and Analyzing Targeted Activity Level
  151. CVP Adjusted for Change in Relevant Range
  152. MARGIN OF SAFETY AND DEGREE OF OPERATING LEVERAGE
  153. Margin of Safety
  154. Degree of Operating Leverage
  155. Using the Degree of Operating Leverage to Plan and Monitor Operations
  156. FOCUS ON ETHICAL DECISION MAKING: Temporary Labor
  157. Ethics and Temporary Labor
  158. SUMMARY
  159. KEY TO SYMBOLS
  160. Self-Study Problems
  161. Key Terms
  162. QUESTIONS
  163. EXERCISES
  164. PROBLEMS
  165. MINI-CASES
  166. Chapter 4: Relevant Information for Decision Making
  167. INTERNATIONAL OUTSOURCING: THE GOOD, THE BAD, AND THE CONTROVERSIAL
  168. RELEVANT INFORMATION FOR DECISION MAKING
  169. Process for Identifying and Analyzing Relevant Information
  170. Operating Decision Examples
  171. SPECIAL ORDERS
  172. Quantitative Rule for Special Order Decisions
  173. BARKLEY BASKETBALLS: SPECIAL ORDER
  174. Quantitative Analysis
  175. Qualitative Analysis
  176. Strategic Prioritization
  177. STRATEGIC RISK MANAGEMENT: Barkley Basketballs
  178. Special Orders and Pricing Policies
  179. Qualitative and Risk Factors for Special Order Decisions
  180. KEEP OR DROP DECISIONS
  181. Quantitative Rule for Product and Business Segment Keep or Drop Decisions
  182. HOME AIDE SERVICES: KEEP OR DROP
  183. Quantitative Analysis
  184. Qualitative Analysis
  185. Strategic Prioritization
  186. STRATEGIC RISK MANAGEMENT: Home Aide Services
  187. The Business Risk of Dropping a Product
  188. Customer Profitability
  189. RISK OF BIASED DECISIONS: Confirmation Bias
  190. Costs of Carrying Inventory
  191. Qualitative and Risk Factors for Keep or Drop Decisions
  192. INSOURCE OR OUTSOURCE (MAKE OR BUY) DECISIONS
  193. Quantitative Rule for Insource or Outsource Decisions
  194. ROADRUNNER PUBLISHERS (PART 1): INSOURCE OR OUTSOURCE
  195. Quantitative Analysis
  196. Qualitative Analysis
  197. Strategic Prioritization
  198. Qualitative and Risk Factors for Outsourcing Decisions
  199. FOCUS ON ETHICAL DECISION MAKING: Offshoring Surgery
  200. The Ethics of International Medical Outsourcing
  201. PRODUCT EMPHASIS DECISIONS
  202. Quantitative Rule for Product Emphasis Decisions
  203. Theory of Constraints and Constrained Resources
  204. Quantitative Rule for Choosing the Product Mix When Resources Are Constrained
  205. Quantitative Rule for Relaxing Constraints for One or Two Products
  206. ROADRUNNER PUBLISHERS (PART 2): CONSTRAINED RESOURCE
  207. Qualitative Analysis
  208. Quantitative Analysis
  209. Strategic Prioritization
  210. STRATEGIC RISK MANAGEMENT: Roadrunner Publishers (Part 2)
  211. Reducing the Risk of Lost Sales
  212. PRODUCT EMPHASIS: MULTIPLE RESOURCE CONSTRAINTS AND MULTIPLE PRODUCTS
  213. Quantitative Rule for Maximizing Contribution Margin with Multiple Constraints and Multiple Products
  214. BERTRAM GOLF CARTS: MULTIPLE CAPACITY CONSTRAINTS AND MULTIPLE PRODUCTS
  215. STRATEGIC RISK MANAGEMENT: Bertram Golf Carts
  216. Risky Assumptions
  217. METHODS FOR RELAXING CONSTRAINTS
  218. Use Constrained Resources More Efficiently
  219. Increase Available Resources
  220. Qualitative and Risk Factors for Product Emphasis and Constrained Resource Problems
  221. QUALITY OF OPERATING DECISIONS
  222. Quality of Information
  223. Strategic Alignment
  224. Decision-Maker Bias
  225. Opportunity Costs
  226. ROADRUNNER PUBLISHERS (PART 3): INSOURCE OR OUTSOURCE WITH OPPORTUNITY COSTS
  227. Business Risk and Sensitivity Analysis
  228. Control System Incentive and Behavioral Effects
  229. Appendix 4A: Using Excel Solver for Product Emphasis and Constrained Resource Decisions
  230. 1. Determine the Objective (Target) Function
  231. 2. Create Constraint Functions
  232. 3. Set Up an Excel Spreadsheet
  233. 4. Use Excel Solver to Maximize the Objective Function
  234. 5. Interpret the Solver Output
  235. SUMMARY
  236. KEY TO SYMBOLS
  237. Self-Study Problem
  238. Key Terms
  239. QUESTIONS
  240. EXERCISES
  241. PROBLEMS
  242. MINI-CASES
  243. Chapter 5: Job Costing
  244. BOMBARDIER: CUSTOM MANUFACTURING
  245. ASSIGNING PRODUCT COSTS TO INDIVIDUAL GOODS OR SERVICES
  246. Product Costs
  247. Process Costing
  248. Job Costing
  249. JOB COSTING IN MANUFACTURING
  250. Assigning Direct Costs
  251. Computerized and Manual Job Costing Systems
  252. ALLOCATING OVERHEAD
  253. Actual and Normal Costing
  254. ALUMINUM BENDERS (PART 1): ALLOCATING OVERHEAD COSTS IN JOB COSTING
  255. Evaluating Overhead Cost Pools and Allocation Bases
  256. Understanding the Overhead Cost Allocation Method
  257. GENERAL LEDGER ENTRIES FOR A MANUFACTURER
  258. Overapplied and Underapplied Overhead
  259. SERVICE SECTOR JOB COSTING
  260. NIGHTHAWK, LLP: JOB COSTING IN A LAW FIRM
  261. Estimated Job Costs and Price
  262. Competitor’s Job Costs and Price
  263. Monitoring Job Costs
  264. STRATEGIC RISK MANAGEMENT: Nighthawk, LLP
  265. Relevance of Fixed Costs
  266. JOB COST INFORMATION, DECISIONMAKING, AND INCENTIVES
  267. Allocated Overhead Costs and Decision Making
  268. ALUMINUM BENDERS (PART 2): JOB COSTS RELEVANT FOR DECISION MAKING
  269. Qualitative Factors
  270. Judgment and Uncertainties in Job Costing System Design
  271. Measuring Job Costs for Diagnostic Control
  272. Allocated Overhead and Relevant Costs
  273. RISK OF BIASED DECISIONS: Hindsight Bias
  274. FOCUS ON ETHICAL DECISION MAKING: Overbilling Clients for Expenses
  275. Tracing Rebates and Discounts Directly to Jobs
  276. SPOILAGE, REWORK, AND SCRAP IN JOB COSTING
  277. Normal and Abnormal Spoilage
  278. ALUMINUM BENDERS (PART 3): ASSIGNING SPOILAGE COSTS
  279. Rework
  280. Scrap
  281. PRODUCTION QUALITY AND BEHAVIOR IMPLICATIONS
  282. Spoilage Opportunity Costs
  283. Investing in Quality
  284. Effect of Accounting on Manager Behavior
  285. External Monitoring
  286. SUMMARY
  287. KEY TO SYMBOLS
  288. Self-Study Problems
  289. Key Terms
  290. QUESTIONS
  291. EXERCISES
  292. PROBLEMS
  293. MINI-CASES
  294. Chapter 6: Process Costing
  295. NESTLÉ: BOTTLING WATER IN TENNESSEE
  296. ACCOUNTING FOR THE COST OF MASS-PRODUCED GOODS
  297. Assigning Direct Materials and Conversion Costs
  298. Work in Process and Equivalent Units
  299. PROCESS COSTING METHODS
  300. Detailed Example
  301. RISK OF BIASED DECISIONS: Lake Wobegon Effect
  302. GENERAL LEDGER ACCOUNTS FOR PROCESS COSTING
  303. PREMIER PLASTICS (PART 1): CHOOSING A PROCESS COSTING METHOD
  304. Weighted Average and FIFO Process Cost Reports
  305. Comparison of Weighted Average and FIFO
  306. FOCUS ON ETHICAL DECISION MAKING: Humane Treatment of Chickens
  307. The Ethics of Production Methods
  308. PROCESS COSTING UNDER DIFFERENT ASSUMPTIONS
  309. Direct Materials Added During the Process
  310. Nonuniform Conversion Costs and Multiple Cost Pools
  311. Costs Transferred from Another Department
  312. PREMIER PLASTICS (PART 2): COSTS TRANSFERRED FROM ANOTHER DEPARTMENT AND DIRECT MATERIALS ADDED LATE
  313. ALTERNATIVE SYSTEMS FOR COSTING MASS PRODUCTION
  314. Standard Costing
  315. Just-in-Time and Long-Term Procurement Contracts
  316. Hybrid Costing Systems and Operation Costing
  317. ACCOUNTING FOR SPOILAGE IN PROCESS COSTING
  318. PREMIER PLASTICS (PART 3): FIFO COST REPORT WITH NORMAL AND ABNORMAL SPOILAGE
  319. FIFO Process Cost Report and Journal Entries with Spoilage
  320. Using Spoilage Cost Information
  321. STRATEGIC RISK MANAGEMENT: Premier Plastics (Part 3)
  322. Acceptability of Normal Spoilage
  323. Quality-Related Costs
  324. PROCESS COST INFORMATION AND MANAGER’S INCENTIVES AND DECISIONS
  325. Diagnostic Control of Process Quality and Costs
  326. Process Costing Information and Decision Making
  327. Mismeasurement of Cost Flows
  328. Work in Process Units at Different Stages of Completion
  329. SUMMARY
  330. KEY TO SYMBOLS
  331. Self-Study Problem
  332. Key Terms
  333. QUESTIONS
  334. EXERCISES
  335. PROBLEMS
  336. MINI-CASES
  337. Chapter 7: Multi-Pool, Multi-Driver Costing Methods
  338. SUN LIFE: ANALYZING THE COST OF CLAIMS PROCESSING
  339. ACTIVITY-BASED COSTING (ABC)
  340. Traditional Cost Accounting Systems
  341. Activity-Based Costing Systems
  342. ABC COST HIERARCHY
  343. Organization-Sustaining Activities
  344. Facility-Sustaining Activities
  345. Customer-Sustaining Activities
  346. Product-Sustaining Activities
  347. Batch-Level Activities
  348. Unit-Level Activities
  349. ASSIGNING COSTS USING AN ABC SYSTEM
  350. 1. Identify the Relevant Cost Object
  351. 2. Identify Activities
  352. 3. Assign Costs to Activity-Based Cost Pools
  353. 4. For Each ABC Cost Pool, Choose a Cost Driver
  354. 5. For Each ABC Cost Pool, Calculate an Allocation Rate
  355. 6. For Each ABC Cost Pool, Allocate Activity Costs to the Cost Object
  356. KEENER DOORS AND WINDOWS (PART 1): COMPARISON OF ABC AND TRADITIONAL JOB COSTING
  357. Product Costs Using Job Costing
  358. Product Costs Using ABC
  359. Using ABC Product Cost Information
  360. STRATEGIC RISK MANAGEMENT: Keener Doors and Windows (Part 1)
  361. Product Cost Information Bias
  362. ABC IN SERVICE ORGANIZATIONS
  363. ACTIVITY-BASED MANAGEMENT
  364. Managing Customer Profitability
  365. Managing Product and Process Design
  366. KEENER DOORS AND WINDOWS (PART 2): CUSTOMER PROFITABILITY ANALYSIS, WARRANTY COST ANALYSIS, AND ABM
  367. Using ABC for Customer Profitability
  368. Using ABC for Warranty Costs
  369. Managing Environmental Costs
  370. Managing Quality
  371. Drawbacks of ABC
  372. SWISS WATCH: ABM AND THE COST OF QUALITY
  373. Estimating the Costs of Quality
  374. Using Quality Cost Information to Better Manage Operations
  375. STRATEGIC RISK MANAGEMENT: Swiss Watch
  376. Quality and Reputation
  377. Modified Versions of ABC
  378. FOCUS ON ETHICAL DECISION MAKING: Promoting Inappropriate Uses of ABC
  379. Ethics of Consultant Services
  380. OTHER MULTI-POOL, MULTI-DRIVER COST ACCOUNTING SYSTEMS
  381. Grenzplankostenrechnung (GPK)
  382. Resource Consumption Accounting (RCA)
  383. Cost Pool Calculations Under GPK and RCA
  384. Idle/Excess Capacity Analysis
  385. Multi-Level Income Statement
  386. Drawbacks of GPK and RCA
  387. RISK OF BIASED DECISIONS: Status Quo Bias
  388. MULTI-POOL, MULTI-DRIVER SYSTEMS, DECISION MAKING, AND INCENTIVES
  389. Benefits of ABC, GPK, and RCA Systems
  390. Costs of ABC, GPK, and RCA Systems
  391. SUMMARY
  392. KEY TO SYMBOLS
  393. Self-Study Problems
  394. Key Terms
  395. QUESTIONS
  396. EXERCISES
  397. PROBLEMS
  398. MINI-CASES
  399. Chapter 8: Measuring and Assigning Support Department Costs
  400. ALLOCATING SUPPORT DEPARTMENT COSTS IN SEATTLE
  401. SUPPORT DEPARTMENT COST ALLOCATION
  402. Objectives for Support Department Cost Allocation
  403. PROCESS FOR ALLOCATING SUPPORT DEPARTMENT COSTS
  404. Clarifying the Purpose
  405. Identifying Support and Operating Department Cost Pools
  406. Assigning Costs to Cost Pools and Choosing Allocation Bases
  407. Allocation Methods
  408. DIRECT METHOD
  409. MIDDLETOWN CHILDREN’S CLINIC (PART 1): DIRECT METHOD ALLOCATION
  410. Cost Object, Cost Pools, and Assigning Costs
  411. Choosing Allocation Bases
  412. Direct Method Calculations
  413. STEP-DOWN METHOD
  414. MIDDLETOWN CHILDREN’S CLINIC (PART 2): STEP-DOWN METHOD ALLOCATION
  415. RECIPROCAL METHOD
  416. MIDDLETOWN CHILDREN’S CLINIC (PART 3): RECIPROCAL METHOD ALLOCATION
  417. Allocating Support Costs Among Support Departments
  418. Allocating Support Costs to Operating Departments
  419. Comparing Results and Choosing an Allocation Method
  420. STRATEGIC RISK MANAGEMENT: Middletown Children’s Clinic (Part 3)
  421. Accuracy of Cost Measurement
  422. Comparing the Direct, Step-Down, and Reciprocal Methods
  423. SINGLE-VERSUS DUAL-RATE ALLOCATIONS
  424. MIDDLETOWN CHILDREN’S CLINIC (PART 4): DUAL RATES AND RECIPROCAL METHOD WITH THREE SUPPORT DEPARTM
  425. Charges Based on Single-Rate Allocation
  426. Analysis of Cost Behavior and Revision of Cost Pools
  427. Charges Based on Variable Cost Allocation
  428. Dual-Rate Allocation
  429. STRATEGIC RISK MANAGEMENT: Middletown Children’s Clinic (Part 4)
  430. Support Cost Allocations in a Diagnostic Control System
  431. SUPPORT COST ALLOCATIONS, DECISION MAKING, AND INCENTIVES
  432. Relevant Support Costs for Decision Making
  433. Support Department Allocations as Transfer Prices
  434. Setting Transfer Prices for Support Services
  435. Incentive Effects of Budgeted Versus Actual Rates
  436. Fairness and Allocation of Common Costs
  437. RISK OF BIASED DECISIONS: Fairness Bias
  438. Incentives Under Cost-Based Contracting
  439. FOCUS ON ETHICAL DECISION MAKING: Classifying Overhead Costs at Stanford University
  440. The Ethics of Accurate Cost Classification
  441. APPENDIX 8A: Using Solver to Calculate Simultaneous Equations for the Reciprocal Method
  442. SUMMARY
  443. KEY TO SYMBOLS
  444. Self-Study Problem
  445. Key Terms
  446. QUESTIONS
  447. EXERCISES
  448. PROBLEMS
  449. MINI-CASES
  450. Chapter 9: Joint Product and By-Product Costing
  451. HYPERION—TURNING WASTE INTO PROFIT
  452. JOINT PRODUCTS AND COSTS
  453. ALLOCATING JOINT COSTS
  454. Physical Output Method
  455. Sales Value at Split-Off Point Method
  456. Net Realizable Value Method
  457. Constant Gross Margin NRV Method
  458. CHOOSING AN APPROPRIATE JOINT COST ALLOCATION METHOD
  459. Pros and Cons of Alternative Allocation Methods
  460. MERRITT BROTHERS (PART 1): CHOOSING AN APPROPRIATE ALLOCATION METHOD
  461. PROCESSING A JOINT PRODUCT BEYOND THE SPLIT-OFF POINT
  462. MERRITT BROTHERS (PART 2): JOINT PRODUCT DECISION MAKING
  463. Quantitative and Qualitative Factors
  464. STRATEGIC RISK MANAGEMENT: Merritt Brothers (Part 2)
  465. Relevant Information for Product Line Decisions
  466. Judgment and Bias in Incremental Revenue and Cost Estimates
  467. RISK OF BIASED DECISIONS: Joint-Versus-Separate Preference Reversals
  468. JOINT PRODUCTS AND BY-PRODUCTS
  469. Accounting for By-Products
  470. Income Statement Effects of Recognizing By-Product Value at Time of Production Versus at Sale
  471. JOINT PRODUCT COSTING WITH A SALES MIX
  472. PREMIUM PINEAPPLE COMPANY JOINT PRODUCT COSTING WITH A SALES MIX
  473. Physical Output Method
  474. Sales Value at Split-Off Point Method
  475. Net Realizable Value Method
  476. Constant Gross Margin NRV Method
  477. Comparing Methods
  478. STRATEGIC RISK MANAGEMENT: Premium Pineapple Company
  479. JOINT COST ALLOCATIONS, DECISION MAKING, AND INCENTIVES
  480. Diagnostic Control of Joint Processes and Costs
  481. FOCUS ON ETHICAL DECISION MAKING: Hazardous Cement
  482. Ethics and Hazardous Waste
  483. SUMMARY
  484. KEY TO SYMBOLS
  485. Self-Study Problem
  486. Key Terms
  487. QUESTIONS
  488. EXERCISES
  489. PROBLEMS
  490. MINI-CASES
  491. Chapter 10: Static and Flexible Budgets
  492. PLANNING FOR A MOVING TARGET
  493. BUDGETS AND THE STRATEGIC MANAGEMENT PROCESS
  494. Budgets and Levers of Control
  495. MASTER BUDGET
  496. Developing a Master Budget
  497. Forecasting
  498. RISK OF BIASED DECISIONS: Recency Effect
  499. UNIQUE SINKS (PART 1): DEVELOPING A MASTER BUDGET
  500. Developing the Revenue Budget
  501. Developing the Production Budget
  502. Developing the Direct Materials and Direct Labor Budget
  503. Developing the Manufacturing Overhead Budget
  504. Developing the Budgeted Statement of Cost of Goods Manufactured and Sold
  505. Developing the Selling and Administration Budget
  506. Developing the Cash Receipts and Disbursements Budget
  507. Developing the Short-Term Financing Budget
  508. Developing the Budgeted Statement of Income and Retained Earnings
  509. Developing the Budgeted Balance Sheet
  510. Approving and Using the Master Budget
  511. STRATEGIC RISK MANAGEMENT: Unique Sinks (Part 1)
  512. Budgets as Controls
  513. Budget Assumptions and Business Risks
  514. Bias in Operational Planning
  515. Budgeting in Nonmanufacturing Organizations
  516. Budgeting in International Organizations
  517. FLEXIBLE BUDGETS
  518. Budget Sensitivity Analysis
  519. UNIQUE SINKS (PART 2): DEVELOPING AND USING A FLEXIBLE BUDGET
  520. Developing a Flexible Budget
  521. Flexible Budget Operating Income and Breakeven Point
  522. Flexible Budget Cash Receipts and Disbursements
  523. Using the Flexible Budget for Planning
  524. STRATEGIC RISK MANAGEMENT: Unique Sinks (Part 2)
  525. Flexible Budget and Quality of Information
  526. BUDGETS AS PERFORMANCE BENCHMARKS
  527. Budget Variances and Analyses
  528. UNIQUE SINKS (PART 3): DEVELOPING A VARIANCE REPORT
  529. Static Versus Flexible Budget Variances
  530. Relevant Variance Information
  531. STRATEGIC RISK MANAGEMENT: Unique Sinks (Part 3)
  532. Variances in a Diagnostic Control System
  533. Variances and the Degree of Business Risk
  534. PEOPLE: THE CENTER OF THE BUDGETING PROCESS
  535. Budget Responsibility and Performance Evaluation
  536. Participation in Budgeting
  537. Budget Manipulation
  538. Zero-Based Budgeting
  539. FOCUS ON ETHICAL DECISION MAKING: Timely Reporting of Budget Problems
  540. Budgets, Teamwork, and Ethics
  541. BEYOND TRADITIONAL BUDGETING
  542. Activity-Based Budgets
  543. GPK and RCA Budgets
  544. Beyond Budgeting: Relative Performance Evaluation
  545. Beyond Budgeting: Dynamic Forecasting (Rolling Budgets)
  546. Kaizen Budgets
  547. Technology and Budgeting
  548. SUMMARY
  549. KEY TO SYMBOLS
  550. Self-Study Problems
  551. Key Terms
  552. QUESTIONS
  553. EXERCISES
  554. PROBLEMS
  555. MINI-CASES
  556. Chapter 11: Standard Costs and Variance Analysis
  557. RESPONDING TO UNEXPECTED CHANGES IN RESOURCE SUPPLIES AND PRICES
  558. VARIANCE ANALYSIS AND THE STRATEGIC MANAGEMENT PROCESS
  559. Variance Analysis
  560. Variance Analysis in a Diagnostic Control System
  561. Behavior Implications of Variances in a Diagnostic Control System
  562. Variance Analysis in an Interactive Control System
  563. STANDARD COSTING
  564. Standard Costing System and Variances
  565. Standard Cost Categories
  566. Developing Standard Costs
  567. CEMENTOS JUAREZ (PART 1): SETTING STANDARD COSTS
  568. Setting Cost Standards
  569. Summary of Direct and Overhead Cost Standards
  570. Cost Budget
  571. RISK OF BIASED DECISIONS: Anchoring Trap
  572. STRATEGIC RISK MANAGEMENT: Cementos Juarez (Part 1)
  573. Standard Costs in a Diagnostic Control System
  574. DIRECT COST VARIANCES
  575. Price Variances
  576. Efficiency Variances
  577. Journal Entries for Direct Costs and Variances
  578. CEMENTOS JUAREZ (PART 2): VARIANCES FOR DIRECT MATERIALS AND DIRECT LABOR
  579. Direct Materials Price Variance
  580. Direct Labor Price Variance
  581. Direct Materials Efficiency Variance
  582. Direct Labor Efficiency Variance
  583. ANALYZING DIRECT COST VARIANCE INFORMATION
  584. Identifying Reasons for Direct Cost Variances
  585. Recognizing Resource and Quality Trade-Offs
  586. CEMENTOS JUAREZ (PART 3): ANALYZING DIRECT COST VARIANCE INFORMATION
  587. OVERHEAD VARIANCES
  588. Variable Overhead Spending Variance
  589. Variable Overhead Efficiency Variance
  590. Fixed Overhead Spending Variance
  591. Production Volume Variance
  592. Journal Entries for Overhead Costs and Variances
  593. CEMENTOS JUAREZ (PART 4): OVERHEAD VARIANCES
  594. Variable Overhead Spending and Efficiency Variances
  595. Fixed Overhead Spending and Production Volume Variances
  596. ANALYZING OVERHEAD VARIANCE INFORMATION
  597. Analyzing Overhead Spending Variances
  598. Interpreting the Variable Overhead Efficiency Variance
  599. Interpreting the Production Volume Variance
  600. COST VARIANCE ADJUSTMENTS
  601. FOCUS ON ETHICAL DECISION MAKING: Wasted Soup
  602. Ethics and Continuous Improvement
  603. APPENDIX 11A: Profit-Related Variances
  604. Revenue Variances
  605. Sales Price and Revenue Sales Quantity Variances
  606. Contribution Margin–Related Variances
  607. Contribution Margin Variance and Contribution Margin Sales Volume Variance
  608. Contribution Margin Sales Mix Variance and Contribution Margin Sales Quantity Variance
  609. Analyzing Revenue and Contribution Margin Variance Information
  610. SUMMARY
  611. KEY TO SYMBOLS
  612. Self-Study Problems
  613. Key Terms
  614. QUESTIONS
  615. EXERCISES
  616. PROBLEMS
  617. MINI-CASES
  618. Chapter 12: Strategic Investment Decisions
  619. KEEPING AN EYE ON CHINESE MANUFACTURING CAPACITY
  620. STRATEGIC INVESTMENT DECISIONS
  621. Capital Budgeting
  622. Identifying and Prioritizing Investment Opportunities
  623. Relevant Cash Flows
  624. Quantitative and Qualitative Analyses
  625. NET PRESENT VALUE METHOD
  626. Present Value of a Series of Cash Flows
  627. Net Present Value of a Project
  628. Profitability Index
  629. Identifying a Reasonable Discount Rate
  630. BUSINESS RISK AND SENSITIVITY ANALYSIS
  631. Cash Flow Risks
  632. Estimating Project Life and Discount Rates
  633. Sensitivity Analysis
  634. RISK OF BIASED DECISIONS: Overconfidence Trap
  635. BOULDER MEDICAL SUPPLY (PART 1): NET PRESENT VALUE WITH OPPORTUNITY COST AND SENSITIVITY ANALYSIS
  636. Relevant Cash Flows and Timeline
  637. NPV Analysis
  638. STRATEGIC RISK MANAGEMENT: Boulder Medical Supply (Part 1)
  639. Relevant Information for a Strategic Investment
  640. INTERNAL RATE OF RETURN
  641. IRR Calculations
  642. Comparison of NPV and IRR Methods
  643. PAYBACK METHOD
  644. Advantages and Disadvantages of the Payback Method
  645. ACCRUAL ACCOUNTING RATE OF RETURN METHOD
  646. Advantages and Disadvantages of the Accrual Accounting Rate of Return Method
  647. OTHER CONSIDERATIONS FOR STRATEGIC INVESTMENT DECISIONS
  648. Qualitative Factors
  649. Reputation, Environment, Quality, and Community
  650. Making and Monitoring Strategic Investment Decisions
  651. FOCUS ON ETHICAL DECISION MAKING: The Right Thing To Do
  652. Ethical Priorities for Strategic Investments
  653. INCOME TAXES AND THE NET PRESENT VALUE METHOD
  654. U.S. Income Tax Provisions
  655. Calculating Incremental Tax Cash Flows
  656. BOULDER MEDICAL SUPPLY (PART 2): NET PRESENT VALUE WITH INCOME TAXES
  657. After-Tax Incremental Operating Cash Flows
  658. Depreciation Tax Shield
  659. After-Tax Terminal Cash Flow
  660. Net Present Value and Investment Decision
  661. APPENDIX 12A: Inflation and the Net Present Value Method
  662. Real and Nominal Methods for NPV Analysis
  663. Internal Consistency in NPV Analysis
  664. CENTRAL IRRIGATION, INC.: NPV ANALYSIS WITH INCOME TAXES AND INFLATION
  665. NPV Calculations: Real Method
  666. NPV Calculations: Nominal Method
  667. Comparison of Nominal and Real Methods
  668. Real and Nominal Methods under Varying Inflation Rates
  669. APPENDIX 12B: Present and Future Value Tables
  670. SUMMARY
  671. KEY TO SYMBOLS
  672. Self-Study Problems
  673. Key Terms
  674. QUESTIONS
  675. EXERCISES
  676. PROBLEMS
  677. MINI-CASES
  678. Chapter 13: Strategic Pricing and Cost Management
  679. COMPETITION AND STRATEGIC LOSSES
  680. SECTION 1: Continuous Cost Improvemet
  681. VALUE CHAIN ANALYSIS
  682. Value-Added and Non-Value-Added Activities
  683. Supply Chain Analysis
  684. Using the Internet to Improve Inventory Supply
  685. Just-in-Time Production
  686. Other Benefits of Analyzing Production and Service Systems
  687. BUILDING DESIRED PROFIT INTO DECISIONS
  688. TARGET COSTING
  689. Target Costing Process
  690. Factors That Affect the Success of Target Costing
  691. MOUNT RAINIER BIKES (PART 1): TARGET COSTING
  692. Determine Product Target Price, Quality, and Functionality
  693. Determine Target Cost
  694. Design Product and Production Process to Achieve Target Cost
  695. Product Design Changes
  696. Supplier Negotiations
  697. Nonmanufacturing Costs
  698. Total Planned Cost Reduction
  699. Pilot Project to Evaluate Feasibility
  700. KAIZEN COSTING
  701. Planned Cost Reductions
  702. Achieving Planned Cost Reductions
  703. MOUNT RAINIER BIKES (PART 2): KAIZEN COSTING
  704. Cost Reductions
  705. Continuous Monitoring of Costs
  706. Using Target and Kaizen Costing over Time
  707. LIFE CYCLE COSTING
  708. RISK OF BIASED DECISIONS: Positive Illusions
  709. LEAN ACCOUNTING
  710. SECTION 2: Price Management
  711. PRICING METHODS
  712. Cost-Based Pricing
  713. Market-Based Pricing
  714. PROFIT-MAXIMIZING MARKET-BASED PRICE
  715. Price Elasticity of Demand
  716. FRENCH PERFUMERY: USING PRICE ELASTICITY TO CALCULATE PRODUCT PRICES
  717. Profit-Maximizing Prices for Breezy and Exotique
  718. Market Price Guidelines
  719. Estimating the Effect of Prices on Demand
  720. OTHER MARKET-BASED PRICING METHODS
  721. COST-BASED VERSUS MARKET-BASED PRICING
  722. OTHER INFLUENCES ON PRICE
  723. FOCUS ON ETHICAL DECISION MAKING: Price Gouging after Tragedy
  724. Ethics in a Strategic Pricing Decision
  725. PRICING IN NOT-FOR-PROFIT ORGANIZATIONS
  726. GOVERNMENT REGULATIONS AND PRICING
  727. SUMMARY
  728. KEY TO SYMBOLS
  729. Self-Study Problems
  730. Key Terms
  731. QUESTIONS
  732. EXERCISES
  733. PROBLEMS
  734. MINI-CASES
  735. Chapter 14: Measuring and Assigning Costs for Income Statements
  736. INVENTORY: SCARCITY OR ABUNDANCE?
  737. ABSORPTION COSTING AND VARIABLE COSTING
  738. Absorption Costing
  739. Variable Costing
  740. Managers’ Incentives Under Absorption Costing and Variable Costing
  741. RISK OF BIASED DECISION MAKING: Weasel Words
  742. BOATS AFLOAT YACHT COMPANY (PART 1): ABSORPTION COSTING AND VARIABLE COSTING INCOME STATEMENTS
  743. Absorption Costing
  744. Reconciling Absorption and Variable Costing Incomes
  745. BOATS AFLOAT YACHT COMPANY (PART 2): RECONCILING ABSORPTION COSTING AND VARIABLE COSTING INCOME STAT
  746. THROUGHPUT COSTING
  747. Advantages of Throughput Costing
  748. COMPARISON OF ABSORPTION, VARIABLE, AND THROUGHPUT COSTING
  749. ABSORPTION COSTING USING NORMAL COSTING
  750. Motivation for Normal Costing
  751. Allocation Rate Denominator Considerations
  752. Volume Variance with Normal Costing
  753. Evaluating Denominator Choices
  754. SKI DOODLE: COMPARING RESULTS USING ACTUAL PRODUCTION VOLUMES AND NORMAL CAPACITY
  755. Variable Costing
  756. Absorption Costing with Actual Volume
  757. Absorption Costing with Normal Capacity
  758. Choice of Fixed Overhead Allocation Rate Denominator and Volume Variance Adjustment
  759. The Effects of Beginning Inventory Balances on Income Reconciliation
  760. FLYING FORTRESS: ABSORPTION AND VARIABLE INCOME STATEMENTS WITH BEGINNING INVENTORIES
  761. Variable Costing
  762. Absorption Costing
  763. Reconciliation of Variable and Absorption Costing Income
  764. Using Variable and Absorption Costing Information
  765. DECISION MAKING AND MANAGER INCENTIVES
  766. Incentives to Build Up Inventories
  767. Disincentives to Build Up Inventories
  768. Desirable Inventory Levels and Business Risk
  769. Different Methods for Different Purposes
  770. FOCUS ON ETHICAL DECISION MAKING: Channel Stuffing at Bristol-Myers Squibb
  771. Thinking Critically about Ethics and Channel Stuffing
  772. SUMMARY
  773. KEY TO SYMBOLS
  774. Self-Study Problem
  775. Key Terms
  776. QUESTIONS
  777. EXERCISES
  778. PROBLEMS
  779. MINI-CASES
  780. Chapter 15: Performance Evaluation and Compensation
  781. NUCOR: A GROUP OF PEOPLE IN HEADLONG PURSUIT OF A SHARED PURPOSE*
  782. AGENCY THEORY
  783. Agency Costs
  784. Alternative Theories of Manager and Employee Behavior
  785. DECISION-MAKING AUTHORITY AND RESPONSIBILITY
  786. Centralized and Decentralized Organizations
  787. General Versus Specific Knowledge
  788. Technology and Globalization
  789. Choosing a Centralized Versus Decentralized Organizational Structure
  790. Organizational Structure and Span of Control
  791. RESPONSIBILITY ACCOUNTING
  792. Cost Centers
  793. Revenue Centers
  794. Profit Centers
  795. Investment Centers
  796. Responsibility Centers, Managers’ Incentives, and Diagnostic Controls
  797. INVESTMENT CENTER PERFORMANCE EVALUATION
  798. Return on Investment
  799. COMPUTER WIZARDS (PART 1) RETURN ON INVESTMENT AND DUPONT ANALYSIS
  800. Strategies for Increasing ROI
  801. Choosing a Plan of Action
  802. ROI and Managers’ Incentives
  803. Residual Income
  804. Economic Value Added
  805. COMPUTER WIZARDS (PART 2): COMPARING ALTERNATIVE INVESTMENT CENTER MEASURES
  806. Calculating Residual Income and EVA
  807. Analyzing the Results of Alternative Performance Measures
  808. Residual Income, EVA, and Managers’ Incentives
  809. MOTIVATING PERFORMANCE WITH COMPENSATION
  810. Bonus System Incentives
  811. Using Budgets to Monitor and Reward Performance
  812. Performance Measure Targets
  813. RISK OF BIASED DECISIONS: Regression to the Mean
  814. Budget and Variance Adjustments
  815. Long-Term Versus Short-Term Incentives
  816. International Executive Compensation
  817. FOCUS ON ETHICAL DECISION MAKING: Bailouts and Bonuses
  818. Ethics of Compensation Practices
  819. TRANSFER PRICE POLICIES
  820. Transfer Prices and Conflicts Among Managers
  821. Setting an Appropriate Transfer Price
  822. COMPUTER WIZARDS (PART 3): NEGOTIATED TRANSFER PRICES
  823. ADDITIONAL TRANSFER PRICE CONSIDERATIONS
  824. International Income Taxes
  825. Transfer Prices for Support Services
  826. Setting Transfer Prices for Internal Services
  827. Transfer of Corporate Overhead Costs
  828. SUMMARY
  829. KEY TO SYMBOLS
  830. Self-Study Problems
  831. Key Terms
  832. QUESTIONS
  833. EXERCISES
  834. PROBLEMS
  835. MINI-CASES
  836. Chapter 16: Strategic Performance Measurement
  837. WAL-MART STORES: MAINTAINING A LOW-COST STRATEGY
  838. STRATEGIC MANAGEMENT AND DECISION MAKING
  839. Communicating the Organization’s Vision
  840. Clarifying Core Competencies and Developing Strategies
  841. Developing Operating Plans
  842. Strategic Decision Making Throughout an Organization
  843. MEASURING ORGANIZATIONAL PERFORMANCE
  844. Financial Measures
  845. Nonfinancial Measures
  846. Using a Combination of Measures
  847. BALANCED SCORECARD
  848. ROYAL PHILIPS ELECTRONICS: ADOPTING A BALANCED SCORECARD
  849. Financial Perspective and Related Measures
  850. Customer Perspective and Related Measures
  851. Internal Business Process Perspective and Related Measures
  852. Learning and Growth Perspective and Related Measures
  853. Balanced Scorecard Performance Measures and Concepts Introduced in Prior Chapters
  854. RISK OF BIASED DECISIONS: Information Overload
  855. IMPLEMENTING A BALANCED SCORECARD
  856. Clarify Vision, Core Competencies, and Strategies
  857. Analyze Perspectives, Develop Strategic Objectives and Create a Strategy Map
  858. Communicate, Link Throughout the Organization, and Refine
  859. Establish Measures, Tactical Plans, and Performance Targets
  860. Collect and Analyze Scorecard Data
  861. Investigate Variances and Reward Employees
  862. Provide Feedback and Refine Balanced Scorecard
  863. COMMUNITY HOSPITAL: IMPLEMENTING A BALANCED SCORECARD
  864. Clarify Vision, Core Competencies, and Strategies
  865. Analyze Perspectives, Develop Strategic Objectives, and Create Strategy Map
  866. Communicate, Link Throughout the Organization, and Refine
  867. Establish Measures, Tactical Plans, and Performance Targets
  868. Completing the Balanced Scorecard Implementation Process
  869. STRATEGIC RISK MANAGEMENT: Community Hospital
  870. Strategy Map Linkages
  871. BALANCED SCORECARD, STRATEGIC MANAGEMENT, AND INCENTIVES
  872. Strengths
  873. Weaknesses
  874. Barriers to Implementing Strategies
  875. How Valuable Is the Balanced Scorecard?
  876. Balanced Scorecard and Levers of Control
  877. FOCUS ON ETHICAL DECISION MAKING: Economic Medicalization of Research Studies
  878. Ethics of Economic Medicalization
  879. ENVISIONING THE FUTURE OF COST ACCOUNTING
  880. SUMMARY
  881. KEY TO SYMBOLS
  882. Self-Study Problem
  883. Key Terms
  884. QUESTIONS
  885. EXERCISES
  886. PROBLEMS
  887. MINI-CASES
  888. Chapter 17: Sustainability Accounting
  889. THE SCOOP ON SOCIAL AND ENVIRONMENTAL REPORTING AT BEN & JERRY’S®
  890. SUSTAINABLE MANAGEMENT
  891. Sustainability and Sustainable Management
  892. Strategic Process for Sustainable Management
  893. FOCUS ON ETHICAL DECISION MAKING: Rooting Out Bribery
  894. Ethics and Similar Codes of Conduct in Practice
  895. Sustainability and Levers of Control
  896. SUSTAINABILITY ACCOUNTING AND REPORTING
  897. Sustainability Accounting and Sustainability Management Accounting
  898. Internal and External Sustainability Reporting
  899. EXTERNAL SUSTAINABILITY REPORTING
  900. Motivations for External Sustainability Reporting
  901. RISK OF BIASED DECISIONS: Greenwashing
  902. Frameworks and Guidelines for External Sustainability Reporting
  903. Recognition for High-Quality Sustainability Management and Reporting
  904. SUSTAINABILITY MANAGEMENT ACCOUNTING TOOLS
  905. Relevant Sustainability Costs and Benefits for Decision Making
  906. More Accurate Assignment of Sustainability Costs
  907. Material Flow Accounting
  908. Material Flow Cost Accounting
  909. PREMIER PLASTICS (PART 4): MATERIAL FLOW FIFO COST REPORT
  910. STRATEGIC RISK MANAGEMENT: Premier Plastics (Part 4)
  911. Accounting for Manufacturing Material Flow
  912. Sustainability Life Cycle Costing
  913. Sustainability and Capital Budgeting
  914. Sustainability Balanced Scorecard
  915. Role of Management Accounting in Sustainability
  916. SUMMARY
  917. KEY TO SYMBOLS
  918. Self-Study Problems
  919. Key Terms
  920. QUESTIONS
  921. EXERCISES
  922. PROBLEMS
  923. MINI-CASE
  924. SUSTAINABILITY HOMEWORK IN OTHER CHAPTERS
  925. Glossary
  926. Credits
  927. Organization and People Index
  928. Subject Index

 

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