Solution manual for horngren s accounting the managerial chapters 14th edition By Tracie Miller-Nobles Brenda Mattison, All Chapters 1 - 9 Complete Covered Latest Update

SOLUTION MANUAL
Horngren's Accounting, The Managerial Chapters, 14th Edition
By Tracie Miller-Nobles Brenda Mattison, All Chapters1-9

,TableQofQcontents



1. IntroductionQtoQManagerialQAccounting
2. JobQOrderQCosting
3. ProcessQCosting
4. Cost-Volume-ProfitQAnalysis
5. MasterQBudgets
6. FlexibleQBudgetsQandQStandardQCostQSystems
7. CostQAllocationQandQResponsibilityQAccounting
8. Short-TermQBusinessQDecisions
9. CapitalQInvestmentQDecisions

,ChapterQM:1
IntroductionQtoQManagerialQAccounting

ReviewQ QuestionsQ

1. WhatQisQtheQprimaryQpurposeQofQmanagerialQaccounting?

TheQprimaryQpurposeQofQmanagerialQaccountingQisQtoQprovideQinformationQtoQhelpQmanag
ersQplan,Q direct,Qcontrol,QandQmakeQdecisions.

2. ListQsixQdifferencesQbetweenQfinancialQaccountingQandQmanagerialQaccounting.

FinancialQ accountingQ andQ managerialQ accountingQ differQ onQ theQ followingQ 6Q dimensions:Q (
1)Q primaryQ users,Q (2)Q purposeQ ofQ information,Q (3)Q focusQ andQ timeQ dimensionQ ofQ theQ info
rmation,Q (4)Q rulesQ andQ re-Q strictions,Q(5)QscopeQofQinformation,QandQ(6)Qbehavioral.

3. ExplainQtheQdifferenceQbetweenQlineQpositionsQandQstaffQpositions.

LineQpositionsQareQdirectlyQinvolvedQinQprovidingQgoodsQorQservicesQtoQcustomers.QStaffQp
ositionsQ supportQlineQpositions.

4. ExplainQtheQdifferencesQbetweenQplanning,Qdirecting,QandQcontrolling.

PlanningQmeansQchoosingQgoalsQandQdecidingQhowQtoQachieveQthem.QDirectingQinvolvesQrunni
ngQtheQday-Q to-
dayQoperationsQofQaQbusiness.QControllingQisQtheQprocessQofQmonitoringQoperationsQandQkee
pingtheQ companyQonQtrack.

5. ListQtheQfourQIMAQstandardsQofQethicalQpracticeQandQbrieflyQdescribeQeach.

TheQfourQIMAQstandardsQofQethicalQpracticeQandQaQdescriptionQofQeachQfollow.
I. Competence.
MaintainQanQappropriateQlevelQofQprofessionalQleadershipQandQexpertiseQbyQenhan
cingQ knowledgeQandQskills.
PerformQprofessionalQdutiesQinQaccordanceQwithQrelevantQlaws,Qregulations,QandQtec
hnicalQ standards.
ProvideQdecisionQsupportQinformationQandQrecommendationsQthatQareQaccurate,Qclear,Qcon
cise,

, andQtimely.
RecogniseQandQhelpQmangeQrisk.
II. Confidentiality.
KeepQinformationQconfidentialQexceptQwhenQdisclosureQisQauthorizedQorQlegallyQreq
uired.Q InformQallQrelevantQpartiesQregardingQappropriateQuseQofQconfidentialQinfor
mation.Q MonitorQtoQ ensureQcompliance.
QRefrainQfromQusingQconfidentialQinformationQforQunethicalQorQillegalQadvantage.
III. Integrity.
MitigateQactualQconflictsQofQinterest.QRegularlyQcommunicateQwithQbusinessQassociates
QtoQavoidQ apparentQconflictsQofQinterest.Q AdviseQallQpartiesQofQanyQpotentialQcon
flicts.
RefrainQfromQengagingQinQanyQconductQthatQwouldQprejudiceQcarryingQoutQdutiesQe
thically.Q AbstainQfromQengagingQinQorQsupportingQanyQactivityQthatQmightQdiscredit
QtheQprofession.Q ContributeQtoQaQpositiveQethicalQcultureQandQplaceQintegrityQofQth
eQprofessionQaboveQpersonalQ interest.

5,Qcont.
IV. Credibility.
CommunicateQinformationQfairlyQandQobjectively.
ProvideQallQrelevantQinformationQthatQcouldQreasonablyQbeQexpectedQtoQinfluenceQ
anQintendedQ user’sQunderstandingQofQtheQreports,Qanalyses,QorQrecommendations.
ReportQanyQdelaysQorQdeficienciesQinQinformation,Qtimeliness,Qprocessing,QorQinternal
QcontrolsinQ conformanceQwithQorganizationQpolicyQand/orQapplicableQlaw.
CommunicateQanyQprofessionalQlimitationsQorQotherQconstraintsQthatQwouldQprecludeQ
responsi-Q bleQjudgmentQorQsuccessfulQperformanceQofQanQactivity.

6. DescribeQaQserviceQcompanyQandQgiveQanQexample.

ServiceQ companiesQ sellQ time,Q skills,Q andQ knowledge.Q ExamplesQ ofQ serviceQ companiesQ incl
udeQ phoneQ serviceQ companies,Q banks,Q cleaningQ serviceQ companies,Q accountingQ firms,Q law
Q firms,Q medicalQ physi-Q cians,QandQonlineQauctionQservices.

7. DescribeQaQmerchandisingQcompanyQandQgiveQanQexample.

MerchandisingQcompaniesQresellQproductsQtheyQbuyQfromQsuppliers.QMerchandisersQkeepQanQi
nventoryofQ products,QandQmanagersQareQaccountableQforQtheQpurchasing,Qstorage,QandQsale
QofQtheQproducts.QEx-
Q amplesQofQmerchandisingQcompaniesQincludeQtoyQstores,QgroceryQstores,QandQclothingQstores
.

8. HowQdoQmanufacturingQcompaniesQdifferQfromQmerchandisingQcompanies?

MerchandisingQcompaniesQresellQproductsQtheyQpreviouslyQboughtQfromQsuppliers,QwhereasQma
nufac-
Q turingQcompaniesQuseQlabor,Qequipment,Qsupplies,QandQfacilitiesQtoQconvertQrawQmaterialsQi
ntoQnewQfin-
Q ishedQproducts.QInQcontrastQtoQmerchandisingQcompanies,QmanufacturingQcompaniesQhaveQa
QbroadQrangeQ ofQproductionQactivitiesQthatQrequireQtrackingQcostsQonQthreeQkindsQofQinvent
ory.