CHAPTER 1
MANAGEMENT ACCOUNTING: INFORMATION THAT
CREATES VALUE
TRUE/FALSE
1. Controlling activities focus on projecting product or service cost.
a. True
b. False
2. Management accounting information generally reports on the organization as a whole.
a. True
b. False
3. The International Accounting Standards Board sets the guidelines used for management
accounting.
a. True
b. False
4. A good management accounting system is intended to meet specific decision-making needs
at all levels in the organization.
a. True
b. False
5. During the history of management accounting, innovations were developed to address the
decision-making needs of managers.
a. True
b. False
6. A key element in any organization’s strategy is to identify its target customers and to deliver
what those target customers want.
a. True
b. False
7. The value proposition has only two elements: price and quality.
a. True
b. False
8. Quality is the degree of conformance between what the customer is promised and what the
customer receives.
a. True
b. False
9. Management accounting information is sometimes predictive and forward looking.
a. True
b. False
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10. Functionality refers to the performance of a product or service.
a. True
b. False
11. Management accounting innovations are usually developed by academics.
a. True
b. False
12. Sensitivity to timeliness and quality of service is especially important to service
organizations.
a. True
b. False
13. Government and nonprofit organizations, as well as profit-seeking enterprises, are feeling
the pressures for improved performance.
a. True
b. False
14. Management accounting information allows managers to compare actual and planned costs
and to identify areas and opportunities for process improvement.
a. True
b. False
15. Management accounting can provide information on customer satisfaction.
a. True
b. False
16. The Federal Accounting Standards Advisory Board sets cost accounting standards for all
federal government activities.
a. True
b. False
17. The primary objective of governmental and not-for-profit organizations is to provide
services to the citizens or clients.
a. True
b. False
18. Corporations may try to project a favorable image by adopting a Code of Ethics.
a. True
b. False
19. Management accounting measures can provide advance warnings of problems.
a. True
b. False
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20. Information about customer satisfaction is an example of financial information.
a. True
b. False
21. Operating profit is an example of nonfinancial information.
a. True
b. False
22. Organizational leadership plays a critical role in fostering an organization’s culture of high
ethical standards.
a. True
b. False
23. Information is never neutral; just the act of measuring and reporting information affects the
individuals involved.
a. True
b. False
24. Boundary systems are always stated in positive terms that outline maximum standards of
behavior.
a. True
b. False
MULTIPLE CHOICE
25. Management accounting information can be used for all of the following except:
a. calculate the cost of a product or service.
b. evaluate the performance of a company.
c. project materials needs.
d. evaluate the market price of the stock.
26. Which of the following types of information are used in management accounting?
a. financial information
b. nonfinancial information
c. information focused on the long term
d. All of the above are correct.
27. Management accounting:
a. focuses on estimating future revenues, costs, and other measures to forecast activities
and their results.
b. provides information about the company as a whole.
c. reports information that has occurred in the past that is verifiable and reliable.
d. provides information that is generally available only on a quarterly or annual basis.
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28. Which of the following descriptors refer to management accounting information?
a. It is verifiable and reliable.
b. It is driven by rules.
c. It is prepared for shareholders.
d. It provides reasonable and timely estimates.
29. Which of the following would be considered management accounting information?
a. Budgeted production for the year 2007.
b. Budgeted Balance Sheet.
c. Analysis of trend in stock prices.
d. Both a and b are correct.
30. Management accounting information includes all of the following except:
a. tabulated results of customer satisfaction surveys.
b. the cost of producing a product.
c. the percentage of units produced that is defective.
d. market price of the stock.
31. Management accounting reports might include information about:
a. customer complaints.
b. net income for the year on budgeted income statement.
c. total assets on budgeted balance sheet.
d. All of the above are correct.
32. The person MOST likely to use management accounting information is a(n):
a. banker evaluating a credit application.
b. shareholder evaluating a stock investment.
c. governmental taxing authority.
d. assembly department supervisor.
33. Which of the following is NOT a function of a management accounting system?
a. strategic development
b. financial reporting
c. control
d. product costing
34. Planning activities include all of the following except:
a. calculating the cost to provide a service.
b. evaluating the quality of the service provided.
c. projecting labor requirements.
d. identifying target customers.
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35. Financial accounting:
a. focuses on the future and includes activities such as preparing next year's operating
budget
b. does not need to comply with GAAP (generally accepted accounting principles)
c. reports include detailed information on the various operating segments of the business
such as product lines or departments
d. is prepared for the use of department heads and other employees
36. The person MOST likely to use ONLY financial accounting information is a:
a. factory shift supervisor
b. vice president of operations
c. current shareholder
d. department manager
37. Historically, management accounting innovations have been developed by:
a. the International Accounting Standards Board.
b. the Cost Accounting Standards Board.
c. Academic accountants.
d. Managers.
38. In general, it was not until the 1970s that management accounting systems:
a. were improved because of demands by the FASB and the SEC.
b. stagnated and proved inadequate.
c. started to develop innovations in costing and performance-measurement systems due
to intense pressure from overseas competitors.
d. started to address the decision-making needs of managers.
39. The most important factor in successful organizations is:
a. weaknesses.
b. competition.
c. strategy.
d. definition of quality.
40. A key element of any organization’s strategy is identifying:
a. its potential shareholders.
b. its target customers.
c. competitor’s products.
d. employee needs.
41. What an organization tries to deliver to customers is called its value proposition, which
includes the elements of:
a. price and quality.
b. price, quality, and functionality and features.
c. price, quality, functionality and features, and service.
d. price, quality, functionality and features, service, and industry standards.
42. The price paid by the customer, given the product’s price and features and the competitor’s
prices and features, is referred to as the __________ element of the value proposition.
a. price
b. industry standards
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c. quality
d. service
43. The degree of conformance between what the customer is promised and what the customer
receives is referred to as the __________ element of the value proposition.
a. cost
b. industry standards
c. quality
d. service
44. The performance of a service, for example, a meal in a restaurant provides the diner with the
level of satisfaction expected for the price paid, is referred to as the __________ element of
the value proposition.
a. functionality and features
b. industry standards
c. quality
d. service
45. How the customer is treated at the time of the purchase is an example of the __________
element of the value proposition.
a. functionality and features
b. industry standards
c. quality
d. service
46. A value proposition is
a. the company’s Code of Ethics.
b. the company’s belief system.
c. what the organization tries to deliver to its target customers.
d. the organization’s short-term goal.
47. Which of the following companies is a service company?
a. Lands’ End
b. Schwinn Bicycles
c. Orkin Pest Control
d. British Petroleum
48. Managers of service departments need all of the following information EXCEPT:
a. efficiency data on work performance
b. quality data on work performance
c. profitability data of the whole company
d. profitability data of the service department
49. A national company manufactures a line of modern furniture. Information MOST useful to
the employee who assembles the furniture includes:
a. a daily report comparing the actual time it took to assemble a piece of furniture to the
standard time allowed
b. a monthly report on the proportion of furniture pieces assembled with defects
c. the number of furniture pieces sold this month
d. revenue per employee
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50. A national company manufactures a line of modern furniture. Information MOST useful to
the top executive includes:
a. individual job summaries of materials used
b. monthly financial reports on the company’s profitability by product line
c. time reports submitted by each employee
d. scheduled downtime for routine maintenance on machines
51. A quarterly report disclosing declining market share information is MOST useful to:
a. a front-line employee
b. the manager of operations
c. the chief executive officer
d. the accounting department
52. A weekly report comparing machine time used to available machine time is information
MOST useful to:
a. a front-line employee
b. the manager of operations
c. the chief executive officer
d. the accounting department
53. A daily report on the number of quality units assembled by each employee is information
MOST useful to:
a. a front-line assembly worker
b. the accounting department
c. the chief executive officer
d. the personnel department
54. Which of the following would be LEAST helpful for a top manager of a company?
a. profitability report of the company
b. information to monitor hourly and daily operations
c. number of customer complaints
d. operating expense summary reported by department
55. A law firm would use management accounting information for all of the following decisions
except:
a. staffing needs.
b. performance evaluation of staff.
c. budgeted purchases of supplies.
d. location of annual holiday party.
56. Management accounting can play a critical role in the service industry because of all the
following reasons EXCEPT:
a. firms must be especially sensitive to the timeliness and quality of customer service
b. many employees have very little contact with customers
c. customers immediately notice defects and a delay in service
d. dissatisfied customers may never return
57. Historically, service companies have
a. operated in less competitive environments than manufacturing companies.
b. enjoyed global customer demand.
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c. used management accounting information in much the same way as manufacturing
companies.
d. competed by managing costs to provide the best service at the lowest price.
58. Currently, management accounting information within government and nonprofit
organizations is in greater demand because:
a. public and private donors are demanding accountability
b. citizens are requesting responsive and efficient performance from their governing units
c. more nonprofit organizations are competing for limited funds
d. All of the above are correct.
59. Currently, pressures for improved cost and performance measurements are being felt by all
of the following except:
a. not-for-profit organizations
b. the FASB.
c. governmental agencies
d. profit-seeking enterprises
60. Financial accounting information:
a. provides a signal that something is wrong
b. identifies what is wrong
c. explains what is wrong
d. simply summarizes information but gives no indication that anything is wrong
61. Cost accounting standards for federal government agencies are mandated by:
a. the Financial Accounting Standards Board.
b. the Cost Accounting Standards Board.
c. the Federal Accounting Standards Advisory Board.
d. the Government Reports and Results Act.
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THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 62, 63 AND 64.
The following information pertains to three divisions of Marine Industrial Coatings, Inc (amounts
in millions):
Chemical Retail Paint Industrial
Sales $16,000 $30,000 $120,000
Operating income $4,000 $6,000 $40,000
Investment $320,000 $660,000 $2,000,000
62. What is the return on investment for the Chemical Division?
a. 1.25%
b. 2.25%
c. 25.0%
d. 50.00%
63. Which division is more profitable based on ROI?
a. Chemical
b. Retail paint
c. Industrial
d. Both Chemical and Retail paint are more profitable than Industrial.
64. What is the Return on Sales for the Retail paint division?
a. 2%
b. 4.5%
c. 20%
d. 45%
65. Management accounting information is BEST described as:
a. providing a signal that something is wrong
b. identifying and helping to explain what is wrong
c. simply summarizing information, but giving no indication that anything is wrong
d. measuring overall organizational performance
66. For improving operational efficiencies and customer satisfaction, nonfinancial information is:
a. critical
b. moderate
c. infrequently used
d. unnecessary
67. Nonfinancial information might be used for all of the following except:
a. improve product quality
b. reduce cycle times
c. satisfy customers’ needs
d. All of the above are used.
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68. The act of simply measuring and reporting information on certain processes:
a. focuses the attention of employees on those processes that are being measured
b. diverts the employee’s attention to other activities that are not being measured
c. disproves the saying “What gets measured gets managed.”
d. has no effect on employee behavior
69. Which statement below is FALSE?
a. “What gets measured gets managed.”
b. People react to measurements.
c. Employees spend more attention on those variables that are not getting measured.
d. “If I can’t measure it, I can’t manage it.”
70. When a change is introduced, employees tend to:
a. embrace the change
b. be indifferent to the change
c. exhibit no change in behavior
d. resist the change
71. The introduction of a new management accounting system is MOST likely to motivate
UNWANTED employee behavior when it is used for:
a. evaluation
b. planning
c. decision making
d. coordinating individual efforts
72. Management accountants are MOST likely to feel outside pressure to influence the numbers
favorably when the information is used for:
a. budgeting
b. compensation and promotions
c. continuous improvement
d. product costing
73. Fostering a culture of high ethical standards includes all of the following EXCEPT:
a. following the good example set by senior management
b. communicating to employees a belief system that inspires and promotes commitment
to the organization’s core values
c. following the general examples set by front-line employees
d. communicating to all employees a boundary system that states what actions will not be
tolerated
74. The Institute of Management Accountants (IMA):
a. is a professional organization of management accountants
b. is a professional organization of financial accountants
c. issues standards for management accounting
d. Both a and c are correct.
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CRITICAL THINKING/ESSAY
75. Compare and contrast the users and uses of management accounting and financial
accounting.
76. What is the purpose of management accounting?
77. Explain why establishing a Code of Ethics may not solve the ethical problems in a company.
78. Describe the value proposition and the elements that comprise it.
79. Is financial accounting or management accounting more useful to an operations manager?
Why?
80. What role has the increasingly competitive business environment played in the development
of management accounting?
81. Discuss the difference between a company’s boundary system and its belief system.
82. Give two examples of financial information and nonfinancial information.
83. Discuss the potential behavior implications of performance evaluation.
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CHAPTER 1 SOLUTIONS
MANAGEMENT ACCOUNTING: INFORMATION THAT CREATES
VALUE
TRUE/FALSE MULTIPLE CHOICE
LO1 1. b LO1 25. d LO2 53. a
LO1 2. b LO1 26. d LO2 54. b
LO1 3. b LO1 27. a LO2 55. d
LO1 4. a LO1 28. d LO2 56. b
LO1 5. a LO1 29. d LO2 57. a
LO2 6. a LO1 30. d LO2 58. d
LO2 7. b LO1 31. d LO2 59. b
LO2 8. a LO1 32. d LO3 60. a
LO2 9. a LO1 33. b LO3 61. c
LO2 10. a LO1 34. b
LO3 62. a
LO2 11. b LO1 35. c LO3 63. c
LO2 12. a LO1 36. c LO4 64. c
LO2 13. a LO1 37. d
LO2 14. a LO1 38. c LO4 65. b
LO2 15. a LO4 66. a
LO2 39. c LO5 67. d
LO3 16. a LO2 40. b LO5 68. a
LO4 17. a LO2 41. c LO5 69. c
LO4 18. a LO2 42. a
LO4 19. a LO2 43. c LO5 70. d
LO5 71. a
LO4 20. b LO2 44. a LO5 72. b
LO4 21. b LO2 45. d LO5 73. c
LO5 22. a LO2 46. c LO5 74. d
LO5 23. a LO2 47. c
LO5 24. b
LO3 48. c
LO3 49. a
LO3 50. b
LO3 51. c
LO3 52. b
MULTIPLE CHOICE
62. $4000/$320,000 = 1.25%
63. $40,000/ $2,000,000 = 2%
64. $6,000/ $30,000 = 20%
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CRITICAL THINKING/ESSAY
LO1
75. Compare and contrast the users and uses of management accounting and financial
accounting.
Solution: Management accounting provides information to internal decision makers of the
business such as line supervisors, division managers and top executives. Its purpose is to
help managers plan, organize, control and make operating decisions by predicting future
results and evaluating performance.
Financial accounting provides information to external decision makers such as investors and
creditors. Its purpose is to present a fair picture of the financial condition of the company
for use by these parties in making investing and credit decisions.
LO1
76. What is the purpose of management accounting?
Solution: Management accounting gathers short-term and long-term financial and
nonfinancial information to plan, coordinate, motivate, improve, control, and evaluate
success factors of an organization. Management accounting converts data into usable
information that supports planning, organizing, and control decision making.
LO5
77. Explain why establishing a Code of Ethics may not solve ethical problems in a company.
Solution: Establishing a Code of Ethics may not solve ethical problems in an organization
for a number of reasons. If the primary purpose in establishing the Code is to promote a
positive image of the company, the Code will likely not impact the behavior of managers.
The company’s culture may not support ethical behavior. Finally, individuals’ personal
ethical codes, or lack thereof, may trump the organization’s code.
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LO2
78. Describe the value proposition and the elements that comprise it.
Solution: The value proposition is what an organization tries to deliver to its target
customers – it defines the organizational strategy.
The four elements are price, quality, functionality and features, and service.
Price is paid by the customer, given the product’s price and features and competitor’s
prices and features.
Quality is the degree of conformance between what the customer is promised and what
the customer receives.
Functionality and features refers to the performance of the product or service. For
example: A meal in a restaurant provides the diner with the level of satisfaction expected
for the price paid.
Service is all of the other elements of the product relevant to the customer. For example:
How the customer is treated at the time of the purchase.
LO2
79. Is financial accounting or management accounting more useful to an operations manager?
Why?
Solution: Management accounting is more useful to an operations manager because
management accounting reports operating results by department or unit rather than for the
company as a whole, it includes financial as well as nonfinancial data such as the number or
percent of on-time deliveries and cycle times, and it includes quantitative as well as
qualitative data such as the type of rework that was needed on defective units. It also
provides information to control operations; it measures and evaluates existing systems to
identify problems.
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LO2
80. What role has the increasingly competitive business environment played in the development
of management accounting?
Solution: The competitive environment has changed dramatically. There has been a
deregulation movement in North America and Europe during the 1970s and 1980s that
changed the ground rules under which service companies operated. In addition,
organizations encountered severe competition from overseas companies that offered high-
quality products at low prices. There has been an improvement of operational control
systems such that information is more current and provided more frequently. Employees
need better management accounting information and accurate and timely information to
improve the activities they perform and to make decisions. Employees also want
innovations in management accounting information. Nonfinancial information has become a
critical feedback measure. Finally, the focus of many firms is now on measuring and
managing activities.
LO3
81. Distinguish between a company’s boundary system and its belief system. Include examples.
Solution: A boundary system specifies what behavior is not acceptable and the
consequences for crossing the line. It is prescriptive. For example, a college may have a rule
against professors dating students with the consequence of immediate dismissal. A belief
system describes the general goals for organizational behavior. For example, a company
could have stated goals of not degrading the environment and treating all employees with
respect and dignity.
LO4
82. Give two examples of financial information and nonfinancial information.
Solution: Financial information includes amounts that can be expressed in dollar amounts
such as sales, net income, and total assets. It also includes ratios prepared using financial
information such as the percentage increase in sales, return-on-sales, and return-on-
investment.
Nonfinancial information includes measures that are not expressed in dollar amounts. For
example, nonfinancial measures of customer satisfaction include the number of repeat
customers or ranked estimates of satisfaction levels. Nonfinancial measures of production
quality include percent of on-time deliveries, the number of defects, and production yield.
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LO5
83. Discuss the potential behavior implications of performance evaluation.
Solution: As measurements are made on operations and, especially, on individuals and
groups, the behavior of the individuals and groups are affected. People react to the
measurements being made. They will focus on those variables or the behavior being
measured and spend less attention on variables and behavior that are not measured.
Managers and employees may take unexpected and undesirable actions to influence the
score on performance measure. For example, managers may skip discretionary expenses in
order to increase their bonus.
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