Managerial Accounting
Pearson (Verlag)
978-0-13-228463-9 (ISBN)
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We’ve talked to tons of Managerial Accounting instructors and our editors have even taken the accounting course (numerous times!) to figure out the following issue in this course that is consistent: Students understand (or “get it”) right after you do a problem in class, but as soon as they leave class, with each passing hour, their ability to do the problems again and complete their homework diminishes to the point of them either having to come to office hours to get help, or they just quit and get behind in the course. On top of this, you can end up getting behind in the course as well, in order to keep everyone on track. The Demo Docs system helps to recreate the “I get it” moments outside of class–keeping both you and the students on track.
Please see detailed table of contents below the brief version.
Brief Table of Contents:
PART I: GETTING STARTED WITH MANAGEMENT ACCOUNTING
1) Introduction to Management Accounting
2) Building Blocks of Management Accounting
PART II: DETERMINING PRODUCT COSTS
3) Job Costing
4) Process Costing
5) Activity-Based Costing and Other Cost Management Tools
PART III: UNDERSTANDING COST BEHAVIOR AND MAKING DECISIONS
6) Cost Behavior
Appendix-Variable Costing
7) Cost-Volume-Profit Analysis
8) Short-Term Business Decisions
9) Capital Investment Decisions and the Time Value of Money
PART IV: PLANNING, CONTROLLING AND EVALUATING
10) Master Budget and Responsibility Accounting
11) Flexible Budgets and Standard Costs
12) Performance Evaluation and the Balanced Scorecard
13) Financial Statement Analysis
Detailed Table of Contents
for
Bamber/Braun/Harrison
Managerial Accounting
Chapter 1: Introduction to Management Accounting
Management Accounting: Information for Managers
Manager’s Four Primary Responsibilities
A Road Map: How Does Management Accounting Fit In?
Management Accounting Versus Financial Accounting
The Management Accountant Within the Organization
Organizational Structure
The Changing Roles of Management Accountants
The Skills Required of Management Accountants
Professional Association
Ethics
Today’s Business Environment
Sarbanes-Oxley Act of 2002
Shift Toward a Service Economy
Competing in the Global Marketplace
Time-Based Competition
Advanced Information Systems
E-Commerce
Just-in-Time Management
Total Quality Management
ISO 9001:2000
Cost-Benefit Analysis
Chapter 2: Building Blocks of Management Accounting
Three Business Sectors and the Value Chain
Service, Merchandising, and Manufacturing Companies
Service Companies
Merchandising Companies
Manufacturing Companies
Which Business Activities Make Up the Value Chain?
Determining the Costs to Serve a Customer or to Make a Product
Cost Objects, Direct Costs, and Indirect Costs
Product Costs for Internal Decision Making and External
Reporting
Full Product Costs for Internal Decision Making
Inventoriable Product Costs for External Reporting
Merchandising Companies’ Inventoriable Product Costs
Direct Materials (DM)
Direct Labor (DL)
Manufacturing Overhead (MOH)
Prime and Conversion Costs
Direct and Indirect Labor Compensation
Review: Inventoriable Product Costs or Period Costs?
Inventoriable Product Costs and Period Costs in Financial
Statements
Service Companies
Merchandising Companies
Manufacturing Companies
Calculating the Cost of Goods Manufactured
Flow of Costs Through Inventory Accounts
Effects on the Balance Sheet
Other Cost Terms for Planning and Decision Making
Controllable Versus Uncontrollable Costs
Relevant and Irrelevant Costs
Fixed and Variable Costs
Total, Average, and Marginal Costs
Chapter 3: Job Costing
Full Product Costs: A Brief Overview
How Much Does It Cost to Make a Product? Two Approaches
Process Costing
Job Costing
How Job Costs Flow Through the Accounts: An Overview
Job Costing: Accounting for Materials and Labor
Accounting for Materials
Purchasing Materials
Using Materials
Recording the Cost of Direct and Indirect Materials Used
Accounting for Manufacturing Labor
Job Costing: Allocating Manufacturing Overhead
Allocating Manufacturing Overhead to Jobs
Choose a Manufacturing Overhead Allocation Base
How to Estimate a Manufacturing Overhead
Six Steps in Allocating Manufacturing Overhead
Accounting for Completion and Sale of Finished Goods and
Closing Manufacturing Overhead
Accounting for Completion and Sale of Finished Goods
Closing Manufacturing Overhead to Adjust for Under-allocated
Or Over-allocated Manufacturing Overhead
Overview of Job Costing in a Manufacturing Company
How Information Technology Has Changed Job Costing
Assigning Non-Inventoriable Costs
Noninventoriable Costs in Manufacturing Companies
Noninventoriable Costs and Job Costing in Nonmanufacturing
Companies
Chapter 4: Process Costing
Process Costing: An Overview
Two Basic Costing Systems: Job Costing & Process Costing
How Does the Flow of Costs Differ Between Job & Process Costing?
Building Blocks of Process Costing
Conversion Costs
Equivalent Units
Inventory Flow Assumptions
Illustrating Process Costing in the First Processing Department
Step 1: Summarize the Flow of Physical Units
Step 2: Compute Output in Terms of Equivalent Units
Step 3: Summarize Total Costs to Account For
Step 4: Compute the Cost per Equivalent Unit
Step 5: Assign Costs to Units Completed and to Units in Ending Work to
Process Inventory
Process Costing in a Second Processing Department
Process Costing in SeaView’s Insertion Department
Steps 1&2:
Step 1: Summarize Flow of Physical Units
Step 2: Compute Output in Terms of Equivalent Units
Steps 3&4: Summarize Total Costs to Account For and Compute
the cost per Equivalent Unit
Step 5: Assign Total Costs to Units Completed and to Units Ending Work
To Process Inventory
How Managers Use a Production Cost Report
Chapter 5: Activity-Based Costing & Other Cost Management Tools
Refining Cost Systems
Why Managers Need More Accurate Cost Systems
Sharpening the Focus: From Business Functions to Dept. Activities
Activity-Based Costing
Developing an ABC System
Traditional Versus ABC Systems: Chemtech
Activity-Based Management: Using ABC for Decision Making
Cutting Costs
Routine Planning and Control Decisions
Using ABC in Merchandising and Service Companies
When Does ABC Pass the Cost-Benefit Test?
Signs That the Old Cost System May Be Broken
Traditional Versus Just-in-Time Systems
Traditional Systems
Just-in-Time Systems
Features of JIT Costing
Example of JIT Costing
Continuous Improvement and the Management of Quality
Types of Quality Costs
Deciding Whether to Adopt a New Quality Program
Chapter 6: Cost Behavior
Cost Behavior: How Do Changes in Volume Affect Costs?
Variable Costs
Fixed Costs
Mixed Costs
Relevant Range
Other Cost Behaviors
Determining Cost Behavior
Account Analysis
High-Low Method
Regression Analysis
Using the Results of High-Low Method & Regression Analysis to Predict
Costs
Data Concerns
The Contribution Margin Income Statement: A Summary of Cost Behavior
Variable Costing and Absorption Costing
Variable Versus Absorption Costing: Sportade
Reconciling the Difference in Income
Absorption Costing and Manager’s Incentives
Chapter 7: Cost-Volume-Profit Analysis
How Does Cost-Volume-Profit Analysis Help Managers?
Data Required for Effective CVP Analysis
CVP Assumptions
The Unit Contribution Margin
The Contribution Margin Ratio
Using CVP Analysis to Find the Breakeven Point
The Income Statement Approach
Short-Cut Approach Using the Unit Contribution Margin
Short-Cut Approach Using the Contribution Margin Ratio
Using CVP to Plan Profits
How Much Must We Sell to Earn a Target Profit?
Graphing CVP Relationships
Using CVP When Business Conditions Change
Changing the Sale Price
Changing Variable Costs
Changing Fixed Costs
Effects of Sales Mix on CVP Analysis
Risk Indicators
Margin of Safety
Operating Leverage
Chapter 8: Short-Term Business Decisions
How Managers Make Decisions
Relevant Information
Relevant Nonfinancial Information
Keys to Making Short-Term Special Decisions
Special Sales Order and Regular Pricing Decisions
When to Accept a Special Sales Order
How to Set Regular Prices
Target Pricing
Cost-Plus Pricing
Other Short-Term Special Business Decisions
Fixed Costs that Will Continue to Exist (Unavoidable Fixed Costs)
Direct Fixed Costs (Avoidable Fixed Costs)
Other Considerations
Product Mix: Which Product to Emphasize?
Chapter 9: Capital Investment Decisions and the Time Value of Money
Capital Budgeting
Four Popular Methods of Capital Budgeting Analysis
Focus on Cash Flows
Capital Budgeting Process
Using Payback and Accounting Rate of Return to Make Capital Investment Decisions
Payback Period
Payback with Equal Annual Net Cash Flows
Payback with Unequal Net Cash Inflows
Criticism of the Payback Period Method
Accounting Rate of Return (ARR)
Investments with No Residual Value
Investments with a Residual Value
A Review of the Time Value of Money
Factors Affecting the Time Value of Money
Future Values and Present Values: Points Along the Time Continuum
Future Value and Present Value Factors
Calculating Future Values of Single Sums and Annuities Using FV Factors
Calculating Present Values of Single Sums and Annuities Using FV Factors
Using Discounted Cash-Flow Models to Make Capital Budgeting Decisions
Net Present Value (NPV)
NPV with Equal Periodic Net Cash Inflows (Annuity)
NPV with Unequal Periodic Net Cash Inflows
Capital Rationing and the Profitability Index
NPV of a Project with Residual Value
Sensitivity Analysis
Internal Rate of Return (IRR)
IRR with Equal Periodic Cash Flows
IRR with Unequal Periodic Cash Flows
Comparing Capital Budgeting Methods
Chapter 10: The Master Budget and Responsibility Accounting
Why Managers Use Budgets
Using Budgets to Plan and Control
Benefits of Budgeting
Planning
Coordinating and Communication
Benchmarking
Preparing the Master Budget
Components of the Master Budget
Date for Whitewater Sporting Goods’ Master Budget
Preparing the Operating Budget
The Sales Budget
The Inventory, Purchases, and Cost Goods Sold Budget
The Operating Expense Budget
The Budgeted Income Statement
Preparing the Financial Budget
Preparing the Cash Budget
Budgeted Cash Collections from Customers
Budgeted Cash Payments for Purchases
Budgeted Cash Payments for Operating Expenses
The Cash Budget
The Budgeted Balance Sheet
The Budgeted Statement of Cash Flows
Getting Employees to Accept the Budget
Using Information Technology for Sensitivity Analysis and Rolling Up Unit Budgets
Sensitivity Analysis
Rolling Up Individual Unit Budgets into the Companywide Budget
Responsibility Accounting
Four Types of Responsibility Centers
Responsibility Accounting Performance Reports
Management by Exception
Not a Question of Blame
Other Performance Measures
Chapter 11: Flexible Budgets and Standard Costs
How Managers Use Flexible Budgets
What Is a Flexible Budget?
Graphing the Flexible Budget
Using the Flexible Budget to See Why Actual Results Differ from the Static Budget
Standard Costs
Using Standard Costs to Analyze Direct Materials and Direct Labor Variances
Direct Material Variances
Direct Materials Price Variances
Direct Materials Efficiency Variance
Summary of Direct Material Variances
Direct Labor Variances
Direct Labor Price Variance
Direct Labor Efficiency Variance
Summary of Direct Labor Variances
Price and Efficiency Variances: Three Common Pitfalls
Using Variances
How Often to Compute Variances?
Using Variances to Evaluate Employees’ Performance
Using Standard Costs to Analyze Manufacturing Overhead Variances
Overhead Flexible Budget Variance
Production Volume Variance
Standard Cost Accounting System
Journal Entries
Standard Cost Income Statement for Management
Chapter 12: Performance Evaluation and the Balanced Scorecard
Decentralized Operations
Advantages of Decentralization
Frees Top Management Time
Supports Use of Expert Knowledge
Improves Customer Relations
Provides Training
Improves Motivation and Retention
Disadvantages of Decentralization
Duplication of Costs
Problems Achieving Goal Congruence
Responsibility Centers
Performance Measurement
Goals of Performance Evaluation Systems
Promoting Goal Congruence and Coordination
Communicating Expectations
Motivating Unit Managers
Providing Feedback
Benchmarking
Limitations of Financial Performance Measurement
The Balanced Scorecard
The Four Perspectives of the Balanced Scorecard
Financial Perspective
Customer Perspective
Internal Business Perspective
Learning and Growth Perspective
Measuring the Financial Performance of Cost, Revenue, and Profit Centers
Measuring the Financial Performance of Investment Centers
Return on Investment
Residual Income (RI)
Economic Value Added (EVA)
Limitations of Financial Performance Measures
Measurement Issues
Short-Term Focus
Allocating Service Department Costs
Chapter 13: Financial Statement Analysis
Methods of Analysis
Horizontal Analysis of the Income Statement
Horizontal Analysis of the Balance Sheet
Trend Percentages
Vertical Analysis
How do We Compare One Company with Another
Benchmarking Against A Key Competitor
Using Ratios to Make Decisions
Measuring Ability to Pay Current Liabilities
Acid-Test Ratio
Measuring Ability to Sell Inventory and Collect Receivables
Inventory Turnover
Accounts Receivable Turnover
Day’s Sales in Receivables
Measuring Ability to Pay Long-term Debt
Debt Ratio
Dividend Yield
Book Value Per hare of Common Stock
Red Flags in Financial Statement Analysis
| Erscheint lt. Verlag | 28.2.2007 |
|---|---|
| Sprache | englisch |
| Maße | 221 x 286 mm |
| Gewicht | 1742 g |
| Themenwelt | Wirtschaft ► Betriebswirtschaft / Management ► Rechnungswesen / Bilanzen |
| ISBN-10 | 0-13-228463-4 / 0132284634 |
| ISBN-13 | 978-0-13-228463-9 / 9780132284639 |
| Zustand | Neuware |
| Informationen gemäß Produktsicherheitsverordnung (GPSR) | |
| Haben Sie eine Frage zum Produkt? |
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