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| Managerial Accounting | |
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| Costs Are Key | |
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| Managerial Accounting Basics | |
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| Comparing Managerial and Financial Accounting | |
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| Management Functions | |
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| Organizational Structure | |
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| Business Ethics | |
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| Managerial Cost Concepts | |
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| Manufacturing Costs | |
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| Product versus Period Costs | |
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| Prime Costs and Conversion Costs | |
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| Manufacturing Costs in Financial Statements | |
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| Income Statement | |
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| Balance Sheet | |
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| Cost Concepts-A Review | |
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| Managerial Accounting Today | |
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| Service Industry Trends | |
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| Managerial Accounting Practices | |
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| Job-Order Cost Accounting | |
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| Print on Demand | |
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| Cost Accounting Systems | |
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| Job-Order Cost System | |
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| Process Cost System | |
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| Job-Order Cost Flow | |
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| Accumulating Manufacturing Costs | |
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| Assigning Manufacturing Costs to Work in Process | |
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| Assigning Costs to Finished Goods | |
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| Assigning Costs to Cost of Goods Sold | |
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| Summary of Job-Order Cost Flows | |
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| Reporting Job Cost Data | |
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| Underapplied or Overapplied Manufacturing Overhead | |
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| Cost of Goods Sold Method | |
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| Proration Method | |
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| Process Cost Accounting | |
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| Sweets Worth Waiting For | |
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| The Nature of Process Cost Systems | |
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| Uses of Process Cost Systems | |
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| Similarities and Differences between Job-Order | |
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| Cost and Process Cost Systems | |
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| Process Cost Flow | |
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| Assignment of Manufacturing Costs-Journal Entries | |
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| Equivalent Units | |
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| Weighted-Average Method | |
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| Refinements on the Weighted-Average Method | |
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| Production Cost Report | |
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| Comprehensive Example of Process Costing Using Weighted- Average Method | |
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| Calculate the Physical Unit Flow (Step 1) | |
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| Calculate Equivalent Units of Production (Step 2) | |
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| Calculate Unit Production Costs (Step 3) | |
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| Prepare a Cost Reconciliation Schedule (Step 4) | |
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| Preparing the Production Cost Report | |
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| Calculate Equivalent Units for a Sequential Process Setting | |
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| Costing Systems-Final Comments Appendix 3A-FIFO Method | |
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| Activity-Based Costing | |
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| Storage Solutions | |
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| Traditional Costing and Activity-Based Costing | |
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| Traditional Costing Systems | |
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| The Need for a New Approach | |
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| Activity-Based Costing | |
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| Illustration of Traditional Costing versus ABC | |
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| Unit Costs under Traditional Costing | |
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| Unit Costs under ABC | |
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| Comparing Unit Costs | |
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| Activity-Based Costing: A Closer Look | |
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| Benefits of ABC | |
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| Limitations of ABC | |
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| When to Use ABC | |
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| Value-Added versus Non-Value-Added Activities | |
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| Classification of Activity Levels | |
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| Activity-Based Costing in Service Industries | |
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| Traditional Costing Example | |
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| Activity-Based Costing Example | |
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| Decision-Making: Cost-Volume-Profit | |
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| Balancing Profits and Losses | |
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| Cost Behaviour Analysis | |
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| Variable Costs | |
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| Fixed Costs | |
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| Relevant Range | |
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| Mixed Costs | |
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| Importance of Identifying Variable and Fixed Costs | |
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| Cost-Volume-Profit Analysis | |
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| Variable Costs 194 | |
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| Fixed Costs 195 | |
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| Relevant Range 196 | |
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| Mixed Costs 197 | |
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| Importance of Identifying Variable and Fixed Costs | |
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| Cost-Volume-Profit Analysis | |
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| Basic Components | |
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| CVP Income Statement | |
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| Break-Even Analysis | |
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| Target Net Income | |
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| Target Net Income after Tax | |
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| Margin of Safety | |
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| CVP and Changes in the Business Environment | |
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| Cost Structure and Operating Leverage | |
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| Appendix 5A-CVP Analysis: Multiple-Product Setting (Sales Mix) | |
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| Incremental Analysis | |
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| Incremental Analysis Leaving It to the Experts | |
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| Management's Decision-Making Process | |
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| Incremental-Analysis Approach | |
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| How Incremental Analysis Works | |
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| Types of Incremental Analysis | |
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| Accept an Order at a Special Price | |
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| Make or Buy | |
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| Sell or Process Further | |
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| Keep or Replace Equipment | |
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| Eliminate an Unprofitable Segment | |
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| Limited Resources | |
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| Other Considerations in Decision-Making | |
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| Qualitative Factors | |
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| Relationship of Incremental Analysis and Activity-Based Costing | |
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| Variable Costing: A Decision-Making Perspective | |
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| No Fishy Business in Tracking Costs | |
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| Absorption Costing versus Variable Costing | |
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| Illustration Comparing Absorption Costing and Variable Costing | |
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| An Extended Example | |
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| Decision-Making Concerns | |
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| Potential Advantages of Variable Costing | |
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| Pricing | |
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| Strategy in the Skies | |
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| External Sales | |
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| Target Costing | |
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| Cost-Plus Pricing | |
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| Limitations of Cost-Plus Pricing | |
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| Variable-Cost Pricing | |
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| Time and Material Pricing | |
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| Internal Sales | |
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| First Situation: No Excess Capacity | |
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| Second Situation: Excess Capacity | |
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| Negotiated Transfer Prices | |
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| No Excess Capacity | |
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| Excess Capacity | |
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| Variable Costs | |
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| Summary of Negotiated Transfer Pricing Approach | |
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| Cost-Based Transfer Prices | |
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| Market-Based Transfer Prices | |
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| Effect of Outsourcing on Transfer Pricing | |
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| Transfers between Divisions in Different Countries | |
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| Appendix 8A-Other Cost Approaches To Pricing | |
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| Budgetary Planning | |
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| Turning Trash into Treasure | |
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| Budgeting Basics | |
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| Budgets and Accounting | |
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| The Benefits of Budgeting | |
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| Essentials of Effective Budgeting | |
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| Length of the Budget Period | |
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| The Budgeting Process | |
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| Budgeting and Human Behaviour | |
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| Budgeting and Long-Range Planning | |
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| The Master Budget | |
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| Preparing the Operating Budgets | |
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| Sales Budget | |
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| Production Budget | |
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| Direct Materials Budget | |
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| Direct Labour Budget | |
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| Manufacturing Overhead Budget | |
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| Selling and Administrative Expenses Budget | |
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| Budgeted Income Statement | |
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| Preparing the Financial Budgets | |
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| Cash Budget | |
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| Budgeted Balance Sheet | |
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| Budgeting in Nonmanufacturing Companies | |
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| Merchandisers | |
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| Service Enterprises | |
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| Not-For-Profit Organizations | |
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| Budgetary Control and Responsibility Accounting | |
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| Riding High in the Energy Sector | |
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| The Concept of Budgetary Control | |
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| Static Budget Reports | |
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| Illustrations | |
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| Uses and Limitations | |
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| Flexible Budgets | |
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| Why Flexible Budgets? | |
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| Developing the Flexible Budget | |
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| Flexible Budget-A Case Study | |
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| Flexible Budget Reports | |
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| Management by Exception | |
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| The Concept of Responsibility Accounting | |
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| Controllable versus Noncontrollable Revenues and Costs | |
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| Responsibility Reporting System | |
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| Types of Responsibility Centres | |
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| Responsibility Accounting for Cost Centres | |
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| Responsibility Accounting for Profit Centres | |
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| Responsibility Accounting for Investment Centres | |
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| Principles of Performance Evaluation | |
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| Appendix 10A - Residual Income-Another Performance Measurement | |
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| Standard Costs and Balanced Scorecard | |
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| High Performance Is More Than Child's Play | |
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| The Need for Standards | |
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| Distinguishing between Standards and Budgets | |
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| Why Standard Costs? | |
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| Setting Standard Costs-A Difficult Task | |
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| Ideal versus Normal Standards | |
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| A Case Study | |
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| Variances from Standards | |
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| Analyzing Variances | |
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| Reporting Variances | |
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| Statement Presentation of Variances | |
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| Balanced Scorecard | |
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| Appendix 11A-Standard Cost Accounting System | |
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| Planning for Capital Investments | |
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| A Billion-Dollar Expansion | |
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| The Capital Budgeting Evaluation Process | |
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| Cash Flow Information | |
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| Illustrative Data | |
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| Cash Payback | |
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| Cash Payback with Unequal Annual Cash Flows | |
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| Net Present Value Method | |
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| Equal Annual Cash Flows | |
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| Unequal Annual Cash Flows | |
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| Choosing a Discount Rate | |
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| Simplifying Assumptions | |
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| Comprehensive Example | |
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| Additional Considerations | |
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| Intangible Benefits | |
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| Mutually Exclusive Projects | |
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| Risk Analysis | |
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| Post-Audit of Investment Projects | |
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| Other Capital Budgeting Techniques | |
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| Internal Rate of Return Method | |
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| Comparing Discounted Cash Flow Methods | |
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| Annual Rate of Return Method | |
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| Appendix 12A-Time Value of Money | |