Professional Documents
Culture Documents
Study Objectives
Questions
Brief
Exercises
Exercises
A
Problems
B
Problems
1, 2
3, 4, 5
1, 2
1, 2, 8
3A
3B
6, 7, 8, 9,
10, 11, 12
3, 4, 5
1, 3, 4, 5,
6, 7, 8, 9,
10
1A, 2A, 3A
1B, 2B, 3B
11
6A
19
7, 9, 12
20, 21
13, 14
4A
4B
22, 23, 24
8, 9, 10
5A
5B
25, 26
11, 12
18, 19
7A
*Note: All asterisked Questions, Exercises, and Problems relate to material contained in the appendix
to the chapter.
10-1
Description
Difficulty
Level
Time
Allotted (min.)
Simple
2030
Moderate
3040
Simple
2030
1A
2A
3A
4A
Moderate
2030
5A
Moderate
4050
6A
Moderate
4050
Moderate
3545
Simple
2030
Moderate
3040
Simple
2030
*7A
1B
2B
3B
4B
Moderate
2030
5B
Moderate
4050
10-2
10-3
E10-18
E10-19
P10-7A
E10-15 E10-17
E10-16
E10-17
E10-13
P10-4A
P10-4B
P10-3A
P10-1B
P10-3B
Synthesis
P10-5A
P10-5B
BE10-3
E10-8
P10-2A
P10-2B
E10-8
Evaluation
BE10-11
BE10-12
BE10-8
BE10-9
BE10-10
E10-14
Q10-22
Q10-23
Q10-24
BE10-7
E10-14
Q10-20
Q10-21
Q10-25
Q10-26
P10-6A
Q10-17 E10-11
Q10-18
Q10-24
E10-12
E10-7 BE10-5
E10-9 E10-4
E10-10 E10-6
P10-1A
Q10-11
BE10-4
E10-3
E10-5
BE10-6
E10-7
E10-9
E10-2 P10-3A
P10-3B
Analysis
Q10-5 BE10-1
BE10-2
Application
Q10-19
Q10-6
Q10-7
Q10-8
Q10-10
Q10-9
Q10-12
E10-1
Q10-3
Q10-4
E10-1
Q10-1
Q10-2
E10-1
Knowledge Comprehension
Study Objective
Correlation Chart between Blooms Taxonomy, Study Objectives and End-of-Chapter Exercises and Problems
STUDY OBJECTIVES
1. DESCRIBE THE CONCEPT OF BUDGETARY CONTROL.
2. EVALUATE THE USEFULNESS OF STATIC BUDGET
REPORTS.
3. EXPLAIN THE DEVELOPMENT OF FLEXIBLE BUDGETS
AND THE USEFULNESS OF FLEXIBLE BUDGET
REPORTS.
4. DESCRIBE THE CONCEPT OF RESPONSIBILITY
ACCOUNTING.
5. INDICATE THE FEATURES OF RESPONSIBILITY
REPORTS FOR COST CENTERS.
6. IDENTIFY THE CONTENT OF RESPONSIBILITY
REPORTS FOR PROFIT CENTERS.
7. EXPLAIN THE BASIS AND FORMULA USED
IN EVALUATING PERFORMANCE IN INVESTMENT
CENTERS.
*8. EXPLAIN THE DIFFERENCE BETWEEN ROI AND
RESIDUAL INCOME.
10-4
CHAPTER REVIEW
Budgetary Control
1.
(S.O. 1) The use of budgets in controlling operations is known as budgetary control. Such
control takes place by means of budget reports that compare actual results with planned
objectives. The budget reports provide management with feedback on operations.
2.
3.
Budgetary control works best when a company has a formalized reporting system. The system
should
a. Identify the name of the budget report such as the sales budget or the manufacturing
overhead budget.
b. State the frequency of the report such as weekly, or monthly.
c. Specify the purpose of the report.
d. Indicate the primary recipient(s) of the report.
(S.O. 2) A static budget does not modify or adjust data regardless of changes in activity during
the year. As a result, actual results are always compared with the budget data at the activity level
used in developing the master budget.
5.
Flexible Budgets
6.
(S.O. 3) A flexible budget projects budget data for various levels of activity. The flexible budget
recognizes that the budgetary process is more useful if it is adaptable to changed operating
conditions. This type of budget permits a comparison of actual and planned results at the level of
activity actually achieved.
7.
8.
For manufacturing overhead costs, the activity index is usually the same as the index used in
developing the predetermined overhead rate; that is, direct labor hours or machine hours. For
selling and administrative expenses, the activity index usually is sales or net sales.
10-5
9.
The following formula may be used to determine total budgeted costs at any level of activity:
Total budgeted costs = Fixed costs + (Total variable cost per unit X activity level)
10.
11.
Flexible budget reports are another type of internal report produced by managerial accounting.
The flexible budget report consists of two sections: (a) production data such as direct labor hours
and (b) cost data for variable and fixed costs. It also shows differences between budget and
actual results.
12.
Management by exception means that top managements review of a budget report is focused
either entirely or primarily to differences between actual results and planned objectives. The
guidelines for identifying an exception are based on materiality and controllability.
Responsibility Accounting
13.
(S.O. 4) Responsibility accounting involves accumulating and reporting costs (and revenues,
where relevant) on the basis of the manager who has the authority to make the day-to-day
decisions about the items. A managers performance is evaluated on matters directly under that
managers control.
14.
Responsibility accounting can be used at every level of management in which the following
conditions exist:
a. Costs and revenues can be directly associated with the specific level of management
responsibility.
b. The costs and revenues are controllable at the level of responsibility with which they are
associated.
c. Budget data can be developed for evaluating the managers effectiveness in controlling the
costs and revenues.
15.
16.
17.
A cost is considered controllable at a given level of managerial responsibility if that manager has
the power to incur it within a given period of time. Costs incurred indirectly and allocated to a
responsibility level are considered to be noncontrollable at that level.
18.
A responsibility reporting system involves the preparation of a report for each level of
responsibility shown in the companys organization chart. A responsibility reporting system
permits management by exception at each level of responsibility within the organization.
10-6
19.
Responsibility centers may be classified into one of three types. A cost center incurs costs
(and expenses) but does not directly generate revenues. A profit center incurs costs (and
expenses) but also generates revenues. An investment center incurs costs (and expenses),
generates revenues, and has control over investment funds available for use.
Cost Centers
20.
(S.O. 5) A responsibility report for cost centers compares actual controllable costs with
flexible budget data. Only controllable costs are included in the report, and no distinction is made
between variable and fixed costs.
21.
Direct fixed costs or traceable costs are costs that relate specifically to a responsibility center
and are incurred for the sole benefit of the center. Indirect fixed costs or common costs pertain
to a companys overall operating activities and are incurred for the benefit of more than one profit
center.
Profit Centers
22.
(S.O. 6) A responsibility report for a profit center shows budgeted and actual controllable
revenues and costs. The report is prepared using the cost-volume-profit income statement format.
23.
24.
Investment Centers
25.
(S.O. 7) The primary basis for evaluating the performance of a manger of an investment center is
return on investment (ROI). The formula for computing return on investment is: Investment
Center Controllable Margin (in dollars) Average Investment Center Operating Assets = Return
on Investment.
a. Operating assets consist of current assets and plant assets used in operations by the
center. Nonoperating assets such as idle plant assets and land held for future use are
excluded.
b. Average operating assets are usually based on the beginning and ending cost or book
values of the assets.
26.
A manager can improve ROI by (a) increasing controllable margin or (b) reducing average
operating assets.
27.
28.
Performance evaluation is a management function that compares actual results with budget
goals. Performance evaluation includes both behavioral and reporting principles.
10-7
*Residual Income
*29. (S.O. 8) To evaluate performance using the minimum rate of return, companies use the residual
income approach. Residual income is the income that remains after subtracting from the
controllable margin the minimum rate of return on a companys average operating assets.
The residual income would be computed as follows:
Controllable
Margin
10-8
Residual
Income
LECTURE OUTLINE
A.
b.
c.
d.
TEACHING TIP
b.
c.
d.
10-9
b.
B.
TEACHING TIP
10-10
b.
Identify the variable costs, and determine the budgeted variable cost
per unit of activity for each cost.
c.
Identify the fixed costs, and determine the budgeted amount for
each cost.
d.
3. Flexible budget reports are another type of internal report. The flexible
budget report consists of two sections:
a.
b.
TEACHING TIP
Production control.
b.
Cost control.
10-11
C.
Management by Exception.
1. Management by exception means that top managements review of
a budget report is focused either entirely or primarily on differences
between actual results and planned objectives.
2. For management by exception to be effective, there must be guidelines
for identifying an exception. The usual criteria are:
D.
a.
b.
b.
c.
Budget data can be developed for evaluating the managers effectiveness in controlling the costs and revenues.
10-12
b.
Performance reports either emphasize or include only items controllable by the individual manager.
b.
Fewer costs are controllable as one moves down to each lower level
of managerial responsibility because of the managers decreasing
authority.
TEACHING TIP
a.
A cost center incurs costs (and expenses) but does not directly
generate revenues.
b.
c.
b.
c.
TEACHING TIP
10-14
E.
d.
e.
b.
c.
d.
e.
Contain only data that are controllable by the manager of the responsibility center.
b.
c.
d.
e.
10-15
10-16
20 MINUTE QUIZ
Circle the correct answer.
True/False
1.
In a static budget, the data may be modified or adjusted if activity changes more than a
specified amount during the year.
True
2.
Flexible budgets can be prepared for each of the types of budgets included in the master
budget.
True
3.
False
There are three types of responsibility centers: cost, segment, and investment.
True
10.
False
9.
False
Only controllable costs are included in a responsibility performance report, and there is
no distinction made between variable and fixed costs.
True
8.
False
The terms controllable costs and noncontrollable costs are synonymous with variable
costs and fixed costs, respectively.
True
7.
False
6.
False
Flexible budget reports consist of two sections: production data and cost data.
True
5.
False
With a flexible budget, if production increases, budget allowances for variable costs
should increase both directly and proportionately.
True
4.
False
False
The primary basis for evaluating the performance of a manager of an investment center
is return on investment.
True
False
10-17
Multiple Choice
1.
2.
The manufacturing overhead budget (1) provides the basis for computing the predetermined overhead rate for the year, and (2) is used in costing work in process and finished
goods inventories. Is the above statement true for
a. (1) only.
b. (2) only.
c. both (1) and (2).
d. neither (1) nor (2).
3.
At 40,000 direct labor hours, the flexible budget for indirect labor is $160,000. If $172,000
of indirect labor costs are incurred at 44,000 direct labor hours, the flexible budget report
should show the following difference for indirect labor.
a. $12,000 favorable.
b. $4,000 unfavorable.
c. $4,000 favorable.
d. $12,000 unfavorable.
4.
Controllable fixed costs are deducted from the contribution margin to arrive at
a. income from operations.
b. net income.
c. controllable margin.
d. realized income.
5.
10-18
ANSWERS TO QUIZ
True/False
1.
2.
3.
4.
5.
False
True
True
True
True
6.
7.
8.
9.
10.
False
True
True
False
True
Multiple Choice
1.
2.
3.
4.
5.
b.
c.
c.
c.
a.
10-19
ILLUSTRATION 10-1
BUDGETARY CONTROL REPORTING SYSTEM
Name of
Report
Frequency
Purpose
Primary
Recipient(s)
Sales
Weekly
Determine whether
sales goals are being
met
Top management
and sales manager
Labor
Weekly
Scrap
Daily
Departmental
overhead costs
Selling
expenses
Income
statement
Monthly
Determine efficient
use of materials
Control overhead
costs
Control selling
expenses
Determine whether
income objectives
are being met
Vice president of
production and
production department managers
Production manager
Monthly
Monthly and
quarterly
10-20
Department
manager
Sales manager
Top management
ILLUSTRATION 10-2
THE FLEXIBLE BUDGET
EXAMPLE COMPANY
EXAMPLE COMPANY
Flexible Manufacturing
Overhead Budget
Monthly
Per
Machine
Hour
Relevant Range
Machine hours
60,000
Variable costs:
Indirect materials
$120,000 $2.00
Indirect labor
360,000 6.00
.60
Supplies
36,000
Total variable costs 516,000 $8.60
Fixed costs:
Depreciation
Property taxes
Supervision
Total fixed costs
Total costs
4,000
$
5,000
6,000
300,000
60,000
480,000
840,000
25,000
5,000
40,000
70,000
25,000
5,000
40,000
70,000
25,000
5,000
40,000
70,000
$1,356,000
$104,400
$113,000
$121,600
$70,000 + $8.60
10-21
Activity
Level
Total
Budgeted
Cost
4,000
$104,400
5,000
$113,000
6,000
$121,600
ILLUSTRATION 10-3
FLEXIBLE BUDGET REPORT
EXAMPLE COMPANY
Manufacturing Overhead Budget Report (Flexible)
For the Month Ended October 31, 2008
Budget at Actual Cost
6,000 MH 6,000 MH
Machine hours
Variable costs:
$ 12,000
Indirect materials
36,000
Indirect labor
3,600
Supplies
51,600
Total variable costs
Fixed costs:
25,000
Depreciation
5,000
Property taxes
40,000
Supervision
70,000
Total fixed costs
$121,600
Total costs
Difference
Favorable F
Unfavorable U
$ 14,000
31,000
2,800
47,800
$2,000
5,000
800
3,800
25,000
5,000
40,000
70,000
$117,800
$3,800 F
U
F
F
F
BUDGETARY CONTROL
Determine differences
between actual and
planned results
(Periodic budget reports)
Planned
Objectives
(Budget)
Analyze differences
ILLUSTRATION 10-4
RESPONSIBILITY CENTERS
TYPE
BASIS FOR
EVALUATION
Cost Center
Incurs costs but does
not directly generate
revenues
Ability to control
costs
Report compares
actual controllable
costs with flexible
budget data
Profitability of center
Report shows
budgeted and actual
controllable revenues
and costs in a
contribution margin
format
Profitability of center
and return on
investment (ROI)
Report shows
budgeted and actual
controllable revenues
and expenses and
budgeted and actual
return on investment
Profit Center
Incurs costs and also
generates revenues
Investment Center
Incurs costs,
generates revenues,
and has control over
investment funds
PERFORMANCE
REPORT
10-23
ILLUSTRATION 10-5
RETURN ON INVESTMENT
ROI FORMULA
ROI =
Controllable Margin
Average Operating Assets
10-24