Solution manual for horngren s accounting the managerial chapters 14th edition by tracie miller A+

SOLUTION MANUAL n




Horngren's Accounting, The Managerial Chapters, 14th Edition
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By Tracie Miller-Nobles Brenda Mattison, All Chapters 1 - 9
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,Table of contents
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1. Introduction to Managerial Accounting n n n




2. Job Order Costing
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3. Process Costing n




4. Cost-Volume-Profit Analysis n




5. Master Budgets n




6. Flexible Budgets and Standard Cost Systems
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7. Cost Allocation and Responsibility Accounting
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8. Short-Term Business Decisions n n




9. Capital Investment Decisions
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,Chapter M:1 n




Introduction to Managerial Accounting n n n




Review Questions n




1. What is the primary purpose of managerial accounting?
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The primary purpose of managerial accounting is to provide information to help managers plan,direct,
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control, and make decisions.
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2. List six differences between financial accounting and managerial accounting.
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Financial accounting and managerial accounting differ on the following 6 dimensions: (1) primaryusers, (2)
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purpose of information, (3) focus and time dimension of the information, (4) rules and re- strictions, (5)
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scope of information, and (6) behavioral.
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3. Explain the difference between line positions and staff positions.
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Line positions are directly involved in providing goods or services to customers. Staff positionssupport
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line positions.
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4. Explain the differences between planning, directing, and controlling.
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Planning means choosing goals and deciding how to achieve them. Directing involves running the day-to-
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day operations of a business. Controlling is the process of monitoring operations and keepingthe company
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on track.
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5. List the four IMA standards of ethical practice and briefly describe each.
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The four IMA standards of ethical practice and a description of each follow.
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I. Competence.
Maintain an appropriate level of professional leadership and expertise by n n n n n n n n n




enhancingknowledge and skills. n n n n




Perform professional duties in accordance with relevant laws, regulations, and n n n n n n n n n




technicalstandards. n n




Provide decision support information and recommendations that are accurate, clear, concise,
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, and timely. n




Recognise and help mange risk. n n n n




II. Confidentiality.
Keep information confidential except when disclosure is authorized or legally required.
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Inform all relevant parties regarding appropriate use of confidential information. Monitor
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toensure compliance.
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Refrain from using confidential information for unethical or illegal advantage.
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III. Integrity.
Mitigate actual conflicts of interest. Regularly communicate with business associates to
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avoidapparent conflicts of interest. Advise all parties of any potential conflicts.
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Refrain from engaging in any conduct that would prejudice carrying out duties ethically.
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Abstain from engaging in or supporting any activity that might discredit the profession.
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Contribute to a positive ethical culture and place integrity of the profession above n n n n n n n n n n n n




personalinterest.
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5, cont.
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IV. Credibility.
Communicate information fairly and objectively. n n n n




Provide all relevant information that could reasonably be expected to influence an intendeduser’s
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understanding of the reports, analyses, or recommendations.
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Report any delays or deficiencies in information, timeliness, processing, or internal controlsin
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conformance with organization policy and/or applicable law.
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Communicate any professional limitations or other constraints that would preclude responsi-ble n n n n n n n n n n n




judgment or successful performance of an activity.
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6. Describe a service company and give an example.
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Service companies sell time, skills, and knowledge. Examples of service companies include phone service
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companies, banks, cleaning service companies, accounting firms, law firms, medical physi- cians, and
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online auction services.
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7. Describe a merchandising company and give an example.
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Merchandising companies resell products they buy from suppliers. Merchandisers keep an inventoryof
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products, and managers are accountable for the purchasing, storage, and sale of the products. Ex- amples of
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merchandising companies include toy stores, grocery stores, and clothing stores.
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8. How do manufacturing companies differ from merchandising companies?
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Merchandising companies resell products they previously bought from suppliers, whereas manufac- turing
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companies use labor, equipment, supplies, and facilities to convert raw materials into new fin-ished
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products. In contrast to merchandising companies, manufacturing companies have a broad range of
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production activities that require tracking costs on three kinds of inventory.
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