Đang chuẩn bị liên kết để tải về tài liệu:
Lecture Accounting: What the numbers mean (5/e) - Chapter 15: Cost analysis for control

After reading this chapter, you should be able to answer the following questions: Why are all costs controllable by someone at some time, but in the short run some costs may be classified as noncontrollable? How does performance reporting facilitate the management-by-exception process? How can the operating results of segments of an organization be reported most meaningfully?. | CHAPTER 15 COST ANALYSIS FOR CONTROL McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objectives Why are all costs controllable by someone at some time, but in the short run some costs may be classified as noncontrollable? How does performance reporting facilitate the management-by-exception process? How can the operating results of segments of an organization be reported most meaningfully? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objectives What is a flexible budget, and how is it used? How and why are the two components of a standard cost variance calculated? What are the specific names assigned to variances for different product inputs? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objectives How do the control and analysis of fixed overhead variances and variable cost variances differ? What are the alternative methods of accounting for variances? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objective 1 Why are all costs controllable by someone at some time, but in the short run some costs may be classified as noncontrollable? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Performance Reporting Involves the comparison of actual results with planned results The objective is highlighting those activities where planned and actual results differ Appropriate actions may be taken to address the causes of the favorable or unfavorable variances McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Strategic, Operational, and Financial Planning Planning and Control Cycle Performance Analysis: Plans vs. Actual Results (Controlling) Executing Operational Activities (Managing) Revisit Plans Implement Plans Data Collection and Performance Feedback McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Relationship of Total Costs to Volume of Activity Any differences between achieved and planned performances should be evaluated As the level of activity changes from the planned . | CHAPTER 15 COST ANALYSIS FOR CONTROL McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objectives Why are all costs controllable by someone at some time, but in the short run some costs may be classified as noncontrollable? How does performance reporting facilitate the management-by-exception process? How can the operating results of segments of an organization be reported most meaningfully? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objectives What is a flexible budget, and how is it used? How and why are the two components of a standard cost variance calculated? What are the specific names assigned to variances for different product inputs? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning Objectives How do the control and analysis of fixed overhead variances and variable cost variances differ? What are the alternative methods of accounting for variances? McGraw-Hill/Irwin ©The McGraw-Hill Companies, Inc., 2002 Learning .