Managerial objectives

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  • Learning objectives in this chapter: Explain why companies develop control systems for employees, summarize how to design a basic bureaucratic control system, describe the purposes for using budgets as a control device, define basic types of financial statements and financial ratios used as controls, list procedures for implementing effective control systems

    ppt15p tangtuy02 08-03-2016 80 2   Download

  • This chapter explores how budgets can be adjusted so that meaningful comparisons to actual costs can be made. This chapter include objectives: Prepare a flexible budget, prepare a report showing activity variances, prepare a report showing revenue and spending variances, prepare a performance report that combines activity variances and revenue and spending variances, prepare a flexible budget with more than one cost driver, understand common errors made in preparing performance reports based on budgets and actual results.

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  • Chapter 7A - ABC action analysis. After studying this chapter, you should be able to: assign costs to a cost object using a second-stage allocation, use activity-based costing to compute product and customer margins, prepare an action analysis report using activity-based costing data and interpret the report.

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  • Chapter 9 - Flexible budgets and performance analysis. This chapter explores how budgets can be adjusted so that meaningful comparisons to actual costs can be made. This chapter include objectives: Prepare a flexible budget, prepare a report showing activity variances, prepare a report showing revenue and spending variances, prepare a performance report that combines activity variances and revenue and spending variances,...

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  • After reading this chapter, you will be able to: Define management and explain its role in the achievement of organizational objectives, describe the major functions of management, distinguish among three levels of management and the concerns of managers at each level, specify the skills managers need in order to be successful, summarize the systematic approach to decision making used by many business managers, recommend a new strategy to revive a struggling business.

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  • Chapter 10 provides knowledge of long-term liabilities. In this chapter, the learning objectives are: Explain the types and payment patterns of notes, compare bond financing with stock financing, assess debt features and their implications, compute the debt-to-equity ratio and explain its use, prepare entries to record bond issuance and interest expense, compute and record amortization of bond discount, compute and record amortization of bond premium, record the retirement of bonds,...

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  • Chapter 1 - The changing role of managerial accounting in a dynamic business environment. In this chapter you will: Define managerial accounting and describe its role in the management process; explain four fundamental management processes that help organizations attain their goals; list and describe five objectives of managerial accounting activity;...

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  • This chapter explains the differences and similarities between financial and managerial accounting. It also explains how managers need to rely upon different classifications of costs for different purposes. The four main purposes emphasized in this chapter include preparing external financial reports, predicting cost behavior, assigning costs to cost objects, and making business decisions.

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  • In this chapter, the learning objectives are: explain how changes in activity affect contribution margin and net operating income, prepare and interpret a cost-volume-profit (CVP) graph and a profit graph, use the contribution margin ratio (CM ratio) to compute changes in contribution margin and net operating income resulting from changes in sales volume.

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  • Chapter 12 - Dividend policy. In this chapter, the learning objectives are: Understand cash dividend payment procedures, the tax treatment of dividends, and the role of dividend reinvestment plans; describe the residual theory of dividends and the key arguments with regard to dividend irrelevance and relevance.

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  • Chương 14 - Current liabilities management. In this chapter, the learning objectives are: Review the key components of credit terms, accounts payable, and the procedures for analyzing them; understand the effects of stretching accounts payable on their cost and the use of accruals; describe interest rates and the basic types of unsecured bank sources of short-term loans;...

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  • Principles of Marketing takes a practical, managerial approach to marketing. Continuing with tradition, it is rich in topical examples and applications that show the major decisions that marketing managers face in their efforts to balance an organisation’s objectives and resources against needs and opportunities in the global marketplace. The Fourth Edition has changed to reflect marketing’s ever changing challenges. All preview cases, marketing insights and end of chapter cases are revised or completely changed to embrace the growth in e-commerce.

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  • Chapter 4. Evaluating Opportunities in the Changing Marketing Environment. When You Finish This Chapter, You Should: 1. Know the variables that shape the environment of marketing strategy planning. 2. Understand why company objectives are important in guiding marketing strategy planning.

    pdf32p leslie88 18-09-2010 74 33   Download

  • Chapter 17. Pricing Objectives and Policies. When You Finish This Chapter, You Should: 1. Understand how pricing objectives should guide strategy planning for pricing decisions. 2. Understand choices the marketing manager must make about price flexibility.

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  • Chapter 16. Advertising and Sales Promotion. When You Finish This Chapter, You Should: 1. Understand why a marketing manager sets specific objectives to guide the advertising effort. 2. Understand when the various kinds of advertising are needed.

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  • The dominant model of the ¢rm in Western economies is the limited liability company owned by shareholders, but the form varies signi¢cantly between countries. In some countries the control rights of the owners are limited by powers given to stakeholders who may share in the appointment and supervision of managers and in the determination of the enterprise’s objectives. In Germany, for example, large companies recognize the role of workers and other groups by giving them half the positions on the supervisory board that oversees the management board (Douma 1997).

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  • Chapter 11. Place and Development of Channel Systems. When You Finish This Chapter, You Should: 1. Understand what product classes suggest about Place objectives. 2. Understand why some firms use direct channel systems while others rely on intermediaries and indirect systems.

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  • Decision making lies at the heart of most important business and government problems.

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  • Planning involves selecting a course of action and specifying how the action will be implemented. The first step in planning is to identify the various alternatives. Next, the alternative that does the best job of furthering the organization’s objectives is selected. Management’s plans are usually expressed in budgets. Typically, budgets are prepared annually under the direction of the controller, who is the manager of the accounting department.

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  • There are many different types of organisation, none of them necessarily the best or the worst but all geared towards enabling an organisation to achieve its objectives as quickly, easily and inexpensively as possible. Most management writers have offered differing views on which types of organisation can work best in which contexts. All these views are valid but some may not be as appropriate to certain kinds of organisation as others.

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