亨格瑞管理会计英文第15版练习答案01(6)

查尔斯亨格瑞 管理会计 英文版第15版 北京大学出版社 练习答案01

Two considerations are cost-benefit balance and behavioral effects. Cost-benefit balance refers to how well an accounting system helps achieve management's goals in relation to the cost of the system. The behavioral-effects consideration specifies that an accounting system should be judged by how it will affect the behavior (that is, decisions) of managers.

Yes. Measurement and recording is an integral part of management. For example, cash receipts and disbursements must be traced, and receivables and payables must be recorded in order to manage operating activities such as sales and purchases.

A budget is a quantitative expression of a plan of action; a performance report compares actual results with the budget; and a variance measures the differences between budget and actual.

No. Management by exception means that management directs more attention to those areas that seem to be out of control and less to areas that are functioning as planned. This method is an efficient way for managers to decide where to put their time and effort. Information that is relevant for decisions about a product depends on the product's life-cycle stage. Therefore, to prepare and interpret information, accountants should be aware of the current stage of a product's life cycle.

The six functions are: (1) research and development – generation and

experimentation with new ideas for products, services, or processes; (2) product, service, and process design – detailed design and engineering of products, services, or processes;

(3) production – use of resources to produce a product or service; (4) marketing -

informing customers of the value and features of products or services; (5) distribution – delivering products or services to customers; and (6) customer service – support provided to customers after a sale.

No. Some functions in the value chain may not be present in some organizations and not all of the functions are of equal importance to the success of all organizations. Measurement and reporting should focus on those functions that enable a company to gain and maintain a competitive edge.

Line managers are directly responsible for the production and sale of goods or services. Staff managers have an advisory function – they support line managers. Management accountants are the information specialists. In non-hierarchical companies, they are more directly involved with managers and are often parts of cross-functional teams.

A treasurer is concerned mainly with the company's financial matters, the controller with operating matters. In large organizations, there are sufficient activities