管理会计英文版课后习题答案高等教育出版社chapter 8Word格式文档下载.docx
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管理会计英文版课后习题答案高等教育出版社chapter 8Word格式文档下载.docx
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5.Amasterbudgetisthecollectionofallindividualareaandactivitybudgets.Operatingbudgetsareconcernedwiththeincome-generatingactivitiesofafirm.Financialbudgetsareconcernedwiththeinflowsandoutflowsofcashandwithplannedcapitalexpenditures.
6.Thesalesforecastisacriticalinputforbuildingthesalesbudget.However,itisnotnecessarilyequivalenttothesalesbudget.Uponreceivingthesalesforecast,managementmaydecidethatthefirmcandobetterthantheforecastindicates.Consequently,actionsmaybetakentoincreasethesalespotentialforthecomingyear(e.g.,increasingadvertising).Thisadjustedforecastthenbecomesthesalesbudget.
7.Yes.Allbudgetsarefoundedonthesalesbudget.Beforeaproductionbudgetcanbecreated,itmusthavetheplannedsales.Themanufacturingbudgets,inturn,dependontheproductionbudget.Thesameistrueforthefinancialbudgetssincesalesisacriticalinputforbudgetsinthatcategory.
8.Foramerchandisingfirm,theproductionbudgetisreplacedbyamerchandisepurchasesbudget.Merchandisingfirmsalsolackdirectmaterialsanddirectlaborbudgets.Allotherbudgetsareessentiallythesame.Foraservicefirm(for-profit),thesalesbudgetdoublesastheproductionbudget,andthereisnofinishedgoodsinventorybudget.Therestofthebudgetshavecounterparts.
9.Astaticbudgetisforaparticularlevelofactivity.Aflexiblebudgetisonethatcanbeestablishedforanylevelofactivity.Forperformancereporting,itisnecessarytocomparetheactualcostsfortheactuallevelofactivitywiththebudgetedcostsfortheactuallevelofactivity.Aflexiblebudgetprovidesthemeanstocomputethebudgetedcostsfortheactuallevelofactivity,afterthefact.
10.Aflexiblebudgetisbasedonasimpleformula:
Y=F+VX,whichrequiresknowledgeofbothfixedandvariablecomponents.
11.Goalcongruenceisimportantbecauseitmeansthattheemployeesofanorganizationareworkingtowardthegoalsofthatorganization.
12.Frequentfeedbackisimportantsothatcorrectiveactioncanbetaken,increasingthelikelihoodofachievingbudget.
13.Bothmonetaryandnonmonetaryincentivesareusedtoencourageemployeesofanorganizationtoachievetheorganization’sgoals.Monetaryincentivesappealtotheeconomicneedsofanindividual,andnonmonetaryincentivesappealtothepsychologicalneeds.Sinceindividualsaremotivatedbybotheconomicandpsychologicalfactors,bothtypesofincentivesoughttobepresentinagoodbudgetarysystem.
14.Participativebudgetingisasystemofbudgetingthatallowssubordinatemanagersasayinhowthebudgetsareestablished.Participativebudgetingfosterscreativityandcommunicatesasenseofresponsibilitytosubordinatemanagers.Italsocreatesahigherlikelihoodofgoalcongruencesincemanagershavemoreofatendencytomakethebudget’sgoalstheirownpersonalgoals.
15.Agree.Individualswhoarenotchallengedtendtoloseinterestandmaintainalowerlevelofperformance.Achallenging,butachievable,budgettendstoextractahigherlevelofperformance.
16.Topmanagementshouldprovideguidelinesandstatisticalinput(e.g.,industrialforecasts)andshouldreviewthebudgetstominimizethepossibilityofbudgetaryslackandensurethatthebudgetiscompatiblewiththestrategicobjectivesofthefirm.Topmanagementshouldalsoprovidetheincentiveandrewardsystemassociatedwiththebudgetarysystem.
17.Byunderestimatingrevenuesandoverestimatingcosts,thebudgetismoreeasilyachieved.
18.Tomeetbudget,itispossibletotakeactionsthatreducecostsintheshortrunbutincreasetheminthelongrun.Forexample,lower-priced,lower-qualitymaterialscanbesubstitutedfortheusualqualityofmaterials.
19.Otherperformancemeasuresincludeproductivity,personneldevelopment,market
share,andproductquality.Amanagerwouldhavetoberewardedforimprovementsachievedineacharea.Amajordifficultyisdetermininghowmuchweighttoassigntoeachperformancearea.
20.Behavioralfactorscanmakeorbreakabudgetarycontrolsystem.Itisabsolutelyessentialtoconsiderthebehavioralramifications.Ignoringthemcanandprobablywillproducedysfunctionalconsequences.
21.Across-the-boardcutshavetheappearanceofbeingfair,buttheyunfairlypenalizegoodprograms.Inaneraofscarceresources,anorganizationmustdecidewhatitwishestoemphasizeandallocateresourcesaccordingly.Thismaymeanthecompleteeliminationofweakprogramsandthestrengtheningofstrongprograms.Tocuteachprogramequallywithoutconsideringwhichonesarevitaltothesuccessoftheorganizationisnotgoodplanning.
22.Activity-basedbudgetingrequiresthreesteps:
(1)identificationofactivities;
(2)estimationofactivityoutputdemands;
and(3)estimationofthecostsofresourcesneededtoprovidetheactivityoutputdemanded.
23.Functional-basedflexiblebudgetingreliesonunit-baseddriverstobuildcostformulasforvariouscostitems.Activityflexiblebudgetingusesactivitydriverstobuildacostformulaforthecostsofeachactivity.
Exercises
8–1
1.Fresh-n-Clean,Inc.
SalesBudget
FortheYear2006
Detergent:
1stQtr.2ndQtr.3rdQtr.4thQtr.Total
Units40,00055,00062,00070,000227,000
Price$3.00$3.00$3.00$3.00$3.00
Sales$120,000$165,000$186,000$210,000$681,000
Presoak:
Units50,00050,00060,00070,000230,000
Price$3.50$3.50$3.50$3.50$3.50
Sales$175,000$175,000$210,000$245,000$805,000
Totalsales$295,000$340,000$396,000$455,000$1,486,000
2.Fresh-n-Clean,Inc.,willusethesalesbudgetinplanningasthebasisfortheproductionbudgetandthesucceedingbudgetsofthemasterbudget.Attheendoftheyear,thecompanycancompareactualsalesagainstthebudgettoseeifexpectationswereachieved.
8–2
Fresh-n-Clean,Inc.
ProductionBudgetforDetergent
FortheYear2006
1stQtr.2ndQtr.3rdQtr.4thQtr.Total
Sales40,00055,00062,00070,000227,000
Des.endinginventory5,5006,2007,0004,5004,500
Totalneeds45,50061,20069,00074,500231,500
Less:
Beginninginventory2,0005,5006,2007,0002,000
Unitsproduced43,50055,70062,80067,500229,500
ProductionBudgetforPresoak
Sales50,00050,00060,00070,000230,000
Des.endinginventory10,00012,00014,00011,00011,000
Totalneeds60,00062,00074,00081,000241,000
Beginninginventory3,20010,00012,00014,0003,200
Unitsproduced56,80052,00062,00067,000237,800
8–3
Cap’nAhab,Inc.
ProductionBudgetforWhole-BeanCoffee
FortheFirstQuarter,20XX
JanuaryFebruaryMarchTotal
Sales200,000140,000180,000520,000
Des.endinginventory28,00036,00042,00042,000
Totalneeds228,000176,000222,000562,000
Beginninginventory35,00028,00036,00035,000
Unitsproduced193,000148,000186,000527,000
8–4
DirectMaterialsPurchasesBudget
ForJanuaryandFebruary
1.Bags:
JanuaryFebruaryTotal
Production193,000148,000341,000
1bag111
Bagsforproduction193,000148,000341,000
Des.endinginventory14,80018,60018,600
Totalneeds207,800166,600359,600
Less:
Beginninginventory19,30014,80019,300
Canspurchased188,500151,800340,300
2.Roastedbeans:
10ounces101010
Ouncesforproduction1,930,0001,480,0003,410,000
Des.endinginventory148,000186,000186,000
Totalneeds2,078,0001,666,0003,596,000
Beginninginventory193,000148,000193,000
Ouncespurchased1,885,0001,518,0003,403,000
8–5
Carson,Inc.
ProductionBudget
Sales200,000240,000220,000660,000
Desiredendinginventory36,00033,00030,00030,000
Totalneeds236,000273,000250,000690,000
Beginninginventory18,00036,00033,00018,000
Unitstobeproduced218,000237,000217,000672,000
8–6
LanningCompany
ForMarch,April,andMay20XX
MarchAprilMayTotal
Unitstobeproduced10,00030,00050,00090,000
Directmaterialsperunit
(yards)25252525
Productionneeds250,000750,0001,250,0002,250,000
Desiredendinginventory
(yards)150,000250,00030,00030,000
Totalneeds400,0001,000,0001,280,0002,280,000
Lessbeginninginventory50,000150,000250,00050,000
D
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