管理会计英文版课后习题答案高等教育出版社chapter 12.docx

1、管理会计英文版课后习题答案高等教育出版社chapter 12管理会计（高等教育出版社） 于增彪（清华大学） 改编余绪缨（厦门大学） 审校CHAPTER 12environmental cost management questions for writing and discussion1. Firms are interested in environmental costing because the costs of complying with environmental regulation have increased and because improving environme

2、ntal performance can reduce costs and provide a competitive advantage.2. Ecoefficiency is the belief that organizations can produce more goods and services while simultaneously reducing negative environmental consequences, resource consumption, and costs.3. The six incentives, or causes, for ecoeffi

3、ciency are (1) customers desire to buy clean goods, (2) better employees and greater productivity, (3) lower cost of capital and cheaper insurance, (4) societal benefits and improved image, (5) innovations and searches for new opportunities, and (6) cost reductions and increased competitiveness.4. A

4、n environmental cost is a cost incurred because poor environmental quality exists or may exist.5. The four categories of environmental costs are prevention, detection, internal failure, and external failure. Prevention costs are costs incurred to prevent degradation to the environment. Detection cos

5、ts are incurred to determine if the firm is complying with environmental standards. Internal failure costs are costs incurred to prevent emission of contaminants to the environment after they have been produced. External failure costs are costs incurred after contaminants have been emitted to the en

6、vironment.6. Realized external failure costs are environmental costs paid for by the firm. Unrealized or societal costs are costs caused by the firm but paid for by third parties (members of society bear these costs).7. Full environmental costing means that all environmental costs are assigned to th

7、e product, including societal costs. Full private costing means that only private costs are assigned to products.8. Functional-based costing must first isolate the environmental costs and assign them to an environmental costing pool. Next, a pool rate is computed using direct labor hours or machine

8、hours (or some other unit-level driver). Finally, the rate is used to assign environmental costs to products based on their usage of direct labor hours or machine hours. The approach breaks down when there is product diversity because unit-level drivers would not likely reflect the environmental res

9、ources being consumed by each product.9. Activity-based costing first identifies environmental activities and determines the cost of each activity. Next, activity rates are computed. Finally, environmental costs are assigned to each product based on their consumption of individual environmental acti

10、vities.10. The environmental cost per unit of product signals two things. First, it indicates how much opportunity exists for improving environmental and economic performance. Second, it is a measure of the relative cleanliness of products. The “more dirty” products should receive greater attention

11、than the ones that are “more clean.”11. Life-cycle assessment is an approach that identifies the environmental consequences of a product through its entire life cycle and then searches for opportunities to obtain environmental improvements.12. The environmentally important life-cycle stages of a pro

12、duct are resource extraction, product manufacture, product use, and recycling and disposal.13. The three steps of life-cycle assessment are inventory analysis, impact analysis, and improvement analysis. Inventory analysis specifies the materials and inputs needed and the resulting environmental rele

13、ases in the form of solid, liquid, and gaseous residues. Impact analysis assesses the envi-ronmental effects of competing designs and provides a relative ranking of those effects. Improvement analysis has the objective of reducing the environmental impacts revealed by the inventory and impact steps.

14、14. Life-cycle costing improves life-cycle assessment by assigning economic consequences to the environmental impacts identified in the inventory and impact steps. Assessing the financial consequences allows competing designs to be compared on a common measure, allowing an environmental ranking of c

15、ompeting designs.15. The justification for adding an environmental perspective to the Balanced Scorecard is based on the concept of ecoefficiency. If ecoefficiency is a valid concept, then adding an environmental perspective is legitimate because improving environmental performance can be the source

16、 of a competitive advantage.16. The five core objectives of the environmental perspective are: (1) to minimize the use of hazardous materials; (2) to minimize the use of raw or virgin materials; (3) to minimize energy requirements for production and use of the product; (4) to minimize the release of

17、 solid, liquid, and gaseous residues; and (5) to maximize opportunities to recycle.17. Minimizing the use of raw materials is an environmental issue because many raw materials are limited in quantity and are nonrenewable. For example, only a finite amount of petroleum reserves exists. Thus, conserv-

18、ing their use ensures that future generations will have access to them.18. Possible measures for minimizing the release of residues include pounds of toxic materials, cubic meters of effluents, tons of greenhouse gases produced, and percentage reduction of packaging materials.19. Agree. Assuming the

19、 concept of ecoefficiency is valid, then all environmental failure activities should be classified as nonvalue-added. These activities represent the consequences of inefficient production approaches, and adopting more efficient approaches can eliminate the need for these types of activities.20. Desi

20、gn for the environment means that efforts are made to design products and processes to minimize environmental degradation. This approach covers the entire life cycle and affects products, processes, materials, energy, and recycling.21. The value of financial measures of environmental performance is

21、easy to identify: environmental improvements should produce significant and favorable financial consequences. If ecoefficient decisions are being made, then environmental costs should decrease as environmental performance improves. Examples of financial measures include hazardous materials as a perc

22、entage of total materials cost, cost of energy usage (and the trend), total internal failure costs, total external failure costs, prevention costs, and detection costs. Exercises121 1. e 2. e 3. b 4. a 5. d 6. c 7. d 8. e 1221. The idea that economic efficiency is equivalent to pollution is a myth.

23、Quite the opposite appears to be true. Ecoefficiency means that more goods and services can be produced while simultaneously reducing negative environmental impacts. Ecological and economic performance can and should be complementary. Several factors support this view. First, customers are demanding

24、 cleaner products. Second, better employees prefer to work for environmentally clean firms. Third, environmentally responsible firms tend to capture external benefits such as lower cost of capital and lower insurance rates. Fourth, improving environmental performance produces significant social bene

25、fits and enhances the ability to sell products and services. Fifth, improving environmental performance awakens within managers a need to innovate. Sixth, improving environmental performance reduces environmental costs and may create a competitive advantage.2. Sustainable development is development

26、that meets the needs of the present without compromising the ability of future generations to meet their needs. To believe that the state has exclusive responsibility for solving environmental problems and fostering sustainable development ignores the role of ecoefficiency. If improving environmenta

27、l performance improves economic efficiency, then firms have an incentive to solve environmental problems. Ecoefficiency is compatible with, and supportive of, sustainable development. Assuming that ecological and economic efficiency are compatible, then the role of government is to encourage and fos

28、ter the market forces that will lead to improved environmental quality.1231. External failure costs for the environmental model are made up of two categories: those paid for by the firm and those paid for by a third party (society). In the TQM model, all external failure costs are assumed to be paid

29、 for by the firm.2. The external failure cost curve is simply the horizontal axis because the firm pays for nothing. The total cost curve is the control cost curve (the sum of preventive and detection costs). The incentive is to degrade as much as possible to lower control costs. Thus, the optimal o

30、perating point from the firms perspective is total pollution because all external failure costs are paid for by someone else. Ecoefficiency has no meaning in this extreme case. The role of government here is to convert the externalities to private costs. Regulation is required to enable ecoefficienc

31、yto make it an operable concept. 124 1. Prevention (SD) 2. Prevention (SD) 3. Internal failure (SD) 4. External failure (societal) 5. Detection (SD) 6. Prevention (SD) 7. Internal failure 8. External failure (societal) 9. Detection (SD) 10. External failure (societal) 11. Prevention (SD) 12. Externa

32、l failure (private) 13. Internal failure (SD) 14. Detection (SD) 15. Internal failure 16. Detection (SD)1251. Mallette Pharmaceuticals Environmental Cost Report For the Year Ended December 31, 2006 Environmental Costs Percentage* Prevention costs: Environmental studies $ 120,000 Environmental training 75,000 $ 195,000 0.33% Detection costs: Testing for contamination $ 600,000 Verifying suppliers 60,000 660,000 1.10 Internal failure: Treating toxic waste $ 4,800,000 Operating equipment 840,000 M