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Managerial Accounting 4th edition [Kietas viršelis]

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  • Formatas: Hardback, 960 pages, aukštis x plotis: 276x216 mm, weight: 2040 g
  • Išleidimo metai: 27-Jun-2014
  • Leidėjas: Pearson
  • ISBN-10: 0133428370
  • ISBN-13: 9780133428377
Kitos knygos pagal šią temą:
  • Formatas: Hardback, 960 pages, aukštis x plotis: 276x216 mm, weight: 2040 g
  • Išleidimo metai: 27-Jun-2014
  • Leidėjas: Pearson
  • ISBN-10: 0133428370
  • ISBN-13: 9780133428377
Kitos knygos pagal šią temą:
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For courses in Introduction to Management Accounting

Managerial Accounting, Fourth Edition helps students make the connection between managerial accounting concepts and the businesses they deal with everyday through strong coverage and effective practice. By presenting actual accounting decisions made in companies like Target and J. Crew, the texts precise coverage of the core concepts engages students in the learning process.

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Personalized learning with MyAccountingLabthe online homework, tutorial and assessment program that helps students succeed in the classroom and beyond. Students see the connections between accounting concepts and the businesses they interact with everyday. Students learn from the latest information on important topics in the field.

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1 Introduction to Managerial Accounting
1(45)
What is Managerial Accounting?
2(4)
Managers' Three Primary Responsibilities
2(1)
A Road Map: How Managerial Accounting Fits In
3(1)
Differences Between Managerial Accounting and Financial Accounting
4(2)
What Role do Management Accountants Play?
6(11)
Organizational Structure
6(1)
The Changing Roles of Management Accountants
7(1)
The Skills Required of Management Accountants
8(1)
Professional Associations
9(1)
Average Salaries of Management Accountants
10(1)
Ethics
11(1)
Examples of Ethical Dilemmas
12(5)
What Regulatory Issues Affect Management Accounting?
17(2)
Sarbanes-Oxley Act of 2002
17(1)
International Financial Reporting Standards (IFRS)
18(1)
Extensible Business Reporting Language (XBRL)
18(1)
What Business Trends Affect Management Accounting?
19(27)
Sustainability, Social Responsibility, and the Triple Bottom Line
19(1)
Integrated Reporting
20(1)
Shifting Economy
21(1)
Global Marketplace
21(1)
Advanced Information Systems
22(1)
Lean Operations
23(1)
Total Quality Management
23(4)
End of
Chapter
27(19)
2 Building Blocks of Managerial Accounting
46(56)
What are the Most Common Business Sectors and Their Activities?
47(16)
Service, Merchandising, and Manufacturing Companies
47(2)
Which Business Activities Make up the Value Chain?
49(1)
Coordinating Activities Across the Value Chain
50(2)
How do Companies Define Cost?
52(1)
Cost Objects, Direct Costs, and Indirect Costs
52(2)
Costs for Internal Decision Making and External Reporting
54(2)
Merchandising Companies' Inventoriable Product Costs
56(1)
Manufacturing Companies' Inventoriable Product Costs
57(2)
Prime and Conversion Costs
59(1)
Additional Labor Compensation Costs
59(1)
Recap: Inventoriable Product Costs Versus Period Costs
60(3)
How are Inventoriable Product Costs and Period Costs Shown in the Financial Statements?
63(6)
Service Companies
63(1)
Merchandising Companies
63(2)
Manufacturing Companies
65(3)
Comparing Balance Sheets
68(1)
Sustainability and Corporate Reporting
68(1)
What Other Cost Terms are Used by Managers?
69(33)
Controllable Versus Uncontrollable Costs
69(1)
Relevant and Irrelevant Costs
69(1)
Fixed and Variable Costs
70(1)
How Manufacturing Costs Behave
71(1)
Calculating Total and Average Costs
72(4)
End of
Chapter
76(26)
3 Job Costing
102(74)
What Methods are Used to Determine the Cost of Manufacturing a Product?
103(2)
Process Costing
103(1)
Job Costing
104(1)
How do Manufacturers Determine a Job's Cost?
105(14)
Overview: Flow of Inventory Through a Manufacturing System
105(1)
Scheduling Production
106(1)
Purchasing Raw Materials
107(1)
Using a Job Cost Record to Accumulate Job Costs
108(2)
Tracing Direct Materials Cost to a Job
110(2)
Tracing Direct Labor Cost to a Job
112(2)
Allocating Manufacturing Overhead to a Job
114(3)
Completing the Job Cost Record and Using it to Make Business Decisions
117(2)
How Can Job Costing Information be Enhanced for Decision Making?
119(6)
Non-Manufacturing Costs
121(1)
Direct or Variable Costing
121(4)
How do Managers Deal with Underallocated or Overallocated Manufacturing Overhead?
125(2)
What Journal Entries are Needed in a Manufacturer's Job Costing System?
127(14)
Appendix 3A
141(1)
How do Service Firms Use Job Costing to Determine the Amount to Bill Clients?
141(35)
What Costs are Considered Direct Costs of Serving the Client?
141(1)
What Costs are Considered Indirect Costs of Serving the Client?
142(1)
Finding the Total Cost of the Job and Adding a Profit Markup
143(1)
Invoicing the Client Using a Professional Billing Rate
143(1)
What Journal Entries are Needed in a Service Firm's Job Costing System?
144(1)
End of
Chapter
145(31)
4 Activity-Based Costing, Lean Operations, and the Costs of Quality
176(71)
Why and How do Companies Refine Their Cost Allocation Systems?
177(15)
Simple Cost Allocation Systems Can Lead to Cost Distortion
177(1)
Review: Using a Plantwide Overhead Rate to Allocate Indirect Costs
178(2)
Using Departmental Overhead Rates to Allocate Indirect Costs
180(5)
Using Activity-Based Costing to Allocate Indirect Costs
185(7)
How do Managers Use the Refined Cost Information to Improve Operations?
192(8)
Activity-Based Management (ABM)
192(2)
Passing the Cost-Benefit Test
194(6)
What is Lean Thinking?
200(7)
The Eight Wastes of Traditional Operations
200(2)
Characteristics of Lean Operations
202(5)
Lean Operations in Service and Merchandising Companies
207(1)
How do Managers Improve Quality?
207(40)
Costs of Quality (COQ)
208(1)
Relationship Among Costs
209(1)
Using Costs of Quality Reports to Aid Decisions
210(5)
End of
Chapter
215(32)
5 Process Costing
247(62)
Process Costing: An Overview
248(4)
Two Basic Costing Systems: Job Costing and Process Costing
248(1)
How Does the Flow of Costs Differ Between Job and Process Costing?
249(3)
What are the Building Blocks of Process Costing?
252(2)
Conversion Costs
252(1)
Equivalent Units
252(1)
Inventory Flow Assumptions
253(1)
How Does Process Costing Work in the First Processing Department?
254(7)
Step 1 Summarize the Flow of Physical Units
256(1)
Step 2 Compute Output in Terms of Equivalent Units
256(2)
Step 3 Summarize Total Costs to Account For
258(1)
Step 4 Compute the Cost per Equivalent Unit
258(1)
Step 5 Assign Total Costs to Units Completed and to Units in Ending Work in Process Inventory
259(1)
Average Unit Costs
259(2)
What Journal Entries are Needed in a Process Costing System?
261(6)
How Does Process Costing Work in a Second or Later Processing Department?
267(42)
Process Costing in SeaView's Insertion Department
267(2)
Steps 1 and 2 Summarize the Flow of Physical Units and Compute Output in Terms of Equivalent Units
269(1)
Steps 3 and 4 Summarize Total Costs to Account for and Compute the Cost per Equivalent Unit
270(1)
Step 5 Assign Total Costs to Units Completed and to Units in Ending Work in Process Inventory
271(1)
Unit Costs and Gross Profit
271(1)
Production Cost Reports
272(1)
Journal Entries in a Second Processing Department
273(7)
End of
Chapter
280(29)
6 Cost Behavior
309(73)
Cost Behavior: How do Changes in Volume Affect Costs?
310(14)
Variable Costs
310(3)
Fixed Costs
313(3)
Mixed Costs
316(2)
Relevant Range
318(1)
Other Cost Behaviors
319(5)
How do Managers Determine Cost Behavior?
324(9)
Account Analysis
324(1)
Scatter Plots
324(2)
High-Low Method
326(2)
Regression Analysis
328(4)
Data Concerns
332(1)
What are the Roles of Variable Costing and the Contribution Margin Income Statement?
333(49)
Comparing Absorption Costing and Variable Costing
333(2)
The Contribution Margin Income Statement
335(3)
Comparing Operating Income: Variable Versus Absorption Costing
338(2)
Reconciling Operating Income Between the Two Costing Systems
340(7)
End of
Chapter
347(35)
7 Cost-Volume-Profit Analysis
382(61)
How Does Cost-Volume-Profit Analysis Help Managers?
383(4)
Data and Assumptions Required for CVP Analysis
383(1)
The Unit Contribution Margin
384(1)
The Contribution Margin Ratio
385(2)
How do Managers Find the Breakeven Point?
387(4)
The Income Statement Approach
388(1)
The Shortcut Approach Using the Unit Contribution Margin
389(1)
The Shortcut Approach Using the Contribution Margin Ratio
390(1)
How do Managers Find the Volume Needed to Earn a Target Profit?
391(7)
How Much Must we Sell to Earn a Target Profit?
391(2)
Graphing CVP Relationships
393(5)
How do Managers Use CVP to Plan for Changing Business Conditions?
398(9)
Changing the Sales Price
398(1)
Changing Variable Costs
399(1)
Changing More Than One Factor
400(1)
Changing Fixed Costs
401(2)
Changing the Mix of Products Offered for Sale
403(4)
What are Some Common Indicators of Risk?
407(36)
Margin of Safety
407(1)
Operating Leverage
408(3)
Choosing a Cost Structure
411(6)
End of
Chapter
417(26)
9 Relevant Costs for Short-Term Decisions
443(59)
How do Managers Make Decisions?
444(4)
Relevant Information
444(1)
Relevant Nonfinancial Information
445(1)
Keys to Making Short-Term Special Decisions
446(2)
How do Managers Make Special Order and Regular Pricing Decisions?
448(12)
Special Order Decisions
448(4)
Regular Pricing Decisions
452(8)
How do Managers Make Other Special Business Decisions?
460(42)
Decisions to Discontinue Products, Departments, or Stores
460(4)
Product Mix Decisions when Resources are Constrained
464(2)
Outsourcing Decisions (Make or Buy)
466(4)
Decisions to Sell As Is or Process Further
470(6)
End of
Chapter
476(26)
9 The Master Budget
502(70)
How and Why do Managers Use Budgets?
503(4)
How are Budgets Used?
503(1)
How are Budgets Developed?
503(2)
What are the Benefits of Budgeting?
505(1)
What is the Master Budget?
506(1)
How are the Operating Budgets Prepared?
507(12)
Sales Budget
507(1)
Production Budget
508(2)
Direct Materials Budget
510(1)
Direct Labor Budget
511(1)
Manufacturing Overhead Budget
512(1)
Operating Expenses Budget
513(1)
Budgeted Income Statement
514(5)
How are the Financial Budgets Prepared?
519(8)
Capital Expenditures Budget
519(1)
Cash Collections Budget
519(1)
Cash Payments Budget
520(2)
Combined Cash Budget
522(1)
Budgeted Balance Sheet
523(2)
Sensitivity Analysis and Flexible Budgeting
525(2)
How do the Budgets for Service and Merchandising Companies Differ?
527(45)
Service Companies
527(1)
Merchandising Companies
527(2)
Impact of Credit and Debit Card Sales on Budgeting
529(5)
End of
Chapter
534(38)
10 Performance Evaluation
572(70)
How Does Decentralization Affect Performance Evaluation?
573(1)
Advantages and Disadvantages of Decentralization
573(1)
Performance Evaluation Systems
574(1)
What is Responsibility Accounting?
574(12)
Types of Responsibility Centers
575(2)
Responsibility Center Performance Reports
577(2)
Evaluation of Investment Centers
579(7)
What is Transfer Pricing?
586(7)
Strategies and Mechanisms for Determining a Transfer Price
587(6)
How do Managers Use Flexible Budgets to Evaluate Performance?
593(5)
Creating a Flexible Budget Performance Report
594(2)
Underlying Causes of the Variances
596(2)
How do Companies Incorporate Nonfinancial Performance Measurement?
598(44)
The Balanced Scorecard
598(9)
End of
Chapter
607(35)
11 Standard Costs and Variances
642(56)
What are Standard Costs?
643(4)
Types of Standards
643(1)
Information Used to Develop and Update Standards
644(1)
Computing Standard Costs
644(3)
How do Managers Use Standard Costs to Compute DM and DL Variances?
647(13)
Using Standard Costs to Develop the Flexible Budget
647(1)
Direct Materials Variances
647(6)
Direct Labor Variances
653(2)
Summary of Direct Materials and Direct Labor Variances
655(1)
Advantages and Disadvantages of Using Standard Costs and Variances
655(5)
How do Managers Use Standard Costs to Compute MOH Variances?
660(38)
Variable Manufacturing Overhead Variances
660(2)
Fixed Manufacturing Overhead Variances
662(2)
Standard Costing Systems
664(4)
Appendix 11A
668(1)
Standard Costing
668(3)
Standard Costing Income Statement
671(1)
End of
Chapter
672(26)
12 Capital Investment Decisions and the Time Value of Money
698(67)
What is Capital Budgeting?
699(3)
Four Popular Methods of Capital Budgeting Analysis
699(1)
Focus on Cash Flows
700(1)
Capital Budgeting Process
700(2)
How do Managers Calculate the Payback Period and Accounting Rate of Return?
702(9)
Payback Period
702(3)
Accounting Rate of Return (ARR)
705(6)
How do Managers Compute the Time Value of Money?
711(7)
Factors Affecting the Time Value of Money
711(1)
Future Values and Present Values: Points Along the Time Continuum
712(1)
Future Value and Present Value Factors
713(1)
Calculating Future Values of Single Sums and Annuities Using FV Factors
714(1)
Calculating Present Values of Single Sums and Annuities Using PV Factors
715(3)
How do Managers Calculate the Net Present Value and Internal Rate of Return?
718(9)
Net Present Value (NPV)
719(5)
Internal Rate of Return (IRR)
724(3)
How do the Capital Budgeting Methods Compare?
727(4)
Appendix 12A
731(1)
Present Value Tables and Future Value Tables
731(4)
Table A Present Value of $1
731(1)
Table B Present Value of Annuity of $1
732(1)
Table C Future Value of $1
733(1)
Table D Future Value of Annuity of $1
734(1)
Appendix 12B
735(1)
Solutions to
Chapter Examples Using Microsoft Excel
735(4)
Appendix 12C
739(1)
Using a TI-83, TI-83 Plus, TI-84, or TI-84 Plus Calculator to Perform Time Value of Money Calculations
739(26)
End of
Chapter
745(20)
13 Statement of Cash Flows
765(58)
What is the Statement of Cash Flows?
766(8)
Three Types of Activities That Generate and Use Cash
767(2)
Two Methods of Presenting Operating Activities
769(5)
How is the Statement of Cash Flows Prepared Using the Indirect Method?
774(11)
Information Needed to Prepare the Statement of Cash Flows
774(1)
Preparing the Cash Flows from Operating Activities
774(6)
Preparing the Cash Flows from Investing Activities
780(2)
Preparing the Cash Flows from Financing Activities
782(2)
Interpreting the Statement of Cash Flows
784(1)
Recap: Steps to Preparing the Statement of Cash Flows Using the Indirect Method
784(1)
How is the Statement of Cash Flows Prepared Using the Direct Method?
785(38)
Overview
785(1)
Determining Cash Payments and Receipts
786(8)
End of
Chapter
794(29)
14 Financial Statement Analysis
823(53)
What are the Most Common Methods of Analysis?
824(1)
Horizontal Analysis
824(4)
Horizontal Analysis of the Income Statement
826(1)
Horizontal Analysis of the Balance Sheet
826(1)
Trend Percentages
826(2)
Vertical Analysis
828(7)
How do we Compare One Company with Another?
830(5)
What are Some of the Most Common Financial Ratios?
835(8)
Measuring Ability to Pay Current Liabilities
835(1)
Measuring Ability to Sell Inventory and Collect Receivables
836(2)
Measuring Ability to Pay Long-Term Debt
838(1)
Measuring Profitability
839(2)
Analyzing Stock Investments
841(2)
Red Flags in Financial Statement Analysis
843(33)
End of
Chapter
850(26)
15 Sustainability
876
What is Sustainability and How Does it Create Business Value?
877(6)
Historical Overview
878(1)
The Business Case for Sustainability
879(4)
What is Sustainability Reporting?
883(5)
Current State of Sustainability Reporting
883(1)
Reasons for Sustainability Reporting
884(1)
Framework for Sustainability Reporting
884(4)
What is Environmental Management Accounting (EMA)?
888
EMA Systems
888(2)
Uses of Environmental Management Accounting Information
890(1)
Challenges to Implementing EMA Systems
891(2)
Future of Environmental Management Accounting
893(2)
End of
Chapter
895
Company Names Index 1(4)
Glossary/Index 5
Karen Wilken Braun is an associate professor for the Weatherhead School of Management at Case Western Reserve University. Professor Braun was on the faculty of the J.M. Tull School of Accounting at the University of Georgia before her appointment at Case Western. She has received several student-nominated Outstanding Teacher of the Year awards at both business schools.

Professor Braun has been a Certified Public Accountant since 1985 and holds membership in the American Accounting Association (AAA), the Institute of Management Accountants, and the American Institute of Certified Public Accountants. She also holds the Chartered Global Management Accountant designation, and is a member of the AAAs Management Accounting Section as well as the Teaching, Learning and Curriculum Section. Her research and teaching interests revolve around lean operations, sustainability, corporate responsibility, and accounting education. Dr. Brauns work has been published in Contemporary Accounting Research, Issues in Accounting Education, and Journal of Accounting Education.

Dr. Braun received her Ph.D. from the University of Connecticut, where she was an AICPA Doctoral Fellow, a Deloitte & Touche Doctoral Fellow, and an AAA Doctoral Consortium Fellow. She received her B.A., summa cum laude, from Luther College, where she was a member of Phi Beta Kappa. Dr. Braun gained public accounting experience while working at Arthur Andersen & Co. and accumulated additional business and management accounting experience as a corporate controller.



Wendy M. Tietz is an associate professor for the Department of Accounting in the College of Business Administration at Kent State University, where she has taught since 2000. Prior to Kent State University, she was on the faculty at the University of Akron. She teaches in a variety of formats, including large sections, small sections, and webbased sections. She has received numerous college and university teaching awards while at Kent State University. Most recently she was named the Beta Gamma Sigma Professor of the Year for the College of Business Administration at Kent State University. Dr. Tietz is a Certified Public Accountant, a Certified Management Accountant, and a Chartered Global Management Accountant. She is a member of the American Accounting Association (AAA), the Institute of Management Accountants and the American Institute of Certified Public Accountants. She has published in Issues in Accounting Education, Accounting Education: An International Journal, and Journal of Accounting & Public Policy. She regularly presents at AAA regional and national meetings. She also leads a short-term Study Abroad trip for accounting majors to Paris and London each year.

Dr. Tietz received her Ph.D. from Kent State University. She received both her M.B.A. and B.S.A. from the University of Akron. She worked in industry for several years, both as a controller for a financial institution and as the operations manager and controller for a recycled plastics manufacturer.

Dr. Tietz and her husband, Russ, have two grown sons. In her spare time, she enjoys bike riding, walking, and reading. She is also very interested in using technology in education.