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