Cost accounting provides managers with financial and non-financial information to help plan, control costs, and make decisions. It measures and reports on the costs of resources used in an organization. There are different ways to classify costs, such as by behavior (fixed or variable), traceability (direct or indirect), and relevance (sunk or out-of-pocket). Management accounting focuses on internal reporting to managers, while financial accounting provides external reporting. Cost accounting is concerned with properly recording, classifying, and reporting costs to determine product costs, control costs, and provide information for management decision making.
Introduction to management accounting, cost concepts and classificationshewit
This document provides an introduction to management accounting and cost concepts. It defines management accounting as preparing financial information for managers to make short-term decisions. Management accounting assists planning, organizing, directing and controlling by providing data, modifying data, analyzing and interpreting data, and facilitating control through budgeting and standard costing. It then compares management accounting to financial accounting, noting their different objectives, time focus, treatment of monetary and non-monetary items, level of analysis, periodicity of reporting, and flexibility. Cost concepts and classifications are also introduced, including direct vs indirect costs, variable vs fixed costs, and manufacturing, non-manufacturing and mixed costs.
This document provides an overview of cost accounting concepts and classifications. It discusses what cost accounting is, the differences between cost accounting and financial accounting, basic cost accounting concepts like cost objects and cost units, and different ways that costs can be classified for purposes like inventory valuation, profit measurement, planning, decision making, and control. Key points covered include defining direct and indirect costs, different types of overhead costs, distinguishing between product and period costs, and how costs can be classified into their different elements of materials, labor, and other expenses.
Management accounting provides financial and non-financial information to managers for decision making. It involves partnering with management in strategic planning, performance management, and financial reporting to help implement organizational strategy. Management accounting draws information from accounting and non-accounting sources to provide quantitative and qualitative data for management planning and control. It covers areas like financial accounting, cost accounting, statistical methods, operations research, taxation, and organization and methods.
Management accounting provides accounting information to assist management in planning, controlling, and decision-making. It focuses on the future and internal reporting needs of management rather than the past and external reporting emphasized in financial accounting. Management accounting uses both financial and non-financial quantitative and qualitative data accumulated from financial and cost accounting systems. It involves tasks like financial statement analysis, cash flow analysis, budgeting, variance analysis, and generating customized reports to meet the specific information needs of management for decision-making.
Managerial accounting is an activity that provides financial and n.docxinfantsuk
Managerial accounting is an activity that provides financial and nonfinancial information to an organization's managers and other internal decision makers. This section explains the purpose of managerial accounting (also called management accounting) and compares it with financial accounting. The main purpose of the financial accounting system is to prepare general-purpose financial statements. That information is incomplete for internal decision makers who manage organizations.
Purpose of Managerial Accounting
C1 Explain the purpose and nature of, and the role of ethics in, managerial accounting.
The purpose of both managerial accounting and financial accounting is providing useful information to decision makers. They do this by collecting, managing, and reporting information in demand by their users. Both areas of accounting also share the common practice of reporting monetary information, although managerial accounting usually includes the reporting of more nonmonetary information. They even report some of the same information. For instance, a company's financial statements contain information useful for both its managers (insiders) and other persons interested in the company (outsiders).
Point: Nonfinancial information, also called nonmonetary information, includes customer and employee satisfaction data, the percentage of on-time deliveries, and product defect rates.
The remainder of this book looks carefully at managerial accounting information, how to gather it, and how managers use it. We consider the concepts and procedures used to determine the costs of products and services as well as topics such as budgeting, break-even analysis, product costing, profit planning, and cost analysis. Information about the costs of products and services is important for many decisions that managers make. These decisions include predicting the future costs of a product or service. Predicted costs are used in product pricing, profitability analysis, and in deciding whether to make or buy a product or component. More generally, much of managerial accounting involves gathering information about costs for planning and control decisions.
Point: Costs are important to managers because they impact both the financial position and profitability of a business. Managerial accounting assists in analysis, planning, and control of costs.
Planning is the process of setting goals and making plans to achieve them. Companies formulate long-term strategic plans that usually span a 5- to 10-year horizon and then refine them with medium-term and short-term plans. Strategic plans usually set a firm's long-term direction by developing a road map based on opportunities such as new products, new markets, and capital investments. A strategic plan's goals and objectives are broadly defined given its long-term orientation. Medium- and short-term plans are more operational in nature. They translate the strategic plan into actions. These plans are more concrete and consist of bett ...
Managerial accounting provides internal reports and analyses to help management make decisions regarding business performance. It uses techniques like marginal analysis, constraint analysis, and capital budgeting to aid planning, organizing, directing, and controlling. While dependent on accurate financial records, managerial accounting helps analyze costs, trends, and forecasts to set goals, compare departments, and maximize profits. However, different managers may interpret information differently, and it is best suited for larger, established companies that can implement specialized systems.
Cost accounting helps businesses classify, record, and allocate expenditures to determine the costs of products and estimate profit. It provides management with cost information needed for planning, cost control, and decision making. Financial accounting does not provide this level of cost analysis. The key differences between cost and financial accounting are that cost accounting focuses on determining product costs, providing management information, and analyzing variances, while financial accounting reports overall financial results and position for external parties. Management accounting uses cost accounting principles and additional managerial techniques to supply a wider range of information to assist management with policy creation, operations, planning, and decision making.
Introduction to management accounting, cost concepts and classificationshewit
This document provides an introduction to management accounting and cost concepts. It defines management accounting as preparing financial information for managers to make short-term decisions. Management accounting assists planning, organizing, directing and controlling by providing data, modifying data, analyzing and interpreting data, and facilitating control through budgeting and standard costing. It then compares management accounting to financial accounting, noting their different objectives, time focus, treatment of monetary and non-monetary items, level of analysis, periodicity of reporting, and flexibility. Cost concepts and classifications are also introduced, including direct vs indirect costs, variable vs fixed costs, and manufacturing, non-manufacturing and mixed costs.
This document provides an overview of cost accounting concepts and classifications. It discusses what cost accounting is, the differences between cost accounting and financial accounting, basic cost accounting concepts like cost objects and cost units, and different ways that costs can be classified for purposes like inventory valuation, profit measurement, planning, decision making, and control. Key points covered include defining direct and indirect costs, different types of overhead costs, distinguishing between product and period costs, and how costs can be classified into their different elements of materials, labor, and other expenses.
Management accounting provides financial and non-financial information to managers for decision making. It involves partnering with management in strategic planning, performance management, and financial reporting to help implement organizational strategy. Management accounting draws information from accounting and non-accounting sources to provide quantitative and qualitative data for management planning and control. It covers areas like financial accounting, cost accounting, statistical methods, operations research, taxation, and organization and methods.
Management accounting provides accounting information to assist management in planning, controlling, and decision-making. It focuses on the future and internal reporting needs of management rather than the past and external reporting emphasized in financial accounting. Management accounting uses both financial and non-financial quantitative and qualitative data accumulated from financial and cost accounting systems. It involves tasks like financial statement analysis, cash flow analysis, budgeting, variance analysis, and generating customized reports to meet the specific information needs of management for decision-making.
Managerial accounting is an activity that provides financial and n.docxinfantsuk
Managerial accounting is an activity that provides financial and nonfinancial information to an organization's managers and other internal decision makers. This section explains the purpose of managerial accounting (also called management accounting) and compares it with financial accounting. The main purpose of the financial accounting system is to prepare general-purpose financial statements. That information is incomplete for internal decision makers who manage organizations.
Purpose of Managerial Accounting
C1 Explain the purpose and nature of, and the role of ethics in, managerial accounting.
The purpose of both managerial accounting and financial accounting is providing useful information to decision makers. They do this by collecting, managing, and reporting information in demand by their users. Both areas of accounting also share the common practice of reporting monetary information, although managerial accounting usually includes the reporting of more nonmonetary information. They even report some of the same information. For instance, a company's financial statements contain information useful for both its managers (insiders) and other persons interested in the company (outsiders).
Point: Nonfinancial information, also called nonmonetary information, includes customer and employee satisfaction data, the percentage of on-time deliveries, and product defect rates.
The remainder of this book looks carefully at managerial accounting information, how to gather it, and how managers use it. We consider the concepts and procedures used to determine the costs of products and services as well as topics such as budgeting, break-even analysis, product costing, profit planning, and cost analysis. Information about the costs of products and services is important for many decisions that managers make. These decisions include predicting the future costs of a product or service. Predicted costs are used in product pricing, profitability analysis, and in deciding whether to make or buy a product or component. More generally, much of managerial accounting involves gathering information about costs for planning and control decisions.
Point: Costs are important to managers because they impact both the financial position and profitability of a business. Managerial accounting assists in analysis, planning, and control of costs.
Planning is the process of setting goals and making plans to achieve them. Companies formulate long-term strategic plans that usually span a 5- to 10-year horizon and then refine them with medium-term and short-term plans. Strategic plans usually set a firm's long-term direction by developing a road map based on opportunities such as new products, new markets, and capital investments. A strategic plan's goals and objectives are broadly defined given its long-term orientation. Medium- and short-term plans are more operational in nature. They translate the strategic plan into actions. These plans are more concrete and consist of bett ...
Managerial accounting provides internal reports and analyses to help management make decisions regarding business performance. It uses techniques like marginal analysis, constraint analysis, and capital budgeting to aid planning, organizing, directing, and controlling. While dependent on accurate financial records, managerial accounting helps analyze costs, trends, and forecasts to set goals, compare departments, and maximize profits. However, different managers may interpret information differently, and it is best suited for larger, established companies that can implement specialized systems.
Cost accounting helps businesses classify, record, and allocate expenditures to determine the costs of products and estimate profit. It provides management with cost information needed for planning, cost control, and decision making. Financial accounting does not provide this level of cost analysis. The key differences between cost and financial accounting are that cost accounting focuses on determining product costs, providing management information, and analyzing variances, while financial accounting reports overall financial results and position for external parties. Management accounting uses cost accounting principles and additional managerial techniques to supply a wider range of information to assist management with policy creation, operations, planning, and decision making.
To assist the management in promoting efficiency. Efficiency includes best possible services to customers, investors and employees.
To prepare budgets covering all functions of a business (i.e, production, sales, research and finance).
To analyze monetary and non-monetary transactions.
To compare the actual performance with plan for identifying deviations and their causes.
To interpret financial statement to enable the management to formulate future policies.
To submit to the management at frequent intervals operating statements and short term financial statements.
To arrange for the systematic allocation of responsibilities.
To provide a suitable organization for discharging the responsibilities.
Based on the literatures answer the following questionNo to e.docxikirkton
Based on the literatures answer the following question:
No to exceed 600 words in total
What tool do you need to control cost in your profit center?
What is the difference between cash and revenue?
This article explains the essential concepts of cost accounting. The overview provides an introduction to the basic cost accounting objectives and techniques, the roles of the controller and cost accountant within the corporate management structure and the ethical considerations that guide cost accountants. This article also explains the basic cost accumulation methods that are used in cost accounting systems. These methods include job order costing, process costing, backflush costing, hybrid costing and joint and by-product costing. Further, explanations of the most common costs that companies must plan for and control are included, such as direct labor, direct material and factory overhead costs. Finally, this overview describes how cost accounting techniques affect business considerations in areas such as budgeting, pricing and inventory costing methods, which include throughput, direct, absorption and activity-based costing systems.
Keywords Activity-Based Costing; Activity-based Management (ABM); Actual Cost System; Backflush Costing; Balance Sheet; By-product; Controller; Cost Accounting; Cost Accumulation; Cost Driver; Direct Labor; Direct Materials; Factory Cost; Factory Overhead; Fixed Cost; Indirect Cost; Job Order Costing; Joint Cost; Labor Productivity; Process Costing; Sunk Cost; Variable Cost
Accounting > Cost Accounting
Overview
Cost accounting is the application of accounting and costing principles to the tracking, recording and analysis of the costs associated with the products or services a business produces and the activities involved in the production process. Broadly speaking, cost accounting objectives include the preparation of statistical data, application of cost accumulation and cost control methods to production processes and analysis of an organization's profitability as compared with previous periods of time and projected budgets. Cost accountants use basic accounting techniques to compile and analyze data to meet these objectives. In performing these tasks, cost accountants work within the controller's office or the accounting department of most companies. And in addition to any internal company policies that govern their duties, cost accountants must consider the ethical principles that guide the accounting and financial reporting industries. The following sections provide a more in-depth explanation of these concepts.
Introduction to Cost Accounting
Cost accounting identifies, defines, measures, reports and analyzes the various elements of direct and indirect costs associated with producing and marketing goods and services. Cost accounting also measures performance, product quality and productivity. Direct costs can be directly traced to producing specific goods or services, such as the cost of raw mater ...
Chapter 8Responsibility Concepts and Sound Decision-Making Ana.docxchristinemaritza
Chapter 8
Responsibility Concepts and Sound Decision-Making Analytics
Image of multicolored canvas painting.
istockphoto
Learning Objectives
Understand concepts in responsibility accounting.
Be able to provide a framework for rational business decision making, and understand how to apply these concepts for specific types of situations.
Apply capital budgeting methods and discounted cash flow concepts.
Know how to make proper long-term investment decisions.
8.1
Responsibility Accounting Concepts
In general, managers should be held accountable for the results of their decisions and business execution. Without accountability based on performance-related feedback, the business will not perform at its best, and areas in need of improvement may not be identified on a timely basis. Business feedback is often based on financial results. You have already seen how budgets and variances are used to help identify areas for improvement. Because managers are accountable for their decisions, actions, and outcomes, their performance measures should align around the department, product, division, or other business for which they are responsible. In other words, the attribution of responsibility tends to follow the organizational structure of the business.
Sometimes, a business has a highly dispersed design, with decisions nested with lower level managers. Other businesses generate decisions only at the upper levels, and lower level personnel are basically charged with execution of defined actions. Proper implementation of responsibility accounting concepts stipulates that performance measures be aligned with the business organization structure. In other words, accountability should map to responsibility. Proper design of performance measurement systems therefore requires that the management accountant carefully consider the organizational structure. Sometimes performance measures are only appropriate on an aggregated basis, such as where the organization is structured as a top–down, command-and-control, centralized decision-making entity. As lower level managers are given increased authority, so too should the accountability system be modified to provide more disaggregated performance measures. Although quite logical, this presents measurement challenges.
Different types of units must be evaluated using alternative models. For example, some units do not generate any revenue. They exist to provide support services to other departments within the entity. Other business segments may have clear cost and revenue functions, and they might be evaluated on their profits. Given this observation, it is common for businesses to characterize areas of specific responsibility as cost centers, profit centers, or investment centers.
A cost center usually lacks clear revenue functions. Typical departments that are regarded as cost centers include accounting, human resources, maintenance, and most administrative groupings. Cost control is the key eval ...
The document discusses managerial accounting information systems. It acknowledges those who helped with the project and thanks Allah. It provides an abstract that accounting identifies, records, and communicates relevant and reliable information to users. Management accounting differs from financial accounting in its users. The document includes sections on introduction and scope, management accounting, functions and goals of management accounting, benefits and limitations. It concludes that applying an accounting system, including management accounting, can help enterprises achieve objectives by providing useful information. It provides references used.
GoAssignmentHelp helps you fetch the top grades by providing
expert assignment assistance. Our teams of fully dedicated assignment masters are
professionals, Masters and PhD scholars who vast GoAssignmentHelp helps you fetch the top grades by providing
expert assignment assistance. Our teams of fully dedicated assignment masters are
professionals, Masters and PhD scholars who vast understanding of the subject and provides unique assignment assistance. understanding of the subject and provides
unique assignment assistance.
Management accounting provides financial information for internal use in planning, decision-making, and control. It helps managers identify inefficient areas, forecast future performance, and determine costs. In contrast to financial accounting which has fixed rules, management accounting tools may differ between organizations. While it provides information, management accounting does not make decisions - that responsibility remains with management. Some key functions include margin analysis, breakeven analysis, constraint analysis, and target costing. Limitations include reliance on financial/cost accounting data and lack of knowledge in related fields. Management accounting is an evolving system that aids strategic decision-making through tools like ratio analysis, budgets, forecasts, and variance analysis.
Responsibility accounting is a management control system that delegates authority and responsibility to managers of responsibility centers. It collects planned and actual accounting data on inputs (costs) and outputs (revenues) of responsibility centers. The goals of responsibility accounting are to measure divisional performance, evaluate manager performance, and motivate managers to achieve organizational goals. It enables easy identification of responsible managers and provides relevant and timely information for planning, control, and decision-making. Responsibility centers can be cost centers, which measure only inputs, profit centers, which measure both inputs and outputs, and investment centers. Responsibility accounting reports provide budgeted and actual data in a timely manner to assist managers in identifying variances.
Responsibility accounting involves dividing an organization into responsibility centers and assigning costs and revenues to each center. The key types of responsibility centers are cost centers, which managers are responsible for costs, profit centers where managers are responsible for both costs and revenues, and investment centers where managers are responsible for costs, revenues, and capital employed. Effective responsibility accounting requires setting targets for each center, tracking actual performance against targets, reporting variances to management, and taking corrective actions. It aims to evaluate performance and provide feedback to improve future operations.
Management accounting refers to processes and technologies that help managers use resources effectively to add value to an organization. It provides information to managers at all levels to assist with decision-making. Management accounting analyzes administrative actions in terms of costs, prices, and profits to help managers choose between alternatives. It serves as a management information system that facilitates effective management through meaningful reports tailored to managers' needs.
The document defines and describes the main branches of accounting: financial accounting, management accounting, government accounting, auditing, tax accounting, cost accounting, accounting education, and accounting research. It provides examples of the types of reports and activities covered by each branch. Financial accounting focuses on external reporting, management accounting on internal reporting, government accounting on tracking government funds, auditing on verifying financial statements, tax accounting on tax compliance, cost accounting on production costs, accounting education on developing accounting curriculum, and accounting research on advancing accounting knowledge.
Topics :
System and process of controlling
Budgetary and non-budgetary control techniques
Use of computers and IT in Management control
Productivity problems and management
Control and performance
Direct and preventive control
Reporting
The document defines management accounting and discusses its objectives and advantages. It states that management accounting provides economic information to managers to help achieve organizational goals. It covers areas like planning, decision making, and controlling. The objectives of management accounting include planning, interpretation, decision making, controlling, reporting, organizing operations, and facilitating coordination. Responsibility accounting measures inputs and outputs of responsibility centers like cost centers, profit centers, and investment centers. Budgets and budgetary control involve establishing budgets for functions and divisions and comparing actuals to budgets to take corrective actions. Types of budgets include sales, production, purchase, research and capital expenditure budgets.
Management accounting is a vast field that entails assessing data and managing risks in order to make informed company decisions, making it one of the most profitable accounting occupations
Management accounting assists managers in planning, organizing, and controlling business operations. It provides accounting data and analysis to help managers make informed decisions. Management accounting focuses on future forecasts and helps evaluate options such as whether to invest in new equipment or acquire another company. Management accountants use tools like ratio analysis and investment appraisal to assess financial performance and identify opportunities to improve and grow the business.
Management accounting is the process of analyzing business costs and operations to prepare internal reports and records to aid managers' decision-making. It involves collecting accounting information using financial and cost accounting and translating it into useful information for management. The objectives of management accounting include measuring performance, assessing risk, allocating resources, and presenting financial statements. It uses tools like budgeting, variance analysis, and cash flow analysis to help managers with planning, decision-making, and control.
Management accounting provides accounting information to managers within organizations to help them make informed business decisions. It focuses on forward-looking information for decision-making, rather than historical financial reporting. Management accounting involves identifying, measuring, analyzing, and communicating financial and non-financial information about resources, risks, and performance. The goal is to help managers strategically plan, evaluate, and control operations to make efficient use of resources.
This document provides an overview of management accounting. It defines management accounting as the process of analyzing business costs and operations to prepare internal financial reports and records to aid managerial decision making. Some key points:
- Management accounting focuses on internal reporting for managers, while financial accounting focuses on external reporting.
- Management accounting helps managers with budgeting, decision making, planning, and controlling costs. It provides modified and analyzed financial data to managers.
- An example is given of tasks that would be assigned to a management accountant (budgeting, taxes) vs. a financial accountant (preparing financial statements, cash flows, stockholder equity changes).
- The functions of management accounting include providing data,
advantages of management account,definition,functions of management account,limitations of management account,management account,meaning,nature of management account,objectives of account,scope of management account
Management accounting is a recent term that was coined in the 1950s to describe accounting as an effective management tool. [1] It involves techniques like budgeting, standard costing, and analyzing performance to provide information to assist management with planning, control, and decision making. [2] The objectives of management accounting are to compile plans and budgets, allocate responsibilities, analyze transactions, and present up-to-date financial information to help management evaluate performance and plan for the future. [3] Its scope encompasses financial accounting, cost accounting, budgeting, cost control, statistical analysis, and other areas that provide tools to help managers increase productivity.
The document discusses standard costs and variance analysis. It begins by defining standards as benchmarks for measuring performance, including quantity and cost standards. It then provides examples of calculating variances for direct materials and direct labor. For materials, it calculates a price variance and quantity variance using an example where actual costs differed from standards. For labor, it similarly calculates a rate variance and efficiency variance. The document provides details on setting various types of standards and how managers from different departments collaborate on the process. It also explains how variances are analyzed and how that cycle works.
To assist the management in promoting efficiency. Efficiency includes best possible services to customers, investors and employees.
To prepare budgets covering all functions of a business (i.e, production, sales, research and finance).
To analyze monetary and non-monetary transactions.
To compare the actual performance with plan for identifying deviations and their causes.
To interpret financial statement to enable the management to formulate future policies.
To submit to the management at frequent intervals operating statements and short term financial statements.
To arrange for the systematic allocation of responsibilities.
To provide a suitable organization for discharging the responsibilities.
Based on the literatures answer the following questionNo to e.docxikirkton
Based on the literatures answer the following question:
No to exceed 600 words in total
What tool do you need to control cost in your profit center?
What is the difference between cash and revenue?
This article explains the essential concepts of cost accounting. The overview provides an introduction to the basic cost accounting objectives and techniques, the roles of the controller and cost accountant within the corporate management structure and the ethical considerations that guide cost accountants. This article also explains the basic cost accumulation methods that are used in cost accounting systems. These methods include job order costing, process costing, backflush costing, hybrid costing and joint and by-product costing. Further, explanations of the most common costs that companies must plan for and control are included, such as direct labor, direct material and factory overhead costs. Finally, this overview describes how cost accounting techniques affect business considerations in areas such as budgeting, pricing and inventory costing methods, which include throughput, direct, absorption and activity-based costing systems.
Keywords Activity-Based Costing; Activity-based Management (ABM); Actual Cost System; Backflush Costing; Balance Sheet; By-product; Controller; Cost Accounting; Cost Accumulation; Cost Driver; Direct Labor; Direct Materials; Factory Cost; Factory Overhead; Fixed Cost; Indirect Cost; Job Order Costing; Joint Cost; Labor Productivity; Process Costing; Sunk Cost; Variable Cost
Accounting > Cost Accounting
Overview
Cost accounting is the application of accounting and costing principles to the tracking, recording and analysis of the costs associated with the products or services a business produces and the activities involved in the production process. Broadly speaking, cost accounting objectives include the preparation of statistical data, application of cost accumulation and cost control methods to production processes and analysis of an organization's profitability as compared with previous periods of time and projected budgets. Cost accountants use basic accounting techniques to compile and analyze data to meet these objectives. In performing these tasks, cost accountants work within the controller's office or the accounting department of most companies. And in addition to any internal company policies that govern their duties, cost accountants must consider the ethical principles that guide the accounting and financial reporting industries. The following sections provide a more in-depth explanation of these concepts.
Introduction to Cost Accounting
Cost accounting identifies, defines, measures, reports and analyzes the various elements of direct and indirect costs associated with producing and marketing goods and services. Cost accounting also measures performance, product quality and productivity. Direct costs can be directly traced to producing specific goods or services, such as the cost of raw mater ...
Chapter 8Responsibility Concepts and Sound Decision-Making Ana.docxchristinemaritza
Chapter 8
Responsibility Concepts and Sound Decision-Making Analytics
Image of multicolored canvas painting.
istockphoto
Learning Objectives
Understand concepts in responsibility accounting.
Be able to provide a framework for rational business decision making, and understand how to apply these concepts for specific types of situations.
Apply capital budgeting methods and discounted cash flow concepts.
Know how to make proper long-term investment decisions.
8.1
Responsibility Accounting Concepts
In general, managers should be held accountable for the results of their decisions and business execution. Without accountability based on performance-related feedback, the business will not perform at its best, and areas in need of improvement may not be identified on a timely basis. Business feedback is often based on financial results. You have already seen how budgets and variances are used to help identify areas for improvement. Because managers are accountable for their decisions, actions, and outcomes, their performance measures should align around the department, product, division, or other business for which they are responsible. In other words, the attribution of responsibility tends to follow the organizational structure of the business.
Sometimes, a business has a highly dispersed design, with decisions nested with lower level managers. Other businesses generate decisions only at the upper levels, and lower level personnel are basically charged with execution of defined actions. Proper implementation of responsibility accounting concepts stipulates that performance measures be aligned with the business organization structure. In other words, accountability should map to responsibility. Proper design of performance measurement systems therefore requires that the management accountant carefully consider the organizational structure. Sometimes performance measures are only appropriate on an aggregated basis, such as where the organization is structured as a top–down, command-and-control, centralized decision-making entity. As lower level managers are given increased authority, so too should the accountability system be modified to provide more disaggregated performance measures. Although quite logical, this presents measurement challenges.
Different types of units must be evaluated using alternative models. For example, some units do not generate any revenue. They exist to provide support services to other departments within the entity. Other business segments may have clear cost and revenue functions, and they might be evaluated on their profits. Given this observation, it is common for businesses to characterize areas of specific responsibility as cost centers, profit centers, or investment centers.
A cost center usually lacks clear revenue functions. Typical departments that are regarded as cost centers include accounting, human resources, maintenance, and most administrative groupings. Cost control is the key eval ...
The document discusses managerial accounting information systems. It acknowledges those who helped with the project and thanks Allah. It provides an abstract that accounting identifies, records, and communicates relevant and reliable information to users. Management accounting differs from financial accounting in its users. The document includes sections on introduction and scope, management accounting, functions and goals of management accounting, benefits and limitations. It concludes that applying an accounting system, including management accounting, can help enterprises achieve objectives by providing useful information. It provides references used.
GoAssignmentHelp helps you fetch the top grades by providing
expert assignment assistance. Our teams of fully dedicated assignment masters are
professionals, Masters and PhD scholars who vast GoAssignmentHelp helps you fetch the top grades by providing
expert assignment assistance. Our teams of fully dedicated assignment masters are
professionals, Masters and PhD scholars who vast understanding of the subject and provides unique assignment assistance. understanding of the subject and provides
unique assignment assistance.
Management accounting provides financial information for internal use in planning, decision-making, and control. It helps managers identify inefficient areas, forecast future performance, and determine costs. In contrast to financial accounting which has fixed rules, management accounting tools may differ between organizations. While it provides information, management accounting does not make decisions - that responsibility remains with management. Some key functions include margin analysis, breakeven analysis, constraint analysis, and target costing. Limitations include reliance on financial/cost accounting data and lack of knowledge in related fields. Management accounting is an evolving system that aids strategic decision-making through tools like ratio analysis, budgets, forecasts, and variance analysis.
Responsibility accounting is a management control system that delegates authority and responsibility to managers of responsibility centers. It collects planned and actual accounting data on inputs (costs) and outputs (revenues) of responsibility centers. The goals of responsibility accounting are to measure divisional performance, evaluate manager performance, and motivate managers to achieve organizational goals. It enables easy identification of responsible managers and provides relevant and timely information for planning, control, and decision-making. Responsibility centers can be cost centers, which measure only inputs, profit centers, which measure both inputs and outputs, and investment centers. Responsibility accounting reports provide budgeted and actual data in a timely manner to assist managers in identifying variances.
Responsibility accounting involves dividing an organization into responsibility centers and assigning costs and revenues to each center. The key types of responsibility centers are cost centers, which managers are responsible for costs, profit centers where managers are responsible for both costs and revenues, and investment centers where managers are responsible for costs, revenues, and capital employed. Effective responsibility accounting requires setting targets for each center, tracking actual performance against targets, reporting variances to management, and taking corrective actions. It aims to evaluate performance and provide feedback to improve future operations.
Management accounting refers to processes and technologies that help managers use resources effectively to add value to an organization. It provides information to managers at all levels to assist with decision-making. Management accounting analyzes administrative actions in terms of costs, prices, and profits to help managers choose between alternatives. It serves as a management information system that facilitates effective management through meaningful reports tailored to managers' needs.
The document defines and describes the main branches of accounting: financial accounting, management accounting, government accounting, auditing, tax accounting, cost accounting, accounting education, and accounting research. It provides examples of the types of reports and activities covered by each branch. Financial accounting focuses on external reporting, management accounting on internal reporting, government accounting on tracking government funds, auditing on verifying financial statements, tax accounting on tax compliance, cost accounting on production costs, accounting education on developing accounting curriculum, and accounting research on advancing accounting knowledge.
Topics :
System and process of controlling
Budgetary and non-budgetary control techniques
Use of computers and IT in Management control
Productivity problems and management
Control and performance
Direct and preventive control
Reporting
The document defines management accounting and discusses its objectives and advantages. It states that management accounting provides economic information to managers to help achieve organizational goals. It covers areas like planning, decision making, and controlling. The objectives of management accounting include planning, interpretation, decision making, controlling, reporting, organizing operations, and facilitating coordination. Responsibility accounting measures inputs and outputs of responsibility centers like cost centers, profit centers, and investment centers. Budgets and budgetary control involve establishing budgets for functions and divisions and comparing actuals to budgets to take corrective actions. Types of budgets include sales, production, purchase, research and capital expenditure budgets.
Management accounting is a vast field that entails assessing data and managing risks in order to make informed company decisions, making it one of the most profitable accounting occupations
Management accounting assists managers in planning, organizing, and controlling business operations. It provides accounting data and analysis to help managers make informed decisions. Management accounting focuses on future forecasts and helps evaluate options such as whether to invest in new equipment or acquire another company. Management accountants use tools like ratio analysis and investment appraisal to assess financial performance and identify opportunities to improve and grow the business.
Management accounting is the process of analyzing business costs and operations to prepare internal reports and records to aid managers' decision-making. It involves collecting accounting information using financial and cost accounting and translating it into useful information for management. The objectives of management accounting include measuring performance, assessing risk, allocating resources, and presenting financial statements. It uses tools like budgeting, variance analysis, and cash flow analysis to help managers with planning, decision-making, and control.
Management accounting provides accounting information to managers within organizations to help them make informed business decisions. It focuses on forward-looking information for decision-making, rather than historical financial reporting. Management accounting involves identifying, measuring, analyzing, and communicating financial and non-financial information about resources, risks, and performance. The goal is to help managers strategically plan, evaluate, and control operations to make efficient use of resources.
This document provides an overview of management accounting. It defines management accounting as the process of analyzing business costs and operations to prepare internal financial reports and records to aid managerial decision making. Some key points:
- Management accounting focuses on internal reporting for managers, while financial accounting focuses on external reporting.
- Management accounting helps managers with budgeting, decision making, planning, and controlling costs. It provides modified and analyzed financial data to managers.
- An example is given of tasks that would be assigned to a management accountant (budgeting, taxes) vs. a financial accountant (preparing financial statements, cash flows, stockholder equity changes).
- The functions of management accounting include providing data,
advantages of management account,definition,functions of management account,limitations of management account,management account,meaning,nature of management account,objectives of account,scope of management account
Management accounting is a recent term that was coined in the 1950s to describe accounting as an effective management tool. [1] It involves techniques like budgeting, standard costing, and analyzing performance to provide information to assist management with planning, control, and decision making. [2] The objectives of management accounting are to compile plans and budgets, allocate responsibilities, analyze transactions, and present up-to-date financial information to help management evaluate performance and plan for the future. [3] Its scope encompasses financial accounting, cost accounting, budgeting, cost control, statistical analysis, and other areas that provide tools to help managers increase productivity.
The document discusses standard costs and variance analysis. It begins by defining standards as benchmarks for measuring performance, including quantity and cost standards. It then provides examples of calculating variances for direct materials and direct labor. For materials, it calculates a price variance and quantity variance using an example where actual costs differed from standards. For labor, it similarly calculates a rate variance and efficiency variance. The document provides details on setting various types of standards and how managers from different departments collaborate on the process. It also explains how variances are analyzed and how that cycle works.
The document discusses budgeting and profit planning. It provides information on the basic framework of budgeting, including definitions of budgeting and budgetary control. It describes the purposes of planning and control in budgeting. Advantages of budgeting are outlined, including defining goals and objectives, uncovering bottlenecks, and allocating resources. Responsibility accounting and choosing appropriate budget periods are also addressed. Self-imposed budgets and factors influencing successful budgeting are examined.
The document discusses the key differences between traditional costing and activity-based costing (ABC). ABC assigns both manufacturing and non-manufacturing costs to products, uses more cost pools than traditional costing, uses a variety of allocation bases beyond just direct labor hours, and bases the level of activity on capacity rather than budgeted activity. The document outlines the steps to implement ABC, including identifying activities and cost pools, tracing costs to activities and cost objects, assigning costs to activity cost pools, calculating activity rates, and assigning costs to cost objects to prepare management reports.
This document provides an overview of cost-volume-profit (CVP) analysis concepts from a managerial accounting textbook. It discusses key assumptions of CVP analysis, how to calculate contribution margin, break-even point, and profit using CVP equations and graphs. It also explains how to use the contribution margin ratio to evaluate the effects of changes in sales volume, variable costs, fixed costs, and selling price on contribution margin and net operating income. Examples are provided to illustrate calculating the impacts of such changes.
This document contains excerpts from a chapter on cost behavior analysis from a business textbook. It discusses different types of costs including variable costs, fixed costs, and mixed costs. Variable costs fluctuate with changes in activity levels, while fixed costs remain constant despite changes in activity. The chapter defines relevant ranges for analyzing cost behavior, and provides examples of variable, fixed, and mixed costs from different business contexts to illustrate cost behavior concepts.
This document discusses several key legal principles of insurance:
1. The principle of insurable interest, which requires a relationship between the policyholder and subject matter where the policyholder will economically benefit from the subject matter's survival or suffer loss from damage or destruction.
2. The principle of indemnity, which aims to restore the policyholder to their pre-loss financial position without allowing profit from losses.
3. The principle of subrogation, which allows insurers to recover losses paid from negligent third parties responsible for the loss.
4. The principle of utmost good faith, which requires honesty between parties in an insurance contract.
The document discusses different types of life and health insurance. It describes key types of life insurance including term insurance, whole life insurance, endowment insurance, and annuity contracts. It also outlines types of health insurance such as disability income insurance and medical expense insurance, including hospitalization expense contracts, surgical contracts, regular medical contracts, and major medical contracts. The document provides details on benefits, premium structures, and exclusions for different insurance policies.
1. X and Y entered into a joint venture to sell timber, sharing profits and losses equally. X contributed timber worth $50,000 and incurred $2,500 in expenses. Y incurred further expenses of $6,500 and received $30,000 from sales.
2. Y took goods worth $10,000 for his own use. Unsold goods of $11,000 were taken over by X. The joint venture made a loss of $8,000 which was shared equally between X and Y.
3. Journal entries were passed to record the transactions and joint venture and personal accounts were opened in the books of X.
SBI Company consigned products costing $250,000 to Furad Company. SBI paid $10,000 in freight costs. Furad spent $2,000 on advertising that SBI will reimburse. Furad sold 2/3 of the products for $230,000 cash, retaining a 20% commission and remitting the proceeds to SBI. To record the transaction, SBI debits Consignment Out and credits Inventory. Furad debits Cash, Credits Payable to SBI and debits Commission Expense and Advertising Expense. SBI's gross profit on the consignment sale will be calculated separately from regular sales by subtracting the cost of consigned goods from consign
Ch01 The Information Sys (Accountant's Perspective).pptkhawlamuseabd
This document provides an overview of Accounting Information Systems by discussing key topics such as:
- The evolution of AIS models from manual to database to ERP systems.
- The objectives and characteristics of useful information in a business context.
- How internal and external information flows within an organization and the roles of various AIS subsystems.
- The importance of accounting independence and how the computer services function can be organized.
- The role of accountants in designing information systems that meet the needs of the accounting function.
The document outlines the key elements of a research proposal, including the problem statement, objectives, literature review, methodology, and analysis plan. It discusses how the proposal sets out the broad topic, what the research aims to achieve, how it will be conducted, and potential outcomes. The methodology section explains that the design can be qualitative or quantitative and involves data collection techniques, participants, and analysis methods. It also covers population and sampling strategies to select a representative group for study.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
1 Circular 003_2023 ISO 27001_2022 Transition Arrangments v3.pdf
Chapter-1-converted.pptx
1.
2. • Definition of Cost accounting and Managements
Accounting
Accounting is a major means of helping managers
To administer each of the activity or functional areas which they
are responsible, and
To coordinate those functions within the framework of the
organization as a whole.
3. Accounting provides information for three major
purposes:
Routine internal reporting for the decisions of
managers.
Non routine internal reporting for decisions of
managers.
External reporting to investors, government
authorities, and other outside parties on the
organization’s financial position, operations,
and related activities
4. Management Accounting
Measures and reports financial and non financial
information that helps managers to fulfil the goals of
the organization.
Concerned with providing information to mangers,
i.e. people inside the organization who direct and
control itsoperations.
Focuses on internal reporting.
5. Financial Accounting
Concerned with providing information to
stockholders, creditors and other who are outside the
organization
Focuses on reporting to external parties.
It measures and records business transactions and
provides financial statements that are based on
GAAPs.
6. Managers are responsible for the financial
statements issued to investors, government
regulators, and other outside parties.
Therefore, managers are interested inboth
management accounting and financial
accounting.
7. Since planning is such an important part of the
manager’s job, managerial accounting has a
strong future orientation. But financial
accounting primarily provides summaries of
past financial transaction. The difficulty with
summaries of the past is that the future is not
simply a reflection of what has happened in the
past. Changes are constantly taking place in
economic conditions, customer needs and so on.
8. FAdata are expected to be objective and
verifiable. However, for internal uses the
manger wants information that is relevant even if
it is not completely objective or verifiable. By
relevant, we mean appropriate for the problem
on hand.
9. Timeliness is often more important than
precision to managers. If decision must be
made, a manager wouldmuch rather has a good
estimate now than wait for a week for a more
precise answer. In addition, MA places
considerable weight on non monetary data. For
example, information about customer
satisfaction is more important even though it is
difficult to express in monetary value.
10. FAis primarily concerned with reporting for the
company as a whole. But MA primary focuses
much more on the parts, or segments of a
company. These segments maybe product lines,
sales territories, divisions, departments or any
other categorization of the company’s activities
that management finds useful..
11. FAstatements prepared for external users must
be prepared in accordance with GAAPs.
External users must have some assurance that
the reports have been prepared in accordance
with some set of ground rules. MA is not bound
by GAAPs. Managers set their own ground rules
concerning the content and form of internal
reports. The only constraint is that the expected
benefits from using the information should
outweigh the cost of collecting, analyzing, and
summarizing the data.
12. The field of managerial accounting is less
sharply defined. That is to say that managerial
accounting makes heavier use of economics,
decision sciences, and behavioural sciences.
The field of financial accounting, in contrast, is
more sharply defined. This means thatFAmakes
lighter use of related disciplines.
13. ManagerialAccounting
Factual information that is
characterized byobjectivity,
reliability, consistency, and
accuracy.
Detailed information onsubunits
within the organization
Economic and physical data as
well as financialdata
Unregulated, limited only by the
value-addedprinciple.
FinancialAccounting
Factual information that is
characterized byobjectivity,
reliability, consistency, and
accuracy.
Summarized information on the
company as a whole
Financial data
Regulated byGAAP.
14. Managerial Accounting
Estimates that promote
relevance and enable
timeliness.
Past, present, and future.
Continuous reporting.
The organization’s basic
accounting system plus
various other sources
Field is less sharply defined
Not mandatory
Financial Accounting
Interested parties outside the
organization and managers.
Past only, historically based.
Delayed with emphasis on
annual reports.
The organization’s basic
accounting system.
Field is more sharply
defined
Mandatory for external
reports
15. Cost Accounting is an essential part of accounting, which
has been developed to meet the managerial needs of
business. Starting off as a branch of financial accounting,
cost accounting has developed so fast that it is difficult to
give suitable definition, which fully covers its scope.
Further cost accountancy is regarded as the science, art and
practice of cost accountant.
It is a science in the sense it is body of systematic
knowledge having certain principles, which a cost
accountant should follow for the proper discharge of his
duties.
It is an art, as it requires the ability and skill on the part of a
cost accountant in applying the principles of cost
accountancy to various managerial problems
16. Cost Accounting primarily deals with
collection, analysis of relevant cost data for
interpretation and presentation for various
problems of management.
Cost accounting is a management
information system, which analyses past,
present, and future data to provide thebasis
for managerial decision making.
17. According to Charles T. Horngren Cost
Accounting is “a Quantitative method that
accumulates, classifies, summarizes, and
interprets information for three majorpurposes:
(i) Operational planning and control
(ii) Special decisions and
(iii) product decisions.
18. In general, cost accounting is thus
concerned with recording, classifyingand
summarizing costs for determination of
costs of products or services, planning,
controlling and reducing such costs and
furnishing of information tomanagement
for decision making.
19. CostAccounting
Provides information for both management
accounting and financial accounting.
It measures and reports financial and nonfinancial
information that relates to the cost of acquiring or
consuming resources by an organization.
Includes those parts of both management
accounting and financial accounting where cost
information is collected or analyzed
20. Thus Cost Accounting is concerned with
Accounting the costs
Controlling the costs
Reducing the cost
21. Classification of Costs
An organization incurs many different types of
costs that are classified differently, depending on
the needs of management (different costs for
different purpose). Specially, we can classify
costs on the basis of their
1. Behavior
2. Traceability
3. Controllability
4. Relevance
5. Function
22. Classification by Behavior
At a basic level, a cost can be classified as
fixed or variable.
A fixed cost does not change with changes in
the volume of activity (within a range of
activity known as an activity’s relevant range).
For example, straight –line depreciation on
equipment is fixed cost.
Example: Rent for Rocky mountain bikes’
building is $22,000, and doesn’t change with
the number of bikes produced.
23. Classification by Behavior
A variable cost changes in proportion to
changes in the volume of activity. Sales
commissions computed as percent of
sales revenue are variable costs.
tires is
Example : Cost of bicycles
variable with the number of bikes
produced- this cost is $15 per pair.
24. Classification by Traceable
A cost is often traced to a cost object,
which is a product, process, department ,
or customer to which costs are assigned.
When a cost is traceable to a cost object,
it is classified as a Direct costs are
incurred for the benefit of one specific
cost object. For example, if a product is
cost object, then material and labor costs
are usually directly traceable.
25. Classification by Traceable
Examples of Direct Costs
Salaries of maintenance department
employees.
Equipment purchased bymaintenance
department.
Materials purchased by maintenance
department.
Maintenance department equipment
depreciation.
26. Classification by Traceable
Indirect costs are incurred for the benefit
of more than one cost object. An example
of indirect traceable cost is a maintenance
plan that benefits two or more
departments.
Example:
Factory accounting
Factory administration
Factory rent
Factory manager’s salary
27. Classification by Controllability
A cost can be defined as controllable or
controllable or not depends
not controllable. Whether a cost is
on the
employee’s responsibilities.
Example:
Senior Manager controls costs of
and
investment in land, buildings
equipments.
Supervisor controls daily expenses such
as supplies, maintenance, and overtime.
28. Classification by Controllability
This referred to as hierarchical levels in
management, or pecking order. For
example investments in machinery are
controllable by upper-level managers.
Many daily operating expenses such as
overtime often are controllable by lower-
level mangers. Classification of costs by
controllability is specially useful for
assigning responsibility to and evaluating
managers.
29. Classification by Relevance
A cost can be classified by relevance by
identifying it as either a sunk cost or an
out-of-pocket cost. A
already been incurred
sunk cost has
and cannot be
avoided or changed. It is irrelevant to
future decisions. Example, cost of office
equipment previously purchased by a
company. An out-of-pocket cost requires
a future outlay of cash and is relevant for
decision making. Future purchases of
equipment involves out of pocketcosts.
30. Classification by Function
Another classification of costs (for
manufacturers) is one of capitalization as
inventory or to expense as incurred. Costs
capitalized as inventory are called product
costs, which refer to expenditures that are
necessary and integral to finished
products. They include direct materials,
direct labor, and overhead costs. Costs
expensed are called period costs, which
refer to expenditure identified more with
a time period than with finished products.
31. Matching Cost Flow with WorkFlow
After identifying the different workflows
of manufacturing firm, efforts will be
made to match cost incurred in each of
the respective workflows.
32. 1. Procurement
Accounts must be providedto record
the purchase of materials labor and
overheads. These costs will later be
charged to production.
Typical general ledger account titles
used for this purpose are rawmaterials,
factory payroll clearing, and
manufacturing overhead control
respectively.
33. 2. Production
An account is required to gather
procurement costs as they become
chargeable to manufacturing operations.
This account is known as work in
process.
34. 3.Ware housing
An account must be set up to record
the cost of goods that have been
completely manufactured. This
account is referred as finished
goods.
35. 4. Selling
The cost of completed goods that have
been sold must be recorded. An account
termed as cost of goods sold is provided
in the general ledger for this purpose.
Other general ledger accounts such as
Accounts receivable and sales are used
for recording the sale to the customer
and the credit to income at selling price.
36. Recording the Cost Flow at Each Stage of Work Flow
Assume that on October 1,2020 these balances in
the following accounts were available:-
Raw materials
Work in process
Finished goods
$ 40,000
30,000
24,000
1.Additional raw materials were purchased during
the month of October at a cost of $60,000
Raw materials
Vouchers payable (accounts payable)
60,000
60,000
37. 2.During the month raw material costing $70,000 were used as
follows:-
Direct materials charged to the work in process $68, 000
Indirect materials charged to the manufacturing overhead
control was $2,000
Work inprocess
Manufacturing overhead control
Raw materials
68,000
2,000
70,000
3.During the month wages and salaries totaling $84,000 were
earned by the factory employees and charged from the factory
payroll register.
Factory payroll clearing 84,000
Salaries and wages payable 84,000
38. 4.An analysis of records indicates that labor costs of $84,000
is allocated as follows:-
Direct labor chargeable to the work in process
60,000
Indirect labor chargeable to manufacturing over head
control 24,000
Work in process
Manufacturing over head control
Factory payroll clearing
60,000
24,000
84,000
5. In addition to indirect materials and indirect labors other
manufacturing overhead costs totaling $14,000 incurred
during the month were charged form variousjournals.
Manufacturing overhead control
Vouchers payable (accounts payable)
14,000
14,000
39. 6.It is estimated that over head costs totaling $38,000
are applied or charged to jobs worked on during the
month.
Work in process 38,000
Manufacturing overhead control 38,000
7.During the month, some jobs were completed and
transferred to the finished goods ware house. The jobs
cost were $180, 000
Finished goods 80,000
Work in process 180,000
8.During the month, finished goods costing $170, 000
were sold to various customers.
Cost of goods sold
Finished goods
170,000
170,000
40. Financial Statement in a Manufacturing Industry
Cost of Goods Manufactured Schedule
Duncan ManufacturingCorporation
Statement of Cost of Goods Manufacturing
Yearended December 31, 2019
Raw Material
Raw material inventory,Jan-1 XXX
XXX
xxx
xxx (XXX)
Material Purchase
Less: purchase return and allowance
Purchase discount
Net Purchase
Total MaterialAvailable
Less: Raw Materials Inventory Dec31
Raw materialused
Directlabor
ManufacturingOverhead
Totalcurrent manufacturingcosts
Add: Work in process Jan1
Sub-total
Less: Work in process Dec 31
Cost of Goods Manufactured
XXX
XXX
(XXX)
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
41. Duncan Manufacturing Corporation
Income statement
Year ended December 31, 2019
XXX
XXX
XXX
XXX
XXX
XXX
(XXX)
Revenue
Sales
Less: Sales Return andAllowance
Net Sales
Costof goods sold:
Finished Goods Inventory Jan-1
Add: Costof goods manufactured
Total Goods available for sale
Less: Finished Goodsinventory Dec 31
Cost of goodssold
Gross profit on sale
Less operating andadmin. Expenses
Net Income from operations
Add: OtherIncome
Subtotal
Less: Other Expenses
Net Income Before Tax
Less: Provision for Tax
Net IncomeAfter Income Tax
XXX
XXX
(XXX)
XXX
XXX
XXX
(XXX)
XXX
(XXX)
XXX
42. Identifying the Cost Accounting
System
The primary objectives of cost accounting
system are ascertainment of cost, fixation of
price, proper recording and presentation of cost
data to the management for measuring efficiency
and for cost control. In cost accounting system
terms such as cost, costing, cost accounting,
expenses, losses has to be clarified clearly.
43. Some of the definitions of cost are
presented below.
1. A cost is the value of economic resources
used as a result of producing or doing the
thing. In other words, cost is the amount of
expenditure related to a specific thing or
activity.
2.A cost is the amount of resources given up in
exchange for some goods or services. Cost is an
exchange price or a sacrifice made to secure
benefit.
44. Definition.
The term cost has been defined as "the
cash or cash equivalent value required
to attain an objective such as acquiring
the goods and services used,
completing with a contract, performing
a function, or producing and
distributing a product.“
45. Cost, Expenses and losses
Cost is defined as the monetary value of
goods and services expended to obtaincurrent
or future benefits.
Expenses are expired costs for which
benefits have already been received in the
current fiscal period. Expenses aredeductible
from revenue.
Losses sacrifices without any benefit. Loss
can be defined as the excess of all expenses
over revenues for a period.
46. Costs on Financial Statements.
Financial statements of a Manufacturing company are
more complex as compared to financial statements
companies.
of Merchandising and Service
sheet, and Income
statement of
Particularly, the Balance
a Manufacturing Enterprise are
somewhat different from their Merchandising and
Service counterpart. All costs mentioned above
should be properly accounted for and reported in the
financial statements of a manufacturing firm, which
is more complex than that of the Merchandising and
Service complements.
47. The Balance Sheet
The balance sheet or statement of financial
position, of a manufacturing company is
similar to that of a merchandising company.
However there are differences in the inventory
accounts.
A merchandising company has only one class
of inventory- goods purchased from suppliers
that are awaiting resale to customers. By
contrast, manufacturing companies havethree
classes of inventories:
48. Raw materials: shows the cost of raw
materials on hand and intended for use
in the manufacturing process.
Work in process: shows the cost of
goods in the manufacturing process, but
not completed at the end of the
accounting period.
Finished goods: shows the cost of the
goods completed and ready for sale.
49. Inventory of Direct Material represents
the costs of materials that are not yet
entered into a manufacturing process.
Such materials may be purely raw
materials that have not received any
processing before, such as agricultural
outputs, or they may be semi processed
or fully processed products of another
firm like wheat flour directly going into
Biscuit in Food Complex Industries.
:
50. Inventories of Work-In-Process
represent all goods that are undergoing
some manufacturing process but yet not
finished to be dispatched for use by
customers. The costs of work in process
inventory include all the manufacturing
costs incurred so far in the
manufacturing process; the cost of direct
materials, the costs of labour, and
applied manufacturing overhead.
51. The Finished Good Inventory
embodies the final product that is not yet
sold. The cost of finished good inventory
includes all manufacturing costs, direct
material, direct labour, and
incurred to
manufacturing overhead
produce that product.
.
52. The Income Statement
Income statement of a manufacturing firm differs from
income statement of a merchandising firm by the Cost
of Goods Manufactured caption. A merchandising
firm sells goods after buying it from a manufacturing
firm. But a manufacturing firm sells goods that are
internally produced. Hence, the costs of goods sold
caption contains cost of goods manufactured instead of
purchase. The amount of purchase can easily be found
from the ledger, but cost of goods manufactured
cannot. Cost of goods manufactured must first be
computed before the income statement is prepared.
53. Merchandising Company
Sales xxx
Cost of goods sold
Beginning merchandise inventory xxx
Add Purchases xxx
Goods available for sale xxx
Deduct: Ending merchandise inventory xxx xxx
Gross Margin xxx
Less: Operating Expenses
Selling Expenses xxx
Administrative Expenses xxx xxx
Net Income xxx
54. xxx
Manufacturing Company
Sales
Cost of goods sold
Beginning finished goods inventory xxx
Add: Cost of goods manufactured xxx
Goods availablefor sale xxx
Deduct: Ending finished goods inventory xxx xxx
Gross Margin xxx
Less operating expenses:
Selling Expenses xxx
Administrative Expenses xxx xxx
Net income xxx
55. Schedule of Cost of Goods Manufactured
Direct Materials
Beginning raw materialsinventory xxx
Add: Purchases of rawmaterials xxx
Raw materials available for use xxx
Deduct: Ending raw materials inventory xxx
Raw materials used inproduction
Direct Labour
Manufacturing overhead
xxx xxx
xxx
Insurance, factory
Indirect labour
Machine rental
Utilities, factory
xxx
xxx
xxx
xxx
56. Supplies xxx
Depreciation, factory xxx
Property taxes, factory xxx
Total manufacturing costs xxx
Add: Beginning work in process inventory
Total goods in production
Deduct: Ending work in process inventory
Cost of goods manufactured
xxx
xxx
xxx
xxx
Cost of goods manufactured = beginning work in
process inventory + (direct material used + direct labor
incurred + manufacturing overhead) – ending work in
process inventory
57. Assume the following information is available for the
HH Company for February 2021
Beginning inventories:
Direct materials $15,000
Work-in-process 38,000
Finished goods 26,000
Ending inventories:
Direct Materials 20,000
Work-in-process 40,000
Finished goods 28,000
Direct materials purchased 90,000
Direct labor used 100,000
58. Indirect manufacturing costs:
Indirect materials 15,000
Indirect labor 40,000
Depreciation 50,000
Electric power 60,000
Property taxes & insurance 5,500
Repair & maintenance 25,000
Miscellaneous 8,500
Selling & administration Exp. 45,000
Sales
Required:
625,000
assume full absorption costing is used
prepare an income statement and separate schedule of
cost of goods manufactured for the HH company for
February.
59. HH Company
Income Statement
February 2021
$625,000
$26,000
387,000
$413,000
28,000
385,000
$240,000
45,000
195,000
Sales
Less: Cost of Goods Sold:
Beginning Finished Goods
Cost of Goods Manufactured*
Cost of Goods Available for Sale
Less: Ending Finished Goods
Cost of Goods Sold
Gross Profit
Less: Selling & Administrative expense:
Net Income
*see schedule below
60. HH Company
Schedule of Cost of Goods Manufactured
February 2021
Direct materials:
Beginning inventory $15,000
Purchase of direct materials 90,000
Cost of direct material available $105,000
Less: Ending inventory 20,000
Direct materials used $85,000
Direct labour 100,000
61. Manufacturing Overhead:
Indirect materials $15,000
Indirect labor 40,000
Depreciation 50,000
Electric power 60,000
Property, taxes & insurance 5,500
Repair and maintenance 25,000
Miscellaneous 8,500
Total manufacturing overhead costs 204,000
Total manufacturing cost 389,000
Add: Beg. WIP inventory 38,000
Total manufacturing costs to accountfor 427,000
Less: End WIP inventory 40,000
Cost of goods manufactured 387,000
62. Assume the following information is available for the JJ
Company for December 2020
Beginning inventories:
Direct materials $17,000
Work-in-process 40,000
Finished goods 28,000
Ending inventories:
Direct Materials 80,000
Work-in-process 38,000
Finished goods 30,000
Direct materials purchased
Direct labor used
80,000
100,000
63. Indirect manufacturing costs:
Indirect materials 18,000
Indirect labor 38,000
Depreciation 45,000
Electric power 56,000
Property taxes & insurance 6000
Repair & maintenance 28,000
Miscellaneous 4000
Selling & administration Exp. 51,000
Sales 800,000
Required: Prepare an income statement and separate
schedule of cost of goods manufactured for the JJ
company for December.Income tax provision is made
30%