Dwnload Full Horngrens Cost Accounting A Managerial Emphasis Global 16th Edition Datar Solutions Manual PDF
Dwnload Full Horngrens Cost Accounting A Managerial Emphasis Global 16th Edition Datar Solutions Manual PDF
Dwnload Full Horngrens Cost Accounting A Managerial Emphasis Global 16th Edition Datar Solutions Manual PDF
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CHAPTER 1
THE MANAGER AND MANAGEMENT ACCOUNTING
Management accounting measures, analyzes, and reports financial and nonfinancial information
that helps managers make decisions to fulfill the goals of an organization. It focuses on internal
reporting and is not restricted by generally accepted accounting principles (GAAP).
Financial accounting focuses on reporting to external parties such as investors,
government agencies, and banks. It measures and records business transactions and provides
financial statements that are based on generally accepted accounting principles (GAAP).
Other differences include (1) management accounting emphasizes the future (not the
past), and (2) management accounting influences the behavior of managers and other employees
(rather than primarily reporting economic events).
1-2 “Management accounting should not fit the straitjacket of financial accounting.”
Explain and give an example.
1-3 How can management accounting information help managers formulate strategies?
1-4 Define the term “value chain” and state its six primary business functions.
The value chain is the sequence of business functions by which a product is made progressively
more useful and added value to customers. Its six primary business functions are research and
development (R&D), design of products and processes, production, marketing, distribution, and
customer service. In addition to the six primary business functions, value chain may involve an
administration function, which includes accounting and finance, human resource management,
and information technology. These administration functions are supposed to support the six
primary business functions of a value chain.
1-1
Supply chain describes the flow of goods, services, and information from the initial sources of
materials and services to the delivery of products to consumers, regardless of whether those
activities occur in the one organization or in multiple organizations.
Cost management is most effective when it integrates and coordinates activities across all
companies in the supply chain as well as across each business function in an individual
company’s value chain. Attempts are made to restructure all cost areas to be more cost-effective.
1-6 “Management accounting deals only with costs.” Do you agree? Explain.
“Management accounting deals only with costs.” This statement is misleading at best, and wrong
at worst. Management accounting measures, analyzes, and reports financial and nonfinancial
information that helps managers define the organization’s goals and make decisions to fulfill
those goals. Management accounting also analyzes revenues from products and customers in
order to assess product and customer profitability. Therefore, while management accounting
does use cost information, it is only a part of the organization’s information recorded and
analyzed by management accountants.
1-7 How can management accountants help improve quality and achieve timely product
deliveries?
Management accountants can help improve quality and achieve timely product deliveries by
recording and reporting an organization’s current quality and timeliness levels and by analyzing
and evaluating the costs and benefits—both financial and nonfinancial—of new quality
initiatives, such as TQM, relieving bottleneck constraints, or providing faster customer service.
The five-step decision-making process is (1) identify the problem and uncertainties; (2) obtain
information; (3) make predictions about the future; (4) make decisions by choosing among
alternatives; and (5) implement the decision, evaluate performance, and learn.
Planning decisions focus on selecting organization goals and strategies, predicting results under
various alternative ways of achieving those goals, deciding how to attain the desired goals, and
communicating the goals and how to attain them to the entire organization.
Control decisions focus on taking actions that implement the planning decisions, deciding
how to evaluate performance, and providing feedback and learning to help future decision
making.
1-2
1-10 What three guidelines help management accountants provide the most value to
managers?
1-11 “Technical and basic analytical competence are necessary but not sufficient conditions to
becoming a successful management accountant.” Do you agree? Why?
Agree. Technical and basic analytical competences are necessary for preparing and interpreting
management accounting reports. However, they are not sufficient to show management
accountants
(a) how to work well in cross-functional teams and be an efficient business partner
(b) how to possess high integrity, and communicate clearly, openly and candidly
(c) how to lead and motivate people to change and be innovative
(d) how to promote fact-based analysis and make tough-minded, critical judgments without
being adversarial.
1-12 As the new controller, reply to the following comment made by your plant manager:
“When I employ a proper accounting software, which can process all my daily accounting
records and provide me with all necessary reports and analyses, I am not sure what additional
value our accountants will bring to the business. I know enough about my business to understand
the computer-generated reports.”
The new controller could reply in one or more of the following ways:
(a) Explain to the plant manager how he or she could benefit from activities and tasks
performed by accountants and the controller such as ‘reporting and interpreting relevant
data’ and highlight how the controller can influences the behavior of all employees and
helps line managers make better decisions.
(b) Demonstrate to the plant manager how accountants and the controller can help them with
Global Financial Planning/Budgeting and making correct decision/s when there is a
variation between budgeted costs and actual costs.
(c) Demonstrate to the plant manager how accountants and the controller can help them in
identifying and analyzing problem situations and evaluating financial and nonfinancial
aspects of different alternatives, such capital budgeting, make or buy decisions, special
prices, outsourcing decisions, product-mixed decisions, etc.
(d) Demonstrate to the plant manager that what accountants and the controller can do is not a
duplication of what accounting software and packages are capable of, and provide them
with a list of activities which need more in depth insights from accountants and the
controller such as customer satisfaction reporting, profitability reporting, performance
reporting and etc.
(e) Explain that while the existing accounting software is able to provide information for the
smooth operation of current operational activities, the controller would be able to provide
1-3
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him so as to distinguish him from any one of hundreds in the crowds
of the capital. Not even his age could have been specified or
approximated to. He was deliberate in his movements, watched his
environment without appearing to do so and attracted no attention.
Now he sipped his brandy while his interlocutor drank coffee, and the
two talked in subdued tones. Discussing a purchase of ship stores,
one would say.
A boatman in a suit of soiled white duck was loitering near, looking
over the harbor. He sidled up to the American and cut in between
speech and reply, in a deprecating voice:
“You wan’ Macedo see you talkin’ at Guimaraens, senhor
Hen’son?”
“Where’s Macedo?” the other demanded.
The boatman pointed and the two men followed his hand. A boat
was approaching across the sparkling water, and they saw the
peculiar stroke of the navy and police-boats, in which the men pull
and then rest so long with their oars poised that they seem
hypnotized in mid-stroke and a novice expects them to stay so
forever.
“There Macedo now, comin’ from Nictheroy,” said the fellow
meaningly.
“What do you want me to do, Joao?” the American asked.
“Oh, Guimaraens he wait anywhere, come back when Macedo
gone. You get in my boat, I row you roun’ pas’ those docks. Then
Macedo won’ see you ’tall.”
The Portuguese disappeared softly into the crowd. The boat
unobtrusively threaded the swarm of small craft, whipped behind a
lighter, doubled the nose of the nearest pier, and drifted
imperceptibly on while Joao reconnoitred.
“I guess we get behin’ that Lamport and Holt lighter. I don’ know
wha’ Macedo goin’ to do.”
They scraped along past the spiles of the wharf and then
dexterous strokes of the stubby oars kept them practically
motionless under the wharf’s planking, close to one spile.
“What on earth is that?” the passenger queried, and put out his
hand to the post. He grasped a watersoaked kitten, clinging
desperately to the slippery wood, and too exhausted to mew.
“A cat!” the American ejaculated. “I didn’t know you had cats in this
country. The city is knee-deep in dogs, but I haven’t seen a cat since
I came.”
“I guess he fall overboard from that Englis’ bark, what jus’ tow out,”
Joao said serenely. “That captain he got his wife too, an’ I see some
little cat along the children.”
The kitten was coal black, not a white hair on it, and very wet.
Henderson dried it with a handkerchief and warmed it inside of his
jacket. Presently Joao said:
“Macedo’s boat gone roun’ Sacco d’Alferes. I don’ see Macedo.
You bett’ not go back.”
“Go round to the Red Steps, then,” came the indulgent answer.
They rowed past the ends of the long piers, all black with shouting
men in long lines, each with a sack of coffee on his head, or hurrying
back for another. Then they bumped through a pack of boats of all
kinds and Henderson stepped out upon the worn and mortarless
stones. Joao nodded and was off without any exchange of money.
The morning was a very beautiful one and this was the landing most
frequented always. At the top of the steps John paused in a whirl of
feelings. Before him stood Millicent Wareham in a very pretty
yachting suit, and she was accompanied only by her maid. She was
looking alternately back toward the custom-house and out over the
bay. Secure in the fellow-feeling of exiles for each other he stepped
up and greeted her. She looked startled but a moment and then her
face lit with an expression of real pleasure and she held out her
hand. They had not had a real conversation since childhood and yet
she began as if she had seen him yesterday:
“I am so surprised. I had no idea you were here. We came only
last week. That is our yacht out there. When did you come?”
John looked once only at the yacht, but keenly enough never to
mistake it afterwards, and answered:
“I have been here a long time. I am on business, not pleasure.”
“We may be here some time, too. I like this part of the world and
we mean to go all round South America.”
John wondered who “we” might be. He knew her father was dead
and he had heard of the breaking off of her betrothal to a titled
European. It was her brother she was with, likely enough, but he
hoped it might be some party of friends instead.
“You’ll like it all if you like this,” he answered. “But I certainly am
astonished to see you. Few Americans come here as you have. And
the odd thing is that I was just thinking of you, too.”
She looked at him with an expression he remembered well from
her girlhood, and smiled banteringly:
“You mustn’t say that. You know you don’t really mean it. You are
just being complimentary.”
“I have documentary proof right here,” he laughed, sliding his hand
inside of his coat. The kitten was dry and warm now and it mewed
hungrily.
“The dear little thing,” she exclaimed. “Give it to me, won’t you?”
“Indeed I will,” he said fervently. “I am glad to find so safe a
harborage for it. And ten times glad that I had the luck to find it just in
time to give it to you.”
She beamed at him, fondling the wriggling little beast.
“I am going to call it Channoah,” she said, mimicking her childish
pronunciation archly. The maid standing by, and the moving crowd all
about, they stood chatting some minutes. The sunrays danced on
the little waves of the harbor, the soft August weather of the sub-
tropical winter of the southern hemisphere was clear and bright, the
yellow walls of the custom house, of its warehouses, of the arsenal
and military school and the army hospital, strung out along the
water-front, with the bushy-headed leaning rough-trunked palms
between and the red tiled roofs above made a fine background.
Beyond and above the round bulging green Cariocas rose hill behind
hill, topped and dominated by the sharpened camel’s hump of
Corcovado. From one of the islands a bugle call blew. The throng
hummed in many tongues. Then John asked:
“And may I hope to see you again before you leave?”
Her expression changed entirely, her face fell and she looked
confused. She said:
“I am afraid not. I quite forgot everything in my pleasure at seeing
a fellow-countryman and an old playmate. I could not deny myself
the indulgence of greeting you and then I quite lost myself, it was so
natural to be with you. But Bertie may be back any minute and it
would never do for him to know I have been talking to you. Please go
now.”
Her manner was constrained and her air was resuming that
distance and hauteur which he was used to seeing in her.
“Goodbye,” she said, “and thank you for the kitten.”
John walked quickly to the coffee exchange and from out of the
crowd that filled it he had the satisfaction of seeing Albert Wareham
pass and of knowing that he did not notice him and could not
suspect that Milly had seen him. It was something to have even that
secret between himself and Milly.
VI.
During the years following his abrupt departure from Rio
Henderson flitted about the Southern Hemisphere. He was in
Australia, in South Africa, and on many islands, but most of his time
was spent in South America, on one side or other of the Andes. In
his last venture he saw the face of death near and ugly and felt that
he had lost some of his nerve afterward. Likewise, as he himself
expressed it, he had made his pile. So he resolved to run no more
risks, but to return to his native land and settle down to enjoy his
gains. Like many another wanderer he fancied he would like to buy
the house in which he had been a happy child and he was not sure
but he would find his native town a permanent bourne.
He noticed the change in grade of the railroad as his train steamed
in. It entered the city now over a viaduct which cleared the streets on
trestles and crossed the main thoroughfare on a fine stone arch.
Under that arch he passed in the hotel omnibus. Just beyond it he
noticed a shop with cages of birds, stuffed animals and a pretty little
black kitten just inside the plate glass of the front. He noted the
number and meant to return later after he had had his supper.
A square or so farther on he saw pass him a handsome open
carriage. His heart stood still at sight of the figure in it. Milly saw him
and returned his bow with a cordial smile. She was still beautiful,
with a full-grown woman’s best charms. Very haughty she looked
too, as became the heir of the Wareham fortune. Henderson had
heard of her brother’s death sometime before.
About sunset John entered the animal-seller’s shop. The kitten
was gone. Could not say when it had been sold. Could not say to
whom it had been sold. Could not send to the purchaser and try to
buy it back. Grumpy and curt replies generally. John left the shop in
a bad humor.
Flicking with his cane the tall grasses in the neglected spaces
before wooden front-yard fences John strolled in the twilight to the
old garden. The house was empty again and the garden had run
wild. It was not the wilderness he remembered but it had the same
outlines and the same general character. His heart warmed over it
and memories thronged.
His feet carried him he knew not whither. In the late twilight he
found himself before the splendid Wareham mansion. He was vexed
that he had not been able to get that kitten and send it to Milly in a
big box of pink roses, like the roses in the old garden. Then he was
vexed that he had not thought to send her the roses anyhow, as
soon as he had found he could not get the kitten. Then he opened
the gate, walked springily in and rang the bell.
Yes, Miss Wareham was at home. The warm lamp-light which had
led him in shone from the room into which he was ushered. Milly was
reading by the lamp itself. She rose to greet him. Her yellow satin
gown became her well and her voice was sweet to his ears. Her
words were cordial. But what Jack noticed to the exclusion of
everything else was the very black kitten he had failed to purchase,
tucked under her arm, purring vociferously, and very becoming, it
seemed to his eyes, to the color of her dress. The instant he saw it
he knew what he meant to say to her. And the look in her eyes told
him almost as plainly as the pet she fondled what her answer would
be.
HERE AND THERE IN MARYLAND
BY EDWARD G. McDOWELL.
Near Pen-Mar, Western Maryland Railroad.
Old Mill Race, Walbrook.
Near Annapolis.
In Green Spring Valley.
The Old Liberty Road.
Tred Avon River.
On Gwynn’s Falls.
Smith’s Lane, Walbrook.
HOW RANDALL GOT INTO THE
SALON
—Maurice Weyland.
ELENA’S DAUGHTERS
BY D. RAMON ORTEGA Y FRIAS
From the Spanish by L. Solyom.
CHAPTER I.
DOÑA ELENA, DOÑA LUZ, DOÑA ESTRELLA.