Professional Documents
Culture Documents
Responsibilty Acctng.
Responsibilty Acctng.
4.
5.
8.
When a manager takes an action that benefits his or her responsibility center, but not the company as a whole,
A. it is a non-controllable action
B. there is a lack of goal congruence
C. the center must be an artificial profit center
D. the manager should be fired
Suboptimization
9.
A management decision may be beneficial for a given profit center, but not for the entire company. From the overall company viewpoint, this decision would lead
to
A. goal congruence
C. centralization
B. suboptimization
D. maximization
Management by objectives
10. An emphasis on obtaining goal congruence is consistent with a broad managerial approach called
A. management by crisis
B. management by objectives
C. management through goal congruence
D. just-in-time philosophy
11.
In a responsibility accounting system, the process in which a supervisor and a subordinate jointly determine the subordinates goals and plans for achieving these goals
is
A. Top-down budgeting
C. Bottom-up budgeting
B. Imposed budgeting
D. Management by objectives
Responsibility Accounting
12. Responsibility accounting is a system whose attributes include
A. responsibility, liability, and culpability
B. liability, accountability, and performance evaluation
C. performance evaluation, accountability, and responsibility
D. culpability, liability, and accountability
13.
C.
D.
control-based reports
all of the above
367
What term identifies an accounting system in which the operations of the business are broken down into reportable segments and the control functions of a foreperson,
sales managers, or supervisor is emphasized?
A. Responsibility accounting
C. Operations-research accounting
B. Control accounting
D. Budgetary accounting
15.
The Atwood Company uses a performance reporting system that reflects the companys decentralization of decision making. The departmental performance report
shows one line of data for each subordinate who reports to the group vice-president. The data presented shows the actual costs incurred during the period, the
budgeted costs, and all variances from budget for that subordinates department. The Atwood Company is using a type of system called
A. Flexible budgeting
C. Responsibility accounting
B. Contribution budgeting
D. Cost-benefit accounting
16.
The accumulation of accounting data on the basis of the individual manager who has the authority to make day-to-day decisions about activities in an area is called
A. static reporting.
C. responsibility accounting.
B. flexible accounting.
D. master budgeting.
17.
Which of the following is critically important for a responsibility accounting system to be effective?
A. Each employee should receive a separate performance report.
B. Service department costs should be allocated to the operating departments that use the service.
C. Each manager should know the criteria used for evaluating his or her performance.
D. The details on the performance reports for individual managers should add up to the totals on the report to their supervisor.
Responsibility report
18. The report to a territorial sales manager which shows the contribution to profit by each salesperson in the territory is called
A. a profit reportA.
C. an absorption profit report
B. a responsibility report
D. a distribution report
Responsibility centers
19. A responsibility center
A. is an organization unit where management control exists over incurring costs or generating revenue
B. is responsible for all other departments
C. has a responsible manager in charge of it
D. all of the above
Activity center
20. A segment of an organization for which management wants to report the cost of the activities performed separately is called a(n)
A. cost center
C. activity-based costing center
B. activity center
D. batch activity center
Cost center
21. The sequence that reflects increasing breadth of responsibility is
A. cost center, investment center, profit center
B. cost center, profit center, investment center
C. profit center, cost center, investment center
D. investment center, cost center, profit center
22.
23.
Profit center
24. A profit center is
A. a responsibility center that always reports a profit.
B. a responsibility center that incurs costs and generates revenues.
C. evaluated by the rate of return earned on the investment allocated to the center.
D. referred to as a loss center when operations do not meet the company's objectives.
25.
a profit center
an operation center
Investment center
26. A distinguishing characteristic of an investment center is that
A. revenues are generated by selling and buying stocks and bonds.
B. interest revenue is the major source of revenues.
C. the profitability of the center is related to the funds invested in the center.
D. it is a responsibility center which only generates revenues.
Comprehensive
27. In which type of responsibility center is the manager held accountable for its profits?
A. Cost center
C. Investment center
B. Profit center
D. Profit centers or Investment centers
28.
Which of the following responsibility centers have managers who are held accountable for costs?
A. Cost centers and Investment centers
B. Revenue centers and Profit centers
C. Revenue centers and Investment centers
D. Cost centers and Profit centers
368
Overtime conditions and pay were recently set by the personnel department. The production department has just received a request for a rush order from the sales
department. The production department protests that additional overtime costs would be incurred as a result of the order. The sales department argues the order is
from an important customer. The production department processes the order. In order to control costs, which department should be charged with the overtime costs
generated as a result of the rush order?
A. Personnel department
B. Production department
C. Sales department
D. Shared by production department and sales department
32.
Which one of the following would NOT usually be considered a controllable cost for the product or division manager?
A. factory wages
C. maintenance
B. plant salaries
D. plant rent expense
Profitability accounting
33. Micro Manufacturing uses an accounting system that charges costs to the manager who has been delegated the authority to make the decisions incurring the costs.
For example, if the sales manager accepts a rush order that requires the incurrence of additional manufacturing costs, these additional costs are charged to the sales
manager because the authority to accept or decline the rush order was given to the sales manager. This type of accounting system is known as
A. Functional accounting
C. Contribution accounting
B. Reciprocal allocation
D. Profitability accounting
Budgeting system
34. A basic budgeting system includes
A. a planning schedule
B. follow-up plan steps
C.
D.
Of most relevance in deciding how or which costs should be assigned to a responsibility center is the degree of
A. Avoidability
C. Causality
B. Controllability
D. Variability
38.
Internal reports prepared under the responsibility accounting approach should be limited to which of the following costs?
A. Only variable costs of production
B. Only conversion costs
C. Only controllable costs
D. Only costs properly allocable to the cost center under generally accepted accounting principles
39.
The best measure of the performance of the manager of a profit center is the
A. rate of return on investment.
B. success in meeting budgeted goals for controllable costs.
C. amount of controllable margin generated by the profit center.
D. amount of contribution margin generated by the profit center.
40.
When used for performance evaluation, periodic internal reports based on a responsibility accounting system should not
A. be related to the organization chart
B. include allocated fixed overhead
C. include variances between actual and budgeted controllable costs
D. distinguish between controllable and noncontrollable costs
41.
the most desirable measure of departmental performance for evaluating the departmental manager is departmental
A. Revenue less controllable departmental expenses
B. Net income
C. Contribution to indirect expenses
D. Revenue less departmental variable expenses
42.
Performance measures
Return on Investment
43. Return on investment (ROI) is calculated as
A. divisional operating income/divisional investment
369
44.
45.
46.
47.
A measure frequently used to evaluate the performance of the manager of an investment center is
A. the amount of profit generated.
B. the rate of return on funds invested in the center.
C. the percentage increase in profit over the previous year.
D. departmental gross profit.
48.
DuPont Model
49. C companys return on investment is affected by a change in
A.
Capital turnover
Yes
Profit margin on sales
Yes
50.
B.
Yes
No
C.
No
No
Residual Income
51. Using residual income for evaluating performance
A. penalizes managers whose segments have low ROIs
B. penalizes managers of relatively large segment
C. encourages managers to maximize pesos of profit after a required ROI has been achieved
D. encourage managers to maximize ROI for the company
52.
Residual income
A. is always the best measure of divisional performance
B. is not as good a measure of performance as ROI
C. overcomes some of the problems associated with ROI
D. cannot be used by divisions that deal with others in the same company
53.
When a firm uses residual income to make decisions, the firm should favor those projects whose residual income
A. is closest to the firms minimum capital rate
B. is lowest
C. is highest
D. exceeds a specific target amount
54.
55.
In order to promote goal congruence a manager of an investment center is best evaluated using
A. standard variable costing income statements
B. return on investment
C. budgets and standard costs
D. residual income
56.
370
D.
No
Yes
C.
D.
Sensitivity Analysis
Return on investment
59. Assuming that sales and net income remain the same, a companys return on investment will
A, Increase if invested capital increases
B. Decrease if invested capital decreases
C. Decrease if the invested capital-employed turnover rate decreases
D. Decrease if the invested capital-employed turnover rate increases
60.
The other things remaining constant, if a division doubles its investment turnover, its ROI will
A. decrease
C. remain constant
B. increase
D. double
61.
Other factors remaining unchanged, the rate of return on investment may be improved by
A. increasing investment in assets.
B. increasing expenses.
C. reducing sales
D. decreasing investment in assets.
62.
Which of the following will not improve return on investment if other factors remain constant?
A. Increasing sales volume while holding fixed expenses constant.
B. Decreasing assets.
C. Increasing selling prices.
D. None of the above.
63.
Assuming that sales and net income remain the same, a companys return on investment (ROI) would
A. increase if the invested capital-employed turnover rate decreases.
B. Increase if the invested capital-employed turnover rate increases.
C. Increase if invested capital increases.
D. Decrease if invested capital decreases.
64.
65.
371
P10,000,000
3,000,000
5,000,000
8,000,000
800,000
12%
Required sales
v.
The manager of the Mac Division of Power Company expects the following results in 2006 (pesos in millions):
Sales
P49.60
Variable costs (60%)
29.76
Contribution margin
P19.84
Fixed costs
12.00
Profit
P 7.84
Investment:
Plant equipment
P19.51
Working capital
14.88
P34.39
ROI P7.84/P34.39
22.80%
The division has a target ROI of 30 percent, and the manager has asked you to determine how much sales volume the division would need to reach that. He
states that the sales mix is relatively constant so variable costs and equipment should be close to 60 percent of sales, fixed cost and plant and equipment should
remain constant, and working capital (cash, receivables, and inventories) should vary closely with sales in the percentage reflected above.
The peso sales that the division needs in order to reach the 30 percent ROI target is
A. P19,829,032
C. P57,590,322
B. P44,373,871
D. P59,510,000
Residual income
vi. The current income for a subunit is P36,000. Its current invested capital is P200,000. The subunit is considering purchasing for P20,000 equipment that will
increase annual income by an estimated P2,800. The firm's cost of capital is 12%. If the equipment is purchased, the residual income of the subunit will
A. increase by P2,800
C. increase by P400
B. increase by P16,000
D. increase by 4%
Minimum selling price
vii. Matipid Division of Expenditures Company expects the following results for 2007:
Unit sales
70,000
Unit selling price
P
10
Unit variable cost
P
4
Total fixed costs
P300,000
Total investment
P500,000
The minimum required ROI is 15 percent, and divisions are evaluated on residual income. A foreign customer has approached Matipids manager with an offer to
buy 10,000 units at P7 each. If Matipid accepts the order, it would not lose any of the 70,000 units at the regular price. Accepting the order would increase fixed
costs by P10,000 and investment by P40,000.
What is the minimum price that Matipid could accept for the order and still maintain its expected residual income?
A. P5.00
C. P5.60
B. P4.75
D. P9.00
Maximum lost unit sales
viii. Magastos Division of Expenditures Company expects the following results for 2006:
Unit sales
70,000
Unit selling price
P
10
Unit variable cost
P
4
Total fixed cost
Total fixed costs
P 300,000
Total investment
P 500,000
The minimum required ROI is 15 percent, and divisions are evaluated on residual income. A foreign customer has approached Magastos manager with an offer
to buy 10,000 units at P7 each. Magastos Division has capacity of 75,000 units and the foreign customer will not accept fewer than 10,000 units. Accepting the
order would increase fixed costs by P10,000 and investment by P40,000.
At the price of P7 offered by foreign customer, what is the maximum number of units in regular sales that Magastos Division could sacrifice and still maintain its
expected residual income?
A. 2,333
C. 3,333
B. 2,667
D. 3,667
Economic Value Added
ix. Consider the following:
Investment centers after-tax operating profit
Investment centers total assets
Investment centers current liabilities
Weighted-average cost of capital
What is the economic value added (EVA)?
A. P60,000
B. P 3,200
P 50,000
800,000
80,000
6.5%
C.
D.
P 6,000
P50,000
372
If the investment turnover decreased by 10% and ROS decreased by 30%, the ROI would
A. increase by 30%
C. decrease by 10%
B. decrease by 37%
D. none of the above
Comprehensive
Use the following information to answer questions 2 thru 6:
Carlyle Company had the following information pertaining to 2005:
Profit
Sales
Asset Turnover ratio
The desired minimum rate of return is 15 percent.
P100,000
P1,000,000
2 times
xiii.
C.
D.
20 percent
15 percent
xiv.
C.
D.
20 percent
15 percent
xv.
C.
D.
P1,000,000
P2,000,000
xvi.
The manager of Carlyle is paid a bonus based on ROI. Would the manager invest in a project that will pay a return on investment of 18 percent?
A. Yes, because the project's ROI exceeds the desired minimum rate of return.
B. Yes, because the project's ROI is greater than the company's current ROI.
C. Yes, because the project's ROI is equal than the company's current ROI.
D. No, because the project's ROI is less than the company's current ROI.
C.
D.
P(200,000)
P 150,000
SUPPORTING COMPUTATIONS
i.
Answer: A
Return on Sales: 18% 3 = 6%
ii.
Answer: A
Operating profit: (0.14 x P700,000)
Units sold = (Fixed costs + Profit) UCM (P462,000 + P98,000) P2
iii.
Answer: C
New ROI:
iv.
Answer: B
Operating income: 10M 3M 5M = P2 Million
ROI = P2M P8M = 25%
v.
Answer: C
Let S = Sales
0.3(19,510,000 + 0.3S) = (.4S 12,000,000)
S = 57,590,322.58
vi.
Answer: C
Increase in annual income
Additional required returns (P20,000 x 0.12)
Increase in residual value
P98,000
280,000
P2,800
2,400
P 400
vii. Answer: C
Unit variable cost
Incremental unit fixed cost (P10,000/10)
Minimum return per P1 of additional asset requirement 40,000 x 0.15 /10,000
Minimum selling price
viii. Answer: A
Contribution provided by 10,000 units
10,000 x (7.00 5.60)
Divided by regular contribution margin per unit
Maximum decrease in regular sales
ix.
19.2%
P4.00
1.00
0.60
P5.60
14,000
6
2,333
Answer: B
EVA = Investment center's after-tax operating income - (Investment center's total assets - Investment center's current liabilities) x Weighted-average cost of
capital].
Net operating profit
P50,000
Cost of investment (P800,000 P80,000) x 0.075
46,800
Economic Value Added
P 3,200
373
x.
Answer: B
Controllable segment profit margin = Revenue - (Segment's variable operating costs + Controllable fixed costs).
(P400,000 P180,000 P40,000) P180,000
xi.
Answer: B
(1.3 x 0.8) 100% = 4.0%
xii. Answer: B
Decrease in ROI: (0.90 x 0.70) 1.00 = 37.0%
xiii. Answer: C
ROI = Operating Profit Average investment
Average Operating assets: (P1,000,000 2) = P500,000
ROI: (P100,000 P500,000) = 20%
xiv. Answer: A
Return on sales = Profit Net sales
P100,000 P1,000,000 = 10%
xv.
Answer: B
Total assets = Sales Asset turnover
P1,000,000 2 = P500,000
xvi. Answer: D
No, because the manager's bonus would go down because the company's ROI is 20 percent only.
xvii. Answer: A
Operating profit
Less Required return on average assets: (P500,000 x 15%)
Residual income
P100,000
75,000
P 25,000
374