TAILIEUCHUNG - Lecture Fundamentals of cost accounting (4th edition): Chapter 14 - Lanen, Anderson, Maher

(BQ) Chapter 14: Business unit performance measurement. We described the organization of the firm in Chapter 12 by referring to responsibility centers: cost centers, profit centers, and investment centers. In this chapter, we develop and analyze performance measures for investment centers. Recall that in an investment center, managers have responsibility for asset deployment in addition to revenue and cost responsibilities. | © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Fundamentals of Cost Accounting, 4th edition Lanen/Anderson/Maher Business Unit Performance Measurement Chapter 14 Chapter 14: Business Unit Performance Measurement We described the organization of the firm in Chapter 12 by referring to responsibility centers: cost centers, profit centers, and investment centers. In this chapter, we develop and analyze performance measures for investment centers. Recall that in an investment center, managers have responsibility for asset deployment in addition to revenue and cost responsibilities. Learning Objectives LO 14-1 Evaluate divisional accounting income as a performance measure. LO 14-2 Interpret and use return on investment (ROI). LO 14-3 Interpret and use residual income (RI). LO 14-4 Interpret and use economic value added (EVA). LO 14-5 Explain how historical cost and net book value-based accounting measures can be misleading in evaluating performance. After completing this chapter you should be able to: 1. Evaluate divisional accounting income as a performance measure. 2. Interpret and use return on investment (ROI). 3. Interpret and use residual income (RI). 4. Interpret and use economic value added (EVA), and 5. Explain how historical cost and net book value-based accounting measures can be misleading in evaluating performance. Divisional Performance Measurement As we develop performance measures, our discussion will be guided by three considerations. Is the performance measure consistent with the decision authority of the manager? Does the measure reflect the results of those actions that improve the performance of the organization? What actions might managers be taking that improve reported performance but are actually detrimental to .

• Kế toán - Kiểm toán
• Cost accounting
• Fundamentals of cost accounting
• Cost analysis
• Cost management systems
• Management control systems
• Business unit performance measurement
• Decision making
• Cost concepts and behavior
• Cost volume profit analysis
• Cost estimation
• Fundamentals of product
• Ebook Management and cost accounting
• Management and cost accounting
• Management accounting
• Cost assignment
• Process costing
• Value chain
• Costs for decision making
• Cost versus expenses
• Cost management
• Principles of cost accounting
• Accounting for materials
• Accounting for labor
• Factory overhead
• Process cost accounting
• Accounting income
• Divisional income
• Ebook Cost accounting
• Organizational cost flows
• Activity based cost systems for management
• Job order costing
• Joint cost allocation
• Service costing
• Service department