Item REVENUES Ticket sales Concessions Tuition fees Donations Corporate underwriters Gala ticket, silent auction revenue Interest Participation fees TOTAL REVENUES EXPENDITURES Artistic Director Rent Utilities Advertising Facilities/maintenance Supplies Royalty fees Production expenses Box Office Concessions Fundraising Capital purchases Bank/charge expenses Class instruction payment to Artistic Director Class expenses Reduce debt TOTAL EXPENDITURES Budgeted 2001 $36,000 $8,500 $6,750 $22,000 $12,000 $6,000 $50 $1,700 $93,000 $26,000 $14,000 $6,500 $3,000 $1,200 $1,200 $10,200 $12,000 $850 $4,000 $3,000 $4,000 $300 $5,500 $1,250 $0 $93,000 Actual 2001 $32,400 $6,480 $0 $29,000 $6,000 $2,900 $20 $1,500 $78,300 $26,000 $14,000 $7,400 $3,800 $3,500 $1,400 $8,600 $7,000 $300 $3,500 $2,000 $1,600 $100 $0 $0 $0 $79,200 Proposed 2002 $33,100 $7,000 $0 $30,500 $8,000 $3,000 $0 $1,500 $83,100 $26,000 $14,000 $8,000 $4,000 $4,000 $1,600 $9,000 $8,000 $300 $3,500 $2,100 $0 $100 $0 $0 $2,500 $83,100

Item REVENUES Ticket sales Concessions Tuition fees Donations Corporate underwriters Gala ticket, silent auction revenue Interest Participation fees TOTAL REVENUES EXPENDITURES Artistic Director Rent Utilities Advertising Facilities/maintenance Supplies Royalty fees Production expenses Box Office Concessions Fundraising Capital purchases Bank/charge expenses Class instruction payment to Artistic Director Class expenses Reduce debt TOTAL EXPENDITURES Budgeted 2001 $36,000 $8,500 $6,750 $22,000 $12,000 $6,000 $50 $1,700 $93,000 $26,000 $14,000 $6,500 $3,000 $1,200 $1,200 $10,200 $12,000 $850 $4,000 $3,000 $4,000 $300 $5,500 $1,250 $0 $93,000 Actual 2001 $32,400 $6,480 $0 $29,000 $6,000 $2,900 $20 $1,500 $78,300 $26,000 $14,000 $7,400 $3,800 $3,500 $1,400 $8,600 $7,000 $300 $3,500 $2,000 $1,600 $100 $0 $0 $0 $79,200 Proposed 2002 $33,100 $7,000 $0 $30,500 $8,000 $3,000 $0 $1,500 $83,100 $26,000 $14,000 $8,000 $4,000 $4,000 $1,600 $9,000 $8,000 $300 $3,500 $2,100 $0 $100 $0 $0 $2,500 $83,100

Principles of Accounting Volume 2

19th Edition

ISBN:9781947172609

Author:OpenStax

Publisher:OpenStax

Chapter12: Balanced Scorecard And Other Performance Measures

Section: Chapter Questions

Problem 2EB: For the following descriptions, state whether the cost is controllable or uncontrollable by...

See similar textbooks

Similar questions

For the following descriptions, state whether the cost is controllable or uncontrollable by responsibility center managers. A. advertising for a merchandiser B. corporate income taxes C. office supplies for a merchandiser D. donations to the Salvation Army E. insurance for delivery vehicles
based on Neflix can u description of the Revenue Model for digital business they has do like essay not include introduction and conclusion just write important point revenue model and explanation include example and image for proof.
Identify the following users as either External users or Internal users. a. Distribution managers b. Marketing managers C. Suppliers d. Labor unions e. Internal auditors f. Budget officers g. Shareholders h. Chief executive officer (CEO) i. Chief financial officer (CFO) i. Government officials k. Customers L. Nonprofit donor
GASB and FASB Venn Diagram Worksheet Complete the Venn diagram on page 2. Identify key differences and similarities between GASB and FASB for elements and processes such as: Organizational purpose or stakeholder Financial reporting objectives Financial statement presentation Accounting treatment of revenues and expenses The role of the budget and budgetary control Enter differences between the organizations in the text boxes inside the circle for each organization and similarities where the diagram overlaps. Adjust the size of each text box and add or remove text boxes, as needed.
Customer relationship management software would be most likely to affect which income statement account? Multiple Choice Cost of Goods Sold Revenues Selling, General, and Administrative Expenses (SG&A) Interest Expense
The cost management information system provides information * A. that the accountant needs to prepare the financial statements. B. that the manager needs to effectively manage the firm. C. that the manager needs to effectively manage not-for-profit organization. D. b and c.
Value chain classifications Match each of the following cost items with the value chain business function where you would expect the cost to be incurred: Business Function Cost Item Answera. Research and development 1. Purchase of raw materialsb. Design 2. Advertisingc. Production 3. Salary of research scientistsd. Marketing 4. Shipping expensese. Distribution 5. Reengineering of product assembly processf. Customer service 6. Replacement parts for warranty repairs7. Manufacturing supplies8. Sales commissions9. Purchase of CAD (computer-aideddesign) software10. Salary of website designer
Managers in which of the following responsibility centers are held responsible forprofits? (You may select more than one answer.)a. Revenue centersb. Cost centersc. Profit centersd. Investment centers
Expenses related to office maintenance will be called as a. Sales Discount expense b. Selling expenses c. General and Administration expense d. Marketing expense
For each of the following situations, two scenarios are described, labeled A and B. Choose which scenario is descriptive of a setting corresponding to activity-based responsibility accounting and which is descriptive of financial-based responsibility accounting. Provide a brief commentary on the differences between the two systems for each situation, addressing the possible advantages of the activity-based view over the financial-based view. Situation 1 A: The purchasing manager, receiving manager, and accounts payable manager are given joint responsibility for procurement. The charges given to the group of managers are to reduce costs of acquiring materials, decrease the time required to obtain materials from outside suppliers, and reduce the number of purchasing mistakes (e.g., wrong type of materials or the wrong quantities ordered). B: The plant manager commended the manager of the Grinding Department for increasing his departments machine utilization ratesand doing so without exceeding the departments budget. The plant manager then asked other department managers to make an effort to obtain similar efficiency improvements. Situation 2 A: Delivery mistakes had been reduced by 70 percent, saving over 40,000 per year. Furthermore, delivery time to customers had been cut by two days. According to company policy, the team responsible for the savings was given a bonus equal to 25 percent of the savings attributable to improving delivery quality. Company policy also provided a salary increase of 1 percent for every day saved in delivery time. B: Bill Johnson, manager of the Product Development Department, was pleased with his departments performance on the last quarters projects. They had managed to complete all projects under budget, virtually assuring Bill of a fat bonus, just in time to help with this years Christmas purchases. Situation 3 A: Harvey, dont worry about the fact that your department is producing at only 70 percent capacity. Increasing your output would simply pile up inventory in front of the next production department. That would be costly for the organization as a whole. Sometimes, one department must reduce its performance so that the performance of the entire organization can improve. B: Susan, I am concerned about the fact that your departments performance measures have really dropped over the past quarter. Labor usage variances are unfavorable, and I also see that your machine utilization rates are down. Now, I know you are not a bottleneck department, but I get a lot of flack when my managers efficiency ratings drop. Situation 4 A: Colby was muttering to himself. He had just received last quarters budgetary performance report. Once again, he had managed to spend more than budgeted for both materials and labor. The real question now was how to improve his performance for the next quarter. B: Great! Cycle time had been reduced and, at the same time, the number of defective products had been cut by 35 percent. Cutting the number of defects reduced production costs by more than planned. Trends were favorable for all three performance measures. Situation 5 A: Cambry was furious. An across-the-board budget cut! How can they expect me to provide the computer services required on less money? Management is convinced that costs are out of control, but I would like to know whereat least in my department! B: After a careful study of the Accounts Payable Department, it was discovered that 80 percent of an accounts payable clerks time was spent resolving discrepancies between the purchase order, receiving document, and the suppliers invoice. Other activities such as recording and preparing checks consumed only 20 percent of a clerks time. A redesign of the procurement process eliminated virtually all discrepancies and produced significant cost savings. Situation 6 A: Five years ago, the management of Breeann Products commissioned an outside engineering consulting firm to conduct a time-and-motion study so that labor efficiency standards could be developed and used in production. These labor efficiency standards are still in use today and are viewed by management as an important indicator of productive efficiency. B: Janet was quite satisfied with this quarters labor performance. When compared with the same quarter of last year, labor productivity had increased by 23 percent. Most of the increase was due to a new assembly approach suggested by production line workers. She was also pleased to see that materials productivity had increased. The increase in materials productivity was attributed to reducing scrap because of improved quality. Situation 7 A: The system converts materials into products, not people at work stations. Therefore, process efficiency is more important than labor efficiencybut we also must pay particular attention to those who use the products we produce, whether inside or outside the firm. B: I was quite happy to see a revenue increase of 15 percent over last year, especially when the budget called for a 10 percent increase. However, after reading the recent copy of our trade journal, I now wonder whether we are doing so well. I found out that the market expanded by 30 percent, and our leading competitor increased its sales by 40 percent.
Concepts and Terminology From the choices presented in parentheses, choose the appropriate term for completing each of the following sentences: Appropriate term for Sentence completing sentence a. Advertising costs are usually viewed as (period, product) costs. b. Feedback is often used to (improve, direct) operations. c. Payments of cash or the commitment to pay cash in the future for the purpose of generating revenues are (costs, expenses). d. A product, a sales territory, a department, or an activity to which costs are traced is called a (direct cost, cost object). e. The balance sheet of a manufacturer would include an account for (cost of goods sold, work in process inventory). f. Factory overhead costs combined with direct labor costs are called (prime, conversion) costs. g. The implementation of automatic, robotic factory equipment normally (increases, decreases) the direct labor component of product costs.
Instructions: Designate the best answer for each of the following questions. 1.Which of the following is a responsibility center that incurs expenses, generates revenues, and is responsible for generating a return on assets? a. Cost center b. Revenue center c. Profit center d. Investment center 2.Which one of the following is the most useful measure for evaluating a manager's performance in controlling revenues and costs in a profit center? a. Contribution margin b. Contribution net income c. Contribution gross profit d. Controllable margin 3.Hanover Corporation desires to earn target net income of $42,000. The selling price per unit is $18, unit variable cost is $5.60, and total fixed costs are $123,912. How many units must the company sell to earn its target net income? a. 13,380 b. 9,993 c. 3,387 d. 9,217 4.Remark…