2001, 2004, 2007, 2010 The right of John R. Dyson to be identified as author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any
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Extending New Institutional Theory: Regulation and ActivityBased Costing in Portuguese Telecommunications* Maria Major1, 2 and Trevor Hopper3 1 Departamento de Finanças e Contabilidade, ISCTE – Escola de Gestão, Av. das Forças Armadas, 1649-026 Lisboa, Portugal. 2 UNIDE Researcher. 3 Manchester School of Accounting and Finance, University of Manchester, Manchester, M13 9PL, UK. * The authors wish to thank Bob Scapens, Sven Modell, Salvador Carmona, Angelo Riccaboni, John Burns, Mahmoud Ezzamel
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Indirect-Cost Variances and Resource- Capacity Management Cases 15-1 Berkshire Toy Company (Source: Dean Crawford and Eleanor G. Henry, “Budgeting and Performance Evaluation at the Berkshire Toy Company,” Issues in Accounting Education, 15 (2) (May 2000), pp. 283-309.) 15-2 The Mesa Corporation (Source: Robert Capettini, C. W. Chow, and J. E. Williamson, “Instructional case: the Proper Use of Feedback Information,” Issues in Accounting Education, 7 (1) (Spring 1992) pp. 48-56.) Readings
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CHAPTER 5 ACTIVITY-BASED COSTING AND ACTIVITY-BASED MANAGEMENT 5-16 (20 min.) Cost hierarchy. 1. a. Indirect manufacturing labor costs of $1,200,000 support direct manufacturing labor and are output unit-level costs. Direct manufacturing labor generally increases with output units, and so will the indirect costs to support it. b. Batch-level costs are costs of activities that are related to a group of units of a product rather than each individual unit of a product. Purchase
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Cost Analysis 1st August – 12th August 2011 Syllabus FINC 327 - Cost Analysis 2011 Assessment: An unseen, two hour closed book examination: Part A Compulsory, Part B & C, A choice of ONE of TWO questions THREE questions in total Recommended Textbook Colin Drury, Cost and Management Accounting, an introduction, Pub. Thomson, 7th Edition WWW.thomsonlearning.co.uk ISBN 0-412-58780-7 Lecturer: Prof. Melvin Ch. Williams E-mail: mcwilliams23942@btinternet.com Prof. M C Williams, Cardiff
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REVISED BY: BRIAN CLARKE Contents Workshop notes Workshop introduction Workshop objectives Workshop purpose Case Study: Pavlova Pty Ltd (PPL) Module 4: Techniques for creating and managing value Product costing at PPL Strategic management accounting tools and non-manufacturing activities Module 4 review questions Module 5 introduction – Project management Project selection NPV and sensitivity analysis Project planning – PERT Project implementation Project completion and review Module 5 review
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Manufacturers worldwide have suddenly realized that the continued use of traditional costing methods which lack the power and efficiency to supply accurate costing information for companies undergoing changes could significantly affect their decision making ability (Khajavi and Nazeni, 2010). Therefore, given the complexities of the modern manufacturing environment, it is argued that management needs a costing system that has the capacity to assist them in
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control. 2. Strategic management can be defined as the development of a sustainable: A. B. C. D. E. Chain of command. Competitive position. Cash flow. Business entity. Company image. 3. Cost management has moved from a traditional role of product costing and operational control to a broader strategic focus, which places an emphasis on: A. B. C. D. E. Competitive pricing. Domestic marketing. Short-term thinking. Strategic thinking. Independent judgment. 4. All of the following are examples of total
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DIVISIONAL ORGANIZATION 64. What are the two major obstacles to the success of the integrated firm? 1. Complexity - or the bureaucratic paralysis caused by complexity. 2. Management indifference to the owner's goals (p.94). This potential problem resulted when managers replaced owners in performing the managerial functions. 65. How did the integrated firms cope with these problems? Multi divisional firms might have developed better accounting systems, (e.g., using Church's ideas) but instead
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Management Control Systems 20 Fo rI B ICFAI UNIVERSITY S U se O nl y C la s s of 09 Principles of Management Control Systems 20 Fo rI B ICFAI Center for Management Research Road # 3, Banjara Hills, Hyderabad – 500 034 S U se O nl y C la s s of 09 The Institute of Chartered Financial Analysts of India, January 2006. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet
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