SOLUTION MANUAL
Horngren's Accounting, 13th Edition Managerial
by Tracie Miller-Nobles, Brenda Mattison, All Chapter 1-9
,THE MANAGERIAL CHAPTERS
1. Introduction to Managerial Accounting
2. Job Order Costing
3. Process Costing
4. Cost-Volume-Profit Analysis
5. Master Budgets
6. Flexible Budgets and Standard Cost Systems
7. Cost Allocation and Responsibility Accounting
8. Short-Term Business Decisions
9. Capital Investment Decisions
,Chapter 1
Introduction to Managerial Accounting
Review Questions
1. The primary purpose of managerial accounting is to provide information to help managers plan,direct,
control, and make decisions.
2. Financial accounting and managerial accounting differ on the following 6 dimensions: (1) primaryusers, (2)
purpose of information, (3) focus and time dimension of the information, (4) rules and restrictions, (5) scope
of information, and (6) behavioral.
3. Line positions are directly involved in providing goods or services to customers. Staff positionssupport
line positions.
4. Planning means choosing goals and deciding how to achieve them. Directing involves running the day-to-day
operations of a business. Controlling is the process of monitoring operations and keepingthe company on
track.
5. The four IMA standards of ethical practice and a description of each follow.
I. Competence.
Maintain an appropriate level of professional leadership and expertise by enhancing
knowledge and skills.
Perform professional duties in accordance with relevant laws, regulations, and technical
standards.
Provide decision support information and recommendations that are accurate, clear, concise,and
timely.
Recognise and help mange risk.
II. Confidentiality.
Keep information confidential except when disclosure is authorized or legally required.
Inform all relevant parties regarding appropriate use of confidential information. Monitor toensure
compliance.
Refrain from using confidential information for unethical or illegal advantage.
III. Integrity.
Mitigate actual conflicts of interest. Regularly communicate with business associates to avoidapparent
conflicts of interest. Advise all parties of any potential conflicts.
Refrain from engaging in any conduct that would prejudice carrying out duties ethically.
, Abstain from engaging in or supporting any activity that might discredit the profession.
Contribute to a positive ethical culture and place integrity of the profession above personalinterest.
5, cont.
IV. Credibility.
Communicate information fairly and objectively.
Provide all relevant information that could reasonably be expected to influence an intendeduser’s
understanding of the reports, analyses, or recommendations.
Report any delays or deficiencies in information, timeliness, processing, or internal controlsin
conformance with organization policy and/or applicable law.
Communicate any professional limitations or other constraints that would preclude responsi-ble
judgment or successful performance of an activity.
6. Service companies sell time, skills, and knowledge. Examples of service companies include phoneservice
companies, banks, cleaning service companies, accounting firms, law firms, medical physicians, and online
auction services.
7. Merchandising companies resell products they buy from suppliers. Merchandisers keep an inventoryof
products, and managers are accountable for the purchasing, storage, and sale of the products. Examples of
merchandising companies include toy stores, grocery stores, and clothing stores.
8. Merchandising companies resell products they previously bought from suppliers, whereas manufacturing
companies use labor, equipment, supplies, and facilities to convert raw materials intonew finished products. In
contrast to merchandising companies, manufacturing companies have a broad range of production activities
that require tracking costs on three kinds of inventory.
9. The three inventory accounts used by manufacturing companies are Raw Materials Inventory, Work-in-Process
Inventory, and Finished Goods Inventory.
Raw Materials Inventory includes materials used to manufacture a product. Work-in-ProcessInventory includes
goods that have been started in the manufacturing process but are not yet complete. Finished Goods
Inventory includes completed goods that have not yet been sold.
10. A direct cost is a cost that can be easily and cost-effectively traced to a cost object (which is anything for
which managers want a separate measurement of cost). An indirect cost is a cost thatcannot be easily or
cost-effectively traced to a cost object.
11. The three manufacturing costs for a manufacturing company are direct materials, direct labor, and
manufacturing overhead. Direct materials are materials that become a physical part of a finished product and
whose costs are easily traceable to the finished product. Direct labor is the labor cost ofthe employees who
convert materials into finished products. Manufacturing overhead includes all manufacturing costs except
direct materials and direct labor, such as indirect materials, indirect labor, factory depreciation, factory rent,
and factory property taxes.
Horngren's Accounting, 13th Edition Managerial
by Tracie Miller-Nobles, Brenda Mattison, All Chapter 1-9
,THE MANAGERIAL CHAPTERS
1. Introduction to Managerial Accounting
2. Job Order Costing
3. Process Costing
4. Cost-Volume-Profit Analysis
5. Master Budgets
6. Flexible Budgets and Standard Cost Systems
7. Cost Allocation and Responsibility Accounting
8. Short-Term Business Decisions
9. Capital Investment Decisions
,Chapter 1
Introduction to Managerial Accounting
Review Questions
1. The primary purpose of managerial accounting is to provide information to help managers plan,direct,
control, and make decisions.
2. Financial accounting and managerial accounting differ on the following 6 dimensions: (1) primaryusers, (2)
purpose of information, (3) focus and time dimension of the information, (4) rules and restrictions, (5) scope
of information, and (6) behavioral.
3. Line positions are directly involved in providing goods or services to customers. Staff positionssupport
line positions.
4. Planning means choosing goals and deciding how to achieve them. Directing involves running the day-to-day
operations of a business. Controlling is the process of monitoring operations and keepingthe company on
track.
5. The four IMA standards of ethical practice and a description of each follow.
I. Competence.
Maintain an appropriate level of professional leadership and expertise by enhancing
knowledge and skills.
Perform professional duties in accordance with relevant laws, regulations, and technical
standards.
Provide decision support information and recommendations that are accurate, clear, concise,and
timely.
Recognise and help mange risk.
II. Confidentiality.
Keep information confidential except when disclosure is authorized or legally required.
Inform all relevant parties regarding appropriate use of confidential information. Monitor toensure
compliance.
Refrain from using confidential information for unethical or illegal advantage.
III. Integrity.
Mitigate actual conflicts of interest. Regularly communicate with business associates to avoidapparent
conflicts of interest. Advise all parties of any potential conflicts.
Refrain from engaging in any conduct that would prejudice carrying out duties ethically.
, Abstain from engaging in or supporting any activity that might discredit the profession.
Contribute to a positive ethical culture and place integrity of the profession above personalinterest.
5, cont.
IV. Credibility.
Communicate information fairly and objectively.
Provide all relevant information that could reasonably be expected to influence an intendeduser’s
understanding of the reports, analyses, or recommendations.
Report any delays or deficiencies in information, timeliness, processing, or internal controlsin
conformance with organization policy and/or applicable law.
Communicate any professional limitations or other constraints that would preclude responsi-ble
judgment or successful performance of an activity.
6. Service companies sell time, skills, and knowledge. Examples of service companies include phoneservice
companies, banks, cleaning service companies, accounting firms, law firms, medical physicians, and online
auction services.
7. Merchandising companies resell products they buy from suppliers. Merchandisers keep an inventoryof
products, and managers are accountable for the purchasing, storage, and sale of the products. Examples of
merchandising companies include toy stores, grocery stores, and clothing stores.
8. Merchandising companies resell products they previously bought from suppliers, whereas manufacturing
companies use labor, equipment, supplies, and facilities to convert raw materials intonew finished products. In
contrast to merchandising companies, manufacturing companies have a broad range of production activities
that require tracking costs on three kinds of inventory.
9. The three inventory accounts used by manufacturing companies are Raw Materials Inventory, Work-in-Process
Inventory, and Finished Goods Inventory.
Raw Materials Inventory includes materials used to manufacture a product. Work-in-ProcessInventory includes
goods that have been started in the manufacturing process but are not yet complete. Finished Goods
Inventory includes completed goods that have not yet been sold.
10. A direct cost is a cost that can be easily and cost-effectively traced to a cost object (which is anything for
which managers want a separate measurement of cost). An indirect cost is a cost thatcannot be easily or
cost-effectively traced to a cost object.
11. The three manufacturing costs for a manufacturing company are direct materials, direct labor, and
manufacturing overhead. Direct materials are materials that become a physical part of a finished product and
whose costs are easily traceable to the finished product. Direct labor is the labor cost ofthe employees who
convert materials into finished products. Manufacturing overhead includes all manufacturing costs except
direct materials and direct labor, such as indirect materials, indirect labor, factory depreciation, factory rent,
and factory property taxes.
