2023年-管理会计双语版学习辅助资料.docx

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1、管理会计Managerial Accounting（双语32 ）学习辅助资料2013-2014-1 学期PR 21-1B Gaelic Industries Inc., operating at full capacity, sold 22,350 units at a price of $150 per unit during 2010. Its income statement for 2010 is as follows:Sales$3,352,500Cost of goods soldGross profit$1,152,500Expenses:Selling expenses$250

2、,000Administrative expenses250.000Total expenses506000Income from operations$ 652.500The division of costs between fixed and variable is as follows:FixedVariableCost of sales60%40%Selling expenses50%50%Administrative expenses55%45%Management is considering a plant expansion program that will permit

3、an increase of $900,000 in yearly sales. The expansion will increase fixed costs by $242,500, but will not affect the relationship between sales and variable costs.Instructions1. Determine for 2010 the total fixed costs and the total variable costs.2. Determine for 2010 (a) the unit variable cost an

4、d (b) the unit contribution margin.3. Compute the break-even sales (units) for 2010.4. Compute the break-even sales (units) under the proposed program.5. Determine the amount of sales (units) that would be necessary under the proposed program to realize the $652,500 of income from operations that wa

5、s earned in 2010.6. Determine the maximum income from operations possible with the expanded plant.7. If the proposal is accepted and sales remain at the 2010 level, what will the income or loss from operations be for 2011?8. Based on the data given, would you recommend accepting the proposal? Explai

6、n.Chapter 22 BudgetingTerminology:budgetsresponsibility centerbudgetary slackgoal conflictcontinuous budgetingzero-based budgetingstatic budgetflexible budgetmaster budgetincome statement budgetssales budgetproduction budgetdirect materials purchases budgetdirect labor cost budgetfactory overhead co

7、st budgetcost of goods sold budgetselling and administrative expenses budgetbudgeted income statementbalance sheet budgetscash budgetcapital expenditures budget budget balance sheet operating activities financing activities investing activitiesMajor Contents:1. Nature and Objectives of BudgetingObje

8、ctives of BudgetingHuman Behavior and Budgeting2. Budgeting SystemsStatic BudgetFlexible BudgetComputerized Budgeting Systems3. Master Budget4. Income Statement BudgetsSales BudgetProduction BudgetDirect Materials Purchases BudgetDirect Labor Cost BudgetFactory Overhead Cost BudgetCost of Goods Sold

9、 BudgetSelling and Administrative Expenses BudgetBudgeted Income Statements5. Balance Sheet BudgetsCash BudgetCapital Expenditures BudgetBudgeted Balance SheetQuestions: (on page 125一126)Eye openers: 1,3,5,6,8,11,12,14.School assignments: (Preparing an operating budget)Randys Kayaks, Inc., manufactu

10、res and sells one person fiberglass kayaks. Randys balance sheet for the year ended December 31,2011,was as follows：RANDY3 KAYAKS, INC.Balance SheetDecember 31,2011AssetsLiabilitiesCurrent assetsCurrent liabilitiesCash$52,000Accounts payable$131,000Accounts receivable1,200,000Income taxes payable45.

11、000Inventories:Total current liabilities176,000Raw materials$120,000Long-term liabilitiesFinished goods287500407、500Notes payable70000Total current assets1,659,500Total liabilities246,000Stockholders9 EquityPlant Assets, net of accumulated depreciationCommon stock1,600,000Retained earnings2063.500To

12、tal equityTotal assetsTotal liabilities and stockholders9 equity$3,909,500The following additional data about Randys sales, production costs, and other expenses follow:Randys Kayaks, Inc., additional data:Time period for which to budgetCash collections:(all sales are on account)Collected in the quar

13、ter of sale40%Collected in the quarter after sale60%Bad debt percentage1%Cash disbursements:Paid in quarter of purchase70%Paid in quarter after purchase30%Ending raw materials inventory40% of next quarters salesEnding finished goods inventory10% of next quarters salesBeginning raw materials inventor

14、y, 12/31 /201140,000 poundsBeginning finished goods inventory, 12/31/20111,000 kayaksBudgeted sales, 1st quarter, 201210,000 kayaksBudgeted sales, 2nd quarter, 201215,000 kayaksBudgeted sales, 3rdquarter, 201216,000 kayaksBudgeted sales, 4lh quarter, 201214,000 kayaksBudgeted sales, 1st quarter, 201

15、310,000 kayaksEquipment purchases, 1st quarter, 2012$30,000 purchased 1/1/2012Equipment purchases, 2nd quarter, 2012$0Equipment purchases, 3rd quarter, 2012$0Equipment purchases, 4th quarter, 2012$150,000 purchased 12/30/2012Quarterly dividends declared and paid each quarter in 2012$4,000Expected sa

16、les price per unit$400.00Standard cost data:Direct materials$3.00 per pound, 10 pounds per kayakDirect labor$20.00 per DL hour, 10 hours per kayakVariable factory overhead$5.00 per DL hourFixed factory overhead$34,375 per monthVariable selling(includes uncollectible account expense)$25.00 per kayakF

17、ixed selling and administrative expenses:Insurance$45,000 per quarterSales salaries$30,000 per quarterDepreciation expense-manufacturing$9,000 per quarterDepreciation expenseselling$6,000 per quarterMinimum required cash balance$50,000Interest rate on loans6%Loans are made and repaid in $10,000 incr

18、ements at the end of each quarter.Provision for income tax payable is assumed to stay the same.Instruction1. Prepare the sales budget.2. Prepare the production budget.3. Prepare the selling and administrative budget.4. Prepare the direct materials purchases budget.5. Prepare the direct labor cost bu

19、dget.6. Prepare the factory overhead cost budget.7. Prepare the cost of goods sold budget.8. Prepare the cash budget.9. Prepare the budgeted income statement.10. Prepare the budgeted balance sheet.Chapter 23 Performance EvaluationUsing Variances from Standard CostsTerminology:performance evaluations

20、tandard costideal standards or theoretical standardscurrently attainable standards of normal standardstandard pricestandard quantitybudget performance reportcost variancesfavorable cost varianceunfavorable cost variancedirect materials cost variancedirect materials price variancedirect materials qua

21、ntity variancedirect labor cost variancedirect labor rate variancedirect labor time variancefactory overhead cost variancevariable factory overhead controllable variance fixed factory overhead volume variance variable factory overhead rate fixed factory overhead ratenonfinancial performance measureM

22、ajor Contents:1. StandardsSetting StandardsTypes of StandardsReviewing and Revise StandardsCriticisms of Standard Costs X2. Budgetary Performance EvaluationBudget Performance ReportManufacturing Cost Variances3. Direct Materials and Direct Labor VariancesDirect Materials VariancesDirect Labor Varian

23、ces4. Factory Overhead VariancesThe Factory Overhead Flexible BudgetVariable Factory Overhead Controllable VarianceFixed Factory Overhead Volume Variance Reporting Factory Overhead VariancesFactory Overhead Account5. Recording and Reporting Variances from Standards6. Nonfinancial Performance Measure

24、sQuestions: (on page 2021)Eye openers: 1,2,3,9,15.School assignment:PR 23-1A Direct materials and direct labor variance analysisBest Bath ware Company manufactures faucets in a small manufacturing facility. The faucets are made from zinc. Manufacturing has 5() employees. Each employee presently prov

25、ides 36 hours of labor per week. Information about a production week isas follows:Standard wage per hr.$14.60Standard labor time per faucet15 min.Standard number of lbs. of zinc1.6 lbs.Standard price per lb(磅).of zinc$11.50Actual price per lb. of zinc$11.75Actual lbs. of zinc used during the week12,

26、400 lbs.Number of faucets produced during the week 7,500 Actual wage per hr.$15.00Actual hrs. per week1,800 hrs.InstructionsDetermine (a) the standard cost per unit for direct materials and direct labor; (b) the price variance, quantity variance, and total direct materials cost variance; and (c) the

27、 rate variance, time variance, and total direct labor cost variance.PR23-1B Direct materials, direct labor, and factory overhead cost variance analysis.Vintage Dresses Inc. manufactures dresses in a small manufacturing facility.Manufacturing has 20 employees. Each employee presently provides 35 hour

28、s of productive labor per week. Information about a production week is as follows:Standard wage oer hr.$10.80Standard labor time oer dress12 min.Standard number of yds. of fabric per dress3.8 yds.Standard orice oer vd. of fabric$2.90Actual price per vd. of fabric$2.75Actual vds. of fabric used durin

29、g the week12 J 00 yds.Number of dresses produced during the week3.250Actual wase per hr.$11.00Actual hrs. per week700 hrs.InstructionsDetermine (a) the standard cost per dress for direct materials and direct labor; (b) price variance, quantity variance, and total direct materials cost variance; and

30、(c) rate variance, time variance, and total direct labor cost variance.PR 23-3A Direct materials, direct labor, and factory overhead cost variance analysis.Road Ready Tire Co. manufactures automobile tires. Standard costs and actual costs for direct materials, direct labor, and factory overhead incu

31、rred for the manufacture of 5,200 tires were as follows:Standard CostsActual CostsDirect materials71,000 lbs. at $5.1070,600 lbs. at $5.00Direct labor1,300 hrs. at $17.501,330 hrs. at $17.80Factory overheadRates per direct labor hr., based on 100% of normal capacity of 1,350 direct labor hrs.:Variab

32、le cost, $3.10 Fixed cost, $4.90$4,000 variable cost$6,615 fixed costEach tire requires 0.25 hour of direct labor.InstructionsDetermine (a) the price variance, quantity variance, and total direct materials variance; (b) the rate variance, time variance, and total direct labor cost variance; (c) vari

33、able factory overhead controllable variance, the fixed factory overhead volume variance, and total factory overhead cost variance.PR 23-3B Direct materials, direct labor, and factory overhead cost variance analysisEastern Polymers, Inc., processes a base chemical into plastic. Standard costs and act

34、ual costs for direct materials, direct labor, and factory overhead incurred for the manufacture of 23,500 units of product were as follows:Standard CostsActual CostsDirect materials4,280 lbs. at $8.104,250 lbs. at $8.32Direct labor2,350 hrs. at $17.502,400 hrs. at $17.00Factory overheadRates per dir

35、ect labor hr., based on 100% of normal capacity of 2,000 direct labor hrs.:Variable cost, $2.20Fixed cost, $3.50$5,020 variable cost$7,000 fixed costEach unit requires 0.1 hour of direct labor.InstructionsDetermine (a) the price variance, quantity variance, and total direct materials cost variance;

36、(b) the rate variance, time variance, and total direct labor cost variance; and (c) variable factory overhead controllable variance, the fixed factory overhead volume variance, and total factory overhead cost variance.Chapter 24 Performance Evaluation for Decentralized OperationsTerminology:centrali

37、zed operationsdecentralized operationsresponsibility accountingresponsibility centercost centerprofit centerinvestment centerbudget performance reportcontrollable revenuescontrollable expensesactivity base第一部分授课计划使用教材:Managerial Accounting（会计学-管理会计分册，James M. Reeve等，杜兴强改编）, 中国人民大学出版社，教育部高校工商管理类教学指导委

38、员会双语教学推荐教材总计学时：32周次JJ/ 日讲课课外作业课外阅读章节名称时 数内容及 题数时数参考书页 数19. 2-9. 7Chapterl8 Managerial Accounting Concepts and Principles2见辅助 资料人民大学出版社29. 8-9. 14Chapterl8 Managerial Accounting Concepts and Principles2同上管理会计学39. 15-9.21Chapter21 Cost Behavior and CVP Analysis2同上第6版49. 22-9. 28Chapter21 Cost Behavior

39、 and CVP Analysis2同上59. 29-10.5Chapter21 Cost Behavior and CVP Analysis2同上610. 6-10. 12Chapter22 Budgeting2同上710. 13-10. 19Chapter22 Budgeting2同上810. 20-10. 26Chapter23 Performance Evaluation UsingVariances from Standard Costs2同上9Chapter23 Performance Evaluation UsingVariances from Standard Costs2同上

40、10Chapter23 Performance Evaluation UsingVariances from Standard Costs2同上1111. 10-11. 16Chapter24 Performance Evaluation for Decentralized Operations2同上1211. 17-11.23Chapter24 Performance Evaluation for Decentralized Operations2同上13Chapter25 Differential Analysis and ProductPricing2同上1412. 1-12.7Chap

41、ter25 Differential Analysis and ProductPricing2同上1512. 8-12. 14Chapter25 Differential Analysis and ProductPricing2同上1612. 15-12.21Review and Test2同上service department charge ratereturn of return on investment(ROI) or rate of return on assets residual incomeDuPont formulaprofit margininvestment turno

42、veroperating profitabilityoperating efficiencybalance scorecardfinancial performancecustomer serviceinnovation and learninginternal processestransfer pricemarket price approachnegotiated price approach cost approachMajor Contents:1. Centralized and Decentralized Operations Advantages of Decentraliza

43、tion Disadvantages of Decentralization Responsibility Accounting2. Responsibility Accounting for Cost Centers3. Responsibility Accounting for Profit Centers Service Department Charges4. Responsibility Accounting for Investment Centers Rate of Return on InvestmentResidual IncomeThe Balance Card X5. T

44、ransfer PricingMarket Price ApproachNegotiated Price Approach Cost Price ApproachQuestions: (on page 176)Eye openers: 1,2,6,7,9,12,13,14.PR 244 ABudget performance report for a cost centerobj. 2School assignment:Amoruso Parts Company sells vehicle parts to automotive companies. The Truck Division is

45、 organized as a cost center. The budget for the Truck Division for the month ended October 31,2010, is as follows (in thousands):Customer service salaries $ 260,450Insurance and property taxes54,600Distribution salaries415,400Marketing salaries489,700Engineer salaries398,500PR 24-2AProfit center responsibility reportingobj. 3n 1. Income from operations, Metro Division, $274,400Browning Transportation Co. has three regional divisions organized as profit centers. The chief executive officer (CEO) evaluates divisional performance, using income from operations as a percent of revenues. T