亨格瑞会计知识点
成本与管理会计-亨格瑞-第13版-英文版-CA07
A favourable (F) variance is a variance that increases operating profit relative to the budgeted amount.
An unfavourable (U) variance is a variance that decreases operating profit relative to the budgeted amount.
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Static-Budget Variance
Level 0 analysis compares actual operating profit with budgeted operating profit.
$120 × 10,000 = $1,200,000
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Steps in Developing Flexible Budgets
Step 3: Determine the flexible budget for costs
based on budgeted variable costs per output unit,
Step 1: Determine the actual output. In April 2008, 10,000 suits were produced and
sold.
Step 2: Determine the flexible budget for revenues based on budgeted selling price and actual output.
查尔斯·托马斯·亨格瑞
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查尔斯亨格瑞_财务会计_课后练习答案01解析
CHAPTER 1COVERAGE OF LEARNING OBJECTIVESChapter 1 Accounting: The Language of Business1CHAPTER 11-1 Accounting is a process of identifying, recording, summarizing, and reporting economic information to decision makers.1-2 No. Accounting is about real information about real companies. In learning accounting it is helpful to see accounting reports from various companies. This helps put the rules and techniques of accounting into an understandable framework and provides familiarity with the diversity of practice.1-3 Examples of decisions that are likely to be influenced by financial statements include choosing where to expand or reduce operations, lending money, investing ownership capital, and rewarding mangers.1-4 Users of financial statements include managers, lenders, suppliers, owners, income tax authorities, and government regulators.1-5 The major distinction between financial accounting and management accounting is their use by two classes of decision makers. Management accounting is concerned mainly with how accounting can serve internal decision makers such as the chief executive officer and other executives. Financial accounting is concerned with supplying information to external users.1-6 The balance sheet equation is Assets = Liabilities + Owners’ equity. It is the fundamental framework of accounting. The left side lists the resources of the organization, and the right side lists the claims against those resources.1-7 No. Every transaction should leave the balance sheet equation in balance. Accounting is often called “double-entry” because accountants must enter at least two numbers for eac h transaction to keep the equation in balance.1-8 This is true. When a company buys inventory for cash, one asset is traded for another, and neither total assets nor total liabilities change. Thus, the balance sheet equation stays in balance. When a company buys inventory on credit, both inventory and accounts payable increase. Thus, both total assets and total liabilities increase by the same amount, again keeping the balance sheet equation in balance.1-9 The evidence for a note payable includes a promissory note, but the evidence for an account payable does not. A note payable is generally to a lender while an account payable is generally to a supplier.1-10 Ownership shares in most large corporations are easily traded in the stock markets, corporate owners have limited liability, and the owners of sole proprietorships or partnerships are usually also managers in the company while most corporations hire professional managers.101-11 Limited liability means that corporate owners are not personally liable for the debts of the corporation. Creditors’claims can be satisfied only by the assets of the particular corporation.1-12 The corporation is the most prominent type of entity and corporations do by far the largest volume of business.1-13 Yes. In the United Kingdom corporations frequently use the word limited (Ltd.) in their name. In many countries whose laws trace back to Spain, the initials S.A. refer to a “society anonymous,” meaning that multiple unidentified owners stand behind the company, which is essentially the same structure as a corporation.1-14 Almost all states forbid the issuance of stock at below par; thus, par values are customarily set at very low amounts and have no real importance in affecting economic behavior of the issuing entity.1-15 The board of directors is the elected link between stockholders and the actual managers.It is the board’s duty to ensure that managers act in the best interests of shareholders.1-16 In the U.S. GAAP is generally set by the Financial Accounting Standards Board. The SEC has formal authority for specifying accounting standards for companies with publicly held stock, as delegated by Congress, but it usually accepts the standards promulgated by the FASB. Internationally, a majority of countries accept IFRS as set by the International Accounting Standards Board as their GAAP.1-17 Until recently this was true. However, now the SEC allows companies headquartered outside the U. S. to report using IFRS.1-18 Audits have value because they add credibilit y to a company’s financial statements.Provided that auditors have the expertise to assess the accuracy of financial statements and the integrity to report any problems they discover, the investing public can put more faith in statements that are audited.1-19 A CPA is a certified public accountant. One becomes a CPA by a combination of education, qualifying experience, and the passing of a two-day national examination. A CA (chartered accountant) is the equivalent of a CPA in many parts of the world, including most former British Commonwealth countries.1-20 Public accountants must obey standards of independence and integrity. In addition, there are many more ethical standards that pertain to accountants. Some folks call accounting the moral guardian of companies. This reputation has been sullied recently by corporate scandals that went undetected (or, at least, unreported by accountants), but accountants are working to regain the high ethical regard they have traditionally maintained.Chapter 1 Accounting: The Language of Business11-21 No. The fundamental accounting principles apply equally to nonprofit (that is, not-for-profit) and profit-seeking organizations. Managers and accountants in hospitals, universities, government agencies, and other nonprofit organizations use financial statements. They need to raise and spend money, prepare budgets, and judge financial performance. Nonprofit organizations need to use their limited resources wisely, and financial statements are essential for judging their use of resources.1-22 Double-entry refers to the concept that every transaction involves two or more accounts with the effect being to retain the balance in the balance sheet equation. The double-entry concept is important because it emphasizes that there are assets and claims on assets. In the balance sheet, for example, borrowing money provides an asset, cash, and creates a liability. In addition to this conceptual benefit there is a clerical benefit. Maintaining a balanced relationship provides an indicator of errors. If the balance sheet equation does not balance, an error has been made.1-23 Historians are primarily concerned with events that have already occurred. In that sense,a company’s financial statements do report on history—transactions that are complete.The negative side of this is that many important things that affect the value of a firm are based on what will happen in the future. Thus, investors often worry about expectations and predictions. Of course, there is no way to agree on the accuracy of expectations and predictions. The positive side of historical financial statements is that they present a no-nonsense perspective on what actually happened, where the company was at a point in time, or what it accomplished over a period of time. It is easier to predict the future when you know where you are and how you got there. You might liken the importance of historical financial statements to the importance of navigation instruments. If you do not know where you are and where you are headed, it is very hard to get to where you want to go.Most people who refer to accountants as historians intend it as a criticism, although, as indicated above, a historical focus ensures that the data are measurable and verifiable.1-24 Such arguments are fun but can never be truly resolved. The notion behind the importance of the corporation is that for any substantial growth to occur there must be a system for organizing resources and using them over long periods of time. The corporate form of ownership helps companies raise large amounts of capital via stock issuance as well as borrowing. It allows us to separate ownership from management. It protects the personal assets of shareholders, and because their maximum losses can be limited, more risky undertakings can be financed. Finally, it has perpetual life so its activity is not disrupted by the death of any shareholder. Corporations operate under a set of established rules of behavior for entering into contracts and being sure that other parties can be relied upon to uphold their side of an agreement.Accounting helped corporations emerge as the dominant economic organization in the world. Without accounting it would be difficult to coordinate the activities of large corporations. It would be especially difficult to separate management from ownership if accounting did not provide information about the performance of managements.101-25 The auditor increases the value of financial statements by reassuring the reader of the statements that an “independent” and a “qualified” third party has reviewed management’s disclosures and believes they fairly present the company’s performance.The fact that you personally do not recognize the name of the audit firm should not be a problem, because only CPAs can perform public audits and sign audit opinions. Every state has strict procedures for licensing CPAs, so such people are qualified. Nevertheless, audit firms develop reputations, and ones with a positive public image may give some financial statement users more confidence in the financial statements they audit.1-26 (10 min.) Amounts are in millions.1. Assets = Liabilities + Owners’ Equity$7 = $3 + $42. Assets and liabilities would increase by $1 million. Owners’ equity would be unaffected.1-27 (15-20 min.)June 2 Owners invested $6,000 additional cash in Sok ol’s Furniture Company.3 Owners invested an additional $4,000 into the company by contributingadditional store fixtures valued at $4,000.4 Sok ol’s Furniture Company purchased additional furniture inventory for$3,000 cash.5 Sok ol’s Furniture Company purchased furniture inventory on account for$6,000.6 Sok ol’s Furniture Company sold store fixtures for $3,000 cash.7 Sok ol’s Furniture Company purchased $6,000 of store fixtures, paying$5,000 cash now and agreeing to pay $1,000 later.8 Sok ol’s Furniture Company paid $2,000 on accounts payable.9 Sok ol’s Furniture Company returned $400 of merchandise (furnitureinventory) for credit against accounts payable.10 Owners withdrew $2,000 cash from Sokol’s Furniture Company.Chapter 1 Accounting: The Language of Business1Sept. 2 Brisbane purchased $2,500 of store fixtures on account.3 Owner or owners withdrew $2,000 cash.4 Brisbane returned $5,000 of its inventory of computers for $5,000 creditagainst its accounts payable.5 Computers (inventory) valued at $7,000 were invested in the company byowners.8 Brisbane paid $500 on accounts payable.9 Brisbane purchased $3,500 of store fixtures, paying $1,000 now andagreeing to pay $2,500 later.10 Brisbane returned $300 of store fixtures for credit against accounts payable.1-29 (15-25 min.)ATLANTA CORPORATIONBalance SheetMarch 31, 20X1Liabilities andAssets Stockholders’ EquityCash $ 5,000 (a) Liabilities:Merchandise inventory 44,000 (b) Accounts payable $ 12,000 (f) Furniture and fixtures 2,000 (c) Notes payable 10,000 Machinery and equipment 27,000 (d) Long-term debt 27,000 (g) Land 39,000 (e) Total liabilities 49,000 Building 24,000 Stockholders’ equity:Total $141,000 Paid-in capital 92,000 (h)Total $141,000(a) Cash: 14,000 + 1,000 – 10,000 = 5,000(b) Merchandise inventory: 40,000 + 4,000 = 44,000(c) Furniture and fixtures: 3,000 – 1,000 = 2,000(d) Machinery and equipment: 15,000 + 12,000 = 27,000(e) Land: 14,000 + 25,000 = 39,000(f) Accounts payable: 8,000 + 4,000 = 12,000(g) Long-term debt: 12,000 + 15,000 = 27,000(h) Paid-in capital: 80,000 + 12,000 = 92,000Note: Event 5 requires no change in the balance sheet.10LIVERPOOL COMPANYBalance SheetNovember 30, 20X1Liabilities andAssets Stockholders’ EquityCash £ 18,000 (a) Liabilities:Merchandise inventory 29,000 Accounts payable £ 9,000 (d) Furniture and fixtures 8,000 Notes payable 31,000 (e) Machinery and equip. 33,000 (b) Long-term debt payable 101,000 (f) Land 35,000 (c) Total liabilities 141,000 Building 241,000 Stockholders’ equity:Total £364,000 Paid-in Capital 223,000 (g)Total £364,000(a) Cash: 22,000 – 3,000 – 7,000 + 6,000 = 18,000(b) Machinery and equipment: 20,000 + 13,000 = 33,000(c) Land: 41,000 – 6,000 = 35,000(d) Accounts payable: 16,000 – 7,000 = 9,000(e) Notes payable: 21,000 + (13,000 – 3,000) = 31,000(f) Long-term debt payable: 124,000 – 23,000 = 101,000(g) Paid-in capital: 200,000 + 23,000 = 223,000Note: Event 4 requires no change in the balance sheet.1-31 (5-10 min.)1. Total liabilities = Total assets -stockholders’ equity= $798,000,000,000 - $105,000,000,000= $693,000,000,0002. Common stock, par value = $.07 × 10,536,897,000 = $737,582,790.Like other items on General Electric’s balance sheet, the amount would be rounded off to millions:Common stock, par value $738Chapter 1 Accounting: The Language of Business11-32 (20-30 min.) See Exhibit 1-32. Equipment and furniture could be in two separate accounts rather than combined.1-33 (20-35 min.)1. See Exhibit 1-33.2. LMN CORPORATIONBalance SheetJanuary 31, 20X1(In Thousands of Dollars)Liabilities andAssets Stockholders’ EquityLiabilities:Cash $131 Note payable $ 30Accounts payable 106 Merchandise inventory 269 Total liabilities $136Stockholders’ equity:Equipment 36 Capital stock,$1 par, 30,000 sharesissued and outstanding $ 30Additional paid-in capitalin excess of par value 270 300 Total $436 Total $436 1-34 (20-35 min.)1. See Exhibit 1-34.2. AUTOPARTES MADRIDBalance SheetMarch 31, 20X1Assets Liabilities and Owners’ EquityCash €58,800 Liabilities:Inventory 16,600 Accounts payable € 4,500 Equipment 17,500 Note payable 9,000Total liabilities 13,500You, capital 79,400 Total €92,900 Total €92,900 10MCLEAN SERVICES, INC.Analysis of April 20X1 Transactions(In Thousands of Dollars)Assets Liabilities and Stockholders’ EquityEquipment Note Accounts Paid-in Description of Transactions Cash + and Furniture = Payable + Payable + Capital1. Issuance of stock +50 = +502. Issuance of stock +20 = +203. Borrowing +35 = +354. Acquisition for cash –33 +33 =5. Acquisition on account +10 = +106. Payments to creditors – 4 = – 47. Sale of equipment + 8 – 8 =8. No entry =+56 +55 = +35 + 6 + 70111 111MCLEAN SERVICES, INC.Balance SheetApril 30, 20X1Assets Liabilities and Stockholders’ EquityNote payable $ 35,000 Cash $ 56,000 Account payable 6,000Equipment and furniture 55,000 Paid-in Capital 70,000Total $111,000 Total $111,000Chapter 1 Accounting: The Language of Business1LMN CORPORATIONJanuary 20X1Analysis of Transactions(In Thousands of Dollars)Assets Liabilities + Owners’ EquityMerch- Capital Additionalandise Equip- Notes Accounts Stock Paid-in Description of Transactions Cash + Inventory + ment = Payable + Payable + (at par) + Capital1. Original incorporation +300 = + 30 + 2702. Inventory purchased –95 +95 =3. Inventory purchased +85 = + 854. Return of inventory tosupplier –11 = – 115. Purchase of equipment –10 +40 = +306. Sale of equipment + 4 – 4 =7. Payment to creditor –18 = – 188. Inventory purchased –50 +100 = + 509. No entry except ondetailed underlyingrecords ==Balance, January 31, 20X110EXHIBIT 1–34AUTOPARTES MADRIDAnalysis of TransactionsFor the Month Ended March 31, 20X1Assets Liabilities + Owner’s EquityEquip- Accounts Note You, Description of Transactions Cash + Inventory + ment = Payable + Payable + Capital1. Initial investment +75,000 = +75,0002. Inventory acquired for cash 10,000 +10,000 =3. Inventory acquired on credit + 8,000 = + 8,0004. Equipment acquired – 5,000 +15,000 = +10,0005. No entry =6. Tires for family – 600 = - 6007. Parts returned tosupplier for cash + 300 – 300 =8. No effect on total inventory =9. Parts returned tosupplier for credit – 500 = – 50010. Payment on note – 1,000 = –1,00011. Equipment acquired + 5,000 = +5,00012. Payment to creditors – 3,000 = –3,00013. No entry14. No entry15. Exchange of equipment + 2,500 – 4,000 =+ 1,500+ 58,800 +16,600 +17,500 = +4,500 + 9,000 +79,40092,900 92,900Chapter 1 Accounting: The Language of Business231-35 (25-40 min.) Note that transaction 9 is not covered directly in the text. However, it should be possible to figure out the accounting for it from similar items that are covered. However, some instructors may want to omit transaction 9.1. See Exhibit 1-35.2. FREIDA CRUZ, ATTORNEY-AT-LAWBalance SheetDecember 31, 20X0Liabilities andAssets Owner’s EquityLiabilities:Cash in bank $46,000 Note payable $ 3,000 Note receivable 2,000 Account payable 1,000 Rental damage deposit 1,000 Total liabilities $ 4,000 Legal supplies on hand 1,000 Owner’s equity:Computer 5,000 Freida Cruz, capital 55,000 Office furniture 4,000 Total liabilities andTotal assets $59,000 owner’s equity $59,000 1-36 (15-25 min.) See Exhibit 1-36.1-37 (20-35 min.)1. See Exhibit 1-37.2. NIKE, INC.Balance SheetJune 3, 2009(In Millions)Liabilities andAssets Owners’ EquityCash $ 2,424 Total liabilities $ 4,617 Inventories 2,400 Owners’ equity 8,783 Property, plant, and equipment 1,932Other assets 6,644Total $13,400 Total $13,40024EXHIBIT 1–35FREIDA CRUZ ATTORNEYAnalysis of Business Transactions(In Thousands of Dollars)Assets = Liabilities and Owner’s EquityOwner’s Cash Note Rental Legal Office Liabilities Equity Description in Receiv- Damage Supplies Furni- Note Account F. Cruz of Transactions Bank able Deposit on Hand Computer ture Payable Payable Capital 2. Openinginvestment +55 = +554. Rental deposit – 1 +1 =5. Purchased computer – 2 +5 = +36. Purchased supplies +1 = +17. Purchasedfurniture – 4 +4 =9. Note receivablefrom G. See – 2 +2 =Balance, December31, 20X0 +46 +2 +1 +1 +5 +4 = +3 +1 +5559 59General Comments:•Transactions 1 and 3 are personal rather than business transactions.•In transaction 4, no obligation (liability) is set up for the rent because it is not payable until January 2 and no rental services will occur until January.•Transaction 8 requires no entry because no services have been performed during December.Chapter 1 Accounting: The Language of Business23EXHIBIT 1–36WALGREEN COMPANYAnalysis of Transactions(In Millions of Dollars)Assets Liabilities and Stockholders’ EquityProperty Stock-Inven- and Other Notes Accounts Other holders’Description of Transactions Cash + tories + Assets = Payable + Payable + Liabilities + Equity Balance May 31 2,300 6,891 15,952 = 4,599 6,357 14,1871. Issuance of stock for cash +30 = + 302. Issuance of stock for equipment +42 = + 423. Borrowing +13 = +134. Acquisition of equipment for cash –18 +18 =5. Acquisition of inventory on account +94 = +946. Payments to creditors –35 = –357. Sale of equipment +2 - 2 =Balance June 2 2,292 6,985 16,010 = 13 4,658 6,357 14,25925,287 25,287WALGREEN COMPANYBalance SheetJune 2, 2009(In Millions of Dollars)Assets Liabilities and Stockholders’ EquityCash $ 2,292 Notes payable $ 13Inventories 6,985 Accounts payable 4,658Property and other assets 16,010 Other liabilities 6,357Stockholders’ equity 14,259 Total $25,287 Total $25,28724EXHIBIT 1–37NIKE, INC.Analysis of Transactions(In Millions of Dollars)AssetsLiabilities and Owners’ EquityDescription of Transactions Cash + Inven-tories +Property,Plant, andEquip. +Other Assets=TotalLiabil-ities +Owners’EquityBalance May 31 2,291 2,357 1,958 6,644 4,557 8,6931. Inventory purchased -28 +28 =2. Inventory purchased +19 = +193. Return of inventoryto supplier -4 = -44. Purchase of equipment -3 +14 = +115. Sale of equipment +40 -40 =6. No entry =7. Payment to creditor -16 = -168. Borrowed from bank +50 = +509. Issued common stock +90 = +9010. No entry except ondetailed underlyingrecords =Balance, June 3 2,424 2,400 1,932 6,644 =13,400 13,400Chapter 1 Accounting: The Language of Business231-38 (15-20 min.)REBECCA GURLEY, REALTORBalance SheetNovember 30, 20X1Liabilities andAssets Owners’ EquityCash $ 6,000 Liabilities:Undeveloped land 180,000 Accounts payable $ 6,000 Office furniture 16,000 (a) Mortgage payable 95,000 Franchise 18,000 (b) Total liabilities 101,000Owner’s equity:Rebecca Gurley, capital 119,000 (c) Total assets $220,000 Total liabilities andown er’s equity $220,000a.$17,000 – $1,000 = $16,000b. A franchise is an economic resource that has been purchased to benefit future operations.c.$220,000 – $101,000 = $119,000Note that Goldstein’s death may have considerable negative influence on future operations, but accounting does not formally measure its monetary impact. Moreover, transactions 3 and 4 are personal rather than business transactions.1-39 (10 min.)1. Cash would rise by $1,000 and the liability, Deposits, would rise by the same amount.2. Deposits are liabilities because Wells Fargo owes these amounts to depositors. They aredepositors’ claims on the assets of the bank.3. Loans Receivable would increase and Cash would decrease by $75,000.4. Deposits would decrease and Cash would decrease by $4,000.1-40 (10 min.) Amounts are in millions.1. a. Cash = Total assets - Noncash assets= €28,598 -€24,492= €4,106b. Stockholders’ equity= Total assets - Total liabilities= €28,598 -€22,495= €6,1032. Total liabilit ies and stockholders’ equity = total assets = €28,598.241-41 (20-30 min.)UNITED TECHNOLOGIES CORPORATIONBalance SheetJune 30, 2009(In Millions of Dollars)Liabilities andAssets Stockholders’ EquityCash $ 4,196 (1) Accounts payable $ 4,599 Inventories 8,539 Other liabilities 24,819 Fixed assets 6,179 Long term debt 8,721 Other assets 37,811 Total liabilities 38,139Common stock $11,369Other stockholders’equity 7,037 (3)Total stockholders’equity 18,406 (2)Total liabilities andTotal assets $56,545 stockholders’ equity $56,545 Notations (1), (2), and (3) designate the answers to the requirements. (1) The $4,016 cash was computed by taking total assets minus all assets except cash. To calculate (2) and (3), note that total assets must equal tota l liabilities plus stockholders’ equity, $56,545. Furthermore, total liabilities is $4,599 + $24,819 + $8,721 = $38,139. Therefore, total stockholders’equity is $56,545 – $38,139 = $18,406, denoted by (2) above. Other stockholders’equity is $18,406 –$11,369 = $7,037, denoted by (3) above.Chapter 1 Accounting: The Language of Business231-42 (20 min.)MACY’S, INC.Balance SheetAugust 1, 2009(In Millions of Dollars)Liabilities andAssets Share holders’ EquityCash $ 515 (a)Merchandise accountsInventories 4,634 payable $ 1,683 Property, plant, Long-term debt 8,632and equipment 10,046 Other liabilities 5,920Total liabilities $16,235 (b) Other assets 5,589 Shareholders’ equity 4,549 (c)Total liabilities andTotal assets $20,784 shareholders’ equity $20,784 Notations (a), (b), and (c) designate the answers to the requirements. Cash is calculated by subtracting the values given for the other assets from total assets: $20,784 - $4,634-$10,046 -$5,589 = $515. Cash is the smallest individual asset. Companies try to keep cash balances small because they do not earn large returns on cash accounts. To calculate (b), simply add the components $1,683 + $8,632 + $5,920. For (c), note that total liabilities and shareholde rs’ equity equals total assets, $20,784, so shareholders’ equity is $20,784 less total liabilities of $16,235, which equals $4,549.241-43 (10 min.)1.ABBOUD PARTNERSBalance SheetJune 15, 20X0Assets Liabilities and Owners’ EquityRental house $300,000 Mortgage loan $240,000Owners’ equityAdnan Abboud, Capital 30,000Gamal Abboud, Capital 30,000Total assets $300,000 Total liabilities and ow ners’equity $300,0002.ABBOUD CORPORATIONBalance SheetJune 15, 20X0Assets Liabilities & Stockholders’ EquityRental house $300,000 Mortgage loan $240,000Stockholders’ equityCommon stock, par value 2,000Additional paid-in capital 58,000Total assets $300,000 Total liabilities and sto ckholders’ equity $300,0001-44 (10 min.)1. The par value line would increase by 500,000,000 × $.01 = $5,000,000 and the number ofshares issued and outstanding would increase by 500 million. Additional paid-in capital would increase by 500,000,000 × ($6.00 – $.01) = $2,995,000,000.2. IBM shows all of its paid-in capital as a one-line item. Therefore, its common stock linewould increase by $120,000,000 and the number of issued and outstanding shares would increase by 1 million.Chapter 1 Accounting: The Language of Business231-45 (5-10 min.)The common stock line should show 2,442,676,580 × $.75 = $1,832 million. The average price per share paid by the original investors for the Chevron common stock was $14,359 million + $1,832 million = $16,191 million ÷ 2,442,676,580 = $6.63. Note that the par value is small, $.75, as compared to $6.63.The relatively large difference between the original issuance price ($6.63) and the current market price ($66 on June 30, 2009) is quite typical of many large successful companies. This is usually caused by increased investment attractiveness based on a record of profitable operations over many years.1-46 (5-10 min.)1. The par value of Honda’s shares is ¥86,067,000,000 ÷ 1,834,828,430 = ¥46.9.2. The average price per share paid by the original investors was ¥140.9: ¥86,067 million +¥172,529 million = ¥258,596 million; ¥258,596 million ÷ 1,834,828,430 = ¥140.9. Note that the ¥140.9 easily exceeds the par value of ¥46.9.3. The large difference between the original issuance price of ¥140.9 and the market price of¥2,150 at the end of fiscal 2009 is typical for many successful companies. This phenomenon is usually caused by increased investment attractiveness based on a record of profitable operations over many years.1-47 (10 min.)There are two popular sets of generally accepted accounting principles (GAAP) in the world—IFRS set by the International Accounting Standards Board, and U.S. GAAP set by the Financial Accounting Standards Board. In 2005 the European Union adopted IFRS to be used by all companies in its member nations. Thus, Carrefour, a French company, must issue financial statements that comply with IFRS. Its auditors will examine its financial statements to ensure compliance with IFRS and must confirm this in the audit opinion. Although not mentioned in the chapter, the phrase “as adopted by the European Union” is also significant. As in many cases, countries that adopt IFRS may not accept 100% of its standards, and the European Union makes a few adjustments to the standards.In contrast, companies based in the United States, such as Safeway, must use U.S. GAAP, not IFRS. Thus, Safeway’s audit opinion clearly states that its statements comply with U. S. GAAP.Both companies use Deloitte & Touche LLP as an auditor, but the auditor must apply different standards when auditing Carrefour than when auditing Safeway.24。
成本与管理会计-亨格瑞-第13版-英文版-CA07共75页文档
2020/6/8
10
Static Budget
What was the actual operating profit?
Revenues (10,000 × $125) $1,250,000
Less Expenses:
Variable (10,000 × $95.01)
950,100
Fixed
285,000
TOTAL VARIABLE COST
VARIABLE COST PER JACKET
$60 16 12
$88
BUDGETED FIXED COSTS FOR PRODUCTION(0-12 000UNITS) BUGETED SELLING PRICE BUDGETED PRODUCTION AND SALES ACTUAL PRODUCTION AND SALES
Purpose of variance
➢ Management by exception ➢ Performance evaluation ➢ Motivate managers ➢ Prompt strategy change
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2
Basic Concepts
Management by Exception – the practice of focusing attention on areas not operating as expected (budgeted)
2020/6/8
$276 000 $120/JACKET 12 000JACKETS 10 000JACKETS
6
2020/6/8
7
Static Budget
es and sells jackets.
成本与管理会计亨格瑞第版英文版CA
Flexible budget
➢ Developed using budgeted revenues or cost amounts based on the level of output actually achieved in the budget period.
Step 1: Determine the actual output. In April 2008, 10,000 suits were produced and sold.
Step 2: Determine the flexible budget for revenues based on budgeted selling price and actual output.
2020/7/12
16
16
2020/7/12
17
17
Hmm! Comparing static budgets
with actual costs is like comparing apples and oranges.
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18
18
Reasons for variance
Inaccurate forecasting of output units sold Or
Actual Vs Standard
2020/7/12
Variance
2
2
Basic Concepts
Variance – difference between an actual and an expected (budgeted) amount
亨格瑞管理会计英文第15版练习答案解析
CHAPTER 4 COVERAGE OF LEARNING OBJECTIVESCHAPTER 4Cost Management Systems and Activity-Based Costing4-A1 (20-30 min.)See Table 4-A1 on the following page.4-A2 (25-30 min.)1. Merchandise Inventories, 1,000 devices @ $97 $97,0002. Direct materials inventory $ 40,000Work-in-process inventory 0 Finished goods inventory 97,000 Total inventories $137,000 3.NILE ELECTRONICS PRODUCTSStatement of Operating IncomeFor the Year Ended December 31, 20X9Sales (9,000 units at $170) $1,530,000 Cost of goods sold:Beginning inventory $ 0Purchases 970,000Cost of goods available for sale $ 970,000Less ending inventory 97,000Cost of goods sold (an expense) 873,000 Gross margin or gross profit $ 657,000 Less other expenses: selling & administrative costs 185,000 Operating income (also income before taxesin this example) $ 472,000TABLE 4-A1STATEMENT OF OPERATING INCOME OPERATING INCOME BY PRODUCT LINEEXTERNAL REPORTING PURPOSE INTERNAL STRATEGIC DECISION MAKING PURPOSECustom Large SmallDetailed Std. Std. Cost Type, Assignment Method Sales $155,000 $30,000 $45,000 $80,000Cost of goods sold:Direct material 40,000 5,000 15,000 20,000 Direct, Direct TraceIndirect manufacturing 41,000 28,0001 5,000 8,000 Indirect, Alloc. – Mach. Hours81,000 33,000 20,000 28,000Gross profit 74,000 (3,000) 25,000 52,000Selling and administrative expenses:Commissions 15,000 1,500 3,500 10,000 Direct, Direct Trace Distribution to warehouses 10,400 1,0002 3,000 6,400 Indirect, Allocation - Weight Total selling and admin. expenses 25,400 2,500 6,500 16,400Contribution to corporate expensesand profit 48,600 $(5,500) $18,500 $35,600Unallocated expenses:Administrative salaries 8,000Other administrative expenses 4,000Total unallocated expenses 12,000Operating income before tax $ 36,6001 Total machine hours is 1,400 + 250 + 400 = 2,050. Indirect manufacturing cost per machine hour is then $41,000 ÷ 2,050 = $20. The al location to custom detailed is $20 × 1,400 machine hours = $28,000.2 Total weight shipped is 25,000 kg + 75,000 kg + 160,000 kg = 260,000 kg. Indirect distribution costs per kilogram is then $10,400 ÷ 260,000 kg = $0.04. The allocation to custom detailed is $0.04 × 25,000 kg = $1,000.技术资料专业整理4. ORINOCO, INC.Statement of Operating IncomeFor the Year Ended December 31, 20X9Sales (9,000 units at $170)$1,530,000Cost of goods manufactured and sold:Beginning finished goods inventory $ 0Cost of goods manufactured:Beginning WIP inventory $ 0Direct materials used 530,000Direct labor 290,000Indirect manufacturing 150,000Total mfg. costs to account for $970,000Less ending work-in-process inventory 0 970,000Cost of goods available for sale $970,000Less ending finished goods inventory 97,000Cost of goods sold (an expense) 873,000Gross margin or gross profit $ 657,000 Less other expenses: selling and administrative costs 185,000Operating income (also income before taxesin this example) $ 472,0005. The balance sheet for the merchandiser (Nile) has just one line forinventories, the ending inventory of the items purchased for resale.The balance sheet for the manufacturer (Orinoco) has three items:direct materials inventory, work-in-process inventory, and finishedgoods inventory.The income statements are similar except for the computation of cost of goods available for sale. The merchandiser (Nile) simply showspurchases for the year plus beginning inventory. In contrast, themanufacturer (Orinoco) shows beginning work-in-process inventory plusthe three categories of cost that comprise manufacturing cost (directmaterials used, direct labor, and factory (or manufacturing) overhead)and then deducts the ending work-in-process inventory. The manufacturer then adds the beginning finished goods inventory to this cost of goodsmanufactured to get the cost of goods available for sale.6. The purpose is providing aggregate measures of inventory value and costof goods manufactured for external reporting to investors, creditors,and other external stakeholders.4-A3 (10-15 min.)There can be many justifiable answers for each item other than thelisted cost driver and behavior. The purpose of this exercise is togenerate an active discussion regarding those chosen by First Bank’smanagers. One point that should be emphasized is that many timesmanagers choose cost drivers that are not the most plausible or reliable because of lack of data availability. Cost drivers are also used as abasis to allocate activity and resource costs and so the availability of data is often an important consideration.ActivityOr CostResource Cost Driver Behaviora.* R Number of square feet Fb.** R Number of person hours Fc. R Number of computer transactions Vd. A Number of schedulese. R Number of person hours Ff. R Number of loan inquiries Vg.*** A Number of investmentsh. A Number of applicationsi. R Number of person hours Vj. R Number of minutes Vk. R Number of person hours Fl. A Number of loans* An argument can be made that maintenance of the building is an activity.If this was the case, resources such as supplies and labor would be resources consumed, and several resource cost drivers would be needed. In addition, a separate resource and associated cost driver would be needed for insurance costs. However, the company had a contract for maintenance (fixed price), so this was a fixed-cost resource that was added to other occupancy costs such as insurance. The cost driver chosen for all these occupancy costs was square feet occupied by the various departments.** Normally, the cost driver used for any labor resource is person hours.It is assumed that the staff person hours used are regular hours rather than overtime or temporary labor hours. Thus, the cost is fixed with respect to changes in hours used. As the hours used increases (decreases) theutilization of the resources increases (decreases) and eventually, management will need to make a decision whether to expand capacity (or whether to cutback on labor). This is an example of a step cost that is fixed over wideranges of cost-driver level.*** Students may try to determine the cost behavior of activities even thoughthe problem requirements do not ask for it. Point out that activities almostalways have mixed cost behavior because they consume various resources. Someof these are fixed-cost and others variable-cost resources. For example, theactivity “research to evaluate a loan application” consumes such fixed-costresources as manager labor time and computers (assumed owned by the bank).This activity also consumes variable-cost resources such as telecommunicationstime and external computing services.4-A4 (20-30 min.)1. The first step is to determine the cost per cost-driver unit for eachactivity:Monthly Cost- Cost perManufacturing Driver DriverActivity [Cost driver] Overhead Activity UnitMaterial Handling [Direct materials cost] $12,000 $200,000$ 0.06Engineering [Engineering change notices] 20,000 20 1,000.00Power [Kilowatt hours] 16,000 400,000 0.04Total Manufacturing Overhead $48,000Next, the costs of each activity can be allocated to each of the threeproducts:PHYSICAL FLOW / ALLOCATED COSTCost Senior Basic DeluxeMaterial Handling$.06 × 25,000 = $1,500$.06 × 50,000 = $ 3,000$.06 × 125,000 = $ 7,5 Engineering $1,000 × 13 = 13,000$1,000 × 5 = 5,000$1,000 × 2 = 2,000Power $.04 × 50,000 = 2,000$.04 × 200,000 = 8,000$.04 × 150,000 = 6,000 Total $16,500 $16,000 $15,5002. Overhead rate based on direct labor costs:Rate = Total manufacturing overhead ÷ Total direct labor cost= $48,000 ÷ $8,000 = $6.00/DL$Overhead allocated to each product is:Senior: $6.00 × 4,000 = $24,000Basic: $6.00 × 1,000 = 6,000Deluxe: $6.00 × 3,000 = 18,000Total $48,000Notice that much less manufacturing overhead cost is allocated to Basic using direct labor as a cost driver. Why? Because Basic uses only asmall amount of labor but large amounts of other resources, especially power.3. The product costs in requirement 1 are more accurate if the costdrivers are good indicators of the causes of the costs -- they are both plausible and reliable. For example, kilowatt hours is certainly abetter measure of the cost of power costs than is direct labor hours.Therefore, the allocation of power costs in requirement 1 is certainly better than in requirement 2. Materials handling and engineering arelikewise more plausible. A manager would be much more confident in the manufacturing overhead allocated to products in requirement 1.Remember, however, that there are incremental costs of data collection associated with the more accurate ABC system. The benefit/costcriteria must be applied in deciding which costing system is “best.”4-B1 (20-30 min.)See Table 4-B1 on the following page.4-B2 (25-30 min.)1. $1,080,000 ÷ 45,000 hours = $24 per direct-labor hour2. (a) $585,000 ÷ 15,000 hours = $39 per direct-labor hour(b) $495,000 ÷ 30,000 hours = $16.50 per direct-labor hour3. (a) $585,000 ÷ 97,500 hours = $6 per machine hour(b) $495,000 ÷ 30,000 hours = $16.50 per direct-labor hour4. (a) $24 × (1.0 + 14.0) = $360.00$24 × (1.5 + 3.0) = $108.00$24 × (1.3 + 8.0) = $223.20(b) ($39 × 1.0) + ($16.50 × 14.0) = $39.00 + $231.00 = $270.00($39 × 1.5) + ($16.50 × 3.0) = $58.50 + $ 49.50 = $108.00($39 × 1.3) + ($16.50 × 8.0) = $50.70 + $132.00 = $182.70(c) ($6 × 12.0) + ($16.50 × 14.0) = $ 72.00 + $231.00 = $303.00($6 × 17.0) + ($16.50 × 3.0) = $102.00 + $ 49.50 = $151.50($6 × 14.0) + ($16.50 × 8.0) = $ 84.00 + $132.00 = $216.00(d) First consider using departmental instead of firm-wide rates (partb vs. part a). Departmental rates that use direct-labor hours asthe base decrease the cost applied to units of A and C and leave B unaffected. Other products that use relatively less assembly time will increase in cost. Now examine changing to a base of machine hours in machining (part c vs. part a). Product B is the only one with an increase in cost in (c) compared to (a). Why? Because B's uses only 16% of the direct labor hours used for A, B, and C, so it is is allocated only 16% of the costs allocated on the basis ofdirect labor hours. But it uses 40% of the machine hours, andthere is allocated 40% of costs that are allocated on the basis on machine hours. Therefore, it receives relatively more costs with a base of machine hours than with a base of direct-labor hours.TABLE 4-B1STATEMENT OF OPERATING INCOME OPERATING INCOME BY PRODUCT LINEThousands of Dollars Lawn HandScooter Mower Tool Cost Type,Parts Parts Parts Assignment Method Sales $990 $350 $380 $260Cost of goods sold:Direct material 400 175 125 100 Direct, Direct Trace Indirect manufacturing 94 68 1 14 12 Indirect – Mach.Hrs494 243 139 112Gross profit 496 107 241 148Selling and administrative expenses:Commissions 55 25 20 10 Direct, Direct Trace Distribution to warehouses 150 20 2 80 50 Indirect - Weight Total selling and administrative expenses 205 45 100 60Contribution to corporate expenses and profit 291 $ 62 $141 $ 88Unallocated expenses:Corporate salaries 11Other general expenses 17Total unallocated expenses 28Operating income before tax $2631 Total machine hours is 8,500 + 1,750 + 1,500 = 11,750. Indirect manufacturing cost per machine hour isthen $94,000 ÷ 11,750 = $8. The allocation to scooter parts is $8 × 8,500 machine hours = $68,000.2 Total weight shipped is 100,000 kg + 400,000 kg + 250,000 kg = 750,000 kg. Indirect distribution costs perkilogram is then $150,000 ÷ 750,000 kg = $0.20. The allocation to scooter parts is $0.20 × 100,000 kg = $20,000.技术资料专业整理4-B3 (30-35 min.)1.The existing system allocates all costs based on direct labor cost. The rate for allocating indirect production costs is:Estimated indirect production cost ÷ Estimated direct labor cost= ¥24,500,000 ÷ ¥35,000,000 = 70%That is, each time ¥1 is spent on direct labor, Watanabe adds ¥0.7 of indirect production cost to the cost of the product.2. Under an ABC system, Watanabe would allocate indirect production costs separately for each activity. This would result in the following four allocation rates:Receiving: Receiving co sts ÷ Direct material cost=¥4,800,000 ÷ 60,000,000 = ¥0.08 per ¥1of dir. mat. Assembly: Assembly costs ÷ Number of control units=¥13,800,000 ÷ 92,000 = ¥150 per control unitQual. Control: Quality control cost ÷ QC hours=¥1,800,000 ÷ 600 = ¥3,000 per QC hourShipping: Shipping cost ÷ # of boxes shipped=¥4,100,000 ÷ 8,200 = ¥500 per box shipped3. (a) The cost will contain 3 components (in thousands of yen):Direct material ¥ 8,000Direct labor 2,000Indirect production cost (¥2,000 × .7 = 1,400) 1,400Total cost ¥11,400Price (¥11,400 × 1.3)¥14,820(b) The cost will have 7 components, 4 of them allocating indirect production costs (totals in thousands of yen):Direct materials ¥ 8,000Direct labor 2,000Receiving (¥0.08 × 8,000)¥640Assembly (¥150 × 5,000)750Quality control (¥3,000 × 50)150Shipping (¥500 × 600) 300Total indirect production cost 1,840Total cost ¥11,840 Price (11 ,840 × 1.3)¥15,3924. The order from Nissan requires a relatively large amount of receiving, quality control, and shipping resources compared to the relative amount of labor required. This makes its indirect production costs are relatively expensive relative to the labor required. The following illustrates why an allocation on the basis of labor cost results in less costs than allocations based on the four activities:Budgeted Cost- Nissan Cost- NissanActivity Allocation Base Allocation Base Percentage Direct materials 60,000,000 8,000,000 13.3%Direct labor 35,000,000 2,000,000 5.7 Receiving 60,000,000 8,000,000 13.3 Assembly 92,000 5,000 5.4 Quality control 600 50 8.3 Shipping 8,200 600 7.3Using the single direct-labor cost-allocation base, this order would receive 5.7% of all indirect production costs. The main reason that indirect production costs for this order under the ABC system are relatively high is the large relative cost of materials that drives a large allocation (13.3%) of receiving costs to this order. The allocations of both quality control and shipping costs are slightly larger that they would be using a direct-labor cost-allocation base, while the allocation of assembly costs is slightly smaller.4-B4 (50-60 min.)1. A summary of the analyses follows.Pen Cell-PhoneCasings Casings CompanyBase Gross Profit Percentage* 1.25% 38.75% 8.07% Plan Gross Profit Percentage** 10.80% 37.20% 17.40% Support of Product Manager? Strong NoneSupport of President? Moderate* See Exhibit 4-6 on p. 136 of the text.** See Panel B of Exhibit 4-B4 that follows.Exhibit 4-B4, Panels A and B on the following pages can be used to explain the impact of the controller’s idea using the process map of the traditional costing system and the related financial reports. Notice that the $80,000 annual decrease in the cost of engineers needs to be converted to a $20,000 quarterly savings. The controller’s idea will result in an increase of 9.55%in the gross profit of the pen-casings line but a decrease of 1.55% in thecell-phone line. The product manager of pen casings would probably give strong support to the idea but the cell-phone casings manager would most likely not support the idea.Although the company-level gross profit margin improves, the president’s support may not be strong. Why? There is not a strong consensus among product-line managers. Top management is normally hesitant to support actions that do not have the unanimous support among product-line managers unless there is solid evidence of material improvement in profitability. While the current loss would be reversed, the return on sales is still nominal at 3,500 ÷ $480,000 = .73%.Exhibit 4-B4: Panel AProcess Map of Traditional Cost System[Direct Labor Hours = 4,500 +Exhibit 4-B4: Panel BPRO-FORMA FINANCIAL REPORTS:TRADITIONAL COST ALLOCATION SYSTEMSTATEMENT OF OPERTING INCOME CONTRIBUTION TO CORPORATE COSTSAND PROFIT [EXTERNAL REPORTING PURPOSE] [INTERNAL STRATEGIC DECISION MAKINGAND OPERATIONAL-CONTROL PURPOSE]Pen Casings Cell Phone CasingsSales $480,000 $360,000 $120,000 1 Cost of goods sold:Direct material 46,500 22,500 24,000 2 Direct labor 150,000 135,000 15,000Indirect manufacturing 200,000 163,636 3 36,364 4 Cost of goods sold 396,500 321,136 75,364 Gross profit 83,500 $ 38,864 $ 44,636 Corporate expenses (unallocated) 80,000Operating income $ 3,500Gross profit margin 17.40% 10.80% 37.20%1. $80,000 × .75 × 22. $12,000 × 23. $200,000 × [4,500/(4,500 + 1,000)]4. $200,000 × [1,000/(4,500 + 1,000)]5. $83,500/$480,000技术资料专业整理Perhaps the most important factor bearing on the president’s support is lack of confidence in the accuracy of the cost and hence gross margin figures. She probably will inquire whether the shift in the consumption percentages by the two activities is captured by the traditional costing system. Does the change in allocation rates from 90:10 to 82:18 based on direct labor hour changes accurately capture the impact of the operational changes? An informal analysis of the controller’s idea might look like the following table.Based on the informal analysis, the President probably would expect the profitability of cell-phone casings to improve and the profitability of pen casings to be unaffected. This disagrees with the numerical analysis. Given the propensity of managers to embrace numerical results, less weight will likely be given this analysis compared to the “objective” numbers. As a result, she may question the validity of the numerical analysis as well as the value of the traditional costing system!Finally, the focus of improvement efforts should be directly on the pen-casing product line. This initiative deals mostly with the cell-phone line. What can be done to improve profitability of the pen casings? Can prices be raised without losing too much volume? Can operational improvements be made to lower the indirect manufacturing costs? The controller’s idea is worthy of some support but it does not address the profitability issue head on.2. Exhibit 4-B4, Panel C on the following page is a process map that can be used to explain the impact of the controller’s idea. Panel D at the end of the solution provides a detailed evaluation of the controller’s idea.Pen Cell-PhoneCasings Casings Company Base Gross Profit Percentage* 16.22% (28.63%) 8.07% Plan Gross Profit Percentage** 17.26% 17.81% 17.40% Support of Product Manager? Neutral StrongSupport of President? Strong* See the table on p. 139 of the text.** See panel D of Exhibit 4-B4 that follows.The controller’s idea will result in a slight increase in the gross profit of the pen-casings line but a dramatic turnaround in the profitability of thecell-phone line. The product manager of pen casings would probably be neutral or slightly positive about the idea because the idea does not focus on operational improvements that directly affect the pen-casings line. The cell-phone casings manager would give strong support to the idea – this may save his/her job! The president would strongly support this idea while encouraging all managers involved to keep up the good work. Also, note that the numbers agree with the informal analysis – generating confidence in the integrity of the cost accounting system.Exhibit 4-B4, Panel CProcess Map for ABC SystemExhibit 4-B4: Panel DPRO-FORMA FINANCIAL REPORTS FOR LOPEZ PLASTICS COMPANY:ACTIVITY-BASED COST ALLOCATION SYSTEMSTATEMENT OF OPERTING INCOME CONTRIBUTION TO CORPORATE COSTSAND PROFIT [EXTERNAL REPORTING PURPOSE] [INTERNAL STRATEGIC DECISION MAKINGAND OPERATIONAL-CONTROL PURPOSE]Pen Casings Cell Phone Casings Sales $480,000 $360,000 $120,000 Cost of goods sold:Direct material 46,500 22,500 24,000 Direct labor 150,000 135,000 15,000Processing activity 154,000 126,000 128,000 2Production support activity 46,000 14,375 3 31,625 4 Cost of goods sold 396,500 297,875 98,625 Gross profit 83,500 $ 62,125 $ 21,375 Corporate expenses (unallocated) 80,000Operating loss $ 3,500Gross profit margin 17.26% 17.81%1. $154,000 × [4,500 labor hours/(4,500 labor hours + 1,000 labor hours)]2. $154,000 × [1,000 labor hours/(4,500 labor hours + 1,000 labor hours)]3. $46,000 × [5 distinct parts/(5 distinct parts + 11 distinct parts)]4. $46,000 × [11 distinct parts/(5 distinct parts + 11 distinct parts)]技术资料专业整理3. As vice president, you probably are pleased with the new ABC system. The cost drivers that are used to allocate activity costs appear to be plausible and reliable and thus probably represent a sound cause-effect model of operations. This will improve both the accuracy of product costing and operating managers’ control over costs. Operating managers will be pleased with the ABC system because it helps them understand how their day-to-day work impacts costs and profits. From a behavioral perspective, this should behighly motivational.This problem emphasizes the importance of the cost-accounting system to managers. Different systems can result in significantly different management decisions. In this case, the product-line managers’ support for the controller’s idea changes when an ABC system is used to evaluate the idea. Although the company-level gross margins do not change, it is possible thatthe president would strongly support the idea based on ABC data. Why? Neither of the product-line managers is against the idea, and one strongly supports it. In addition, the president may have more confidence in the accuracy of the ABC analysis. The substantial losses of the current quarter have been completely eliminated and the serious profitability problem of the cell-phone casing product line has been reversed.4-1 A cost management system is a collection of tools and techniques that identifies how management’s decisions affect costs. The three purposesof a CMS are to provide1.cost information for operational control,2.cost information for strategic decisions, and3.measures of inventory value and cost of goods manufactured (orpurchased) for external reporting to investors, creditors, and otherexternal stakeholders.4-2 a. The production manager needs operational control information.b. Setting the product mix is a strategic decision.c. The cost of inventory that appears on the balance sheet is information that is used by external investors, creditors, and other stakeholders.4-3 Cost objects are any items for which decision makers desire a separate measurement of costs. They include departments, products, services, territories, and customers.4-4 No. Products are one of the main cost objects for most companies, but departments are also important cost objects because they represent a logical grouping of activities for which managers desire a separate determination of costs.4-5 The major purpose of a detailed cost-accounting system is to measure costs for decision making and financial reporting. Cost accounting systems become more detailed as management seeks more accurate data for decision making.4-6 The two major processes performed by a cost accounting system are cost accumulation and cost assignment. Cost accumulation is collecting costs by some “natural” classification, such as materials or labor, or by activities performed such as order processing or machine processing. Cost assignment is attaching costs to one or more cost objects, such as activities, processes, departments, customers, or products.4-7 Managers make important decisions on a daily basis. They base these decisions in large part on financial data provided by the cost accounting system. So it is critically important that the cost accounting system provide accurate and reliable financial information.4-8 Managers can specifically and exclusively identify direct costs with a given cost object (that is, directly trace them) in an economically feasible way. Indirect costs cannot be so identified. However, managers can usually identify a plausible and reliable cost driver to use to allocate resourcecosts to cost objects that consume the resources. When direct tracing is not economically feasible and a plausible and reliable cost driver cannot be found, costs should remain unallocated.4-9 Yes, the same cost (for example, the department supervisor's salary)can be direct with respect to a department but indirect with respect to the variety of products flowing through a department (e.g., tables, chairs, and cabinets).4-10 Some costs can be physically linked with a department (or a product), but not in an economically feasible way. An example is the use of departmental meters for measuring power usage. Such devices could measure power costs as direct costs of a department. The alternative is to regard factory power costs as indirect costs of individual departments. Managers often decide whether the resulting increased accuracy provided by individual power meters is worth their additional cost; thus, the test of economic feasibility will decide whether a particular cost is regarded as direct or indirect.4-11 The four purposes of cost allocation are (1) to predict the economic effects of strategic and operational control decisions, (2) to obtain desired motivation, (3) to compute income and asset valuations, and (4) to justify costs or obtain reimbursement.4-12 Generally Accepted Accounting Principles (GAAP) require publically-held companies to allocate all production-related costs and only production-related costs to its products for financial reporting to the public.4-13 No. The costs in a cost pool are not physically traced to cost objects. Only direct costs are traced to cost objects. A cost pool contains indirect costs that are allocated to cost objects using a single cost-allocation base.4-14 Some possible terms are reallocate, assign, distribute, redistribute, load, apportion, reapportion, and burden.4-15 For financial statement purposes, the typical accounting system does not allocate costs associated with value-chain functions other than production to the physical units produced. However, for guiding decisions regarding product-pricing and product-mix decisions, many companies allocate all costs, including R&D, design, marketing, distribution, and customer service costs. However, the allocations of these costs may not be embedded in the system that generates financial statements.4-16 Yes. The two criteria that should be met before using any measure as a cost-allocation base are economic plausibility and reliability. A measure should be plausible – make common sense. If managers cannot easily understand the logical relationship between a cost allocation-base and the costs of an activity or resource, managers will perceive the resulting allocations as arbitrary.4-17 Production maintenance costs are normally indirect. Sales commissions normally can be directly traced to specific products. The costs associated with process design are normally unallocated because it is too difficult to identify plausible and reliable cost-allocation bases, although some companies elect to allocate them.4-18 Generally not. They are direct as far as the physical product is concerned, but in accounting for their cost it would usually be impractical (too costly) to keep records of the amount of glue or tacks used in each unit of product. A more feasible method would be to consider these as supplies (indirect materials).4-19 Depreciation related to production activities is a product cost, not a period cost. Hence, it will become an expense as a part of manufacturing cost of goods sold. Thus, depreciation is not always an immediate expense.。
《成本与会计管理》读书笔记
读书时间：2014.3.01--2014.3.31书名：《成本与管理会计》作者：查尔斯.T.亨格瑞（美国）发行：科学出版社读书感悟与收获1、补泰罗科学管理方法的缺陷，现代科学管理的新成就----运筹学和行为科学在企业管理中得到广泛应用。
2、管理会计可分为规划会计和控制会计。
3、控制与责任会计中编制预算以变动成本计算法为基础，成本控制则一般采用标准成本制度。
4、差量成本有广义和狭义之分：广义的差量成本是指两个备选方案之间预计成本的差异，狭义的差量成本是指由于生产能力利用程度的不同而形成的成本差异。
5、固定成本又可分为约束性固定成本和酌量性固定成本。
6、高低点法中所依据的业务量和成本必须是同一个月份的数据。
7、产品的销售单价不变，在相关的范围内，数量是影响销售收入和总成本的唯一因素。
8、（判断）保本点就是说达到这一销售量或销售额时，企业产品提供的边际贡献正好抵偿固定成本总额。
9、安全边际反映了该产品的安全幅度。
安全边际越大，销售该产品发生亏损的可能性越小，安全性越高；反之，安全边际越小，销售该产品发生亏损的可能性越大，安全性越低10、销售量公式只能用于单种产品的目标利润控制；而目标销售额既可用于单种产品的目标利润控制，又可用于多种产品的目标利润控制。
11、变动成本计算法是只将产品生产中发生的直接材料、直接人工和变动制造费用计入产品成本。
12、在以市场为基础的产品定价决策中，通常以边际收入等于或接近于边际成本作为选择最优价格的依据。
13、进一步加工后的销售收入－半成品的销售收入﹥进一步加工的追加成本应进一步加工。
14、当盈利产品不能增产，也无新产品代替亏损产品时，只要亏损产品提供的边际贡献总额大于零，亏损产品就不应该停产。
15、存货成本的构成要素中订货成本和持有成本是变动的。
16、如果将以税前利润为基础计算的现金流量作为评价投资方案的依据，折旧额的变化对现金流量的计算是没有影响的。
在以税后利润作为评价投资方案依据的情况下，年折旧模式的改变对投资效益的评价有着一定的影响。
查尔斯亨格瑞_财务会计_课后练习答案01
CHAPTER 1COVERAGE OF LEARNING OBJECTIVESChapter 1 Accounting: The Language of Business1CHAPTER 11-1 Accounting is a process of identifying, recording, summarizing, and reporting economic information to decision makers.1-2 No. Accounting is about real information about real companies. In learning accounting it is helpful to see accounting reports from various companies. This helps put the rules and techniques of accounting into an understandable framework and provides familiarity with the diversity of practice.1-3 Examples of decisions that are likely to be influenced by financial statements include choosing where to expand or reduce operations, lending money, investing ownership capital, and rewarding mangers.1-4 Users of financial statements include managers, lenders, suppliers, owners, income tax authorities, and government regulators.1-5 The major distinction between financial accounting and management accounting is their use by two classes of decision makers. Management accounting is concerned mainly with how accounting can serve internal decision makers such as the chief executive officer and other executives. Financial accounting is concerned with supplying information to external users.1-6 The balance sheet equation is Assets = Liabilities + Owners’ equity. It is the fundamental framework of accounting. The left side lists the resources of the organization, and the right side lists the claims against those resources.1-7 No. Every transaction should leave the balance sheet equation in balance. Accounting is often called “double-entry” because accountants must enter at least two numbers for eac h transaction to keep the equation in balance.1-8 This is true. When a company buys inventory for cash, one asset is traded for another, and neither total assets nor total liabilities change. Thus, the balance sheet equation stays in balance. When a company buys inventory on credit, both inventory and accounts payable increase. Thus, both total assets and total liabilities increase by the same amount, again keeping the balance sheet equation in balance.1-9 The evidence for a note payable includes a promissory note, but the evidence for an account payable does not. A note payable is generally to a lender while an account payable is generally to a supplier.1-10 Ownership shares in most large corporations are easily traded in the stock markets, corporate owners have limited liability, and the owners of sole proprietorships or partnerships are usually also managers in the company while most corporations hire professional managers.21-11 Limited liability means that corporate owners are not personally liable for the debts of the corporation. Creditors’claims can be satisfied only by the assets of the particular corporation.1-12 The corporation is the most prominent type of entity and corporations do by far the largest volume of business.1-13 Yes. In the United Kingdom corporations frequently use the word limited (Ltd.) in their name. In many countries whose laws trace back to Spain, the initials S.A. refer to a “society anonymous,” meaning that multiple unidentified owners stand behind the company, which is essentially the same structure as a corporation.1-14 Almost all states forbid the issuance of stock at below par; thus, par values are customarily set at very low amounts and have no real importance in affecting economic behavior of the issuing entity.1-15 The board of directors is the elected link between stockholders and the actual managers.It is the board’s duty to ensure that managers act in the best interests of shareholders.1-16 In the U.S. GAAP is generally set by the Financial Accounting Standards Board. The SEC has formal authority for specifying accounting standards for companies with publicly held stock, as delegated by Congress, but it usually accepts the standards promulgated by the FASB. Internationally, a majority of countries accept IFRS as set by the International Accounting Standards Board as their GAAP.1-17 Until recently this was true. However, now the SEC allows companies headquartered outside the U. S. to report using IFRS.1-18 Audits have value because they add credibilit y to a company’s financial statements.Provided that auditors have the expertise to assess the accuracy of financial statements and the integrity to report any problems they discover, the investing public can put more faith in statements that are audited.1-19 A CPA is a certified public accountant. One becomes a CPA by a combination of education, qualifying experience, and the passing of a two-day national examination. A CA (chartered accountant) is the equivalent of a CPA in many parts of the world, including most former British Commonwealth countries.1-20 Public accountants must obey standards of independence and integrity. In addition, there are many more ethical standards that pertain to accountants. Some folks call accounting the moral guardian of companies. This reputation has been sullied recently by corporate scandals that went undetected (or, at least, unreported by accountants), but accountants are working to regain the high ethical regard they have traditionally maintained.Chapter 1 Accounting: The Language of Business31-21 No. The fundamental accounting principles apply equally to nonprofit (that is, not-for-profit) and profit-seeking organizations. Managers and accountants in hospitals, universities, government agencies, and other nonprofit organizations use financial statements. They need to raise and spend money, prepare budgets, and judge financial performance. Nonprofit organizations need to use their limited resources wisely, and financial statements are essential for judging their use of resources.1-22 Double-entry refers to the concept that every transaction involves two or more accounts with the effect being to retain the balance in the balance sheet equation. The double-entry concept is important because it emphasizes that there are assets and claims on assets. In the balance sheet, for example, borrowing money provides an asset, cash, and creates a liability. In addition to this conceptual benefit there is a clerical benefit. Maintaining a balanced relationship provides an indicator of errors. If the balance sheet equation does not balance, an error has been made.1-23 Historians are primarily concerned with events that have already occurred. In that sense,a company’s financial statements do report on history—transactions that are complete.The negative side of this is that many important things that affect the value of a firm are based on what will happen in the future. Thus, investors often worry about expectations and predictions. Of course, there is no way to agree on the accuracy of expectations and predictions. The positive side of historical financial statements is that they present a no-nonsense perspective on what actually happened, where the company was at a point in time, or what it accomplished over a period of time. It is easier to predict the future when you know where you are and how you got there. You might liken the importance of historical financial statements to the importance of navigation instruments. If you do not know where you are and where you are headed, it is very hard to get to where you want to go.Most people who refer to accountants as historians intend it as a criticism, although, as indicated above, a historical focus ensures that the data are measurable and verifiable.1-24 Such arguments are fun but can never be truly resolved. The notion behind the importance of the corporation is that for any substantial growth to occur there must be a system for organizing resources and using them over long periods of time. The corporate form of ownership helps companies raise large amounts of capital via stock issuance as well as borrowing. It allows us to separate ownership from management. It protects the personal assets of shareholders, and because their maximum losses can be limited, more risky undertakings can be financed. Finally, it has perpetual life so its activity is not disrupted by the death of any shareholder. Corporations operate under a set of established rules of behavior for entering into contracts and being sure that other parties can be relied upon to uphold their side of an agreement.Accounting helped corporations emerge as the dominant economic organization in the world. Without accounting it would be difficult to coordinate the activities of large corporations. It would be especially difficult to separate management from ownership if accounting did not provide information about the performance of managements.41-25 The auditor increases the value of financial statements by reassuring the reader of the statements that an “independent” and a “qualified” third party has reviewed management’s disclosures and believes they fairly present the company’s performance.The fact that you personally do not recognize the name of the audit firm should not be a problem, because only CPAs can perform public audits and sign audit opinions. Every state has strict procedures for licensing CPAs, so such people are qualified. Nevertheless, audit firms develop reputations, and ones with a positive public image may give some financial statement users more confidence in the financial statements they audit.1-26 (10 min.) Amounts are in millions.1. Assets = Liabilities + Owners’ Equity$7 = $3 + $42. Assets and liabilities would increase by $1 million. Owners’ equity would be unaffected.1-27 (15-20 min.)June 2 Owners invested $6,000 additional cash in Sok ol’s Furniture Company.3 Owners invested an additional $4,000 into the company by contributingadditional store fixtures valued at $4,000.4 Sok ol’s Furniture Company purchased additional furniture inventory for$3,000 cash.5 Sok ol’s Furniture Company purchased furniture inventory on account for$6,000.6 Sok ol’s Furniture Company sold store fixtures for $3,000 cash.7 Sok ol’s Furniture Company purchased $6,000 of store fixtures, paying$5,000 cash now and agreeing to pay $1,000 later.8 Sok ol’s Furniture Company paid $2,000 on accounts payable.9 Sok ol’s Furniture Company returned $400 of merchandise (furnitureinventory) for credit against accounts payable.10 Owners withdrew $2,000 cash from Sokol’s Furniture Company.Chapter 1 Accounting: The Language of Business51-28 (10-20 min.)Sept. 2 Brisbane purchased $2,500 of store fixtures on account.3 Owner or owners withdrew $2,000 cash.4 Brisbane returned $5,000 of its inventory of computers for $5,000 creditagainst its accounts payable.5 Computers (inventory) valued at $7,000 were invested in the company byowners.8 Brisbane paid $500 on accounts payable.9 Brisbane purchased $3,500 of store fixtures, paying $1,000 now andagreeing to pay $2,500 later.10 Brisbane returned $300 of store fixtures for credit against accounts payable.1-29 (15-25 min.)ATLANTA CORPORATIONBalance SheetMarch 31, 20X1Liabilities andAssets Stockholders’ EquityCash $ 5,000 (a) Liabilities:Merchandise inventory 44,000 (b) Accounts payable $ 12,000 (f) Furniture and fixtures 2,000 (c) Notes payable 10,000 Machinery and equipment 27,000 (d) Long-term debt 27,000 (g) Land 39,000 (e) Total liabilities 49,000 Building 24,000 Stockholders’ equity:Total $141,000 Paid-in capital 92,000 (h)Total $141,000(a) Cash: 14,000 + 1,000 – 10,000 = 5,000(b) Merchandise inventory: 40,000 + 4,000 = 44,000(c) Furniture and fixtures: 3,000 – 1,000 = 2,000(d) Machinery and equipment: 15,000 + 12,000 = 27,000(e) Land: 14,000 + 25,000 = 39,000(f) Accounts payable: 8,000 + 4,000 = 12,000(g) Long-term debt: 12,000 + 15,000 = 27,000(h) Paid-in capital: 80,000 + 12,000 = 92,000Note: Event 5 requires no change in the balance sheet.61-30 (25-35 min.)LIVERPOOL COMPANYBalance SheetNovember 30, 20X1Liabilities andAssets Stockholders’ EquityCash £ 18,000 (a) Liabilities:Merchandise inventory 29,000 Accounts payable £ 9,000 (d) Furniture and fixtures 8,000 Notes payable 31,000 (e) Machinery and equip. 33,000 (b) Long-term debt payable 101,000 (f) Land 35,000 (c) Total liabilities 141,000 Building 241,000 Stockholders’ equity:Total £364,000 Paid-in Capital 223,000 (g)Total £364,000(a) Cash: 22,000 – 3,000 – 7,000 + 6,000 = 18,000(b) Machinery and equipment: 20,000 + 13,000 = 33,000(c) Land: 41,000 – 6,000 = 35,000(d) Accounts payable: 16,000 – 7,000 = 9,000(e) Notes payable: 21,000 + (13,000 – 3,000) = 31,000(f) Long-term debt payable: 124,000 – 23,000 = 101,000(g) Paid-in capital: 200,000 + 23,000 = 223,000Note: Event 4 requires no change in the balance sheet.1-31 (5-10 min.)1. Total liabilities = Total assets -stockholders’ equity= $798,000,000,000 - $105,000,000,000= $693,000,000,0002. Common stock, par value = $.07 × 10,536,897,000 = $737,582,790.Like other items on General Electric’s balance sheet, the amount would be rounded off to millions:Common stock, par value $738Chapter 1 Accounting: The Language of Business71-32 (20-30 min.) See Exhibit 1-32. Equipment and furniture could be in two separate accounts rather than combined.1-33 (20-35 min.)1. See Exhibit 1-33.2. LMN CORPORATIONBalance SheetJanuary 31, 20X1(In Thousands of Dollars)Liabilities andAssets Stockholders’ EquityLiabilities:Cash $131 Note payable $ 30Accounts payable 106 Merchandise inventory 269 Total liabilities $136Stockholders’ equity:Equipment 36 Capital stock,$1 par, 30,000 sharesissued and outstanding $ 30Additional paid-in capitalin excess of par value 270 300 Total $436 Total $436 1-34 (20-35 min.)1. See Exhibit 1-34.2. AUTOPARTES MADRIDBalance SheetMarch 31, 20X1Assets Liabilities and Owners’ EquityCash €58,800 Liabilities:Inventory 16,600 Accounts payable € 4,500 Equipment 17,500 Note payable 9,000Total liabilities 13,500You, capital 79,400 Total €92,900 Total €92,900 8EXHIBIT 1–32MCLEAN SERVICES, INC.Analysis of April 20X1 Transactions(In Thousands of Dollars)Assets Liabilities and Stockholders’ EquityEquipment Note Accounts Paid-in Description of Transactions Cash + and Furniture = Payable + Payable + Capital1. Issuance of stock +50 = +502. Issuance of stock +20 = +203. Borrowing +35 = +354. Acquisition for cash –33 +33 =5. Acquisition on account +10 = +106. Payments to creditors – 4 = – 47. Sale of equipment + 8 – 8 =8. No entry =+56 +55 = +35 + 6 + 70111 111MCLEAN SERVICES, INC.Balance SheetApril 30, 20X1Assets Liabilities and Stockholders’ EquityNote payable $ 35,000 Cash $ 56,000 Account payable 6,000Equipment and furniture 55,000 Paid-in Capital 70,000Total $111,000 Total $111,000Chapter 1 Accounting: The Language of Business9EXHIBIT 1–33LMN CORPORATIONJanuary 20X1Analysis of Transactions(In Thousands of Dollars)Assets Liabilities + Owners’ EquityMerch- Capital Additionalandise Equip- Notes Accounts Stock Paid-in Description of Transactions Cash + Inventory + ment = Payable + Payable + (at par) + Capital1. Original incorporation +300 = + 30 + 2702. Inventory purchased –95 +95 =3. Inventory purchased +85 = + 854. Return of inventory tosupplier –11 = – 115. Purchase of equipment –10 +40 = +306. Sale of equipment + 4 – 4 =7. Payment to creditor –18 = – 188. Inventory purchased –50 +100 = + 509. No entry except ondetailed underlyingrecords =Balance, January 31, 20X1=10EXHIBIT 1–34AUTOPARTES MADRIDAnalysis of TransactionsFor the Month Ended March 31, 20X1Assets Liabilities + Owner’s EquityEquip- Accounts Note You, Description of Transactions Cash + Inventory + ment = Payable + Payable + Capital1. Initial investment +75,000 = +75,0002. Inventory acquired for cash 10,000 +10,000 =3. Inventory acquired on credit + 8,000 = + 8,0004. Equipment acquired – 5,000 +15,000 = +10,0005. No entry =6. Tires for family – 600 = - 6007. Parts returned tosupplier for cash + 300 – 300 =8. No effect on total inventory =9. Parts returned tosupplier for credit – 500 = – 50010. Payment on note – 1,000 = –1,00011. Equipment acquired + 5,000 = +5,00012. Payment to creditors – 3,000 = –3,00013. No entry14. No entry15. Exchange of equipment + 2,500 – 4,000 =+ 1,500+ 58,800 +16,600 +17,500 = +4,500 + 9,000 +79,40092,900 92,900Chapter 1 Accounting: The Language of Business111-35 (25-40 min.) Note that transaction 9 is not covered directly in the text. However, it should be possible to figure out the accounting for it from similar items that are covered. However, some instructors may want to omit transaction 9.1. See Exhibit 1-35.2. FREIDA CRUZ, ATTORNEY-AT-LAWBalance SheetDecember 31, 20X0Liabilities andAssets Owner’s EquityLiabilities:Cash in bank $46,000 Note payable $ 3,000 Note receivable 2,000 Account payable 1,000 Rental damage deposit 1,000 Total liabilities $ 4,000 Legal supplies on hand 1,000 Owner’s equity:Computer 5,000 Freida Cruz, capital 55,000 Office furniture 4,000 Total liabilities andTotal assets $59,000 owner’s equity $59,000 1-36 (15-25 min.) See Exhibit 1-36.1-37 (20-35 min.)1. See Exhibit 1-37.2. NIKE, INC.Balance SheetJune 3, 2009(In Millions)Liabilities andAssets Owners’ EquityCash $ 2,424 Total liabilities $ 4,617 Inventories 2,400 Owners’ equity 8,783 Property, plant, and equipment 1,932Other assets 6,644Total $13,400 Total $13,40012EXHIBIT 1–35FREIDA CRUZ ATTORNEYAnalysis of Business Transactions(In Thousands of Dollars)Assets = Liabilities and Owner’s EquityOwner’s Cash Note Rental Legal Office Liabilities Equity Description in Receiv- Damage Supplies Furni- Note Account F. Cruz of Transactions Bank able Deposit on Hand Computer ture Payable Payable Capital 2. Openinginvestment +55 = +554. Rental deposit – 1 +1 =5. Purchased computer – 2 +5 = +36. Purchased supplies +1 = +17. Purchasedfurniture – 4 +4 =9. Note receivablefrom G. See – 2 +2 =Balance, December31, 20X0 +46 +2 +1 +1 +5 +4 = +3 +1 +5559 59General Comments:•Transactions 1 and 3 are personal rather than business transactions.•In transaction 4, no obligation (liability) is set up for the rent because it is not payable until January 2 and no rental services will occur until January.•Transaction 8 requires no entry because no services have been performed during December.Chapter 1 Accounting: The Language of Business13EXHIBIT 1–36WALGREEN COMPANYAnalysis of Transactions(In Millions of Dollars)Assets Liabilities and Stockholders’ EquityProperty Stock-Inven- and Other Notes Accounts Other holders’Description of Transactions Cash + tories + Assets = Payable + Payable + Liabilities + Equity Balance May 31 2,300 6,891 15,952 = 4,599 6,357 14,1871. Issuance of stock for cash +30 = + 302. Issuance of stock for equipment +42 = + 423. Borrowing +13 = +134. Acquisition of equipment for cash –18 +18 =5. Acquisition of inventory on account +94 = +946. Payments to creditors –35 = –357. Sale of equipment +2 - 2 =Balance June 2 2,292 6,985 16,010 = 13 4,658 6,357 14,25925,287 25,287WALGREEN COMPANYBalance SheetJune 2, 2009(In Millions of Dollars)Assets Liabilities and Stockholders’ EquityCash $ 2,292 Notes payable $ 13Inventories 6,985 Accounts payable 4,658Property and other assets 16,010 Other liabilities 6,357Stockholders’ equity 14,259 Total $25,287 Total $25,28714EXHIBIT 1–37NIKE, INC.Analysis of Transactions(In Millions of Dollars)AssetsLiabilities and Owners’ EquityDescription of Transactions Cash + Inven-tories +Property,Plant, andEquip. +Other Assets=TotalLiabil-ities +Owners’EquityBalance May 31 2,291 2,357 1,958 6,644 4,557 8,6931. Inventory purchased -28 +28 =2. Inventory purchased +19 = +193. Return of inventoryto supplier -4 = -44. Purchase of equipment -3 +14 = +115. Sale of equipment +40 -40 =6. No entry =7. Payment to creditor -16 = -168. Borrowed from bank +50 = +509. Issued common stock +90 = +9010. No entry except ondetailed underlyingrecords =Balance, June 3 2,424 2,400 1,932 6,644 =13,400 13,400Chapter 1 Accounting: The Language of Business151-38 (15-20 min.)REBECCA GURLEY, REALTORBalance SheetNovember 30, 20X1Liabilities andAssets Owners’ EquityCash $ 6,000 Liabilities:Undeveloped land 180,000 Accounts payable $ 6,000 Office furniture 16,000 (a) Mortgage payable 95,000 Franchise 18,000 (b) Total liabilities 101,000Owner’s equity:Rebecca Gurley, capital 119,000 (c) Total assets $220,000 Total liabilities andown er’s equity $220,000a.$17,000 – $1,000 = $16,000b. A franchise is an economic resource that has been purchased to benefit future operations.c.$220,000 – $101,000 = $119,000Note that Goldstein’s death may have considerable negative influence on future operations, but accounting does not formally measure its monetary impact. Moreover, transactions 3 and 4 are personal rather than business transactions.1-39 (10 min.)1. Cash would rise by $1,000 and the liability, Deposits, would rise by the same amount.2. Deposits are liabilities because Wells Fargo owes these amounts to depositors. They aredepositors’ claims on the assets of the bank.3. Loans Receivable would increase and Cash would decrease by $75,000.4. Deposits would decrease and Cash would decrease by $4,000.1-40 (10 min.) Amounts are in millions.1. a. Cash = Total assets - Noncash assets= €28,598 -€24,492= €4,106b. Stockholders’ equity= Total assets - Total liabilities= €28,598 -€22,495= €6,1032. Total liabilit ies and stockholders’ equity = total assets = €28,598.161-41 (20-30 min.)UNITED TECHNOLOGIES CORPORATIONBalance SheetJune 30, 2009(In Millions of Dollars)Liabilities andAssets Stockholders’ EquityCash $ 4,196 (1) Accounts payable $ 4,599 Inventories 8,539 Other liabilities 24,819 Fixed assets 6,179 Long term debt 8,721 Other assets 37,811 Total liabilities 38,139Common stock $11,369Other stockholders’equity 7,037 (3)Total stockholders’equity 18,406 (2)Total liabilities andTotal assets $56,545 stockholders’ equity $56,545 Notations (1), (2), and (3) designate the answers to the requirements. (1) The $4,016 cash was computed by taking total assets minus all assets except cash. To calculate (2) and (3), note that total assets must equal tota l liabilities plus stockholders’ equity, $56,545. Furthermore, total liabilities is $4,599 + $24,819 + $8,721 = $38,139. Therefore, total stockholders’equity is $56,545 – $38,139 = $18,406, denoted by (2) above. Other stockholders’equity is $18,406 –$11,369 = $7,037, denoted by (3) above.Chapter 1 Accounting: The Language of Business171-42 (20 min.)MACY’S, INC.Balance SheetAugust 1, 2009(In Millions of Dollars)Liabilities andAssets Share holders’ EquityCash $ 515 (a)Merchandise accountsInventories 4,634 payable $ 1,683 Property, plant, Long-term debt 8,632and equipment 10,046 Other liabilities 5,920Total liabilities $16,235 (b) Other assets 5,589 Shareholders’ equity 4,549 (c)Total liabilities andTotal assets $20,784 shareholders’ equity $20,784 Notations (a), (b), and (c) designate the answers to the requirements. Cash is calculated by subtracting the values given for the other assets from total assets: $20,784 - $4,634-$10,046 -$5,589 = $515. Cash is the smallest individual asset. Companies try to keep cash balances small because they do not earn large returns on cash accounts. To calculate (b), simply add the components $1,683 + $8,632 + $5,920. For (c), note that total liabilities and shareholde rs’ equity equals total assets, $20,784, so shareholders’ equity is $20,784 less total liabilities of $16,235, which equals $4,549.181-43 (10 min.)1.ABBOUD PARTNERSBalance SheetJune 15, 20X0Assets Liabilities and Owners’ EquityRental house $300,000 Mortgage loan $240,000Owners’ equityAdnan Abboud, Capital 30,000Gamal Abboud, Capital 30,000Total assets $300,000 Total liabilities and ow ners’equity $300,0002.ABBOUD CORPORATIONBalance SheetJune 15, 20X0Assets Liabilities & Stockholders’ EquityRental house $300,000 Mortgage loan $240,000Stockholders’ equityCommon stock, par value 2,000Additional paid-in capital 58,000Total assets $300,000 Total liabilities and sto ckholders’ equity $300,0001-44 (10 min.)1. The par value line would increase by 500,000,000 × $.01 = $5,000,000 and the number ofshares issued and outstanding would increase by 500 million. Additional paid-in capital would increase by 500,000,000 × ($6.00 – $.01) = $2,995,000,000.2. IBM shows all of its paid-in capital as a one-line item. Therefore, its common stock linewould increase by $120,000,000 and the number of issued and outstanding shares would increase by 1 million.Chapter 1 Accounting: The Language of Business191-45 (5-10 min.)The common stock line should show 2,442,676,580 × $.75 = $1,832 million. The average price per share paid by the original investors for the Chevron common stock was $14,359 million + $1,832 million = $16,191 million ÷ 2,442,676,580 = $6.63. Note that the par value is small, $.75, as compared to $6.63.The relatively large difference between the original issuance price ($6.63) and the current market price ($66 on June 30, 2009) is quite typical of many large successful companies. This is usually caused by increased investment attractiveness based on a record of profitable operations over many years.1-46 (5-10 min.)1. The par value of Honda’s shares is ¥86,067,000,000 ÷ 1,834,828,430 = ¥46.9.2. The average price per share paid by the original investors was ¥140.9: ¥86,067 million +¥172,529 million = ¥258,596 million; ¥258,596 million ÷ 1,834,828,430 = ¥140.9. Note that the ¥140.9 easily exceeds the par value of ¥46.9.3. The large difference between the original issuance price of ¥140.9 and the market price of¥2,150 at the end of fiscal 2009 is typical for many successful companies. This phenomenon is usually caused by increased investment attractiveness based on a record of profitable operations over many years.1-47 (10 min.)There are two popular sets of generally accepted accounting principles (GAAP) in the world—IFRS set by the International Accounting Standards Board, and U.S. GAAP set by the Financial Accounting Standards Board. In 2005 the European Union adopted IFRS to be used by all companies in its member nations. Thus, Carrefour, a French company, must issue financial statements that comply with IFRS. Its auditors will examine its financial statements to ensure compliance with IFRS and must confirm this in the audit opinion. Although not mentioned in the chapter, the phrase “as adopted by the European Union” is also significant. As in many cases, countries that adopt IFRS may not accept 100% of its standards, and the European Union makes a few adjustments to the standards.In contrast, companies based in the United States, such as Safeway, must use U.S. GAAP, not IFRS. Thus, Safeway’s audit opinion clearly states that its statements comply with U. S. GAAP.Both companies use Deloitte & Touche LLP as an auditor, but the auditor must apply different standards when auditing Carrefour than when auditing Safeway.20。
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亨格瑞会计知识点
在当今竞争激烈的商业世界中，会计知识对任何企业的成功和持
续发展至关重要。
无论是个人还是企业，都需要掌握一定的会计知识
来管理财务。
而则是一个被广泛采用的理论体系，为实践中的会计工
作提供了指导。
是由美国会计学家查尔斯·T·亨格瑞（Charles T. Horngren）
于20世纪70年代创立的。
亨格瑞通过对实践中的会计工作进行研究
和分析，将会计知识系统化地整合，形成了的体系框架。
这个体系以
其简明扼要、逻辑严密的特点，被广泛接受和应用于会计教育和实践
领域。
主要包括财务会计和管理会计两个部分。
财务会计是指将企业的
财务信息按照一定的规则和标准进行记录、分类、汇总和报告的过程。
而管理会计则是指利用会计信息，为企业的决策制定、资源配置和绩
效评估等提供支持和指导。
在财务会计的部分中，涵盖了以下几个重要的方面：
首先是会计的基础概念和原则。
亨格瑞明确提出了会计基本假设、会计实体、会计主题等概念，并指导了企业在财务报表编制和审计过
程中应遵循的原则，如公允、谨慎和可比性原则等。
其次是财务报表的编制和分析。
亨格瑞提供了一套系统的财务报
表编制准则，包括资产负债表、利润表、现金流量表和股东权益变动
表等。
同时，他也强调了财务报表分析的重要性，通过对财务比率和
指标的计算和解释，帮助企业和投资者更好地理解和评估企业的经营
状况和财务表现。
最后是财务会计的监管和道德要求。
亨格瑞强调了财务报表的透明度和准确性，以及会计师的职业道德和职责。
他提出了会计师应当遵循的职业道德准则，并倡导了企业建立健全的内部控制制度，以提高财务报告的质量和可靠性。
在管理会计的部分中，主要关注以下几个方面：
首先是成本和费用管理。
亨格瑞提供了一套成本管理体系，帮助企业进行成本核算和成本控制，以实现成本最小化和效益最大化。
他介绍了各种成本法和成本分析方法，如作业成本法、直接成本法和间接成本法等，并指导企业如何制定和实施成本控制策略。
其次是预算编制和控制。
亨格瑞认为，预算是企业管理的重要工具，可以帮助企业明确目标、分配资源、实施控制和评估绩效。
他提出了预算编制的方法和技巧，并指导企业如何分析和解释预算偏差，以及采取相应的措施进行调整和优化。
最后是绩效评价和激励机制。
亨格瑞强调了企业绩效评价的重要性，他提出了一套衡量企业绩效的指标体系，包括经济价值增值、投资回报率和利润率等。
同时，亨格瑞也关注了企业绩效激励的问题，提供了一些激励措施和方案，以激发员工的工作热情和创造力。
综上所述，是一套系统性、实用性和科学性的会计理论体系，为企业的会计工作提供了指导和支持。
无论是在财务会计还是管理会计领域，都有着重要的意义和应用价值。
掌握和运用，有助于提高企业的财务管理水平，实现可持续发展和竞争优势。
因此，学习和理解对每个人都是有益的。
无论是从事会计工作的专业人士还是对财务管理感兴趣的个人和企业，都值得深入研究和应用。