...Boswell Plumbing Products produces a variety of valves, connectors, and fixtures used in commercial and residential plumbing applications. Recently a senior manager walked into the cost accounting department and asked Nick Somner to tell her the cost of the D45 valve. Nick quickly replied, “why do you want to know?” Noticing that the manager appeared somewhat startled by this question, he explained, “The cost information you need depends on the decision you’re going to make. You might be thinking of increasing a scheduled production run of 3000 D45s by 100 units or scheduling an additional production run, or you might even be thinking of dropping the product. For each of these decisions, the cost information that you need is different.” Required Using the concept of incremental analysis, expand on Nick’s response of “Why do you want to know?” What cost information would be relevant to a decision to drop the product that would not be relevant to a decision to increase a production run by 100 units? According to the text, incremental analysis is the appropriate way to approach the solution to all business problems. It involves the calculation of the difference in revenue and the difference in cost between decision alternatives. The difference in revenue is the incremental revenue of one alternative over another, whereas the difference in cost is the incremental cost of one alternative over another. If an alternative yields an incremental profit (the difference between...
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...Case Study 1-2 Boswell Plumbing products “Why would you want to know?” I believe that I would want to know for many reasons. First, as a senior manager or a member of the accounting office, this information is vital to the company’s success or potential downfall. Why keep dumping money into a product like D45s if it is not profitable? A lot of companies follow down the line of what ifs in hope that there may be a successful outcome in the end. It is like continuing to invest in penny stocks because someone else says it is the right time to invest. On the other hand, if the product like D45 is profitable why not increase the scheduled production. I believe with research and gathering trending facts, the best alternative will be selected. A very helpful tool in this decision making process is the incremental analysis. Incremental analysis is a key tool to aid throughout the process. It can be essential in identifying the best alternative or course of action when several avenues are available. This analysis tool is based on the differences between costs and revenues. In this situation when an alternative is to drop the product like D45s the most relevant cost information needed would be direct costs associated with the product itself. Then the change in income would be considered when coming to a final decision to remove D45 or to increase production. Case Study 2-1 Ethics Case: Brixton Surgical Devices No, Ed and Robin’s decision on boosting inventory and...
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...Case 1-2 Boswell plumbing Products The cost information that the senior manager needs to make a decision depends on the decision she is trying to make. Therefore, if Nick ask “Why do you want to know?” he is just asking in another way “What decision are you trying to make?” If the senior manager want to dropp the product, Nick should give him information on the incremental costs that will be saved if the product is dropped. If she is thinking of increasing production, Nick should provide the incremental cost associated with such Decision. For example, if the product is dropped, the company could save the cost of buying production equipments, raw materials, and the cost of labor. None of these costs are pertaining to a decision to increase a production run by 100 units since none of these costs will change with the addition of 100 units to production. Case 2-1 Ethics case: Brixton Surgical Devices These decisions that Ed (the COO) and Robin (the CFO) are trying to make in order to assure there bonuses really does not violate Generally Accepted Accounting principles (GAAP), since the company has actual orders that shipped before the end of the year, this would need to be disclosed in the footnote in the annual report or shareholders will be misled and think there is an increase in revenue, and we all know that disclosure is likely to be intentionally obmitted. Increasing production to lower unit costs and bury fixed production costs in inventory, certainly takes money from...
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...CONNECT FEATURES Interactive Applications Interactive Applications offer a variety of automatically graded exercises that require students to apply key concepts. Whether the assignment includes a click and drag, video case, or decision generator, these applications provide instant feedback and progress tracking for students and detailed results for the instructor. Case Exercises The Connect platform also includes author-developed case exercises for all 12 cases in this edition that require students to work through answers to assignment questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your...
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...Southern Cross University ePublications@SCU Theses 2009 Strategic human resource management: what does it mean in practice? Ken Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell...
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...Southern Cross University ePublications@SCU Theses 2009 Strategic human resource management: what does it mean in practice? Ken Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell...
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...2009 Elsevier Ltd. All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively visit the Science and Technology Books website at www.elsevierdirect.com/rights for further information Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress ISBN: 978-0-08-055450-1 (Volume 3) ISBN: 978-0-08-087929-1 (Volumes 1, 2 and 3) For information on all Elsevier publications visit our website at www.elsevierdirect.com Printed and bound in Hungary 09 10 11 12 13 10 9 8 7 6 5 4 3 2 1 Contributors to Volume 3 Robert H. Chenhall Mark A. Covaleski Antonio Davila Mark W. Dirsmith David A....
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...Collection Art Archive collection Dagli Orti Prayer with illuminated border, from c. 1480 Flemish manuscript Book of Hours of Philippe de Conrault, The Art Archive/ Bodleian Library Oxford © 2010, 2005 Wadsworth, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information and technology assistance, contact us at Cengage Learning Academic...
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...1 目 录 何何幼……………………………………………………………………………………..................4 第一读 谋杀癿逦德侧面…………………………………………………………………………...6 第事读 人叻人案件………………………………………………………………………………..16 第三读 给生命贴上价格标签…………………………………………………………………..30 第四读 奝何测量忋乐…………………………………………………………………………….42 第五读 选择癿自由………………………………………………………………………………..54 第兒读 我属二诼?.……………………………………………………………………………….63 第七读 返坑地昤我癿…………………………………………………………………………….77 第児读 满叽法年龄癿成年人…………………………………………………………………..90 第九读 雇来癿枪手……………………………………………………………………………...103 第十读 兕二殎亲…………………………………………………………………………………116 第十一读 翿虑佝癿劢机……………………………………………………………………….129 第十事读 逦德癿最高准则……………………………………………………………………138 第十三读 撒谎癿敃讦…………………………………………………………………………..147 第十四读 卋讧就昤卋讧……………………………………………………………………….156 第十五读 忐样才昤兑平癿廹始……………………………………………………………..165 第十兒读 我仧译得到什举?…………………………………………………………………177 第十七读 兕二平权运劢癿争论……………………………………………………………..188 第十児读 目癿昤什举?……………………………………………………………………….203 第十九读 奜兑民…………………………………………………………………………………214 第事十读 自由不适应…………………………………………………………………………..225 第事十一读 社群癿需求……………………………………………………………………….236 第事十事读 我仧癿忠诚圃哧里……………………………………………………………..244 第事十三读 辩论同忓婚姻……………………………………………………………………254 第事十四读 美奜生活…………………………………………………………………………..264 2 Contents Lecture 1 The Moral Side of Murder……………………………………………….276 Lecture 2 The Case for Cannibalism………………………………………………..286 Lecture 3 Putting a Price Tag on Life……………………………………………….299 Lecture 4 How to Measure Pleasure………………………………………………...310 Lecture 5 Free to Choose…………………………………………………................321 Lecture 6 Who Owns Me? ………………………………………………….............330 Lecture 7 This Land is...
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...62118 0/nm 1/n1 2/nm 3/nm 4/nm 5/nm 6/nm 7/nm 8/nm 9/nm 1990s 0th/pt 1st/p 1th/tc 2nd/p 2th/tc 3rd/p 3th/tc 4th/pt 5th/pt 6th/pt 7th/pt 8th/pt 9th/pt 0s/pt a A AA AAA Aachen/M aardvark/SM Aaren/M Aarhus/M Aarika/M Aaron/M AB aback abacus/SM abaft Abagael/M Abagail/M abalone/SM abandoner/M abandon/LGDRS abandonment/SM abase/LGDSR abasement/S abaser/M abashed/UY abashment/MS abash/SDLG abate/DSRLG abated/U abatement/MS abater/M abattoir/SM Abba/M Abbe/M abbé/S abbess/SM Abbey/M abbey/MS Abbie/M Abbi/M Abbot/M abbot/MS Abbott/M abbr abbrev abbreviated/UA abbreviates/A abbreviate/XDSNG abbreviating/A abbreviation/M Abbye/M Abby/M ABC/M Abdel/M abdicate/NGDSX abdication/M abdomen/SM abdominal/YS abduct/DGS abduction/SM abductor/SM Abdul/M ab/DY abeam Abelard/M Abel/M Abelson/M Abe/M Aberdeen/M Abernathy/M aberrant/YS aberrational aberration/SM abet/S abetted abetting abettor/SM Abeu/M abeyance/MS abeyant Abey/M abhorred abhorrence/MS abhorrent/Y abhorrer/M abhorring abhor/S abidance/MS abide/JGSR abider/M abiding/Y Abidjan/M Abie/M Abigael/M Abigail/M Abigale/M Abilene/M ability/IMES abjection/MS abjectness/SM abject/SGPDY abjuration/SM abjuratory abjurer/M abjure/ZGSRD ablate/VGNSDX ablation/M ablative/SY ablaze abler/E ables/E ablest able/U abloom ablution/MS Ab/M ABM/S abnegate/NGSDX abnegation/M Abner/M abnormality/SM abnormal/SY aboard ...
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