Type:
Solution Manual
Resource:
Management Accounting
Edition:
4th Edition
Author(s):
Leslie G. Eldenburg Albie Brooks Judy Oliver Gillian Vesty Rodney Dormer Vijaya Murthy Nick Pawsey
Solutions manual to accompany
Management accounting 4th edition by Eldenburg et al. Prepared by Gillian Vesty
Chapter 1: The role of accounting information in management decision making
Chapter 1: The role of accounting information in management decision making Questions 1.1
Explain the value chain and list ways that value chain analysis benefits organisations. (LO4)
A value chain can be described as the key activities engaged in by the organisation or industry. We can view the value chain on two levels: at the industry level, and at the (more common) organisational level. Refer to figure 1.5 for a sample industry value chain and to figure 1.6 for a sample internal value chain. Value chain analysis may benefit an organisation in a number of ways including: •
Focuses on activities. The central feature of the value chain is its focus on activities and processes rather than functions or departments. This makes identification of improvements across segments more likely.
•
Encourages a broader organisational view. This is particularly so for management accounting staff and business unit managers. Management accounting staff are more likely to take a broader perspective if using a value chain framework when considering the consequences of decisions.
•
Breaks down more traditional representations of organisational activity. A value chain framework encourages higher levels of cross-fertilisation and communication between business segments, so that decisions are not confined by the traditional boundaries of functional areas.
•
Externalises thinking by incorporating suppliers and customers. An organisation’s value chain encompasses not only customers and suppliers, but in some cases extends to the customers’ customers and the suppliers’ suppliers. Analysis of the value chain leads to improved relationships between the organisation and others in the value chain, creating an extended organisation that can respond flexibly to dynamic and competitive environments. In other words, value chains explicitly recognise that no organisation operates in isolation from suppliers and customers.
•
Reinforces other initiatives such as activity-based costing (ABC). With the focus on activities, a value chain framework provides a sound foundation for exploring activity-based costing (which is covered in chapter 4). ABC uses activities as the foundation of product and service costing. Moreover, a value chain framework complements other recent initiatives like strategic cost management, which refers to the simultaneous focus on reducing costs and strengthening an organisation’s strategic position. This commonly involves taking a longer-term view of cost management and decision-making.
•
Provides a foundation for outsourcing and strategic alliance decisions. A value chain framework serves as the foundation for considering decisions such as outsourcing of particular parts of the value chain and for considering the formation
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1.1
Solutions manual to accompany: Management accounting 4e by Eldenburg et al. Not for distribution in full. Instructors may post selected solutions for questions assigned as homework to their LMS.
of strategic alliances with say a distributor. In this way, the value chain serves as a strategic tool. •
Supports initiatives like supply chain analysis. As organisations work to increase profitability, improving their relationships with suppliers becomes a priority. Improvements can be identified through supply chain analysis. The supply chain is the flow of resources from the initial suppliers through the delivery of goods and services to customers and clients. The initial suppliers may be inside or outside the organisation. Negotiating lower costs with suppliers is a straightforward way to reduce costs. Suppliers may be willing to reduce prices, particularly for organisations willing to sign long-term purchase commitments. Occasionally, organisations work with suppliers to help them reduce their costs so that the savings can be passed along.
•
Categorises activities as value-added and non-value-added. Value chain analysis involves studying each step in the business process to determine whether some activities can be eliminated because they do not add value. This analysis extends to suppliers and customers, and includes shared planning, inventory, human resources, information technology systems, and even corporate cultures. Eventually, the analysis leads to business decisions for improving value.
1.2
Why do managers need to measure, monitor, and motivate performance? (LO1, 2 and 3)
Once operating plans are in place, organisations need to know whether the plans are being met or need to be changed to take advantage of new opportunities. To do this, actual performance needs to be measured and compared to the plans (monitored). To help managers move toward the organisational goals, incentives such as performancebased bonuses are offered (motivating).
1.3
List three types of internal reports and explain how each is used. List three types of external reports and explain how each is used. (LO2)
See figure 1.2 for a list of possible internal and external reports. Students may have thought of other reports as well. Following are examples of internal reports. Capital budgets support organisational strategies, the master budget supports operating plans, and variance reports (actual versus planned performance) help organisations monitor and motivate performance if they are tied to compensation contracts. Financial statements are external reports that provide creditors and shareholders information about current and past operations. Tax returns are reports prepared for the government that also determine the amount of taxes due. Suppliers need reports about inventory levels to keep an organisation’s inventory levels up to date.
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1.2
Chapter 1: The role of accounting information in management decision making
1.4
What types of information in addition to cost accounting are needed for management decisions? (LO1)
The type of information needed depends on the type of decision. For product-related decisions, managers may need information about the market, including the size of the market, their potential share, competitors’ prices and quality of products. For employeerelated decisions, they may need to know the amount of experience employees have had or estimate costs to lay them off using information about length of service from human resources. If managers are developing a new good or service, they need information from suppliers about the cost of resources. Students may have thought of other types of decisions and information needed for them.
1.5
Explain relevant information in a decision-making context. (LO 1 and 3)
Relevant information is information that varies with the available alternatives for a decision; these are relevant because they relate directly to each separate decision that could be made.
1.6
What is a cost object? (LO2)
A cost object is a thing or activity for which we measure costs. Cost objects might include products, services, customer, processes, departments, of the entire organisation. 1.7
In your own words, explain the path to higher-quality decisions. (LO3)
Higher quality decisions are made by using higher quality information, that is, information that has few uncertainties and is relevant, complete, as certain as possible, and timely. This information needs to be prepared in reports that are easy to understand, readily available, and timely. Then a high quality decision-making process is used. This is a process that is thorough, as unbiased as possible, focused, creative, and visionary as it relates to strategies. 1.8
Outline the meaning of structural cost drivers. (LO4)
Structural cost drivers are those that relate to the underlying economic structure of the organisation and include such concepts as scale, scope, experience, technology and complexity.
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1.3
Solutions manual to accompany: Management accounting 4e by Eldenburg et al. Not for distribution in full. Instructors may post selected solutions for questions assigned as homework to their LMS.
1.9
Identify two key influences on the nature of a management accounting system. (LO2)
The nature of the management accounting system might be influenced by a number of influences including: • organisational structure • availability of information technology • organisational strategies • how the management accounting role is viewed within the organisation, and • types of decisions managers are confronted with
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1.4
Chapter 1: The role of accounting information in management decision making
Exercises 1.10 Value-added and non-value-added activities Some activities add value to an organisation, while others do not. Required Determine whether each of the following activities is likely to be valueadded or non-value-added and explain your choice. (a) Inspection activities (b) Moving materials to work stations (c) Manufacturing extra inventory to keep employees busy (d) Packing to fill a customer order (e) Product design initiatives (LO4) (a)
Inspection activities are non-value-added. Some organisations have very low defect rates, making it unnecessary to inspect; that is, the product design and manufacturing process insures high quality production. The concept of high quality is to ‘do it right the first time’. Some firms may inspect incoming materials to guarantee high quality during their manufacturing processes, but these costs could be eliminated through contractual arrangements with suppliers that include high penalties for low quality material deliveries.
(b)
Moving materials to work stations could also be either value-added or non-valueadded, depending on the circumstance. In organisations that use JIT systems, the amount of materials handling is reduced to the minimum level necessary, which reduces costs.
(c)
Manufacturing extra inventory to keep employees busy is non-value added if there are no sales for the inventory.
(d)
Packing to fill a customer order is more likely to be value adding as it is specifically related to a customer order
(e)
Product design initiatives are likely to be value adding as they relate to better product outcomes for customers.
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1.5