Test Bank For
Financial & Managerial
th
Accounting, 15 Edition By
Carl Warren, James Reeve,
Jonathan Duchac
(All Chapters 1-28, 100%
Original Verified, A+ Grade)
All Chapters Arranged
Reverse: 28-1
This is The Original Test Bank
For 15th Edition, All other
Files in The Market are
Fake/Old/Wrong Edition.
,Name: Class: Date:
ch 28
Indicate whether the statement is true or false.
1. Corporate social responsibility focuses not only on the impact of a company’s operations on society but also on
improving social well-being within and outside of the firm.
a. True
b. False
2. Carli is a manager at PetsCo and is leading the development of the BSC for the company. She is correct in explaining to
her development team that management may need to adjust its strategic objectives if their expectations regarding
relationships between several strategic objectives are not supported by statistical analysis.
a. True
b. False
3. Performance measurement systems are used to prepare tax information needed by the IRS to assess a company’s
taxable income.
a. True
b. False
4. Mila is helping to set performance targets for her company, Urban Supply. The target of increasing the company’s
online customer satisfaction rate by 1% in the next quarter is an example of a performance target focused on the customer
perspective of the balance scorecard.
a. True
b. False
5. A measure map is different from a strategy map because it shows the expected relationships among performance
metrics based on the strategy map.
a. True
b. False
6. Performance measurement systems are used to assess how well a company is performing relative to the goals FASB
sets for the company.
a. True
b. False
7. Corporate social responsibility efforts may be linked to the four perspectives of the balanced scorecard in a
sustainability balanced scorecard.
a. True
b. False
8. Cody is a manager at Valvco and is leading a team to create the measure map in the company’s new BSC initiative.
Cody is correct in sharing with his colleagues that a measure map provides a means for verifying the expectations of how
strategic objectives affect one another.
a. True
b. False
9. James, an accountant at Forta Company, is preparing an income statement at the end of the year. It will be included in
the company’s annual report to be released to the public. This is an example of the managerial accounting function at
,Name: Class: Date:
ch 28
Forta.
a. True
b. False
10. The budgeted income statement and balance sheet are the most important components of a company’s strategy map.
a. True
b. False
11. Jace is an executive at a large but decentralized corporation that uses the balanced scorecard. It would be reasonable
for her to suggest using scorecard cascading to help her large company more effectively ensure that individuals
throughout the company support its overriding strategy.
a. True
b. False
12. Corporate social responsibility efforts may require significant capital investments.
a. True
b. False
13. Performance in the customer perspective of the balanced scorecard often focuses on the ability to obtain customers.
a. True
b. False
14. Strategic performance measurement systems are commonly used by large companies around the world.
a. True
b. False
15. Sometimes a strategy map is referred to as a value chain.
a. True
b. False
16. Operating income and cash flow are examples of metrics used to assess quality control.
a. True
b. False
17. Material price variances are examples of metrics used for measuring a purchasing department’s performance.
a. True
b. False
18. Cody is a manager at Valvco and is creating a measure map. Cody is correct in assessing that if median training hours
per employee predict the improvement of delivery times to the customer, then delivery times is the lagging indicator and
median training hours per employee is the leading indicator.
a. True
b. False
19. The balanced scorecard incorporates only qualitative performance metrics.
a. True
, Name: Class: Date:
ch 28
b. False
20. Cassie works at LoftCo, Inc., in the Employee Training Department where her work is focused on the learning and
growth perspective of the balanced scorecard performance management system. While it is critical that the work in her
performance area is linked to at least one strategic objective within the company, it is not necessary for performance
metrics to be tied to the strategic objective.
a. True
b. False
21. Performance in the financial perspective of the balanced scorecard focuses on satisfying customers.
a. True
b. False
22. Corporate social responsibility is best described as the efforts a company takes to increase corporate profits.
a. True
b. False
23. A strategy map links the four perspectives of the BSC with strategic objectives, strategic initiatives, performance
metrics, and performance targets.
a. True
b. False
24. Strategic performance measurement systems define and link strategic objectives to the external financial reports of a
company.
a. True
b. False
25. Corporate social responsibility efforts do not ever require significant capital investments.
a. True
b. False
26. Performance measurement systems are used to assess how well a company is performing toward meeting its own
goals and objectives.
a. True
b. False
27. The balanced scorecard is a marginally effective strategic performance management system.
a. True
b. False
28. Cassie works at LoftCo, Inc., studying effective ways to retain the company’s current customers. The performance
measures she gathers include determining the number of customer returns each week. Cassie is focused on the internal
processes perspective of the balanced scorecard performance management system.
a. True
b. False
29. Strategic performance measurement systems define and link strategic objectives to the performance metrics of a
Financial & Managerial
th
Accounting, 15 Edition By
Carl Warren, James Reeve,
Jonathan Duchac
(All Chapters 1-28, 100%
Original Verified, A+ Grade)
All Chapters Arranged
Reverse: 28-1
This is The Original Test Bank
For 15th Edition, All other
Files in The Market are
Fake/Old/Wrong Edition.
,Name: Class: Date:
ch 28
Indicate whether the statement is true or false.
1. Corporate social responsibility focuses not only on the impact of a company’s operations on society but also on
improving social well-being within and outside of the firm.
a. True
b. False
2. Carli is a manager at PetsCo and is leading the development of the BSC for the company. She is correct in explaining to
her development team that management may need to adjust its strategic objectives if their expectations regarding
relationships between several strategic objectives are not supported by statistical analysis.
a. True
b. False
3. Performance measurement systems are used to prepare tax information needed by the IRS to assess a company’s
taxable income.
a. True
b. False
4. Mila is helping to set performance targets for her company, Urban Supply. The target of increasing the company’s
online customer satisfaction rate by 1% in the next quarter is an example of a performance target focused on the customer
perspective of the balance scorecard.
a. True
b. False
5. A measure map is different from a strategy map because it shows the expected relationships among performance
metrics based on the strategy map.
a. True
b. False
6. Performance measurement systems are used to assess how well a company is performing relative to the goals FASB
sets for the company.
a. True
b. False
7. Corporate social responsibility efforts may be linked to the four perspectives of the balanced scorecard in a
sustainability balanced scorecard.
a. True
b. False
8. Cody is a manager at Valvco and is leading a team to create the measure map in the company’s new BSC initiative.
Cody is correct in sharing with his colleagues that a measure map provides a means for verifying the expectations of how
strategic objectives affect one another.
a. True
b. False
9. James, an accountant at Forta Company, is preparing an income statement at the end of the year. It will be included in
the company’s annual report to be released to the public. This is an example of the managerial accounting function at
,Name: Class: Date:
ch 28
Forta.
a. True
b. False
10. The budgeted income statement and balance sheet are the most important components of a company’s strategy map.
a. True
b. False
11. Jace is an executive at a large but decentralized corporation that uses the balanced scorecard. It would be reasonable
for her to suggest using scorecard cascading to help her large company more effectively ensure that individuals
throughout the company support its overriding strategy.
a. True
b. False
12. Corporate social responsibility efforts may require significant capital investments.
a. True
b. False
13. Performance in the customer perspective of the balanced scorecard often focuses on the ability to obtain customers.
a. True
b. False
14. Strategic performance measurement systems are commonly used by large companies around the world.
a. True
b. False
15. Sometimes a strategy map is referred to as a value chain.
a. True
b. False
16. Operating income and cash flow are examples of metrics used to assess quality control.
a. True
b. False
17. Material price variances are examples of metrics used for measuring a purchasing department’s performance.
a. True
b. False
18. Cody is a manager at Valvco and is creating a measure map. Cody is correct in assessing that if median training hours
per employee predict the improvement of delivery times to the customer, then delivery times is the lagging indicator and
median training hours per employee is the leading indicator.
a. True
b. False
19. The balanced scorecard incorporates only qualitative performance metrics.
a. True
, Name: Class: Date:
ch 28
b. False
20. Cassie works at LoftCo, Inc., in the Employee Training Department where her work is focused on the learning and
growth perspective of the balanced scorecard performance management system. While it is critical that the work in her
performance area is linked to at least one strategic objective within the company, it is not necessary for performance
metrics to be tied to the strategic objective.
a. True
b. False
21. Performance in the financial perspective of the balanced scorecard focuses on satisfying customers.
a. True
b. False
22. Corporate social responsibility is best described as the efforts a company takes to increase corporate profits.
a. True
b. False
23. A strategy map links the four perspectives of the BSC with strategic objectives, strategic initiatives, performance
metrics, and performance targets.
a. True
b. False
24. Strategic performance measurement systems define and link strategic objectives to the external financial reports of a
company.
a. True
b. False
25. Corporate social responsibility efforts do not ever require significant capital investments.
a. True
b. False
26. Performance measurement systems are used to assess how well a company is performing toward meeting its own
goals and objectives.
a. True
b. False
27. The balanced scorecard is a marginally effective strategic performance management system.
a. True
b. False
28. Cassie works at LoftCo, Inc., studying effective ways to retain the company’s current customers. The performance
measures she gathers include determining the number of customer returns each week. Cassie is focused on the internal
processes perspective of the balanced scorecard performance management system.
a. True
b. False
29. Strategic performance measurement systems define and link strategic objectives to the performance metrics of a
