,Chapter 1
An Introduction to Managerial Accounting
Solutions to Questions
1-1 Managerial accounting is concerned with providing information primarily to
managers for their use internally in the organization for the purposes of strategy,
planning, implementation and control. Financial accounting is concerned with
providing information primarily to investors, creditors, and others outside of the
organization.
1-2 Essentially, the manager carries out three major activities in an organization:
planning, implementation, and control. All three activities involve decision-
making and use managerial accounting information. This is depicted in Exhibit 1-
1.
1-3 The Planning, Implementation and Control Cycle involves the following steps: (1)
formulating plans which often includes preparing budgets, (2) overseeing day-to-
day activities which includes organizing, directing and motivating people,
resource allocation and decision making, and (3) controlling which includes
providing feedback via performance reports.
1-4 In contrast to financial accounting, managerial accounting: (1) focuses on the
needs of the manager; (2) places more emphasis on the future; (3) emphasizes
relevance and timeliness, rather than verifiability and precision; (4) emphasizes
the segments of an organization; (5) is not governed by IFRS or ASPE; and (6) is
not mandatory.
1-5 The lean business model focuses on continuous improvement by eliminating
waste in the organization. Companies that adopt the lean business model
usually implement one or more of the following management practices.
• Just-in-time (JIT): A production and inventory control system in which
materials are purchased and units are produced only as needed to meet
actual customer demand.
• Total quality management (TQM): An approach to continuous
improvement that focuses on serving customers and uses teams of front-
line workers to systematically identify and solve problems.
• Process re-engineering: An approach to improvement that involves
completely redesigning business processes in order to eliminate
unnecessary steps, reduce errors, and reduce costs.
• Theory of constraints (TOC): A management approach that
emphasizes the importance of managing constraints.
Copyright © 2023 McGraw Hill Ltd. All rights reserved.
Solutions Manual, Chapter 1 1
,1-6 Benefits
• Improves operational processes that makes the business efficient
• It leads to reduction or elimination of waste
• It improves profitability and reduces costs
• It reduces the turnaround time to fulfill customer orders improving
customer satisfaction
Limitations
• Production schedule can get hampered if any external shocks lead to
supply chain disturbance
• Lean processes must be complimented with agile processes to adapt
swiftly to changing customer needs.
1-7 Pros
• Funds tied up in maintaining inventory can be used elsewhere
• Areas previously used to store inventories are made available for other
more productive uses
• The time required to fill an order is reduced, resulting in quicker response
to customers and consequentially greater potential sales
• Defect rates are reduced resulting in less waste and greater customer
satisfaction
• More effective operations
Cons
• Increased number of purchase orders to buy raw materials and/or other
components used in manufacturing products
• There is little room for errors and defects in products because this could
throw the production facility off schedule
• There is a high reliance and dependence on suppliers to meet delivery
deadlines as well as supply products that have no defects and require
minimal inspection
1-8 Agree. Ethical behaviour is the foundation of a successful market economy. If we
cannot trust people to act ethically in their business dealings with us, we will be
inclined to invest less, scrutinize more and waste money and time (scarce
resources) trying to protect ourselves. Ethical standards and Codes of Conduct
aid the smooth running of the economy. In addition, the lack of regulatory
requirements (IFRS, ASPE) regarding managerial accounting makes ethical
behaviour even more critical.
Copyright © 2023 McGraw Hill Ltd. All rights reserved.
2 Introduction to Managerial Accounting, Seventh Canadian Edition
, Solutions to Exercises
Exercise 1-1 (LO1 CC2)
Item Financial Managerial
Accounting Accounting
a) Preparing budgeted statements X
of income and financial position
for the next year
b) Analyzing the profitability of a X
new project
c) Preparing the income X
statement and balance sheet
d) Preparing a weekly X
performance report for the
product manager
e) Costing and pricing a new X
product
Exercise 1-2 (LO1 CC1)
Planning Implementation Control
a) Doing a cost–benefit X
analysis of buying new
planes versus leasing them
b) Estimating the cost of X
utilities to be incurred
during the next quarter
c) Documenting variances X
from standard costs of
different products
Copyright © 2023 McGraw Hill Ltd. All rights reserved.
Solutions Manual, Chapter 1 3
An Introduction to Managerial Accounting
Solutions to Questions
1-1 Managerial accounting is concerned with providing information primarily to
managers for their use internally in the organization for the purposes of strategy,
planning, implementation and control. Financial accounting is concerned with
providing information primarily to investors, creditors, and others outside of the
organization.
1-2 Essentially, the manager carries out three major activities in an organization:
planning, implementation, and control. All three activities involve decision-
making and use managerial accounting information. This is depicted in Exhibit 1-
1.
1-3 The Planning, Implementation and Control Cycle involves the following steps: (1)
formulating plans which often includes preparing budgets, (2) overseeing day-to-
day activities which includes organizing, directing and motivating people,
resource allocation and decision making, and (3) controlling which includes
providing feedback via performance reports.
1-4 In contrast to financial accounting, managerial accounting: (1) focuses on the
needs of the manager; (2) places more emphasis on the future; (3) emphasizes
relevance and timeliness, rather than verifiability and precision; (4) emphasizes
the segments of an organization; (5) is not governed by IFRS or ASPE; and (6) is
not mandatory.
1-5 The lean business model focuses on continuous improvement by eliminating
waste in the organization. Companies that adopt the lean business model
usually implement one or more of the following management practices.
• Just-in-time (JIT): A production and inventory control system in which
materials are purchased and units are produced only as needed to meet
actual customer demand.
• Total quality management (TQM): An approach to continuous
improvement that focuses on serving customers and uses teams of front-
line workers to systematically identify and solve problems.
• Process re-engineering: An approach to improvement that involves
completely redesigning business processes in order to eliminate
unnecessary steps, reduce errors, and reduce costs.
• Theory of constraints (TOC): A management approach that
emphasizes the importance of managing constraints.
Copyright © 2023 McGraw Hill Ltd. All rights reserved.
Solutions Manual, Chapter 1 1
,1-6 Benefits
• Improves operational processes that makes the business efficient
• It leads to reduction or elimination of waste
• It improves profitability and reduces costs
• It reduces the turnaround time to fulfill customer orders improving
customer satisfaction
Limitations
• Production schedule can get hampered if any external shocks lead to
supply chain disturbance
• Lean processes must be complimented with agile processes to adapt
swiftly to changing customer needs.
1-7 Pros
• Funds tied up in maintaining inventory can be used elsewhere
• Areas previously used to store inventories are made available for other
more productive uses
• The time required to fill an order is reduced, resulting in quicker response
to customers and consequentially greater potential sales
• Defect rates are reduced resulting in less waste and greater customer
satisfaction
• More effective operations
Cons
• Increased number of purchase orders to buy raw materials and/or other
components used in manufacturing products
• There is little room for errors and defects in products because this could
throw the production facility off schedule
• There is a high reliance and dependence on suppliers to meet delivery
deadlines as well as supply products that have no defects and require
minimal inspection
1-8 Agree. Ethical behaviour is the foundation of a successful market economy. If we
cannot trust people to act ethically in their business dealings with us, we will be
inclined to invest less, scrutinize more and waste money and time (scarce
resources) trying to protect ourselves. Ethical standards and Codes of Conduct
aid the smooth running of the economy. In addition, the lack of regulatory
requirements (IFRS, ASPE) regarding managerial accounting makes ethical
behaviour even more critical.
Copyright © 2023 McGraw Hill Ltd. All rights reserved.
2 Introduction to Managerial Accounting, Seventh Canadian Edition
, Solutions to Exercises
Exercise 1-1 (LO1 CC2)
Item Financial Managerial
Accounting Accounting
a) Preparing budgeted statements X
of income and financial position
for the next year
b) Analyzing the profitability of a X
new project
c) Preparing the income X
statement and balance sheet
d) Preparing a weekly X
performance report for the
product manager
e) Costing and pricing a new X
product
Exercise 1-2 (LO1 CC1)
Planning Implementation Control
a) Doing a cost–benefit X
analysis of buying new
planes versus leasing them
b) Estimating the cost of X
utilities to be incurred
during the next quarter
c) Documenting variances X
from standard costs of
different products
Copyright © 2023 McGraw Hill Ltd. All rights reserved.
Solutions Manual, Chapter 1 3
