發(fā)布時(shí)間：2015-06-23 11:39

論文題目：不是論文
論文語(yǔ)種：英文
您的研究方向：項(xiàng)目管理
是否有數(shù)據(jù)處理要求：否
您的國(guó)家：北京
您的學(xué)校背景：中央財(cái)經(jīng)大學(xué)和美國(guó)史蒂文斯理工學(xué)院的合作項(xiàng)目。
要求字?jǐn)?shù)：沒(méi)有要求，，3個(gè)問(wèn)題不要超過(guò)10頁(yè)。
論文用途：碩士考試題目
是否需要盲審（博士或碩士生有這個(gè)需要）：否
補(bǔ)充要求和說(shuō)明：《管理會(huì)計(jì)學(xué):在動(dòng)態(tài)商業(yè)環(huán)境中創(chuàng)造價(jià)值(英文版.第5版)》作業(yè)習(xí)題是 1.Chapter 12, Problem 12-44, Case 12-50 2，Chapter 13, Case 13-45 老師沒(méi)做任何要求，希望價(jià)格合情合理，考試比較好過(guò)。

 

PROBLEM 12-44 

Calculations

Sales revenue:Las Vegas, 37,000 units x $12.00; Reno, 41,000 units x $11.00; Sacramento, 46,000 units x $9.50
Cost of goods sold:Las Vegas, 37,000 units x $5.50; Reno, 41,000 units x $5.50; Sacramento, 46,000 units x $6.00
Sales commissions:Las Vegas, $444,000 x 6%; Reno, $451,000 x 6%; Sacramento, $437,000 x 6%
2.  Sacramento is the weakest segment because of several factors
Las Vegas and Reno have much higher markups on cost [118% ($6.50/$5.50) and 100% ($5.50/$5.50), respectively].  However, Sacramento’s markup is only 58% ($3.50/ $6.00).
Despite being the only store that has a sales manager, and spending considerably more on advertising than Las Vegas and Reno, Sacramento has the lowest gross dollar sales of the three stores.  Sacramento’s return on these outlays appears inadequate.
Sacramento’s other noncontrollable costs are much higher than those of Las Vegas and Reno.
3. Show-Off uses a responsibility accounting system, meaning that managers and centers are evaluated on the basis of items under their control.  Since this is a personnel-type decision, the decision should be made by reviewing the profit margin controllable by the store (i.e., segment) manager.  The segment contribution margin excludes fixed costs under a store manager’s control; in contrast, a store’s segment profit margin would reflect all traceable costs whether controllable or not.

CASE 12-51 

2. The Portland store's net income for May is $12,375 ($156,150 - $52,500 - $91,275).
The impact of the responsibility-accounting system and bonus structure on the managers' behavior and the effect of this behavior on the financial results for the two stores include the following:
New Haven Store
Because the bonus is based on sales over $570,000, the manager has concentrated on maximizing sales and has paid little attention to controllable costs.  As a result, the store's net income is less than 9 percent of sales and only 34 percent (rounded) of total net income, although sales were 40% of district sales.
In an effort to maximize sales, the New Haven store spent 10 times as much as the Boston store on advertising but generated only $75,000 more in sales.  Thus the advertising must not have been very effective and should be better controlled.

Boston Store
Because the manager of the Boston store is motivated to maximize net income, there appears to be a tendency to cut back on discretionary expenses, such as store maintenance and advertising.  While management is seeking cost control by implementing a bonus based on net income, the lack of spending on these discretionary items may have an adverse long-term effect.
The manager of the Boston store will be unhappy with the inclusion of allocated district and regional expenses in the calculation of net income.  These expenses are not likely to be controlled by the store manager and will reduce the bonus received by the manager of the Boston store.
The assistant controller's actions violate several standards of ethical conduct for management accountants, including the following:
Competence
Provide decision support information and recommendations that are accurate, clear, concise, and timely. 

Integrity.Abstain from engaging in any activity that might discredit the profession.

Credibility.Communicate information fairly and objectively.

Disclose fully all relevant information that could reasonably be expected to influence an intended user's understanding of the reports, analyses, and recommendations presented.

PROBLEM 13-45 

The weighted-average cost of capital (WACC) is defined as follows:

The following calculation shows that All-Canadian’s WACC is 9.72 percent.

where .063 = (.09)(1.0 - .3)
The three divisions’ economic-value-added measures are calculated as follows:

The EVA analysis reveals that All-Canadian’s Atlantic Division is in trouble.  Its substantial negative EVA merits the immediate attention of the management team.
1. a.Transfer price=outlay cost + opportunity cost=$65 + $15 = $80
    b.Transfer price= standard variable cost + (10%)(standard variable cost)
=$65 + (10%) ($65) = $71.50
Note that the Frame Division manager would refuse to transfer at this price.
2. a.Transfer price= outlay cost + opportunity cost =$65 + 0 = $65
b.When there is no excess capacity, the opportunity cost is the forgone contribution margin on an external sale when a frame is transferred to the Glass Division. The contribution margin equals $15 ($80 – $65). When there is excess capacity in the Frame Division, there is no opportunity cost associated with a transfer.

 

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