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管理會計（英文版·原書第16版） 
定 價：99 元 叢書名：高等學(xué)校經(jīng)濟(jì)管理英文版教材
9 7 6 8 5 7 1 1 0 1 3 1 1 讀者對象:高等院校會計專業(yè)師生 
本書通過巧妙地介紹管理人員在組織中必備的3項基本技巧（計劃運營、控制行動、制定決策），引導(dǎo)出管理會計的重要性，具體詮釋如何收集并有效應(yīng)用會計信息。本書內(nèi)容全面，囊括了各種類型的企業(yè)案例。各章涉及的大量實例，在企業(yè)聚焦、實務(wù)廣角等專欄中體現(xiàn)，幫助讀者理解管理者在實際工作中所涉及的管理會計的專業(yè)概念。
本書可作為會計學(xué)、財務(wù)管理等專業(yè)本科生和MBA的教材，也可作為管理會計理論研究者、企業(yè)管理者以及從事企業(yè)實務(wù)的會計師的參考書。
出版說明
贊譽(yù) 作者簡介 加里森為你導(dǎo)航 第16版《管理會計》的變動內(nèi)容 緒論：管理會計概述1 商業(yè)聚焦 管理會計：不只是數(shù)字計算1 P.1 管理會計是什么2 P.2 為什么管理會計對你的職業(yè)生涯如此重要5 P.3 管理會計：超越數(shù)字的管理9 本章小結(jié)/術(shù)語表/思考題18 練習(xí)題19 第1章 管理會計與成本概念21 商業(yè)聚焦 削減管理費用21 1.1 按成本對象進(jìn)行的成本分類22 1.2 制造業(yè)企業(yè)的成本分類23 1.3 用于編制報表的成本分類25 1.4 用于預(yù)測成本性態(tài)的成本分類27 1.5 用于決策的成本分類34 1.6 依據(jù)不同目的選擇不同的成本分類35 本章小結(jié)37 復(fù)習(xí)題：成本術(shù)語38 術(shù)語表39 思考題/練習(xí)題40 問題42 案例43 附錄1A 質(zhì)量成本47 小結(jié)50 術(shù)語表/問題51 第2章 分批成本法：計算單位生產(chǎn)成本52 商業(yè)聚焦 高校T恤公司： 為美國150多所高校服務(wù)52 2.1 分批成本法綜述53 2.2 分批成本法舉例54 2.3 分批成本法：管理者的視角61 2.4 分批成本法使用多重預(yù)計制造費用分配率62 2.5 分批成本法：對外財務(wù)報告的視角65 2.6 分批成本法在服務(wù)業(yè)公司的應(yīng)用66 本章小結(jié)67 復(fù)習(xí)題：計算單位生產(chǎn)成本67 術(shù)語表/思考題69 練習(xí)題70 問題72 案例74 附錄2A 基于作業(yè)的完全成本法75 術(shù)語表/問題78 案例78 附錄2B 預(yù)計制造費用分配率及生產(chǎn)能力80 問題83 案例83 第3章 分批成本法：成本流轉(zhuǎn)和對外報告86 商業(yè)聚焦 托爾兄弟公司的存貨核算86 3.1 分批成本法：成本流轉(zhuǎn)87 3.2 產(chǎn)成品成本表與銷貨成本表97 3.3 制造費用分配不足與分配過度：詳述99 本章小結(jié)/復(fù)習(xí)題：分批成本核算系統(tǒng)中的成本流轉(zhuǎn)104 術(shù)語表/思考題107 練習(xí)題108 問題109 案例111 第4章 分步成本法113 商業(yè)聚焦 “一抹即凈”的成本核算113 4.1 分批成本法和分步成本法的比較114 4.2 分步成本法下的成本流轉(zhuǎn)115 4.3 分步成本法計算：3個關(guān)鍵概念118 4.4 加權(quán)平均法：舉例119 4.5 經(jīng)營成本法125 本章小結(jié)125 復(fù)習(xí)題：分步成本流轉(zhuǎn)和成本核算126 術(shù)語表/思考題128 練習(xí)題129 問題131 案例132 附錄4A 先進(jìn)先出法133 練習(xí)題/問題/案例138 附錄4B 服務(wù)部門成本分配139 練習(xí)題142 問題/案例142 第5章 本量利關(guān)系145 商業(yè)聚焦 搖滾小子和萊恩娛樂公司拉動了本量利杠桿145 5.1 本量利分析的基礎(chǔ)147 5.2 保本分析和目標(biāo)利潤分析159 5.3 在選擇成本結(jié)構(gòu)中考慮本量利因素163 5.4 設(shè)計銷售傭金167 5.5 銷貨組合167 本章小結(jié)/復(fù)習(xí)題：本量利關(guān)系170 術(shù)語表/思考題173 練習(xí)題173 問題175 案例177 附錄5A 分析混合成本178 術(shù)語表183 練習(xí)題/問題184 第6章 變動成本法與分部報告：管理工具187 商業(yè)聚焦 汽車產(chǎn)業(yè)的錯誤激勵機(jī)制187 6.1 變動成本法與完全成本法概述188 6.2 變動成本法與完全成本法實例190 6.3 變動成本法與完全成本法之間收益的協(xié)調(diào)194 6.4 變動成本法與邊際貢獻(xiàn)法的優(yōu)點196 6.5 分部利潤表與邊際貢獻(xiàn)法198 6.6 分部利潤表實例200 6.7 分部利潤表：決策制定與保本分析203 6.8 分部利潤表：常見錯誤205 6.9 利潤表：外部報告的視角207 本章小結(jié)208 復(fù)習(xí)題1：變動成本法與完全成本法 的比較209 復(fù)習(xí)題2：分部利潤表211 術(shù)語表/思考題212 練習(xí)題213 問題216 案例218 附錄6A 超級變動成本法219 術(shù)語表223 問題223 第7章 作業(yè)成本法：幫助決策的工具224 商業(yè)聚焦 航空公司燃油成本的動因224 7.1 作業(yè)成本法概述225 7.2 作業(yè)成本核算系統(tǒng)的設(shè)計229 7.3 作業(yè)成本法的運行233 7.4 傳統(tǒng)成本核算系統(tǒng)與作業(yè)成本法下產(chǎn)品成本的比較243 7.5 確定流程改進(jìn)的目標(biāo)247 7.6 作業(yè)成本法與外部報告248 7.7 作業(yè)成本法的局限248 本章小結(jié)/復(fù)習(xí)題：作業(yè)成本法249 術(shù)語表251 思考題/練習(xí)題252 問題255 附錄7A 時間驅(qū)動作業(yè)成本法：基于微軟Excel的方式257 問題262 第8章 全面預(yù)算264 商業(yè)聚焦 危機(jī)管理規(guī)劃：美國內(nèi)戰(zhàn)信托基金264 8.1 企業(yè)為何以及如何編制預(yù)算265 8.2 全面預(yù)算概述267 8.3 編制全面預(yù)算270 本章小結(jié)/復(fù)習(xí)題：預(yù)算表289 術(shù)語表291 思考題/練習(xí)題292 問題295 案例299 第9章 彈性預(yù)算和業(yè)績分析301 商業(yè)聚焦 公司為什么需要彈性預(yù)算呢301 9.1 差異分析循環(huán)302 9.2 彈性預(yù)算303 9.3 彈性預(yù)算差異307 9.4 多成本動因的彈性預(yù)算313 9.5 一些常見錯誤315 本章小結(jié)317 復(fù)習(xí)題：運用彈性預(yù)算進(jìn)行差異分析317 術(shù)語表/思考題/練習(xí)題319 問題322 案例324 第10章 標(biāo)準(zhǔn)成本和差異326 商業(yè)聚焦 管理材料和人工326 10.1 標(biāo)準(zhǔn)成本的制定327 10.2 成本差異分析的通用模型331 10.3 標(biāo)準(zhǔn)成本的應(yīng)用：直接材料差異333 10.4 標(biāo)準(zhǔn)成本的應(yīng)用：直接人工差異336 10.5 標(biāo)準(zhǔn)成本的應(yīng)用：變動制造費用成本差異338 10.6 材料差異中一個重要的細(xì)節(jié)341 10.7 標(biāo)準(zhǔn)成本：管理的含義343 本章小結(jié)/復(fù)習(xí)題：標(biāo)準(zhǔn)成本344 術(shù)語表346 思考題/練習(xí)題347 問題348 案例349 附錄10A 標(biāo)準(zhǔn)成本系統(tǒng)中預(yù)計制造費用分配率和制造費用分析357 術(shù)語表/練習(xí)題/問題357 附錄10B 標(biāo)準(zhǔn)成本系統(tǒng)：Excel角度的財務(wù)報告359 練習(xí)題/問題366 第11章 分權(quán)制組織中的業(yè)績考核368 商業(yè)聚焦 稀缺性戰(zhàn)略368 11.1 組織中的分權(quán)369 11.2 責(zé)任會計370 11.3 評價投資中心業(yè)績：投資報酬率371 11.4 剩余收益375 11.5 經(jīng)營業(yè)績衡量378 11.6 平衡計分卡381 本章小結(jié)/復(fù)習(xí)題：ROI和RI385 術(shù)語表387 思考題/練習(xí)題387 問題388 案例390 附錄11A 轉(zhuǎn)移定價392 復(fù)習(xí)題：轉(zhuǎn)讓定價398 術(shù)語表/練習(xí)題399 問題/案例399 附錄11B 服務(wù)部門成本401 術(shù)語表406 練習(xí)題406 第12章 差量分析：決策的關(guān)鍵407 商業(yè)聚焦 理解決策的質(zhì)量407 12.1 決策：6個關(guān)鍵概念408 12.2 確定相關(guān)成本和相關(guān)收益：一個案例410 12.3 差量分析：總量成本法和差量成本法412 12.4 增加或關(guān)閉生產(chǎn)線和其他分部415 12.5 自制還是外購決策418 12.6 特殊訂單決策422 12.7 業(yè)務(wù)量權(quán)衡決策423 12.8 聯(lián)產(chǎn)品成本和出售或深加工決策428 12.9 作業(yè)成本法和相關(guān)成本432 本章小結(jié)432 復(fù)習(xí)題：差量分析432 術(shù)語表/思考題433 練習(xí)題434 問題437 案例439 附錄12A 定價決策441 小結(jié)/術(shù)語表453 練習(xí)題454 問題454 第13章 資本預(yù)算決策456 商業(yè)聚焦 商業(yè)運輸“艦隊”采用了電動卡車456 13.1 資本預(yù)算概述457 13.2 回收期法459 13.3 凈現(xiàn)值法462 13.4 內(nèi)含報酬率法468 13.5 凈現(xiàn)值法的拓展470 13.6 不確定的現(xiàn)金流量473 13.7 優(yōu)先決策：投資項目的排序474 13.8 簡單報酬率法475 13.9 投資項目的事后審計477 本章小結(jié)478 復(fù)習(xí)題：資本預(yù)算方法的比較478 術(shù)語表/思考題480 練習(xí)題481 問題/案例482 附錄13A 現(xiàn)值的概念483 復(fù)習(xí)題：基本的現(xiàn)值計算486 術(shù)語表/練習(xí)題487 附錄13B 現(xiàn)值系數(shù)表488 附錄13C 所得稅與凈現(xiàn)值法490 小結(jié)492 練習(xí)題/問題492 第14章 現(xiàn)金流量表494 商業(yè)聚焦 了解現(xiàn)金流量494 14.1 現(xiàn)金流量表：核心概念496 14.2 現(xiàn)金流量表舉例504 14.3 解釋現(xiàn)金流量表511 本章小結(jié)513 復(fù)習(xí)題514 術(shù)語表518 思考題/練習(xí)題518 問題520 附錄14A 確定經(jīng)營活動現(xiàn)金流量凈額的直接法523 問題525 第15章 財務(wù)報表分析526 商業(yè)聚焦 可口可樂企圖“減脂”526 15.1 財務(wù)報表分析的局限性527 15.2 比較財務(wù)報表及同基財務(wù)報表527 15.3 比率分析：流動性532 15.4 比率分析：資產(chǎn)管理534 15.5 比率分析：負(fù)債管理536 15.6 比率分析：盈利能力538 15.7 比率分析：市場業(yè)績541 15.8 比率及比較比率數(shù)據(jù)來源的總結(jié)543 本章小結(jié)545 復(fù)習(xí)題：選擇的比率及財務(wù)杠桿545 術(shù)語表548 思考題/練習(xí)題549 問題551 綜合練習(xí)555 Contents Contents PROLOGUE Managerial Accounting: An Overview 1 What Is Managerial Accounting? 2 Planning 3 Controlling 4 Decision Making 4 Why Does Managerial Accounting Matter to Your Career? 5 Business Majors 5 Accounting Majors 7 Professional Certification—A Smart Investment 7 Managerial Accounting: Beyond the Numbers 9 An Ethics Perspective 9 Code of Conduct for Management Accountants 9 A Strategic Management Perspective 10 An Enterprise Risk Management Perspective 12 A Corporate Social Responsibility Perspective 15 A Process Management Perspective 16 A Leadership Perspective 17 Intrinsic Motivation 17 Extrinsic Incentives 17 Cognitive Bias 18 Summary 18 Glossary 18 Questions 19 Exercises 19 CHAPTER 1 Managerial Accounting and Cost Concepts 21 Cost Classifications for Assigning Costs to Cost Objects 22 Direct Cost 23 Indirect Cost 23 Cost Classifications for Manufacturing Companies 23 Manufacturing Costs 23 Direct Materials 24 Direct Labor 24 Manufacturing Overhead 24 Nonmanufacturing Costs 25 Cost Classifications for Preparing Financial Statements 25 Product Costs 26 Period Costs 26 Cost Classifications for Predicting Cost Behavior 27 Variable Cost 27 Fixed Cost 29 The Linearity Assumption and the Relevant Range 30 Mixed Costs 31 Cost Terminology—A Closer Look 33 Cost Classifications for Decision Making 34 Differential Cost and Revenue 34 Sunk Cost and Opportunity Cost 35 Using Different Cost Classifications for Different Purposes 35 The Traditional Format Income Statement 36 The Contribution Format Income Statement 37 Summary 37 Review Problem: Cost Terms 38 Glossary 39 Questions 40 Exercises 40 Problems 42 Cases 43 Appendix 1A: Cost of Quality 44 Quality Cost Reports 47 International Aspects of Quality 50 Summary (Appendix 1A) 50 Glossary (Appendix 1A) 51 CHAPTER 2 Job-Order Costing: Calculating Unit Product Costs 52 Job-Order Costing—An Overview 53 Job-Order Costing—An Example 54 Measuring Direct Materials Cost 55 Job Cost Sheet 55 Measuring Direct Labor Cost 56 Computing Predetermined Overhead Rates 57 Applying Manufacturing Overhead 58 Manufacturing Overhead—A Closer Look 59 The Need for a Predetermined Rate 59 Computation of Total Job Costs and Unit Product Costs 60 Job-Order Costing—A Managerial Perspective 61 Choosing an Allocation Base—A Key to Job Cost Accuracy 62 Job-Order Costing Using Multiple Predetermined Overhead Rates 62 Multiple Predetermined Overhead Rates—A Departmental Approach 62 Multiple Predetermined Overhead Rates—An Activity-Based Approach 64 Job-Order Costing—An External Reporting Perspective 65 Overhead Application and the Income Statement 65 Job Cost Sheets: A Subsidiary Ledger 66 Job-Order Costing in Service Companies 66 Summary 67 Review Problem: Calculating Unit Product Costs 67 Glossary 69 Questions 69 Applying Excel 69 Exercises 70 Problems 72 Case 74 Appendix 2A: Activity-Based Absorption Costing 75 Glossary (Appendix 2A) 78 Appendix 2A: Exercises, Problems, and Case 78 Appendix 2B: The Predetermined Overhead Rate and Capacity 80 Appendix 2B: Exercises, Problem, and Case 83 CHAPTER 3 Job-Order Costing: Cost Flows and External Reporting 86 Job-Order Costing—The Flow of Costs 87 The Purchase and Issue of Materials 88 Issue of Direct and Indirect Materials 89 Labor Cost 90 Manufacturing Overhead Costs 91 Applying Manufacturing Overhead 91 The Concept of a Clearing Account 92 Nonmanufacturing Costs 93 Cost of Goods Manufactured 94 Cost of Goods Sold 94 Schedules of Cost of Goods Manufactured and Cost of Goods Sold 97 Underapplied and Overapplied Overhead—A Closer Look 99 Computing Underapplied and Overapplied Overhead 99 Disposition of Underapplied or Overapplied Overhead Balances 101 Closed to Cost of Goods Sold 101 Closed Proportionally to Work in Process, Finished Goods, and Cost of Goods Sold 101 Comparing the Two Methods for Disposing of Underapplied or Overapplied Overhead 103 A General Model of Product Cost Flows 103 Summary 104 Review Problem: The Flow of Costs in a Job-Order Costing System 105 Glossary 107 Questions 108 Exercises 108 Problems 109 Cases 111 CHAPTER 4 Process Costing 113 Comparison of Job-Order and Process Costing 114 Similarities between Job-Order and Process Costing 114 Differences between Job-Order and Process Costing 114 Cost Flows in Process Costing 115 Processing Departments 115 The Flow of Materials, Labor, and Overhead Costs 116 Materials, Labor, and Overhead Cost Entries 117 Materials Costs 117 Labor Costs 117 Overhead Costs 117 Completing the Cost Flows 118 Process Costing Computations: Three Key Concepts 118 Key Concept #1 119 Key Concept #2 119 Key Concept #3 119 The Weighted-Average Method: An Example 119 Step 1: Compute the Equivalent Units of Production 121 Step 2: Compute the Cost per Equivalent Unit 123 Step 3: Assign Costs to Units 123 Step 4: Prepare a Cost Reconciliation Report 124 Operation Costing 125 Summary 125 Review Problem: Process Cost Flows and Costing Units 126 Glossary 128 Questions 128 Exercises 129 Problems 131 Case 132 Appendix 4A: FIFO Method 133 Appendix 4A: Exercises, Problems, and Case 138 Appendix 4B: Service Department Cost Allocations 139 Appendix 4B: Exercises, Problems, and Case 142 CHAPTER 5 Cost-Volume-Profit Relationships 145 The Basics of Cost-Volume-Profit (CVP) Analysis 147 Contribution Margin 147 CVP Relationships in Equation Form 149 CVP Relationships in Graphic Form 150 Preparing the CVP Graph 150 Contribution Margin Ratio (CM Ratio) and the Variable Expense Ratio 152 Applications of the Contribution Margin Ratio 154 Additional Applications of CVP Concepts 155 Example 1: Change in Fixed Cost and Sales Volume 155 Alternative Solution 1 156 Alternative Solution 2 156 Example 2: Change in Variable Costs and Sales Volume 156 Solution 156 Example 3: Change in Fixed Cost, Selling Price, and Sales Volume 156 Solution 157 Example 4: Change in Variable Cost, Fixed Cost, and Sales Volume 157 Solution 157 Example 5: Change in Selling Price 158 Solution 158 Break-Even and Target Profit Analysis 159 Break-Even Analysis 159 The Equation Method 159 The Formula Method 159 Break-Even in Dollar Sales 160 Target Profit Analysis 160 The Equation Method 161 The Formula Method 161 Target Profit Analysis in Terms of Dollar Sales 161 The Margin of Safety 162 CVP Considerations in Choosing a Cost Structure 163 Cost Structure and Profit Stability 163 Operating Leverage 164 Structuring Sales Commissions 167 Sales Mix 167 The Definition of Sales Mix Sales Mix and Break-Even Analysis Summary 170 Review Problem: CVP Relationships 170 Glossary 173 Questions 173 Exercises 173 Problems 175 Cases 177 Appendix 5A: Analyzing Mixed Costs 178 Glossary (Appendix 5A) 183 Appendix 5A: Exercises and Problems 184 CHAPTER 6 Variable Costing and Segment Reporting: Tools for Management 187 Overview of Variable and Absorption Costing 188 Variable Costing 188 Absorption Costing 188 Selling and Administrative Expenses 189 Summary of Differences 189 Variable and Absorption Costing—An Example 190 Variable Costing Contribution Format Income Statement 190 Absorption Costing Income Statement 192 Reconciliation of Variable Costing with Absorption Costing Income 194 Advantages of Variable Costing and the Contribution Approach 196 Enabling CVP Analysis 196 Explaining Changes in Net Operating Income 197 Supporting Decision Making 197 Segmented Income Statements and the Contribution Approach 198 Traceable and Common Fixed Costs and the Segment Margin 198 Identifying Traceable Fixed Costs 199 Traceable Fixed Costs Can Become Common Fixed Costs 199 Segmented Income Statements—An Example 200 Levels of Segmented Income Statements 201 Segmented Income Statements—Decision Making and Break-Even Analysis 203 Decision Making 203 Break-Even Analysis 204 Segmented Income Statements—Common Mistakes 205 Omission of Costs 205 Inappropriate Methods for Assigning Traceable Costs among Segments 206 Failure to Trace Costs Directly 206 Inappropriate Allocation Base 206 Arbitrarily Dividing Common Costs among Segments 206 Income Statements—An External Reporting Perspective 207 Companywide Income Statements 207 Segmented Financial Information 208 Summary 208 Review Problem 1: Contrasting Variable and Absorption Costing 209 Review Problem 2: Segmented Income Statements 211 Glossary 212 Questions 213 Exercises 213 Problems 216 Cases 218 Appendix 6A: Super-Variable Costing 219 Glossary (Appendix 6A) 223 Appendix 6A: Problems 223 CHAPTER 7 Activity-Based Costing: A Tool to Aid Decision Making 224 Activity-Based Costing: An Overview 225 Nonmanufacturing Costs and Activity-Based Costing 225 Manufacturing Costs and Activity-Based Costing 226 Cost Pools, Allocation Bases, and Activity-Based Costing 226 Designing an Activity-Based Costing (ABC) System 229 Steps for Implementing Activity-Based Costing 231 Step 1: Define Activities, Activity Cost Pools, and Activity Measures 232 The Mechanics of Activity-Based Costing 233 Step 2: Assign Overhead Costs to Activity Cost Pools 233 Step 3: Calculate Activity Rates 236 Step 4: Assign Overhead Costs to Cost Objects 237 Step 5: Prepare Management Reports 240 Comparison of Traditional and ABC Product Costs 243 Product Margins Computed Using the Traditional Cost System 243 The Differences between ABC and Traditional Product Costs 244 Targeting Process Improvements 247 Activity-Based Costing and External Reports 248 The Limitations of Activity-Based Costing 248 Summary 249 Review Problem: Activity-Based Costing 250 Glossary 251 Questions 252 Exercises 252 Problems 255 Appendix 7A: Time-Driven Activity-Based Costing: A Microsoft Excel-Based Approach 257 Appendix 7A: Problem 262 CHAPTER 8 Master Budgeting 264 Why and How Do Organizations Create Budgets? 265 Advantages of Budgeting 265 Responsibility Accounting 265 Choosing a Budget Period 266 The Self-Imposed Budget 266 Human Factors in Budgeting 267 The Master Budget: An Overview 267 Seeing the Big Picture 269 Preparing the Master Budget 270 The Beginning Balance Sheet 271 The Budgeting Assumptions 271 The Sales Budget 274 The Production Budget 275 Inventory Purchases—Merchandising Company 276 The Direct Materials Budget 276 The Direct Labor Budget 278 The Manufacturing Overhead Budget 279 The Ending Finished Goods Inventory Budget 280 The Selling and Administrative Expense Budget 281 The Cash Budget 282 The Budgeted Income Statement 286 The Budgeted Balance Sheet 287 Summary 289 Review Problem: Budget Schedules 289 Glossary 291 Questions 291 Exercises 292 Problems 295 Case 299 CHAPTER 9 Flexible Budgets and Performance Analysis 301 The Variance Analysis Cycle 302 Flexible Budgets 303 Characteristics of a Flexible Budget 303 Deficiencies of the Static Planning Budget 303 How a Flexible Budget Works 306 Flexible Budget Variances 307 Activity Variances 307 Revenue and Spending Variances 308 A Performance Report Combining Activity and Revenue and Spending Variances 310 Performance Reports in Nonprofit Organizations 313 Performance Reports in Cost Centers 313 Flexible Budgets with Multiple Cost Drivers 313 Some Common Errors 315 Summary 317 Review Problem: Variance Analysis Using a Flexible Budget 317 Glossary 319 Questions 319 Exercises 319 Problems 322 Case 324 CHAPTER 10 Standard Costs and Variances 326 Standard Costs—Setting the Stage 327 Setting Direct Materials Standards 328 Setting Direct Labor Standards 328 Setting Variable Manufacturing Overhead Standards 329 Using Standards in Flexible Budgets 330 A General Model for Standard Cost Variance Analysis 331 Using Standard Costs—Direct Materials Variances 333 The Materials Price Variance 334 The Materials Quantity Variance 335 Using Standard Costs—Direct Labor Variances 336 The Labor Rate Variance 336 The Labor Efficiency Variance 337 Using Standard Costs—Variable Manufacturing Overhead Variances 338 The Variable Manufacturing Overhead Rate and Efficiency Variances 339 An Important Subtlety in the Materials Variances 341 Standard Costs—Managerial Implications 343 Advantages of Standard Costs 343 Potential Problems with Standard Costs 343 Summary 344 Review Problem: Standard Costs 344 Glossary 346 Questions 347 Problems 348 Case 349 Appendix 10A: Predetermined Overhead Rates and Overhead Analysis in a Standard Costing System 350 Glossary (Appendix 10A) 357 Appendix 10A: Exercises and Problems 357 Appendix 10B: Standard Cost Systems: A Financial Reporting Perspective Using Microsoft Excel 359 Appendix 10B: Exercises and Problems 366 CHAPTER 11 Performance Measurement in Decentralized Organizations 368 Decentralization in Organizations 369 Advantages and Disadvantages of Decentralization 369 Responsibility Accounting 370 Cost, Profit, and Investment Centers 370 Cost Center 370 Profit Center 370 Investment Center 370 Evaluating Investment Center Performance—Return on Investment 371 The Return on Investment (ROI) Formula 371 Net Operating Income and Operating Assets Defined 371 Understanding ROI 371 Criticisms of ROI 374 Residual Income 375 Motivation and Residual Income 376 Divisional Comparison and Residual Income 377 Operating Performance Measures 378 Throughput (Manufacturing Cycle) Time 378 Delivery Cycle Time 378 Manufacturing Cycle Efficiency (MCE) 379 Example 380 Required: 380 Solution 380 Balanced Scorecard 381 Common Characteristics of Balanced Scorecards 381 A Company’s Strategy and the Balanced Scorecard 383 Tying Compensation to the Balanced Scorecard 385 Summary 385 Review Problem: Return on Investment (ROI) and Residual Income 386 Glossary 387 Questions 387 Exercises 387 Problems 388 Case 390 Appendix 11A: Transfer Pricing 392 Appendix 11A: Review Problem: Transfer Pricing 398 Glossary (Appendix 11A) 399 Appendix 11A: Exercises, Problems, and Case 399 Appendix 11B: Service Department Charges 401 Charging Costs by Behavior 402 Some Cautions in Allocating Service Department Costs 404 Glossary (Appendix 11B) 406 Appendix 11B: Exercises 406 CHAPTER 12 Differential Analysis: The Key to Decision Making 407 Decision Making: Six Key Concepts 408 Key Concept #1 408 Key Concept #2 408 Key Concept #3 408 Key Concept #4 409 Key Concept #5 409 Key Concept #6 409 Identifying Relevant Costs and Benefits: An Example 410 Decision Analysis: The Total Cost and Differential Cost Approaches 412 Why Isolate Relevant Costs? 414 Adding and Dropping Product Lines and Other Segments 415 An Illustration of Cost Analysis 415 A Comparative Format 417 Beware of Allocated Fixed Costs 417 Make or Buy Decisions 418 Strategic Aspects of the Make or Buy Decision 419 An Example of a Make or Buy Decision 419 Opportunity Cost 421 Special Order Decisions 422 Volume Trade-Off Decisions 423 What Is a Constraint? 423 Utilizing a Constrained Resource to Maximize Profits 424 Managing Constraints 427 Joint Product Costs and Sell or Process Further Decisions 428 Santa Maria Wool Cooperative: An Example 429 Activity-Based Costing and Relevant Costs 432 Summary 432 Review Problem: Differential Analysis 432 Glossary 433 Questions 434 Exercises 434 Problems 437 Cases 439 Appendix 12A: Pricing Decisions 441 The Absorption Costing Approach to Cost-Plus Pricing 442 Pricing and Customer Latitude 445 Value-Based Pricing 450 Target Costing 452 Summary (Appendix 12A) 453 Glossary (Appendix 12A) 453 Appendix 12A: Exercises and Problems 454 CHAPTER 13 Capital Budgeting Decisions 456 Capital Budgeting—An Overview 457 Typical Capital Budgeting Decisions 457 Cash Flows versus Net Operating Income 457 Typical Cash Outflows 457 Typical Cash Inflows 458 The Time Value of Money 458 The Payback Method 459 Evaluation of the Payback Method 459 An Extended Example of Payback 460 Payback and Uneven Cash Flows 460 The Net Present Value Method 462 The Net Present Value Method Illustrated 462 Recovery of the Original Investment 465 An Extended Example of the Net Present Value Method 466 The Internal Rate of Return Method 468 The Internal Rate of Return Method Illustrated 468 Comparison of the Net Present Value and Internal Rate of Return Methods 469 Expanding the Net Present Value Method 470 Least-Cost Decisions 470 Uncertain Cash Flows 473 An Example 473 Preference Decisions—The Ranking of Investment Projects 474 Internal Rate of Return Method 474 Net Present Value Method 474 The Simple Rate of Return Method 475 Postaudit of Investment Projects 477 Summary 478 Review Problem: Comparison of Capital Budgeting Methods 478 Glossary 480 Questions 480 Exercises 481 Problems 482 Cases 482 Appendix 13A: The Concept of Present Value 483 Appendix 13A: Review Problem: Basic Present Value Computations 486 Glossary (Appendix 13A) 487 Appendix 13A: Exercises 487 Appendix 13B: Present Value Tables 488 Appendix 13C: Income Taxes and the Net Present Value Method 490 Summary (Appendix 13C) 492 Appendix 13C: Exercises and Problems 492 CHAPTER 14 Statement of Cash Flows 494 The Statement of Cash Flows: Key Concepts 496 Organizing the Statement of Cash Flows 496 Operating Activities: Direct or Indirect Method? 497 The Indirect Method: A Three-Step Process 498 Step 1 498 Step 2 499 Step 3 500 Investing and Financing Activities: Gross Cash Flows 500 Property, Plant, and Equipment 501 Retained Earnings 502 Summary of Key Concepts 503 An Example of a Statement of Cash Flows 504 Operating Activities 505 Step 1 505 Step 2 506 Step 3 507 Investing Activities 507 Financing Activities 508 Seeing the Big Picture 509 Interpreting the Statement of Cash Flows 511 Consider a Company’s Specific Circumstances 511 Consider the Relationships among Numbers 512 Free Cash Flow 512 Earnings Quality 513 Summary 513 Review Problem 514 Glossary 518 Questions 518 Exercises 518 Problems 520 Appendix 14A: The Direct Method of Determining the Net Cash Provided by Operating Activities 523 Appendix 14A: Problems 525 CHAPTER 15 Financial Statement Analysis 526 Limitations of Financial Statement Analysis 527 Comparing Financial Data across Companies 527 Looking beyond Ratios 527 Statements in Comparative and Common-Size Form 527 Dollar and Percentage Changes on Statements 528 Common-Size Statements 530 Ratio Analysis—Liquidity 532 Working Capital 532 Current Ratio 533 Acid-Test (Quick) Ratio 533 Ratio Analysis—Asset Management 534 Accounts Receivable Turnover 534 Inventory Turnover 535 Operating Cycle 535 Total Asset Turnover 536 Ratio Analysis—Debt Management 536 Times Interest Earned Ratio 537 Debt-to-Equity Ratio 537 Equity Multiplier 538 Ratio Analysis—Profitability 538 Gross Margin Percentage 538 Net Profit Margin Percentage 539 Return on Total Assets 540 Return on Equity 540 Ratio Analysis—Market Performance 541 Earnings per Share 541 Price-Earnings Ratio 542 Dividend Payout and Yield Ratios 542 The Dividend Payout Ratio 542 The Dividend Yield Ratio 543 Book Value per Share 543 Summary of Ratios and Sources of Comparative Ratio Data 543 Summary 545 Review Problem: Selected Ratios and Financial Leverage 545 Glossary 548 Questions 548 Exercises 549 Problems 551 Integration Exercises 555
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