...Introduction Managerial accounting: decision making and control The internal accounting system, an important component of a firm’s information system, includes budgets, data on the costs of each product and current inventory and periodic financial reports. Internal accounting systems serve two purposes: v Provide some of the knowledge necessary for planning and decision making; v Help motivate and monitor people in organizations (control). The most basic control use of accounting is to prevent fraud and embezzlement. Design and use of cost systems An internal accounting system should have the following characteristics: v Provide the information necessary to identify the most profitable products and the pricing and marketing strategies to achieve the desired volume levels; v Provide information to detect production inefficiencies to ensure that the proposed products and volumes are produced at minimum costs; v When combined with the performance evaluation and reward systems, create incentives for managers to maximize firm value; v Support the financial accounting and tax accounting reporting functions; v Contribute more to firm value than it costs. Economic Darwinism (strong organizations will survive) Two caveats must be raised concerning too strict an application of economic Darwinism: v Some surviving operating procedures can be neutral mutations. Just because a system survives does not mean that its benefits exceed its costs. Benefits less costs might be close to zero...
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...Cost Allocation in Multiagent Settings Author(s): Madhav V. Rajan Source: The Accounting Review, Vol. 67, No. 3 (Jul., 1992), pp. 527-545 Published by: American Accounting Association Stable URL: http://www.jstor.org/stable/247976 Accessed: 13/12/2008 09:19 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/action/showPublisher?publisherCode=aaasoc. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit organization founded in 1995 to build trusted digital archives for scholarship. We work with the scholarly community to preserve their work and the materials they rely upon, and to build a common research platform that promotes the discovery and use of these resources. For more information about JSTOR, please contact support@jstor.org. American Accounting Association is collaborating with JSTOR to digitize, preserve and extend access to...
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...ACCTG 404: Managerial Accounting sections 001, 002, 003 Spring 2012 Instructor: Benjamin Lansford, Ph.D. Office: 325 Business Building E-mail: lansford@psu.edu Office Hours: Fridays 1:30 pm – 4:30 pm, and by appointment TA: Chase Livengood Office: 305A Business Building E-mail: ctl5040@psu.edu Office Hours: Wednesdays 12:15 pm – 3:15 pm I. Course Objectives This course emphasizes the use of accounting information for internal purposes, as opposed to the external disclosure focus of the financial accounting courses. We cover the vocabulary and mechanics of cost accounting and the design of management accounting systems for planning and controlling operations, and for motivating personnel. The course integrates accounting with ideas from data analysis, decision analysis, finance, microeconomics, and operations management. The themes stressed throughout the course are: the notion that information is costly; the circumstances that necessitate cost allocation, and the idea that different costs and different allocation schemes apply for different purposes; and the fundamentals of incentive and compensation plans. Among the topics covered are cost behavior, cost-volume analysis, relevant costs, and the use of cost information for decision-making. II. Course Materials Required Text: “Cost Accounting: A Managerial Emphasis” by Horngren, Datar, and Rajan, 14th...
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...Seventh Edition Accounting for Decision Making and Control Jerold L. Zimmerman University of Rochester To: Conner, Easton, and Jillian ACCOUNTING FOR DECISION MAKING AND CONTROL, SEVENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 3 2 1 0 ISBN MHID 978-0-07-813672-6 0-07-813672-5 Vice President & Editor-in-Chief: Brent Gordon Vice President of EDP: Sesha Bolisetty Editorial Director: Stewart Mattson Sponsoring Editor: Dick Hercher Marketing Manager: Sankha Basu Editorial Coordinator: Rebecca Mann Project Manager: Erin Melloy Design Coordinator: Brenda A. Rolwes Cover Designer: Studio Montage, St. Louis, Missouri Production Supervisor: Sue Culbertson Media Project Manager: Balaji Sundararaman Compositor: MPS Limited, A Macmillan Company...
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...Seventh Edition Accounting for Decision Making and Control Jerold L. Zimmerman University of Rochester To: Conner, Easton, and Jillian ACCOUNTING FOR DECISION MAKING AND CONTROL, SEVENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 3 2 1 0 ISBN MHID 978-0-07-813672-6 0-07-813672-5 Vice President & Editor-in-Chief: Brent Gordon Vice President of EDP: Sesha Bolisetty Editorial Director: Stewart Mattson Sponsoring Editor: Dick Hercher Marketing Manager: Sankha Basu Editorial Coordinator: Rebecca Mann Project Manager: Erin Melloy Design Coordinator: Brenda A. Rolwes Cover Designer: Studio Montage, St. Louis, Missouri Production Supervisor: Sue Culbertson Media Project Manager: Balaji Sundararaman Compositor: MPS Limited, A Macmillan Company...
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...against its own suburbs, and the suburbs often have an advantage in attracting residents and businesses. They may offer lower taxes, better schools and less crime. As residents and businesses relocate, the cities and towns they departed from lose a little more of their tax base. Less money is available unless tax rates are raised. Additional pressure may come from declining demand, regardless of the reasons. An example is rural road maintenance. In these cases, economies of scale are less easily achieved, and the final costs become more expensive. In the United States, the federal government is shifting some responsibilities to state and local governments but providing only limited funding to fulfill those obligations. Regardless of where the pressure is coming from, the message is: better, faster, cheaper – hold the line on taxes, but don’t let service slip. Meeting this daunting challenge often requires governments to: * Determine the true and actual costs of services. * Implement process improvements. * Evaluate outsourcing or privatization options (i.e., is it better to deliver internally or purchase from external organizations?) . * Align activities to the organization’s mission and its strategic plan. The solution for...
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...the budgeted target. The manufacturing costs will certainly increase as depreciation cost of the new machine will be included in the manufacturing costs. Therefore, it raises the total costs of the production line. Moreover, the application of the new machine will also lead to a different cost allocation approach to Fabrication and Assembly department. In fact, based on Sino “Product and department estimates”, we assume that Fabrication will use machine hours as cost driver whereas Assembly department use direct labor hours. Hence, this will increase the accuracy of cost allocated to each product type, which will be useful for later pricing process. About sustainability issues, for long term, Sino can gain more competitive advantages by its accuracy on cost controlling and pricing; the productivity will also be increased due to the use of machine and technology. 2) Compare, contrast single overhead rate and multiple overhead rate Generally, using either single or multiple overhead rates both results in the same amount of yearly manufacturing overhead. Moreover, both single and multiple overhead rates are based on normal costing method, which uses budgeted manufacturing overhead to calculate the predetermined rates. Finally, these two traditional approaches can also lead to cost distortion if non-volume costs are account for a large proportion of the total manufacturing cost. However, the main difference between these two allocation methods is the number...
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...INTRODUCTION Robert Samuel Kaplan was born in 1940. He is an American accounting academic, and a Professor of Accounting at Carnegie-Mellon University and Arthur Lowes Dickinson Professor of Accounting at the Harvard Business School. He had wrote a journal entitled “The Evolution of Management Accounting” in 1983. The purpose of this article is to summarize the development of management accounting, including the new demands for management information, and to develop a research strategy to meet these demands i) THE EVOLUTION OF MANAGEMENT ACCOUNTING (From Robert S. Kaplan point of view) In his paperwork, he divided it into five sections. • Section 1 - Development of cost accounting practices from the early textile mills and railroads (circa 1850) through the formation of the great industrial enterprises in the U.S. and the emergence of the scientific management approach. • Section 2 - Management control innovations of the DuPont Corporation and the General Motors Corporation after its reorganization by Pierre du Pont and Alfred Sloan in 1920. • Section 3 - Development in cost accounting and managerial control form 1925 to the present. • Section 4 - Challenges from the contemporary environment that may not be met by the accounting practices developed more than 60 years ago for a substantially different competitive situation. • Section 5 - Agenda for field based research to document or develop innovative management control practices appropriate for the changing...
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...Management Accounting IEX Prof. Dr. Michael Lederer . Dr © Copyright : Prof. Dr. Michael Lederer Hochschule Furtwangen – Furtwangen University © Copyright : Prof. Dr. Michael Lederer Page 1 Contents overview management accounting A. Introduction and basic concepts A.1 Cost terms A.2. Costing systems and cost allocation A.3 Cost-volume-profit analysis A.4 Operations accounting 5 11 26 63 78 B. The budgeting process B.1 Budgeting B.2 Variance analysis © Copyright : Prof. Dr. Michael Lederer 87 88 114 C. Relevant cost and decision making 136 D. Marketing and pricing decisions 157 © Copyright : Prof. Dr. Michael Lederer Page 2 Recommended literature • • • • • • • • • • Horngren/Datar/Rajan: Cost Accounting. A Managerial Emphasis, Pearson Global Edition Collier: Accounting for Managers, Wiley Horngren/Bhimani/Datar/Foster: Management and Cost Accounting. FT Prentice Hall Atrill & McLaney: Management Accounting for Decision Makers, Pearson Davis/Davis: Managerial Accounting. Wiley Cooke: The McGraw-Hill 36-Hour course in Finance for Non-Financial Managers. McGraw-Hill Bragg: Controller’s Guide to Planning and Controlling Operations. Wiley Roehl-Anderson, Bragg: Controllership - The Work of the Management Accountant. Wiley Blocher/Chen/Lin: Cost Management - A strategic emphasis, McGraw-Hill Professional Dictionary, Accounting; Tax; Banking; German-English/English-German, Schäffer© Copyright : Prof. Dr. Michael Lederer Poeschel ...
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...Cost Allocation ACC/561 April 23, 2012 Cost Allocation The purpose of cost allocation is to identify and correctly allocate costs associated with a job, product, or service. The main uses of cost allocation are to facilitate decision-making regarding costs, justify prices charged for products and services, cost control, and for optimal utilization of resources. There are several methods used for cost allocation, depending on the type of product or service offer by the company. Variable cost allocation includes only variable manufacturing costs, such as direct materials, direct labor, and variable manufacturing overhead. Absorption cost allocation includes manufacturing costs, including both variable and fixed overhead as well as direct labor and materials. There are advantages and disadvantages of each method, and these will be explored further. Methods of Cost Allocation There are three main methods of cost allocation used by businesses: The Direct Method, the Step Method, and the Reciprocal Method. The direct method, which is the simplest of the three, allocates the costs of service departments directly to operating departments. Under the direct method, there are no costs allocated from one service department to another service department regardless of how much service may be provided between them. For instance, there would be no cost allocation between a custodial department and the mail room, even though the custodial department cleans the mail room. ...
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...Do Display Ads Influence Search? Attribution and Dynamics in Online Advertising Pavel Kireyev Koen Pauwels Sunil Gupta1 February 9, 2013 Pavel Kireyev is a Ph.D. student and Sunil Gupta is the Edward Carter Professor of Business Administration at the Harvard Business School, and Koen Pauwels is Professor at Ozyegin University, Istanbul, Turkey. 1 Do Display Ads Influence Search? Attribution and Dynamics in Online Advertising Abstract As firms increasingly rely on online media to acquire consumers, marketing managers feel comfortable justifying higher online marketing spend by referring to online metrics such as click‐through rate (CTR) and cost per acquisition (CPA). However, these standard online advertising metrics are plagued with attribution problems and do not account for dynamics. These issues can easily lead firms to overspend on some actions and thus waste money, and/or underspend in others, leaving money on the table. We develop a multivariate time series model to investigate the interaction between paid search and display ads, and calibrate the model using data from a large commercial bank that uses online ads to acquire new checking account customers. We find that display ads significantly increase search conversion. Both search and display ads also exhibit significant...
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...fundamentals of cost accounting fourth edition William N. Lanen Shannon W. anderson Michael W. Maher ® accounting The integrated solutions for Lanen/Anderson/Maher’s Fundamentals of Cost Accounting, 4e have been proven to help you achieve your course goals of improving student readiness, enhancing student engagement, and increasing their comprehension of content. Known for its clear and engaging style, the Lanen solution employs the use of real-world scenarios, LearnSmart, and instant feedback on practice problems to help students engage with course materials, comprehend the content, and achieve higher outcomes in the course. Our new Intelligent Response Technology-based content offers students an intelligent homework experience that helps them stay focused on learning instead of navigating the technology. Finally, McGraw-Hill’s adaptive learning component, LearnSmart, provides assignable modules that help students master core concepts and come to class more prepared. LearnSmart with Lanen is an introductory managerial accounting review, providing students with a refresher on these topics for their cost accounting course. PROVEN EFFECTIVE Get Connected. FEATURES Intelligent Response Technology Intelligent Response Technology (IRT) is Connect Accounting’s new student interface for end-of-chapter assessment content. Intelligent Response Technology provides a general journal application that looks and feels more like what you would find in a general ledger...
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...whom you agree or disagree; explain why. • Post your answer to the [Main] forum as an attachment There are many advantages of activity based costing. Some of these are listed below: * It allows for resource allocation at different activity levels; this information can be used for planning and estimating future expenditure. * It establishes a link between decision-making and cost behavior. * It encourages a critical review of processes related to activities by exposing true cost, and facilitates cost cutting. * It is likely to give a more accurate estimate of product costs especially in multi-product, diverse organizations. * It utilizes unit cost rather than just total cost. * It integrates well with Six Sigma and other continuous improvement programs. Disadvantages of Activity based costing: • There may be problems in defining activities and cost drivers. • It is not always possible to monitor on a frequent basis in the short term. • It requires a total review of the organization’s accounting and possibly managerial system. • It is likely to be more costly to implement and maintain than traditional absorption costing. • It may lead to behavior changes that are sub-optimal from an organizational perspective....
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... | | |Accounting | Copyright © 2011, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course applies accounting tools to make management decisions. Students learn to evaluate organizational performance from accounting information. Other topics include financial statements, cost behavior, cost allocation, budgets, and control systems. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Abrams, R. (2003). The successful business plan: Secrets & strategies (4th ed.). Palo Alto, CA: The Planning Shop. Kimmel, P. D., Weygandt, J. J., & Kieso, D. E. (2009). Accounting: Tools for business decision making (3rd ed.). Hoboken, NJ: John Wiley & Sons. All electronic...
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...ACCT 434 Entire Course Advanced Cost Management (Devry) FOR MORE CLASSES VISIT www.acct434tutors.com ACCT 434 Week 1-7 All Discussion Questions ACCT-434 Week 1 Quiz Activity Based Costing ACCT-434 Week 2 Master Budget Flexible Budgets ACCT-434 Week 3 Cost Behavior Decision Making Quality ACCT-434 Week 4 Midterm Exam ACCT-434 Week 5 Pricing Decisions Management Control Systems ACCT-434 Week 6 Customer Profitability Capital Budgeting ACCT-434 Week 7 Quality Control Inventory Management ********************************************************* ACCT 434 Week 1 Quiz Activity Based Costing (Devry) FOR MORE CLASSES VISIT www.acct434tutors.com 1. Question : (TCO 1) The average cost data are for In-Sync Fixtures Company's (a retailer) only two product lines, Marblette and Italian Marble. Marblette Italian Marble Purchase volume 20,000 1,000 Purchase cost per unit $50 $250 Shipments received 12 12 Hours used per shipment * 5 3 * These data were accumulated after a careful activity analysis. Currently, In-Sync Fixtures uses a traditional costing system with indirect costs allocated using purchased cost of goods as a basis. In-Sync Fixtures is considering refining the allocation of its receiving costs of $40,000. It realizes that the Italian Marble is heavier and requires more care than the Marblette but that the Marblette comes in larger volume. Which statement can be made using the results of the activity analysis performed by In-Sync Fixtures? 2. Question...
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