暗記メーカー

暗記メーカー

​

chap 11

chap 11
66問 • 2年前
  • capistrano kristan a
    • 通報

    問題一覧

  • 1

    prepared fora single, planned level of activity.

    static budgets

  • 2

    difficult when actual activity differs from the planned level of activity.

    performance evaluation

  • 3

    costs changein direct proportion to changes in activity.

    total variable cost

  • 4

    costs remain unchanged within the relevant range.

    total fixed cost

  • 5

    3 important factors in selecting an activity base for an overhead flexiable budget

    casually related expressed in dollar easily to understood

  • 6

    If flexible budget is based on ACTUAL hours

    only spending variance can be computed

  • 7

    If flexible budget is based on STANDARD hours

    both spending and efficiency variance can be computed

  • 8

    Controlled by managing the overhead cost driver.

    efficiency variance

  • 9

    can be used when multiple activity bases drive variable overhead costs.

    activity-based costing

  • 10

    are assigned to products and services using a predetermined overhead rate (POHR):

    overhead cost

  • 11

    POHR

    predetermined overhead rate

  • 12

    2 PHOR - useful for preparing and analyzing variable overhead variances.

    variable component

  • 13

    2 POHR - is useful for preparing and analyzing fixed overhead variances.

    fixed component

  • 14

    system, overhead is applied to work in process based on the actual number of hours worked in the period.

    normal cost

  • 15

    system, overhead is applied to work in process based on the standard hours allowed for the output of the period.

    standard cost

  • 16

    Results from paying more or less than expected for overhead items and from excessive usage of overhead items.

    spending variance

  • 17

    Results from spending more or less than expected for fixed overhead items.

    budget variance

  • 18

    results when standard hours allowed for actual output

    volume variance

  • 19

    < less than denominator hours

    unfavorable

  • 20

    > greater than denominator hours

    favorable

  • 21

    under and overapplied overhead cost.

    standard cost system

  • 22

    underapplied overhead

    unfavorable

  • 23

    overapplied over head

    favorable

  • 24

    A segment whose manager has control over costs, but not over revenues or investment funds

    cost center

  • 25

    A segment whose manager has control over both costs and revenues, but no control over investment funds.

    profit center

  • 26

    A segment whose manager has control over costs, revenues, and investments in operating assets.

    investment center

  • 27

    is any part or activity of an organization about which a manager seeks cost, revenue, or profit data.  

    segment

  • 28

    should be used because it separates fixed from variable costs and it enables the calculation of a contribution margin.

    contribution format

  • 29

    should be separated from common fixed costs to enable the calculation of a segment margin.

    traceable fixed cost

  • 30

    arise because of the existence of a particular segment and would disappear over time if the segment itself disappeared.

    traceable cost

  • 31

    arise because of the overall operation of the company and would not disappear if any particular segment were eliminated.

    common cost

  • 32

    which is computed by subtracting the traceable fixed costs of a segment from its contribution margin, is the best gauge of the long-run profitability of a segment.

    segment margin

  • 33

    There are three ways to increase ROI .

    increase sales reduce expenses reduce assets

  • 34

    are lag indicators that summarize the results of past actions.

    financial measures

  • 35

    are leading indicators of future financial performance.

    non-financial measures

  • 36

    ordinarily responsible for financial performance measures not lower level managers.

    top manager

  • 37

    are more likely to be understood and controlled by lower level managers.

    non-financial measure

  • 38

    is the price charged when one segment of a company provides goods or services to another segment of the company.

    transfer price

  • 39

    There are three primary approaches to setting transfer prices:

    1.Negotiated transfer prices; 2.Transfers at the cost to the selling division; and 3.Transfers at market price.

  • 40

    discussions between the selling and buying divisions.

    negotiated transfer prices

  • 41

    is often regarded as the best approach to the transfer pricing problem.

    market price

  • 42

    works best when the product or service is sold in its present form to outside customers and the selling division has no idle capacity.

    market price approach

  • 43

    does not work well when the selling division has idle capacity.

    market price approach

  • 44

    What are the 3 responsible centers?

    cost center profit center investment center

  • 45

    5 Typical Capital Budgeting Decisions

    * Plant Expansion * Equipment Selection * Equipment Replacement * Lease or Buy * Cost Reduction

  • 46

    Whenever possible, variable and fixed service department costs should be charged separately.

    charging cost

  • 47

    is a cost that differs between alternativesis a cost that differs between alternatives

    relevent cost

  • 48

    is a benefit that differs between alternatives.

    relevant benefit

  • 49

    a cost that can be eliminated, in whole or in part, by choosing one alternative over another.

    avoidable cost

  • 50

    A future cost that does not differ between the alternatives.

    sunk cost

  • 51

    that are relevant in one decision situation may not be relevant in another context. Thus, in each decision situation, the manager must examine the data at hand and isolate the relevant costs.

    cost

  • 52

    can also be obtained by preparing comparative income statements showing results with and without the digital watch segment.

    lovell solution

  • 53

    Vertical Integration - Advantages

    * Smoother flow of parts and materials * Better quality control * Realize profits

  • 54

    factor can be appealing, a company must be careful to retain control over activities that are essential to maintaining its competitive position.

    economics of scale

  • 55

    is the benefit that is foregone as a result of pursuing some course of action

    opportunity cost

  • 56

    not actual cash outlays and are not recorded in the formal accounts of an organization.

    opportunity cost

  • 57

    is a one-time order that is not considered part of the company’s normal ongoing business.

    special order

  • 58

    The machine or process that is limiting overall output – it is the constraint.

    bottleneck

  • 59

    These methods and ideas are all consistent with the which was introduced in Chapter 1.

    Theory of Constraints

  • 60

    Two or more products produced from a common input are called

    joint products

  • 61

    The point in the manufacturing process where each joint product can be recognized as a separate product is called

    split-off point

  • 62

    are traditionally allocated among different products at the split-off point.

    joint cost

  • 63

    are irrelevant in decisions regarding what to do with a product from the split-off point forward. Therefore, these costs should not be allocated to end products for decision-making purposes.

    joint costs

  • 64

    is to allocate joint costs according to the relative sales value of the end products.

    typical approach

  • 65

    are relevant costs

    Avoidable costs

  • 66

    irrelevant costs.

    Unavoidable costs

    • ETHICS

    ETHICS

    capistrano kristan a · 71問 · 2年前

    ETHICS

    ETHICS

    71問 • 2年前
    capistrano kristan a

    ETHICS

    ETHICS

    capistrano kristan a · 71問 · 2年前

    ETHICS

    ETHICS

    71問 • 2年前
    capistrano kristan a

    ergo

    ergo

    capistrano kristan a · 30問 · 1年前

    ergo

    ergo

    30問 • 1年前
    capistrano kristan a

    問題一覧

  • 1

    prepared fora single, planned level of activity.

    static budgets

  • 2

    difficult when actual activity differs from the planned level of activity.

    performance evaluation

  • 3

    costs changein direct proportion to changes in activity.

    total variable cost

  • 4

    costs remain unchanged within the relevant range.

    total fixed cost

  • 5

    3 important factors in selecting an activity base for an overhead flexiable budget

    casually related expressed in dollar easily to understood

  • 6

    If flexible budget is based on ACTUAL hours

    only spending variance can be computed

  • 7

    If flexible budget is based on STANDARD hours

    both spending and efficiency variance can be computed

  • 8

    Controlled by managing the overhead cost driver.

    efficiency variance

  • 9

    can be used when multiple activity bases drive variable overhead costs.

    activity-based costing

  • 10

    are assigned to products and services using a predetermined overhead rate (POHR):

    overhead cost

  • 11

    POHR

    predetermined overhead rate

  • 12

    2 PHOR - useful for preparing and analyzing variable overhead variances.

    variable component

  • 13

    2 POHR - is useful for preparing and analyzing fixed overhead variances.

    fixed component

  • 14

    system, overhead is applied to work in process based on the actual number of hours worked in the period.

    normal cost

  • 15

    system, overhead is applied to work in process based on the standard hours allowed for the output of the period.

    standard cost

  • 16

    Results from paying more or less than expected for overhead items and from excessive usage of overhead items.

    spending variance

  • 17

    Results from spending more or less than expected for fixed overhead items.

    budget variance

  • 18

    results when standard hours allowed for actual output

    volume variance

  • 19

    < less than denominator hours

    unfavorable

  • 20

    > greater than denominator hours

    favorable

  • 21

    under and overapplied overhead cost.

    standard cost system

  • 22

    underapplied overhead

    unfavorable

  • 23

    overapplied over head

    favorable

  • 24

    A segment whose manager has control over costs, but not over revenues or investment funds

    cost center

  • 25

    A segment whose manager has control over both costs and revenues, but no control over investment funds.

    profit center

  • 26

    A segment whose manager has control over costs, revenues, and investments in operating assets.

    investment center

  • 27

    is any part or activity of an organization about which a manager seeks cost, revenue, or profit data.  

    segment

  • 28

    should be used because it separates fixed from variable costs and it enables the calculation of a contribution margin.

    contribution format

  • 29

    should be separated from common fixed costs to enable the calculation of a segment margin.

    traceable fixed cost

  • 30

    arise because of the existence of a particular segment and would disappear over time if the segment itself disappeared.

    traceable cost

  • 31

    arise because of the overall operation of the company and would not disappear if any particular segment were eliminated.

    common cost

  • 32

    which is computed by subtracting the traceable fixed costs of a segment from its contribution margin, is the best gauge of the long-run profitability of a segment.

    segment margin

  • 33

    There are three ways to increase ROI .

    increase sales reduce expenses reduce assets

  • 34

    are lag indicators that summarize the results of past actions.

    financial measures

  • 35

    are leading indicators of future financial performance.

    non-financial measures

  • 36

    ordinarily responsible for financial performance measures not lower level managers.

    top manager

  • 37

    are more likely to be understood and controlled by lower level managers.

    non-financial measure

  • 38

    is the price charged when one segment of a company provides goods or services to another segment of the company.

    transfer price

  • 39

    There are three primary approaches to setting transfer prices:

    1.Negotiated transfer prices; 2.Transfers at the cost to the selling division; and 3.Transfers at market price.

  • 40

    discussions between the selling and buying divisions.

    negotiated transfer prices

  • 41

    is often regarded as the best approach to the transfer pricing problem.

    market price

  • 42

    works best when the product or service is sold in its present form to outside customers and the selling division has no idle capacity.

    market price approach

  • 43

    does not work well when the selling division has idle capacity.

    market price approach

  • 44

    What are the 3 responsible centers?

    cost center profit center investment center

  • 45

    5 Typical Capital Budgeting Decisions

    * Plant Expansion * Equipment Selection * Equipment Replacement * Lease or Buy * Cost Reduction

  • 46

    Whenever possible, variable and fixed service department costs should be charged separately.

    charging cost

  • 47

    is a cost that differs between alternativesis a cost that differs between alternatives

    relevent cost

  • 48

    is a benefit that differs between alternatives.

    relevant benefit

  • 49

    a cost that can be eliminated, in whole or in part, by choosing one alternative over another.

    avoidable cost

  • 50

    A future cost that does not differ between the alternatives.

    sunk cost

  • 51

    that are relevant in one decision situation may not be relevant in another context. Thus, in each decision situation, the manager must examine the data at hand and isolate the relevant costs.

    cost

  • 52

    can also be obtained by preparing comparative income statements showing results with and without the digital watch segment.

    lovell solution

  • 53

    Vertical Integration - Advantages

    * Smoother flow of parts and materials * Better quality control * Realize profits

  • 54

    factor can be appealing, a company must be careful to retain control over activities that are essential to maintaining its competitive position.

    economics of scale

  • 55

    is the benefit that is foregone as a result of pursuing some course of action

    opportunity cost

  • 56

    not actual cash outlays and are not recorded in the formal accounts of an organization.

    opportunity cost

  • 57

    is a one-time order that is not considered part of the company’s normal ongoing business.

    special order

  • 58

    The machine or process that is limiting overall output – it is the constraint.

    bottleneck

  • 59

    These methods and ideas are all consistent with the which was introduced in Chapter 1.

    Theory of Constraints

  • 60

    Two or more products produced from a common input are called

    joint products

  • 61

    The point in the manufacturing process where each joint product can be recognized as a separate product is called

    split-off point

  • 62

    are traditionally allocated among different products at the split-off point.

    joint cost

  • 63

    are irrelevant in decisions regarding what to do with a product from the split-off point forward. Therefore, these costs should not be allocated to end products for decision-making purposes.

    joint costs

  • 64

    is to allocate joint costs according to the relative sales value of the end products.

    typical approach

  • 65

    are relevant costs

    Avoidable costs

  • 66

    irrelevant costs.

    Unavoidable costs