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Table of Contents

    • About the Authors
    • Acknowledgments
    • Dedication
    • Preface
    • 1How Is Managerial Accounting Used to Help Organizations?
      • 1.1Comparing Managerial Accounting and Financial Accounting
      • 1.2How Managers Use Planning and Control Functions
      • 1.3Finance and Accounting Organizational Structure
      • 1.4Ethical Standards for Accountants
      • 1.5Computerized Accounting Systems
      • 1.6Cost Classifications
      • 1.7The Flow of Product Costs Through Inventory Accounts
      • 1.8Manufacturing Company Income Statement
      • 1.9End-of-Chapter Exercises
    • 2How Do Organizations Use Job Costing to Track Production Costs?

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      • 2.1Distinguishing Between Job Costing and Process Costing

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      • 2.2Using a Job Costing System to Track Production Costs

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      • 2.3Assigning Manufacturing Overhead Costs to Jobs

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      • 2.4Using a Job Costing System in Service Organizations

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      • 2.5Summary of Cost Flows and Profitability Analysis at Custom Furniture Company

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      • 2.6End-of-Chapter Exercises

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    • 3How Do Organizations Use Activity-Based Costing to Allocate Overhead Costs?

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      • 3.1Why Do Organizations Allocate Overhead Costs?

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      • 3.2Plantwide and Department Allocation of Overhead Costs

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      • 3.3Activity-Based Costing Allocation of Overhead Costs

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      • 3.4Using Activity-Based Management to Improve Operations

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      • 3.5Activity-Based Costing (ABC) and Activity-Based Management (ABM) in Service Organizations

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      • 3.6Variations of Cost Allocation and Cost Analysis

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      • 3.7End-of-Chapter Exercises

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    • 4How Do Organizations Use Process Costing to Track Production Costs?

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      • 4.1Comparing Product Cost Flows for Job Costing and Process Costing

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      • 4.2Product Cost Flows in a Process Costing System

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      • 4.3How to Calculate Equivalent Units

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      • 4.4Using the Weighted Average Method for Process Costing

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      • 4.5Preparing a Production Cost Report

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      • 4.6End-of-Chapter Exercises

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    • 5How Are Cost Behavior Patterns Used to Predict Costs?

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      • 5.1How Costs Behave With Changes in Volume

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      • 5.2Methods For Estimating Fixed and Variable Costs

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      • 5.3Contribution Margin Income Statement

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      • 5.4Relevant Range and Nonlinear Costs

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      • 5.5Appendix: Regression Analysis Using Excel

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      • 5.6End-of-Chapter Exercises

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    • 6How Is Cost-Volume-Profit Analysis Used to Make Decisions?

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      • 6.1Cost-Volume-Profit Analysis for Single-Product Companies

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      • 6.2Cost-Volume-Profit Analysis for Multiple-Product and Service Companies

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      • 6.3Performing Sensitivity Analysis Using Cost-Volume-Profit Models

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      • 6.4How Changes in Cost Structure Impact Cost-Volume-Profit Analysis

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      • 6.5Using a Contribution Margin With Resource Constraints to Make Decisions

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      • 6.6Performing Cost-Volume-Profit Analysis For Companies With Income Taxes

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      • 6.7Using Variable Costing for Decision Making

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      • 6.8End-of-Chapter Exercises

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    • 7How Are Relevant Revenues and Costs Used to Make Short-Term Decisions?

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      • 7.1Using Differential Analysis to Make Short-Term Decisions

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      • 7.2Using Differential Analysis for Make-or-Buy Decisions

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      • 7.3Using Differential Analysis for Product Line Decisions

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      • 7.4Using Differential Analysis for Customer Decisions

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      • 7.5Review of Cost Terms Used in Differential Analysis

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      • 7.6Using Differential Analysis for Special Order Decisions

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      • 7.7Cost-Plus Pricing and Target Costing

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      • 7.8Identifying and Managing Bottlenecks

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      • 7.9Qualitative Factors to Consider for Decision Making

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      • 7.10Appendix: Making Decisions Involving Joint Costs

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      • 7.11End-of-Chapter Exercises

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    • 8How Is Capital Budgeting Used to Make Long-Term Decisions?

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      • 8.1Using Capital Budgeting to Make Long-Term Decisions

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      • 8.2Net Present Value (NPV)

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      • 8.3Internal Rate of Return (IRR)

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      • 8.4Issues Impacting NPV and IRR

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      • 8.5Payback Method

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      • 8.6Complexities of Estimating Cash Flows

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      • 8.7Performing Capital Budgeting For Companies With Income Taxes

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      • 8.8Appendix: Present Value Tables

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      • 8.9End-of-Chapter Exercises

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    • 9How Do Organizations Create and Analyze Operating Budgets?

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      • 9.1The Process of Planning and Controlling Operations

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      • 9.2The Budgeting Process

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      • 9.3Creating the Master Budget in a Manufacturing Organization

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      • 9.4Creating the Master Budget in a Nonmanufacturing Organization

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      • 9.5Ethical Issues in Creating Operating Budgets

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      • 9.6End-of-Chapter Exercises

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    • 10How Is Cost Variance Analysis Used to Evaluate Performance?

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      • 10.1Flexible Budgets and Cost Variance Analysis

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      • 10.2Establishing Standard Costs to Control Operations

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      • 10.3Using Direct Materials Variance Analysis to Evaluate Performance

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      • 10.4Using Direct Labor Variance Analysis to Evaluate Performance

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      • 10.5Using Variable Manufacturing Overhead Variance Analysis to Evaluate Performance

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      • 10.6Determining Which Cost Variances to Investigate

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      • 10.7Using Variance Analysis with Activity-Based Costing to Evaluate Performance

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      • 10.8Using Fixed Manufacturing Overhead Variance Analysis to Evaluate Performance

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      • 10.9Appendix: Recording Standard Costs and Variances

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      • 10.10End-of-Chapter Exercises

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    • 11How Are Responsibility Centers Used to Evaluate Performance?

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      • 11.1Reasons for Decentralizing an Organization

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      • 11.2Controlling Decentralized Organizations

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      • 11.3Using Segmented Income to Evaluate Investment Centers

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      • 11.4Using Return on Investment (ROI) to Evaluate Investment Centers

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      • 11.5Using Residual Income (RI) to Evaluate Investment Centers

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      • 11.6Using Economic Value Added (EVA) to Evaluate Investment Centers

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      • 11.7Wrap-Up of Chapter Example

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      • 11.8Appendix: Using Transfer Pricing Between Divisions

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      • 11.9End-of-Chapter Exercises

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    • 12How Is the Statement of Cash Flows Prepared and Used to Evaluate Performance?

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      • 12.1Purpose of the Statement of Cash Flows

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      • 12.2Three Categories of Cash Flow Activities

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      • 12.3Preparing the Statement of Cash Flows in Four Steps

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      • 12.4Preparing the Statement of Cash Flows Using the Indirect Method

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      • 12.5Analyzing Cash Flow Information

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      • 12.6Appendix: Preparing the Statement of Cash Flows Using the Direct Method

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      • 12.7End-of-Chapter Exercises

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    • 13How Do Managers Use Financial and Nonfinancial Performance Measures?

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      • 13.1Using Trend Analysis to Evaluate Financial Information

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      • 13.2Using Common-Size Analysis to Evaluate Financial Information

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      • 13.3Using Ratio Analysis to Evaluate Financial Information

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      • 13.4Wrap-Up of Chapter Example

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      • 13.5Nonfinancial Performance Measures: The Balanced Scorecard

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      • 13.6End-of-Chapter Exercises

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