Third Edition Managerial ACCOUNTING
Final PDF to printerThird EditionManagerialACCOUNTINGSTACEY WHITECOTTONArizona State UniversityROBERT LIBBYCornell UniversityFRED PHILLIPSUniversity of Saskatchewanwhi26485 fm i-1.indd i 11/24/15 03:45 PM
Final PDF to printerMANAGERIAL ACCOUNTING, THIRD EDITIONPublished by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright 2017 by McGraw-HillEducation. All rights reserved. Printed in the United States of America. Previous editions 2013 and 2011. Nopart of this publication may be reproduced or distributed in any form or by any means, or stored in a database orretrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in anynetwork or other electronic storage or transmission, or broadcast for distance learning.Some ancillaries, including electronic and print components, may not be available to customers outside the UnitedStates.This book is printed on acid-free paper.1 2 3 4 5 6 7 8 9 0 DOW/DOW1 0 9 8 7 6ISBN 978-0-07-782648-2MHID 0-07-782648-5Senior Vice President, Products & Markets: Kurt L. StrandVice President, General Manager, Products & Markets: Marty LangeVice President, Content Design & Delivery: Kimberly Meriwether DavidManaging Director: Tim VertovecBrand Manager: Nichole PullenDirector, Product Development: Rose KoosDirector of Digital Content: Patricia PlumbLead Product Developer: Kristine TibbettsSenior Product Developer: Rebecca MannMarketing Manager: Cheryl OsgoodSenior Digital Product Analyst: Xin LinDirector, Content Design & Delivery: Linda AvenariusProgram Manager: Daryl HorrocksLead Content Project Managers: Pat Frederickson and Brian NacikBuyer: Sandy LudovissyDesign: Matt DiamondContent Licensing Specialists: Lori Slattery and Lori HancockCover Images: Starbucks cup: Bloomberg/Getty Images; Toyota: Roberto Schmidt/Getty Images;Ikea: Jung Yeon-Je/Getty Images; Cold Stone: Chris Weeks/Getty Images; Apple: Bloomberg/Getty Images;Office: Imageflow/ShutterstockCompositor: SPi GlobalPrinter: R. R. DonnelleyAll credits appearing on page or at the end of the book are considered to be an extension of the copyright page.Library of Congress Cataloging-in-Publication DataNames: Whitecotton, Stacey, author. Libby, Robert, author. Phillips,Fred, author.Title: Managerial accounting / Stacey Whitecotton, Arizona State University,Robert Libby, Cornell University, Fred Phillips, University ofSaskatchewan.Description: Third edition. New York, NY : McGraw-Hill Education, [2017]Identifiers: LCCN 2015043327 ISBN 9780077826482 (alk. paper)Subjects: LCSH: Managerial accounting.Classification: LCC HF5657.4 .W495 2017 DDC 658.15/11—dc23LC record available at http://lccn.loc.gov/2015043327The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does notindicate an endorsement by the authors or McGraw-Hill Education, and McGraw-Hill Education does not guaranteethe accuracy of the information presented at these sites.mheducation.com/higheredwhi26485 fm i-1.indd ii 11/24/15 03:45 PM
Final PDF to printerDedicationTo Mark, Riley, and Carley! Thanks for your love, patience,and inspiration.STACEY WHITECOTTONLaura Libby and Brian Plummer, Oscar and Selma Libby.ROBERT LIBBYI dedicate this book to the best teachers I’ve ever had: my Momand Dad, Barb, Harrison, and Daniel.FRED PHILLIPSiiiwhi26485 fm i-1.indd iii11/24/15 03:45 PM
Final PDF to printerMeet the AuthorsStacey WhitecottonStacey Whitecotton is an associate professor of accounting in the W. P. CareySchool of Business at Arizona State University. She received her PhD andMasters of Accounting from The University of Oklahoma and her Bachelors inBusiness Administration from Texas Tech University. Stacey teaches managerialaccounting and has received numerous awards for outstanding teaching at theundergraduate and graduate level.Stacey’s research interests center around the use of decision aids to improvethe decision-making behavior of financial analysts, managers, and auditors.Her research has been published in The Accounting Review, OrganizationalBehavior and Human Decision Processes, Behavioral Research in Accounting,Auditing: A Journal of Practice and Theory, and The Journal of BehavioralDecision Making.Stacey and her husband Mark enjoy traveling and the many outdoor activitiesArizona has to offer with their two children, Riley and Carley.Robert LibbyRobert Libby is the David A. Thomas Professor of Accounting and AccountingArea Coordinator at Cornell University, where he teaches the introductoryfinancial accounting course. He previously taught at the University of Illinois,Pennsylvania State University, the University of Texas at Austin, the University ofChicago, and the University of Michigan. He received his BS from PennsylvaniaState University and his MAS and PhD from the University of Illinois; he alsosuccessfully completed the CPA exam (Illinois).Bob was selected as the AAA Outstanding Educator in 2000 and received theAAA Outstanding Service Award in 2006 and the AAA Notable Contributionsto the Literature Award in 1985 and 1996. He has received the Core FacultyTeaching Award multiple times at Cornell. He is a widely published author andresearcher specializing in behavioral accounting. He has published numerousarticles in The Accounting Review; Journal of Accounting Research; Accounting,Organizations, and Society; and other accounting journals. He has held a varietyivwhi26485 fm i-1.indd iv11/24/15 03:45 PMwhi264
:45 PMFinal PDF to printerof offices, including vice president, in the American Accounting Association;and he is a member of the American Institute of CPAs and the editorial boardsof The Accounting Review and Accounting, Organizations, and Society.Fred PhillipsFred Phillips is a professor and the George C. Baxter Scholar at the Universityof Saskatchewan, where he teaches introductory financial accounting. He alsohas taught introductory accounting at the University of Texas at Austin and theUniversity of Manitoba. Fred has an undergraduate accounting degree, a CPA,and a PhD from the University of Texas at Austin. He previously worked as anaudit manager at KPMG.Fred’s main career interest is accounting education. He has been recognizedwith more than 25 awards, as chosen by his students and peers. In 2006, Fredwas awarded the title Master Teacher at the University of Saskatchewan. In2011, he was admitted to the 3M National Teaching Fellowship, the highesthonor for undergraduate teaching in Canada. In the same year, he won anational competition for an instructional case. In 2012, Fred received the L. S.Rosen Outstanding Educator Award, the American Accounting Association’sInnovation in Auditing and Assurance Education Award, and the AmericanAccounting Association’s Award for Outstanding Research in AccountingEducation. His peer-reviewed publications include education-focused researchand instructional cases in Issues in Accounting Education, as well as professionaljudgment studies in the Journal of Accounting Research and OrganizationalBehavior and Human Decision Processes, among others. Fred is a currentmember of the Teaching, Curriculum, & Learning and Two-Year College sectionsof the American Accounting Association. In his spare time, he likes to playtennis, drink iced cappuccinos, and relax with his family.vwhi26485 fm i-1.indd v11/24/15 03:45 PM
Final PDF to printerPreparing Students for Success in BusinessFrom the award-winning, market-leading Libby/Phillips author team comes a modern, relevant, andengaging textbook for today’s managerial accounting student. Whitecotton/Libby/Phillips ManagerialAccounting brings lively and engaging coverage of managerial accounting topics and decision-making focusto the managerial accounting course. Pair Managerial Accounting with Phillips/Libby/Libby Fundamentals ofFinancial Accounting, 5e, to provide a truly comprehensive solution to your students. McGraw-Hill Education/Jill Braaten, photographerChapters 5 & 6 Focus Company:Starbucks Coffee Jeff Pachoud/AFP/Getty ImagesChapter 7 Focus Company:IKEA McGraw-Hill EducationChapters 10 & 11 Focus Company:Appleviwhi26485 fm i-1.indd vi11/24/15 03:45 PM
Final PDF to printerManagerial Accountingby Whitecotton/Libby/PhillipsThis text prepares students for success in business by incorporating four keycomponents that will motivate and guide them through managerial accounting and beyond:1 Managerial accounting builds student interestManagerial accounting instructors face significant challenges; how to engagestudents in the managerial accounting course, how to keep them motivatedthroughout the course, and how to teach them accounting in a way that connectsconceptual understanding to the real world. Managerial Accounting engagesand motivates students by presenting accounting in the context of recognizable companies such as Starbucks, Toyota, California Pizza Kitchen, andApple, and then integrates those companies throughout the chapter discussions.2 Managerial accounting fosters decision making andanalytical skillsMost students taking managerial accounting will not become accountingmajors and accountants; instead, they will use accounting information in theirI would describeWhitecotton as the bestintroductory managerialtextbook that I haveused, because of itswriting style, its inclusionof only relevant material,its choice of focuscompanies that studentseasily relate to, and thecommon sense mannerin which the material isexplained—Laura Ilcisin, University ofNebraska at Omahaprofessional lives to make business decisions. Managerial Accounting showsstudents how managers use accounting information to make business decisions in companies they know from their everyday lives. This approach helpsstudents develop the analytical and critical thinking skills they will need to succeed in their future careers.3 Managerial accounting helps students become betterproblem solversStudents’ problem solving skills are put to the test through robust endof chapter content. Additionally, Demonstration Cases and Skills Development Cases provide students with an opportunity to practice their comprehension and understanding of the material.4 Managerial accounting uses technology to enhancestudent learningToday’s students have diverse learning styles and numerous commitments.They want technology supplements that will help them study more efficiently and effectively. McGraw-Hill Connect, which includes adaptiveand interactive study features such as SmartBook, Interactive Presentations, Auto-Graded Excel Simulations, and Guided Examples, as well asa repository of additional resources tied directly to Managerial Account-This is one of the besttextbooks for theintroductory managerialaccounting course. Thebook covers all of therelevant topics for thiscourse and is extremelywell organized. Eachchapter begins with solidlearning objectives linkedto the text and uses afocus company, whichrelates to the students, toillustrate the concepts ofthe chapter.—Ronald O. Reed, Universityof Northern Coloradoing, will improve students’ engagement in and out of class, help them maximize their study time, and make their learning experience more enjoyable.whi26485 fm i-1.indd viivii11/24/15 03:45 PM
Final PDF to printerEngaging Features and Relevant PedagogyManagerial Accounting has a variety of features that complement the way youteach and the way today’s students learn. From study tips and advice to guidestudents through difficult topics to clear and relevant examples, each chapteroffers students the tools they need to succeed.One of the greateststrengths of Whitecottonis the focus companies.The utilization of thesecompanies allowsstudents to connectmanagerial accountingconcepts to real-worldenterprises. Mark Dierker/McGraw-Hill Education—Tal Kroll, OzarksTechnical Community CollegeThis is a freshly writtenmanagerial accountingtextbook. It addressesa complete range ofmanagerial accountingtopics critical to today’sbusiness environment. Thelanguage is as easy tounderstand as the discussionis in depth. I would definitelyrecommend [this book] tomy colleagues as a goodchoice for the course.Chapter 4 Focus Company: Toyota Chris Weeks/WireImage forColdstone Creamery/Getty ImagesChapters 8 & 9 Focus Company: ColdStone CreameryChapter Openers—Focus CompaniesEach chapter of Managerial Accounting opens with an engaging scenario orstory using a familiar company. The same focus company is used throughoutthe entire chapter so that students can see how the concepts and calculationsapply to a real-world company they are already familiar with.Confirming PagesConfirming PagesCHAPTER10Decentralized PerformanceEvaluation McGraw-Hill EducationYOUR LEARNING OBJECTIVES—Ronald Zhao,Monmouth UniversityFOCUS COMPANY: Apple Inc.There’s an App for ThatLO 10-1List and explain the advantages and disadvantages ofdecentralization.LO 10-2Describe the different types of responsibility centers and explainhow managers of each type are evaluated.LO 10-3Describe the four dimensions of the balanced scorecard andexplain how they are used to evaluate managerial performance.LO 10-4Compute and interpret return on investment, investment turnover,and profit margin.LO 10-5Compute and interpret residual income.LO 10-6Explain how transfer prices are set in decentralized organizations.Awww.apple.compple Computers Inc. began in 1976 when two guys named Steve started buildingcircuit boards in a garage to sell to fellow computer geeks at the HomebrewComputer Club. Steve Wozniak was the technical wizard who built the computers,while Steve Jobs was an ambitious entrepreneur looking to start his own company.When they got their first big order for 50 computers, their biggest problem was figuring out howto pay for the components when they had little cash and no assets to use as collateral for a loan.But Steve Jobs somehow convinced a local supplier to let them buy the parts on 30-day creditterms. As Steve Wozniak tells it, “Steve is very persuasive. We’d get the parts and then stuffthem into the circuit boards, have them soldered, get them back in the garage and test them.And we could turn the whole cycle around in ten days and get paid. It worked really greatbecause we had only one level of management.”1When companies are small, the owners can make all of the decisions about how tobuild, market, distribute, and price their products and services. But as a company grows,takes on outside investors, expands into new regions, introduces new products, and hiresemployees to manage various parts of the business, it is no longer possible for the ownersto be directly involved in every aspect of the company’s operations. Instead, owners mustdelegate responsibility to employees and managers to make decisions on their behalf. Thedelegation of responsibility and decision-making authority throughout an organization is calleddecentralization.1Stephen Wozniak, “Homebrew and How the Apple Came to Be,” n.d., http://www.atariarchives.org/deli/homebrew and how the apple.php.420whi26485 ch10 420-463.inddwhi26485 ch10 420-463.indd42042142010/23/15 05:56 PM10/23/15whi26485 ch10 420-463.indd05:56 PMwhi26485 ch10 420-463.indd42142110/23/15 05:56 PM10/23/15 05:56 PMviiiwhi26485 fm i-1.indd viii11/24/15 03:45 PMwhi264
Bring Managerial Accounting Content to LifeRev.Confirming PagesHow’s It Going?Self-Study PracticeHow’s it going?Self-Study Practice1. Which of the following statements best describes the difference between financialaccounting and managerial accounting?a. Managerial accounting targets external stakeholders while financial accounting targets individuals within the company.b. Financial accounting relies more on subjective, future-oriented information than managerial accounting does.c. A major focus of managerial accounting is the preparation of the income statement,while a major focus of financial accounting is the preparation of the budget.d. Managerial accounting tends to focus on relevant, subjective, and future-orientedinformation while financial accounting relies primarily on objective, reliable, and historical information.2. Which of the following statement(s) regarding the key management functions is (are)false? (You may select more than one answer.)Every student needs encouragement andCoach’s Tips are just one of the waysManagerial Accounting fulfills that need.Coach’s Tips appear throughout the textoffering tips, advice, and suggestions abouthow to learn the key concepts.Spotlight FeaturesEach chapter includes Spotlight features focusingon important concepts, such as decision makingor ethics. These features are designed to furtherengage students and provide instructors withmaterial for in-class discussion. New to thisedition are Spotlight on Sustainability featuresthat highlight how sustainability can affect howmanagers make decisions.The best way to know whetheryou are reading the chaptercarefully enough is to see howwell you do on a short exercise.Therefore, at important pointsthroughout each chapter, youwill find an exercise that willreinforce the concepts youhave just learned and providefeedback on how well youlearned them. We urge you notto skip these practices. Whenyou are finished, check youranswers against the solution inthe margin.Confirming Pagesa. Planning involves setting long-term objectives and the short-term tactics necessary toC H A P T E R 4 Activity-Based Costing and Cost Managementachieve those objectives.b.Implementinginvolvesactual attemptresults toobjectivesand makingthe customer.As part ofABM,comparingmanagers shouldto plannedstreamlinethese activitiesto beadjustmentsas necessary.performedas cost effectivelyas possible.c. Controlling includes all of the operational decisions made to implement the plan.d. All of the above.ABM AND SUSTAINABILITYCoach’s Tips9Introduction to Managerial Accounting1. d2. b and c are both false.Research shows that students learn best whenthey actively engage in the learning process.Self-Study Practice quizzes ask studentsto pause at critical points throughout eachchapter to ensure they understand the materialpresented before moving ahead.CHAPTER 1Afteryou havefinished,your answersagainstsolutionsmanagersin the rovidewithdetailed information aboutthe cost of activities, it can be adapted to provide managers with sustainability-related information. For example, a well-designed ABC system could capture and report informationabout environmental costs such as green house gas (GHG) emissions. Rather than assigning costs (an economic measure) to activities and then to products and services, the systemas a GHGwholesalerand (anthenenvironmentalexpanded intomeasure)the retailtomarket.Otherretailerscould traceemissionsactivitiesand well-knownthen to productsandMacy’s,Bed Bath& Beyond,and Safeway.services.includeSuch aWalmart,system wouldprovideactionableinformationfor managers who have been withServicecompaniesprovide a justserviceto customersclients.A fewwell-knowntaskedreducingGHG emissions,as vidersHiltoncosts.Hotels, Southwest Airlines, Expedia.com, and tasmall businessesprovideto GHGconsumersand otherAs Express.an example,has a statedgoal servicesto reduceemissionsfrombusinesses,its Northincludinghair salons,firms,architects,repairAmericanoperationsby 12%lawfrom2010to 2016.andAs homeof 2014,thespecialists.company had achieveda 9%Increasingly,reduction ota,manthe lines between manufacturing, merchandising, and service companiesagersbecomingachieve theirenvironmentalgoals usingthe sameCalifornia“kaizen” Pizza(continuousimprovement)areless clear.Many businesses,includingKitchen,do not analyzingtheirprocessestoidentifyneatly into a single category. Some would consider CPK to be a service firm because it servesways toto customers.make th
whi26485_fm_i-1.indd ii 11/24/15 03:45 PM. MANAGERIAL ACCOUNTING, THIRD EDITION. Published by McGraw-Hill Educ
H2: Financial Versus Managerial Accounting 5) A budget is a managerial accounting tool used in the planning process. Answer: TRUE Diff: 1 LO: 16-1 AICPA Functional: Reporting PE Question Type: Concept H2: Financial Versus Managerial Accounting Test Bank for Horngrens Financial and Managerial Accounting The Managerial Chapters 5th Edition by .
Horngren, Datar & Rajan. Cost Accounting: A Managerial Emphasis, 14th Ed. 2012 Reference Books Garison. Noreen and Brewer, Managerial Accounting, 13th Ed. 2010 Gray and Ricketts; “Cost and Managerial Accounting” Heltger and Matulich; “Managerial Accounting” Moore - Jaedicke- Anderson; “Managerial Accounting”
Garrison, Managerial Accounting, 12th Edition 3 True/False Questions 1. Although financial and managerial accounting differ in many ways, they are similar in that both rely on the same underlying financial data. Answer: True Level: Medium LO: 1 2. Managerial accounting is a branch of financial accounting and serves essentially the
Textbook Equity Paperback, Principles of Accounting, Volume 1 , Financial Accounting (Chapters 9 – 18), List Price 14.95 PDF Version, Accounting Principles: Managerial Accounting, Free Download Textbook Equity Paperback, Accounting Principles: Managerial Accounting, 316 pages, (chapters 19 – 26 of the original volume).
Textbook Equity Paperback, Principles of Accounting, Volume 1 , Financial Accounting (Chapters 9 - 18), List Price 14.95 PDF Version, Accounting Principles: Managerial Accounting, Free Download Textbook Equity Paperback, Accounting Principles: Managerial Accounting, 316 pages, (chapters 19 - 26 of the original volume).
Managerial Accounting Study Guide . Table of Contents 1. Introduction to Managerial Accounting 2. Introduction to Cost Terms and Cost Concepts . It is important to note that even though financial accounting reports are aimed primarily at external users and managerial accounting reports are aimed primarily at internal users, managers also make .
Page 1-5 Managerial Accounting Basics Managerial accounting, also called management accounting, is a field of accounting that provides economic and financial information for managers and other internal users. Managerial accounting applies to all types of
FINANCIAL ACCOUNTING : MEANING, NATURE AND ROLE OF ACCOUNTING STRUCTURE 1.0 Objective 1.1 Introduction 1.2 Origin and Growth of Accounting 1.3 Meaning of Accounting 1.4 Distinction between Book-Keeping and Accounting 1.5 Distinction between Accounting and Accountancy 1.6 Nature of Accounting 1.7 Objectives of Accounting 1.8 Users of Accounting Information 1.9 Branches of Accounting 1.10 Role .
