管理会计双语题库：chapter 11

1、Management Accounting, 6e (Atkinson et al.)Chapter 11 Financial ControlObjective 11) Financial control involves the use of financial measures to assess organizational and management performance.Answer: TRUEDiff: 1Terms: financial controlObjective: 1AACSB: Reflective thinking2) Financial measures ide

2、ntify what is wrong with an organization, not simply provide a signal that something needs attention.Answer: FALSEExplanation: Financial measures signal poor performance but do not identify what has gone wrongDiff: 1Terms: financial measuresObjective: 1AACSB: Reflective thinking3) Nonfinancial measu

3、res can highlight falling sales and profits in an organization, but only financial measures can identify why this is occurring.Answer: FALSEExplanation: Financial measures will highlight the falling profit and sales but not whythat is the role of the nonfinancial measuresDiff: 1Terms: nonfinancial m

4、easuresObjective: 1AACSB: Reflective thinking4) Properly chosen nonfinancial measures anticipate and help to explain financial results in an organization.Answer: TRUEDiff: 1Terms: nonfinancial measuresObjective: 1AACSB: Reflective thinking5) Measure of financial control highlight:A) falling profits.

5、B) poor quality.C) high prices.D) unsatisfactory service.Answer: ADiff: 1Terms: financial controlObjective: 1AACSB: Reflective thinking6) All of the following are reasons that financial control may be an ineffective scorecard EXCEPT that:A) it fails to identify the causes or drivers of performance.B

6、) it focuses on financial measures while ignoring other important attributes of performance.C) it focuses on long-term rather than short-term performance measures.D) it is an aggregate, rather than a detailed measure of performance.Answer: CDiff: 2Terms: financial controlObjective: 1AACSB: Reflectiv

7、e thinking7) Performance measures for financial control include all of the following EXCEPT:A) reduced cycle times.B) ROI ( return on investment) and economic value added.C) profit.D) cost.Answer: ADiff: 2Terms: financial control, performance measuresObjective: 1AACSB: Reflective thinking8) Which of

8、 the following statements is FALSE regarding financial and nonfinancial measures of performance?A) Nonfinancial measures may help to anticipate and explain financial results.B) Financial measures include aggregate measures.C) Nonfinancial measures may help to identify the causes of financial results

9、.D) Financial measures are lead indicators of future success.Answer: DDiff: 2Terms: financial measures, nonfinancial measuresObjective: 1AACSB: Reflective thinking9) What is financial control and how does it relate to nonfinancial measures?Answer: Financial control involves the use of financial meas

10、ures to assess organization and management performance.Financial measures provide a signal that something is wrong, while nonfinancial measures identify what is wrong. For example, falling sales, a financial measure, indicates that something is wrong. However, the falling sales may result from poor

11、quality, poor service, or high prices, which would be identified by the nonfinancial measures of the organization.Diff: 2Terms: financial control, financial measures, nonfinancial measuresObjective: 1AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.10) Discuss at leas

12、t two inefficiencies of financial control.Answer: First, financial control focuses on financial measures that do not measure other important attributes such as product quality, employee satisfaction, and customer service. Because these elements and others are important to the organizations long-term

13、 success, they also should be measured and monitored.Financial control measures the effect of the overall level of performance and ignores the performance achieved on a more detailed level. For this reason, financial control does not suggest how to improve performance, but only serves as a signal of

14、 potential problems and opportunities.Financial control is oriented to short-term performance and it only considers how well the organization has performed this quarter or this year. This preoccupation with short-term success is debilitating because little attention gets focused on long-term improve

15、ment.Diff: 2Terms: financial control, cost center, financial measuresObjective: 1AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.Objective 21) In a decentralized organization, front-line employees are trained to respond to changes in the business environment.Answer:

16、TRUEDiff: 1Terms: decentralizationObjective: 2AACSB: Reflective thinking2) The amount of decentralization in an organization reflects the organizations trust in its employees and other factors.Answer: TRUEDiff: 1Terms: decentralizationObjective: 2AACSB: Reflective thinking3) When an organization mov

17、es to decentralized decision making, control moves from results control to task control.Answer: FALSEExplanation: When an organization moves to centralized making, control moves from results control to task control.Diff: 2Terms: decentralizationObjective: 2AACSB: Reflective thinking4) In a decentral

18、ized organization:A) local-division managers have less control over their business segments.B) there are few deviations from the standardized way of doing things.C) front-line employees are not trained to respond to changes in the business environment.D) decisions are made by the managers most famil

19、iar with the problems and opportunities.Answer: DDiff: 1Terms: decentralizationObjective: 2AACSB: Reflective thinking5) In a centralized organization:A) local-division managers do not need higher approval for most business decisions.B) company-wide standard operating procedures are common.C) local-d

20、ivision managers have an opportunity to gain decision-making experience.D) decisions are made by local division managers.Answer: BDiff: 1Terms: decentralizationObjective: 2AACSB: Reflective thinking6) A decentralized organization does all the following EXCEPT it:A) encourages local success rather th

21、an organizational success.B) trains employees in skills needed for decision making.C) assigns responsibility to front-line employees.D) adapts to the local business environment.Answer: ADiff: 2Terms: decentralizationObjective: 2AACSB: Reflective thinking7) All of the following are true of responsibi

22、lity centers EXCEPT that they:A) operate like a small business.B) promote the interests of the larger organization.C) coordinate activities with other responsibility centers.D) are best used in a centralized organization.Answer: DDiff: 1Terms: responsibility centerObjective: 2AACSB: Reflective think

23、ing8) The MOST likely result of decentralization is to give local-division managers the responsibility for:A) evaluating strategic goals.B) allocating joint costs.C) operating decisions.D) financial control.Answer: CDiff: 2Terms: decentralizationObjective: 2AACSB: Reflective thinking9) For each of t

24、he following activities, characteristics, and applications, identify whether they are found in a (C)entralized organization, a (D)ecentralized organization, or (Both) types of organizations.(C / D / Both) a. Freedom for managers at lower organizational levels to make decisions(C / D / Both) b. Best

25、suited to organizations within stable environments(C / D / Both) c. Greater responsiveness to users needs(C / D / Both) d. Use the most efficient technologies(C / D / Both) e. Maximum constraints and minimum freedom for managers at lowest levels(C / D / Both) f. Maximization of benefits over costs(C

26、 / D / Both) g. Minimization of duplicate functions(C / D / Both) h. Standard operating procedures(C / D / Both) i. Requires trust in employees at all levels(C / D / Both) j. Primarily task control rather than results controlAnswer: (C / D / Both) a. Freedom for managers at lower organizational leve

27、ls to make decisions(C / D / Both) b. Best suited to organizations within stable environments(C / D / Both) c. Greater responsiveness to user needs(C / D / Both) d. Use the most efficient technologies(C / D / Both) e. Maximum constraints and minimum freedom for managers at lowest levels(C / D / Both

28、)f. Maximization of benefits over costs(C / D / Both) g. Minimization of duplicate functions(C / D / Both) h. Standard operating procedures(C / D / Both) i. Requires trust in employees at all levels(C / D / Both) j. Primarily task control rather than results controlDiff: 2Terms: centralization, dece

29、ntralizationObjective: 2AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.Objective 31) For an organization to be successful, activities within sales, manufacturing, and customer service need to be coordinated.Answer: TRUEDiff: 1Terms: decentralizationObjective: 3AACSB

30、: Reflective thinking2) Organizations use nonfinancial control to provide a summary measure of how well their systems of operations control are working.Answer: FALSEExplanation: Organizations use financial control to provide a summary measure of how well their systems of operations control are worki

31、ng.Diff: 1Terms: financial controlObjective: 3AACSB: Reflective thinking3) Properly chosen nonfinancial measures anticipate and explain financial results.Answer: TRUEDiff: 1Terms: financial controlObjective: 3AACSB: Reflective thinking4) A support department, such as human resources, should be evalu

32、ated as a cost center.Answer: TRUEDiff: 1Terms: cost centerObjective: 3AACSB: Reflective thinking5) A major problem faced by cost centers is assigning jointly earned revenues.Answer: FALSEExplanation: Cost centers are not responsible for revenues.Diff: 1Terms: cost centerObjective: 3AACSB: Reflectiv

33、e thinking6) A revenue center is like an independent business.Answer: FALSEExplanation: A profit center is like an independent business.Diff: 1Terms: profit centerObjective: 3AACSB: Reflective thinking7) The performance measures chosen should influence the employees decision-making behavior.Answer:

34、TRUEDiff: 1Terms: performance measuresObjective: 3AACSB: Reflective thinking8) All of the following would likely be classified as cost centers EXCEPT:A) maintenance department at local grocery store.B) your universitys computer center.C) surgical department of hospital.D) All of the above are cost c

35、enters.Answer: CDiff: 1Terms: cost centerObjective: 3AACSB: Reflective thinking9) A local unit is evaluated as a profit center but the corporate office controls many facets of the operation. If local-unit performance is poor, it may reflect:A) poor corporate decisions.B) poor local decisions.C) cond

36、itions that no one can control.D) All of the above are correct.Answer: DDiff: 3Terms: profit centerObjective: 3AACSB: Reflective thinking10) Measuring performance based on cost per unit will motivate performance that includes keeping _ under control.A) only costsB) costs and on-time deliveryC) costs

37、 and the amount of defectsD) only qualityAnswer: ADiff: 2Terms: cost centerObjective: 3AACSB: Reflective thinking11) A cost center is a business segment:A) that usually evaluates employee performance by comparing the centers actual costs with target or standard costs for the amount and type of work

38、done.B) in which interperiod cost comparisons can be misleading if the output level and production mix are constant.C) that usually includes individual stores within a department-store chain.D) that should be evaluated solely on its ability to control and reduce costs.Answer: ADiff: 1Terms: cost cen

39、terObjective: 3AACSB: Reflective thinking12) All of the following are true of a revenue center EXCEPT that it:A) controls service quality and units sold.B) controls the acquisition cost of the product or service sold.C) may control price, product mix, and promotional activities.D) may incur sales an

40、d marketing costs.Answer: BDiff: 2Terms: revenue centerObjective: 3AACSB: Reflective thinking13) When responsibility centers are treated as profit centers:A) the segment manager has responsibility for pricing and product selection, but not for purchasing and promotion.B) the corporate office makes m

41、ost of the operating and pricing decisions.C) the information technology group of a manufacturing firm would typically be treated as a profit center.D) there are usually problems associated with assigning jointly earned revenues.Answer: DDiff: 2Terms: profit centerObjective: 3AACSB: Reflective think

42、ing14) A fully-owned subsidiary of a multinational firm reports return on investment four times a year. This is an example of:A) a revenue center.B) a cost center.C) an investment center.D) a profit center.Answer: CDiff: 1Terms: investment centerObjective: 3AACSB: Reflective thinking15) Describe a c

43、ost center. What are some of the problems faced by cost centers?Answer: Cost centers are responsibility centers in which managers and other employees control only the costs of the product or service provided. A cost center cannot influence revenues or the level of investmentProblems faced by cost ce

44、nters include the significant behavioral effects of setting standards and interpreting variances on employees who may try to misrepresent performance potential and performance results. Measures other than financial measures of cost may need to be evaluated as well in order to get a clear picture of

45、the cost centers performance.Diff: 2Terms: financial control, cost centerObjective: 3AACSB: Reflective thinkingMAL: This question is not available in MyAccountingLab.Objective 41) For the segment manager to be properly evaluated, common costs should NOT be allocated to the various segments, even if

46、an arbitrary allocation is required.Answer: TRUEDiff: 2Terms: common costsObjective: 4AACSB: Reflective thinking2) Contribution margin is the best measure of the controllable contribution of a profit center toward organizational profit.Answer: FALSEExplanation: Segment margin is the best measure of

47、the controllable contribution of a profit center toward organizational profit.Diff: 2Terms: segment marginObjective: 4AACSB: Reflective thinking3) If a product line was eliminated, forecasted annual corporate profits in the short run would decrease by the amount of that product lines contribution ma

48、rgin.Answer: TRUEDiff: 2Terms: contribution marginObjective: 4AACSB: Reflective thinking4) In general, managers are motivated to influence generated revenues when those revenues are included in their performance measures.Answer: TRUEDiff: 1Terms: segment marginObjective: 4AACSB: Reflective thinking5

49、) Conventional segment margin income statements clearly capture the interactive effects among responsibility centers.Answer: FALSEExplanation: Conventional segment margin income statements do not clearly capture the interactive effects among responsibility centers.Diff: 2Terms: segment marginObjecti

50、ve: 4AACSB: Reflective thinking6) Segment margin includes:A) all costs traceable to the segment.B) the segments share of allocated corporate costs.C) the segments share of allocated unavoidable costs.D) All of the above are correct.Answer: ADiff: 2Terms: segment marginObjective: 4AACSB: Reflective t

51、hinking7) Managers of profit centers are responsible for:A) costs and investments.B) revenues and costs.C) costs, revenues, and investments.D) costs.Answer: BDiff: 1Terms: segment marginObjective: 4AACSB: Reflective thinking8) Segment margin is calculated as follows:A) Revenues less flexible costs.B

52、) Revenues less expenses.C) Revenues less direct costs.D) Revenues less variable costsAnswer: CDiff: 2Terms: segment marginObjective: 4AACSB: Reflective thinking9) Caution should be taken when interpreting a segment margin income statement because:A) revenues may be based on transfer prices.B) the i

53、nteractive effects among responsibility centers are generally not clearly captured.C) expenses may be a result of subjective allocation of jointly incurred costs.D) All of the above are correct.Answer: DDiff: 3Terms: segment marginObjective: 4AACSB: Reflective thinking10) Human resources costs might

54、 be allocated to individual cost centers:A) based on the square footage each cost center uses.B) based on the number of employees utilized by each individual center.C) only if the allocation serves some decision-making purpose.D) never, because it is a non-cash cost that should not be allocated.Answ

55、er: BDiff: 1Terms: segment marginObjective: 4AACSB: Reflective thinkingThe management accountant for the Martino Organics has prepared the following segmented income statement for the most current year.Produce Fish & MeatSundriesTotalSales$80,000$120,000$60,000$220,000Variable expenses36,00065,00020

56、,000121,000Contribution margin44,00055,00040,00099,000Other costs18,00021,000 8,00047,000Segment margin26,00034,00032,00052,000Allocated avoidable costs 2,000 3,000 3,0008,000Segment income24,00031,00029,00044,000Allocated corporate costs 7,000 7,000 7,00021,000 Corporate profit$17,000$ 24,000$ 22,0

57、00$ 23,00011) If the Produce department had been eliminated prior to this year, the company would have reported:A) greater corporate profits.B) the same amount of corporate profits.C) less corporate profits.D) resulting profits cannot be determined.Answer: CExplanation: C) Corporate profit would dec

58、rease by $26,000, the segment margin of the produce department.Diff: 2Terms: segment marginObjective: 4AACSB: Analytical skills12) If the Fish & Meat department had been discontinued, the short-term effect on corporate profits would be a decrease of:A) $55,000.B) $34,000.C) $31,000.D) $24,000.Answer

59、: BExplanation: B) Corporate profits would decrease by $34,000, the segment margin of the fish and meat department.Diff: 2Terms: segment marginObjective: 4AACSB: Analytical skills13) Assume that the Sundries department has been discontinued and long-term capacity of the company has had time to adjus

60、t. The projected long-term effect of this action on annual corporate profits would be a decrease of:A) $40,000.B) $32,000.C) $29,000.D) $22,000.Answer: CExplanation: C) Corporate profits would decrease by $29,000, the segment income of the sundries department.Diff: 2Terms: segment incomeObjective: 4