,Solution manual for Managerial Accounting
3rd by Charles E. Davis
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, Chapter 1 – Accounting as a Tool for Management
1
Accounting as a Tool for
R
PTE
CHA
Management
Learning Objectives
1. Define managerial accounting. (Unit 1.1)
2. Describe the differences between managerial and financial accounting. (Unit 1.1)
3. List and describe the four functions of managers. (Unit 1.1)
4. Explain how the selection of a particular business strategy determines the information that
managers need to run an organization effectively. (Unit 1.2)
5. Discuss the importance of ethical behavior in managerial accounting. (Unit 1.3)
Summary of End of Chapter Material
Difficulty: E = Easy, M = Moderate, D = Difficult
Bloom: K = Knowledge, C = Comprehension, AP = Application, AN = Analysis, S = Synthesis, E = Evaluation
AACSB: A = Analytic, C = Communication, E = Ethics
AICPA FN: DM = Decision modeling, RA = Risk Analysis, M = Measurement, R = Reporting, RS = Research, T = Technology
AICPA PC: C = Communication, I = Interaction, L = Leadership, P = Professional demeanor, PM = Project Management,
PS = Problem Solving and Decision Making, T = Technology
IMA: BA = Business applications, BP = Budget Preparation, CM = Cost Management, DA = Decision Analysis,
PM = Performance Measurement, R = Reporting, SP = Strategic Planning
Item L. O.
Difficulty Minutes to Bloom’s AACSB AICPA AICPA IMA Ethics
Level Complete Taxonomy FN PC Coverage
GUIDED UNIT PREPARATION
Unit 1.1
1 1 E 2 K C R C R
2 2 E 2 K C R C R
3 2 E 2 K C R C R
4 2 M 5-10 C C R C R
5 3 E 5-7 K C R C DA
Unit 1.2
1 4 M 4 C A R C PM, SP
2 4 D 5-7 C A R C SP
Unit 1.3
1 5 M 4 C E R C BA a
2 5 M 4 C, E A, E R C BA a
EXERCISES
1-1 1 M 12 AP A DM PS DA
1-2 2 D 10-15 AP C R C R
1-3 3 D 10-12 C A R C DA
1-4 4 M 12 AP A M PS SP
1-5 4 D 15-20 S, AN A DM PS DA,SP
1-6 4 M 10-15 C C R C PM
1-7 5 D 20 AP, AN A, E R C BA a
PROBLEMS
1-8 1, 3, M 15-20 AP, AN A DM PS DA, SP
4
1-1
,Solutions for Davis & Davis, Managerial Accounting, 3rd ed.
Item L. O. Difficulty Minutes to Bloom’s AACSB AICPA AICPA IMA Ethics
Level Complete Taxonomy FN PC Coverage
1-9 5 M 15-20 C, AN E R C BA a
CASES
1-10 3 M 15-20 S, AN A DM PS DA, SP
1-11 5 D 15-20 AN, E A, E R C BA a
1-2
, Chapter 1 – Accounting as a Tool for Management
SOLUTIONS TO GUIDED UNIT PREPARATION
Unit 1.1
1. Managerial accounting is the generation of relevant information to
support managers’ decision making activities.
2. The primary users of financial accounting are decision makers who
are external to the organization. These decision makers might
include investors, creditors, banks, and financial analysts.
3. The primary users of managerial accounting are managers within the
organization. These managers may be in any department, such as
marketing, operations, finance, human resources, and research and
development.
4.
Managerial Accounting Information Financial Accounting Information
Prepared for internal managers Prepared for external users
Not subject to mandated rules Must follow GAAP
Focuses on segments of the Focuses on the organization
organization, such as product as a whole
lines, regions, and divisions
Uses results of past Reports results of past
performance to project future performance
results
Prepared as needed to meet Prepared after the end of the
decision requirements accounting period
Timeliness is not sacrificed for Emphasis is on accuracy
absolute accuracy rather than timeliness
5. Planning means setting a direction for the organization. Long-term,
or strategic planning, provides direction for a five- to ten-year period.
Short-term, or operational planning, provides more detailed guidance
for the coming year; it translates the company’s strategy into action
steps. Controlling is the monitoring of day-to-day operations to
identify any problems that require corrective action. Evaluating is
the process of comparing a particular period’s actual results to
planned results, for the purpose of assessing managerial
performance. Decision making means choosing between
alternative courses of action.
1-3
,Solutions for Davis & Davis, Managerial Accounting, 3rd ed.
Unit 1.2
1. Information is used by managers to monitor progress toward the
corporate strategy. The information provides feedback about how
well the strategy is being implemented. The balanced scorecard is
one tool that assists managers in using information to assist in
achieving corporate strategy.
2. Decision making activities should be made to move the organization
toward a particular strategy, and the accounting information used by
decision makers will change depending on the organization’s
strategy. For example, an organization following a product
differentiation strategy will want information on quality, while for a
low-cost production strategy, production processes will be monitored
to focus on lowering costs. Using information that does not assist in
monitoring strategy achievement is wasted effort, since it does not
move the organization toward its desired goals.
Unit 1.3
1. A code of conduct provides employees guidance in how to act. It
provides a means for managers to communicate the importance of
ethical behavior to all employees and assists in establishing a
corporate culture of ethical behavior. The Sarbanes-Oxley Act
requires all publicly-traded companies to have a code of conduct or to
publish a disclosure explaining why no code has been adopted.
2. An employee’s unethical behavior can have a number of effects on
an organization. As employees witness such behavior without
managerial intervention, the unethical behavior may appear
acceptable and spread to other employees. Such an infection of
unethical behavior will increase its occurrence. As recent events
such as Enron illustrate, an employee’s unethical behavior can
destroy an entire organization.
SOLUTIONS TO EXERCISES
1-4
, Chapter 1 – Accounting as a Tool for Management
Exercise 1-1
Student responses will vary depending on the position they choose. The
following is one example of a solution a student might give.
Position: Sales manager for a consumer products company
Decision Information Needed
What price to charge for a Cost to produce one unit of product,
new product demand for the product, production
capacity, availability of required
materials
Number of units that must Current price per unit, fixed costs,
be sold to break even variable costs
Whether to run a new Current sales volume, expected
advertising campaign increase in sales volume, sales
price, unit cost, expected cost of
advertising campaign
Exercise 1-2
a. managerial – focus is on reducing cost in an operating segment
b. financial – focus is on reporting quarterly financial data of the
organization as a whole
c. financial – focus is on GAAP-based principles
d. managerial – focus is on monitoring performance of an operating
segment with a balanced scorecard
1-5
,Solutions for Davis & Davis, Managerial Accounting, 3rd ed.
Exercise 1-3
a. planning
b. evaluating
c. controlling
d. decision making
e. evaluating
f. planning
g. evaluating
Exercise 1-4
a. The focus should be on information about this particular store, such
as its sales and operating income. Customer satisfaction and
employee turnover at this store are other measures to consider.
b. The focus should be on information about the region, such as
financial data for all the stores in the region. The same information
examined for individual stores can be examined for the entire region.
Elements of the region’s supply chain may also be considered.
c. The focus should be on information about the entire company. The
same information examined for individual stores and regions can be
examined for the entire company. The executive vice president of
operations should be monitored in relation to the performance of all
the divisions as a whole.
1-6
, Chapter 1 – Accounting as a Tool for Management
Exercise 1-5
Student response will vary. The supply chain should run from raw materials to end user.
The following supply chain for a newspaper is one example.
Tree farm Timber Paper Mill Publisher/ Independent End
Harvester Printer Carrier Customer
Supply Chain Partner Decisions affecting other partners
Tree farm Variety of trees to plant, number of acres to plant
Timber harvester Timing of timber harvest, choice of delivery method
Paper mill Paper grades to produce, quantity of paper to produce
Publisher/Printer Price charged per newspaper, choice of acceptable retail outlets
Independent carrier Pick-up and delivery time
End customer Desired days of delivery
1-7
, Solutions for Davis & Davis, Managerial Accounting, 3rd ed.
Exercise 1-6
a. learning and growth
b. customer
c. financial
d. internal business processes
e. internal business processes
f. customer
g. learning and growth
h. customer
i. financial
j. financial
Exercise 1-7
a. competence, credibility, integrity
b. confidentiality
c. competence, integrity, credibility
d. integrity, credibility
SOLUTIONS TO PROBLEMS
Problem 1-8
a. Managerial accounting information can be useful when growing a
business. The information obtained can be used in the areas of
planning, controlling, evaluating, and ultimately for decision making.
John can use managerial information to predict out-of-state demand,
additional costs to meet this new demand, and the income generated
by the new demand. After sales are made, John will be able to
assess whether making out-of-state sales is as profitable as he
expected.
b. One important decision that John would need to make is how much to
grow his business. In what areas and by how much should he
increase capacity of operations? John would need to decide what
type of strategy, product differentiation versus low-cost production, to
1-8
3rd by Charles E. Davis
Hello all ,
We have all what you need with best price
Our email :
Our website :
testbanks-store.com
, Chapter 1 – Accounting as a Tool for Management
1
Accounting as a Tool for
R
PTE
CHA
Management
Learning Objectives
1. Define managerial accounting. (Unit 1.1)
2. Describe the differences between managerial and financial accounting. (Unit 1.1)
3. List and describe the four functions of managers. (Unit 1.1)
4. Explain how the selection of a particular business strategy determines the information that
managers need to run an organization effectively. (Unit 1.2)
5. Discuss the importance of ethical behavior in managerial accounting. (Unit 1.3)
Summary of End of Chapter Material
Difficulty: E = Easy, M = Moderate, D = Difficult
Bloom: K = Knowledge, C = Comprehension, AP = Application, AN = Analysis, S = Synthesis, E = Evaluation
AACSB: A = Analytic, C = Communication, E = Ethics
AICPA FN: DM = Decision modeling, RA = Risk Analysis, M = Measurement, R = Reporting, RS = Research, T = Technology
AICPA PC: C = Communication, I = Interaction, L = Leadership, P = Professional demeanor, PM = Project Management,
PS = Problem Solving and Decision Making, T = Technology
IMA: BA = Business applications, BP = Budget Preparation, CM = Cost Management, DA = Decision Analysis,
PM = Performance Measurement, R = Reporting, SP = Strategic Planning
Item L. O.
Difficulty Minutes to Bloom’s AACSB AICPA AICPA IMA Ethics
Level Complete Taxonomy FN PC Coverage
GUIDED UNIT PREPARATION
Unit 1.1
1 1 E 2 K C R C R
2 2 E 2 K C R C R
3 2 E 2 K C R C R
4 2 M 5-10 C C R C R
5 3 E 5-7 K C R C DA
Unit 1.2
1 4 M 4 C A R C PM, SP
2 4 D 5-7 C A R C SP
Unit 1.3
1 5 M 4 C E R C BA a
2 5 M 4 C, E A, E R C BA a
EXERCISES
1-1 1 M 12 AP A DM PS DA
1-2 2 D 10-15 AP C R C R
1-3 3 D 10-12 C A R C DA
1-4 4 M 12 AP A M PS SP
1-5 4 D 15-20 S, AN A DM PS DA,SP
1-6 4 M 10-15 C C R C PM
1-7 5 D 20 AP, AN A, E R C BA a
PROBLEMS
1-8 1, 3, M 15-20 AP, AN A DM PS DA, SP
4
1-1
,Solutions for Davis & Davis, Managerial Accounting, 3rd ed.
Item L. O. Difficulty Minutes to Bloom’s AACSB AICPA AICPA IMA Ethics
Level Complete Taxonomy FN PC Coverage
1-9 5 M 15-20 C, AN E R C BA a
CASES
1-10 3 M 15-20 S, AN A DM PS DA, SP
1-11 5 D 15-20 AN, E A, E R C BA a
1-2
, Chapter 1 – Accounting as a Tool for Management
SOLUTIONS TO GUIDED UNIT PREPARATION
Unit 1.1
1. Managerial accounting is the generation of relevant information to
support managers’ decision making activities.
2. The primary users of financial accounting are decision makers who
are external to the organization. These decision makers might
include investors, creditors, banks, and financial analysts.
3. The primary users of managerial accounting are managers within the
organization. These managers may be in any department, such as
marketing, operations, finance, human resources, and research and
development.
4.
Managerial Accounting Information Financial Accounting Information
Prepared for internal managers Prepared for external users
Not subject to mandated rules Must follow GAAP
Focuses on segments of the Focuses on the organization
organization, such as product as a whole
lines, regions, and divisions
Uses results of past Reports results of past
performance to project future performance
results
Prepared as needed to meet Prepared after the end of the
decision requirements accounting period
Timeliness is not sacrificed for Emphasis is on accuracy
absolute accuracy rather than timeliness
5. Planning means setting a direction for the organization. Long-term,
or strategic planning, provides direction for a five- to ten-year period.
Short-term, or operational planning, provides more detailed guidance
for the coming year; it translates the company’s strategy into action
steps. Controlling is the monitoring of day-to-day operations to
identify any problems that require corrective action. Evaluating is
the process of comparing a particular period’s actual results to
planned results, for the purpose of assessing managerial
performance. Decision making means choosing between
alternative courses of action.
1-3
,Solutions for Davis & Davis, Managerial Accounting, 3rd ed.
Unit 1.2
1. Information is used by managers to monitor progress toward the
corporate strategy. The information provides feedback about how
well the strategy is being implemented. The balanced scorecard is
one tool that assists managers in using information to assist in
achieving corporate strategy.
2. Decision making activities should be made to move the organization
toward a particular strategy, and the accounting information used by
decision makers will change depending on the organization’s
strategy. For example, an organization following a product
differentiation strategy will want information on quality, while for a
low-cost production strategy, production processes will be monitored
to focus on lowering costs. Using information that does not assist in
monitoring strategy achievement is wasted effort, since it does not
move the organization toward its desired goals.
Unit 1.3
1. A code of conduct provides employees guidance in how to act. It
provides a means for managers to communicate the importance of
ethical behavior to all employees and assists in establishing a
corporate culture of ethical behavior. The Sarbanes-Oxley Act
requires all publicly-traded companies to have a code of conduct or to
publish a disclosure explaining why no code has been adopted.
2. An employee’s unethical behavior can have a number of effects on
an organization. As employees witness such behavior without
managerial intervention, the unethical behavior may appear
acceptable and spread to other employees. Such an infection of
unethical behavior will increase its occurrence. As recent events
such as Enron illustrate, an employee’s unethical behavior can
destroy an entire organization.
SOLUTIONS TO EXERCISES
1-4
, Chapter 1 – Accounting as a Tool for Management
Exercise 1-1
Student responses will vary depending on the position they choose. The
following is one example of a solution a student might give.
Position: Sales manager for a consumer products company
Decision Information Needed
What price to charge for a Cost to produce one unit of product,
new product demand for the product, production
capacity, availability of required
materials
Number of units that must Current price per unit, fixed costs,
be sold to break even variable costs
Whether to run a new Current sales volume, expected
advertising campaign increase in sales volume, sales
price, unit cost, expected cost of
advertising campaign
Exercise 1-2
a. managerial – focus is on reducing cost in an operating segment
b. financial – focus is on reporting quarterly financial data of the
organization as a whole
c. financial – focus is on GAAP-based principles
d. managerial – focus is on monitoring performance of an operating
segment with a balanced scorecard
1-5
,Solutions for Davis & Davis, Managerial Accounting, 3rd ed.
Exercise 1-3
a. planning
b. evaluating
c. controlling
d. decision making
e. evaluating
f. planning
g. evaluating
Exercise 1-4
a. The focus should be on information about this particular store, such
as its sales and operating income. Customer satisfaction and
employee turnover at this store are other measures to consider.
b. The focus should be on information about the region, such as
financial data for all the stores in the region. The same information
examined for individual stores can be examined for the entire region.
Elements of the region’s supply chain may also be considered.
c. The focus should be on information about the entire company. The
same information examined for individual stores and regions can be
examined for the entire company. The executive vice president of
operations should be monitored in relation to the performance of all
the divisions as a whole.
1-6
, Chapter 1 – Accounting as a Tool for Management
Exercise 1-5
Student response will vary. The supply chain should run from raw materials to end user.
The following supply chain for a newspaper is one example.
Tree farm Timber Paper Mill Publisher/ Independent End
Harvester Printer Carrier Customer
Supply Chain Partner Decisions affecting other partners
Tree farm Variety of trees to plant, number of acres to plant
Timber harvester Timing of timber harvest, choice of delivery method
Paper mill Paper grades to produce, quantity of paper to produce
Publisher/Printer Price charged per newspaper, choice of acceptable retail outlets
Independent carrier Pick-up and delivery time
End customer Desired days of delivery
1-7
, Solutions for Davis & Davis, Managerial Accounting, 3rd ed.
Exercise 1-6
a. learning and growth
b. customer
c. financial
d. internal business processes
e. internal business processes
f. customer
g. learning and growth
h. customer
i. financial
j. financial
Exercise 1-7
a. competence, credibility, integrity
b. confidentiality
c. competence, integrity, credibility
d. integrity, credibility
SOLUTIONS TO PROBLEMS
Problem 1-8
a. Managerial accounting information can be useful when growing a
business. The information obtained can be used in the areas of
planning, controlling, evaluating, and ultimately for decision making.
John can use managerial information to predict out-of-state demand,
additional costs to meet this new demand, and the income generated
by the new demand. After sales are made, John will be able to
assess whether making out-of-state sales is as profitable as he
expected.
b. One important decision that John would need to make is how much to
grow his business. In what areas and by how much should he
increase capacity of operations? John would need to decide what
type of strategy, product differentiation versus low-cost production, to
1-8
