管理会计英文版课后习题答案高等教育出版社chapter 8Word格式文档下载.docx

管理会计英文版课后习题答案高等教育出版社chapter 8Word格式文档下载.docx

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5.Amasterbudgetisthecollectionofallindividualareaandactivitybudgets.Operatingbudgetsareconcernedwiththeincome-generatingactivitiesofafirm.Financialbudgetsareconcernedwiththeinflowsandoutflowsofcashandwithplannedcapitalexpenditures.

6.Thesalesforecastisacriticalinputforbuildingthesalesbudget.However,itisnotnecessarilyequivalenttothesalesbudget.Uponreceivingthesalesforecast,managementmaydecidethatthefirmcandobetterthantheforecastindicates.Consequently,actionsmaybetakentoincreasethesalespotentialforthecomingyear（e.g.,increasingadvertising）.Thisadjustedforecastthenbecomesthesalesbudget.

7.Yes.Allbudgetsarefoundedonthesalesbudget.Beforeaproductionbudgetcanbecreated,itmusthavetheplannedsales.Themanufacturingbudgets,inturn,dependontheproductionbudget.Thesameistrueforthefinancialbudgetssincesalesisacriticalinputforbudgetsinthatcategory.

8.Foramerchandisingfirm,theproductionbudgetisreplacedbyamerchandisepurchasesbudget.Merchandisingfirmsalsolackdirectmaterialsanddirectlaborbudgets.Allotherbudgetsareessentiallythesame.Foraservicefirm（for-profit）,thesalesbudgetdoublesastheproductionbudget,andthereisnofinishedgoodsinventorybudget.Therestofthebudgetshavecounterparts.

9.Astaticbudgetisforaparticularlevelofactivity.Aflexiblebudgetisonethatcanbeestablishedforanylevelofactivity.Forperformancereporting,itisnecessarytocomparetheactualcostsfortheactuallevelofactivitywiththebudgetedcostsfortheactuallevelofactivity.Aflexiblebudgetprovidesthemeanstocomputethebudgetedcostsfortheactuallevelofactivity,afterthefact.

10.Aflexiblebudgetisbasedonasimpleformula:

Y=F+VX,whichrequiresknowledgeofbothfixedandvariablecomponents.

11.Goalcongruenceisimportantbecauseitmeansthattheemployeesofanorganizationareworkingtowardthegoalsofthatorganization.

12.Frequentfeedbackisimportantsothatcorrectiveactioncanbetaken,increasingthelikelihoodofachievingbudget.

13.Bothmonetaryandnonmonetaryincentivesareusedtoencourageemployeesofanorganizationtoachievetheorganization’sgoals.Monetaryincentivesappealtotheeconomicneedsofanindividual,andnonmonetaryincentivesappealtothepsychologicalneeds.Sinceindividualsaremotivatedbybotheconomicandpsychologicalfactors,bothtypesofincentivesoughttobepresentinagoodbudgetarysystem.

14.Participativebudgetingisasystemofbudgetingthatallowssubordinatemanagersasayinhowthebudgetsareestablished.Participativebudgetingfosterscreativityandcommunicatesasenseofresponsibilitytosubordinatemanagers.Italsocreatesahigherlikelihoodofgoalcongruencesincemanagershavemoreofatendencytomakethebudget’sgoalstheirownpersonalgoals.

15.Agree.Individualswhoarenotchallengedtendtoloseinterestandmaintainalowerlevelofperformance.Achallenging,butachievable,budgettendstoextractahigherlevelofperformance.

16.Topmanagementshouldprovideguidelinesandstatisticalinput（e.g.,industrialforecasts）andshouldreviewthebudgetstominimizethepossibilityofbudgetaryslackandensurethatthebudgetiscompatiblewiththestrategicobjectivesofthefirm.Topmanagementshouldalsoprovidetheincentiveandrewardsystemassociatedwiththebudgetarysystem.

17.Byunderestimatingrevenuesandoverestimatingcosts,thebudgetismoreeasilyachieved.

18.Tomeetbudget,itispossibletotakeactionsthatreducecostsintheshortrunbutincreasetheminthelongrun.Forexample,lower-priced,lower-qualitymaterialscanbesubstitutedfortheusualqualityofmaterials.

19.Otherperformancemeasuresincludeproductivity,personneldevelopment,market

share,andproductquality.Amanagerwouldhavetoberewardedforimprovementsachievedineacharea.Amajordifficultyisdetermininghowmuchweighttoassigntoeachperformancearea.

20.Behavioralfactorscanmakeorbreakabudgetarycontrolsystem.Itisabsolutelyessentialtoconsiderthebehavioralramifications.Ignoringthemcanandprobablywillproducedysfunctionalconsequences.

21.Across-the-boardcutshavetheappearanceofbeingfair,buttheyunfairlypenalizegoodprograms.Inaneraofscarceresources,anorganizationmustdecidewhatitwishestoemphasizeandallocateresourcesaccordingly.Thismaymeanthecompleteeliminationofweakprogramsandthestrengtheningofstrongprograms.Tocuteachprogramequallywithoutconsideringwhichonesarevitaltothesuccessoftheorganizationisnotgoodplanning.

22.Activity-basedbudgetingrequiresthreesteps:

（1）identificationofactivities;

（2）estimationofactivityoutputdemands;

and（3）estimationofthecostsofresourcesneededtoprovidetheactivityoutputdemanded.

23.Functional-basedflexiblebudgetingreliesonunit-baseddriverstobuildcostformulasforvariouscostitems.Activityflexiblebudgetingusesactivitydriverstobuildacostformulaforthecostsofeachactivity.

Exercises

8–1

1.Fresh-n-Clean,Inc.

SalesBudget

FortheYear2006

Detergent:

1stQtr.2ndQtr.3rdQtr.4thQtr.Total

Units40,00055,00062,00070,000227,000

Price$3.00$3.00$3.00$3.00$3.00

Sales$120,000$165,000$186,000$210,000$681,000

Presoak:

Units50,00050,00060,00070,000230,000

Price$3.50$3.50$3.50$3.50$3.50

Sales$175,000$175,000$210,000$245,000$805,000

Totalsales$295,000$340,000$396,000$455,000$1,486,000

2.Fresh-n-Clean,Inc.,willusethesalesbudgetinplanningasthebasisfortheproductionbudgetandthesucceedingbudgetsofthemasterbudget.Attheendoftheyear,thecompanycancompareactualsalesagainstthebudgettoseeifexpectationswereachieved.

8–2

Fresh-n-Clean,Inc.

ProductionBudgetforDetergent

FortheYear2006

1stQtr.2ndQtr.3rdQtr.4thQtr.Total

Sales40,00055,00062,00070,000227,000

Des.endinginventory5,5006,2007,0004,5004,500

Totalneeds45,50061,20069,00074,500231,500

Less:

Beginninginventory2,0005,5006,2007,0002,000

Unitsproduced43,50055,70062,80067,500229,500

ProductionBudgetforPresoak

Sales50,00050,00060,00070,000230,000

Des.endinginventory10,00012,00014,00011,00011,000

Totalneeds60,00062,00074,00081,000241,000

Beginninginventory3,20010,00012,00014,0003,200

Unitsproduced56,80052,00062,00067,000237,800

8–3

Cap’nAhab,Inc.

ProductionBudgetforWhole-BeanCoffee

FortheFirstQuarter,20XX

JanuaryFebruaryMarchTotal

Sales200,000140,000180,000520,000

Des.endinginventory28,00036,00042,00042,000

Totalneeds228,000176,000222,000562,000

Beginninginventory35,00028,00036,00035,000

Unitsproduced193,000148,000186,000527,000

8–4

DirectMaterialsPurchasesBudget

ForJanuaryandFebruary

1.Bags:

JanuaryFebruaryTotal

Production193,000148,000341,000

1bag111

Bagsforproduction193,000148,000341,000

Des.endinginventory14,80018,60018,600

Totalneeds207,800166,600359,600

Less:

Beginninginventory19,30014,80019,300

Canspurchased188,500151,800340,300

2.Roastedbeans:

10ounces101010

Ouncesforproduction1,930,0001,480,0003,410,000

Des.endinginventory148,000186,000186,000

Totalneeds2,078,0001,666,0003,596,000

Beginninginventory193,000148,000193,000

Ouncespurchased1,885,0001,518,0003,403,000

8–5

Carson,Inc.

ProductionBudget

Sales200,000240,000220,000660,000

Desiredendinginventory36,00033,00030,00030,000

Totalneeds236,000273,000250,000690,000

Beginninginventory18,00036,00033,00018,000

Unitstobeproduced218,000237,000217,000672,000

8–6

LanningCompany

ForMarch,April,andMay20XX

MarchAprilMayTotal

Unitstobeproduced10,00030,00050,00090,000

Directmaterialsperunit

（yards）25252525

Productionneeds250,000750,0001,250,0002,250,000

Desiredendinginventory

（yards）150,000250,00030,00030,000

Totalneeds400,0001,000,0001,280,0002,280,000

Lessbeginninginventory50,000150,000250,00050,000

D