CH 24

CHAPTER 24
BUDGETARY CONTROL AND

RESPONSIBILITY ACCOUNTING
SUMMARY OF QUESTIONS BY STUDY OBJECTIVES AND BLOOMS

TAXONOMY
Item SO BT Item SO BT Item SO BT Item SO BT Item SO BT
True-False Statements
sg
1. 1 K 9. 3 C 17. 3 K 25. 4 K 33. 3 K
sg
2. 1 C 10. 3 K 18. 3 K 26. 5 C 34. 4 C
sg
3. 1 K 11. 3 K 19. 4 C 27. 5 K 35. 5 K
sg
4. 2 K 12. 3 C 20. 4 C 28. 6 K 36. 7 K
sg
5. 2 C 13. 3 C 21. 4 C 29. 7 K 37. 7 K
6. 2 C 14. 3 C 22. 4 C 30. 7 K
sg
7. 2 K 15. 3 K 23. 4 C 31. 1 K
sg
8. 2 C 16. 3 K 24. 4 K 32. 2 K
Multiple Choice Questions
38. 1 K 63. 3 K 88. 3 AP 113. 6 C 138. 7 K
39. 1 C 64. 3 C 89. 4 K 114. 6 C 139. 7 C
40. 1 K 65. 3 K 90. 4 AP 115. 6 AP 140. 7 K
41. 1 C 66. 3 C 91. 4 C 116. 6 C 141. 7 AP
42. 1 K 67. 3 C 92. 4 C 117. 6 AP 142. 7 K
43. 1 K 68. 3 K 93. 4 C 118. 6 C 143. 7 K
44. 1 K 69. 3 K 94. 4 K 119. 6 C 144. 7 AP
45. 2 C 70. 3 AP 95. 4 C 120. 6 AP 145. 7 C
46. 2 C 71. 3 C 96. 4 C 121. 7 AP 146. 7 AP
47. 2 C 72. 3 C 97. 4 C 122. 7 AP 147. 7 C
sg
48. 2 C 73. 3 C 98. 4 C 123. 7 AN 148. 1 C
sg
49. 2 C 74. 3 AP 99. 4 K 124. 7 AP 149. 2 K
st
50. 2 C 75. 3 AP 100. 4 C 125. 7 AN 150. 2 K
sg
51. 2 C 76. 3 AP 101. 4 C 126. 7 AP 151. 3 AP
st
52. 2 C 77. 3 AP 102. 4 C 127. 7 AP 152. 3 K
sg
53. 2,3 C 78. 3 AP 103. 4 C 128. 7 AP 153. 3 K
st
54. 3 C 79. 3 AP 104. 4 K 129. 7 AP 154. 3 K
sg
55. 3 AP 80. 3 AP 105. 5 C 130. 7 AP 155. 4 K
st
56. 3 AP 81. 3 AP 106. 5 C 131. 7 AP 156. 4 K
sg
57. 3 AP 82. 3 AP 107. 5 C 132. 7 AP 157. 6 K
st
58. 3 C 83. 3 AP 108. 5 C 133. 7 AN 158. 7 K
sg
59. 3 C 84. 3 AP 109. 5 C 134. 7 AP 159. 7 AP
60. 3 K 85. 3 AP 110. 6 K 135. 7 AP
61. 3 C 86. 3 AP 111. 6 C 136. 7 C
62. 3 C 87. 3 AP 112. 6 K 137. 7 C
Brief Exercises
160. 3 AP 162. 3 AP 164. 4 AP 166. 7 AP 168. 7 AP
161. 3 AP 163. 3 AP 165. 6 AP 167. 7 AP 169. 7 AN
24 - 2 Test Bank for Accounting Principles, Ninth Edition
SUMMARY OF QUESTIONS BY STUDY OBJECTIVES AND BLOOMS

TAXONOMY
Exercises
170. 2 AP 175. 3 AP 180. 3 AP 185. 6 AN 190. 7 AP
171. 2,3 AP 176. 3 AP 181. 3,6 AP 186. 6 AN 191. 7 AN
172. 3 AP 177. 3 AP 182. 4,5 AP 187. 6,7 AP 192. 7 AN
173. 3 AP 178. 3 AP 183. 5 AN 188. 7 AP 193. 7 AN
174. 3 AP 179. 3 AP 184. 5 AP 189. 7 AP 194. 7 AN
Completion Statements
195. 1 K 198. 3 K 201. 4 K 204. 7 K
196. 1 K 199. 3 K 202. 4 K 205. 7 K
197. 1 K 200. 4 K 203. 4 K 206. 7 K
Matching
207 1 K
Short-Answer Essay
208. 1 K 210. 4 K 212. 7 K
209. 3 K 211. 4 K 213. 7 K
sg
This question also appears in the Study Guide.
st
This question also appears in a self-test at the student companion website.
SUMMARY OF STUDY OBJECTIVES BY QUESTION TYPE

Item Type Item Type Item Type Item Type Item Type Item Type Item Type
Study Objective 1
1. TF 31. TF 40. MC 43. MC 195. C 207. MA
2. TF 38. MC 41. MC 44. MC 196. C 208. S-A
3. TF 39. MC 42. MC 148. MC 197. C
Study Objective 2
4. TF 7. TF 45. MC 48. MC 51. MC 149. MC 171. Ex
5. TF 8. TF 46. MC 49. MC 52. MC 150. MC
6. TF 32. TF 47. MC 50. MC 53. MC 170. Ex
Study Objective 3
9. TF 33. TF 62. MC 72. MC 82. MC 154. MC 176. Ex
10. TF 53. MC 63. MC 73. MC 83. MC 160. BE 177. Ex
11. TF 54. MC 64. MC 74. MC 84. MC 161. BE 178. Ex
12. TF 55. MC 65. MC 75. MC 85. MC 162. BE 179. Ex
13. TF 56. MC 66. MC 76. MC 86. MC 163. BE 180. Ex
14. TF 57. MC 67. MC 77. MC 87. MC 171. Ex 181. Ex
15. TF 58. MC 68. MC 78. MC 88. MC 172. Ex 198. C
16. TF 59. MC 69. MC 79. MC 151. MC 173. Ex 199. C
17. TF 60. MC 70. MC 80. MC 152. MC 174. Ex 209. S-A
18. TF 61. MC 71. MC 81. MC 153. MC 175. Ex
Budgetary Planning and Responsibility Accounting 24 - 3
Study Objective 4
19. TF 24. TF 91. MC 96. MC 101. MC 156. MC 202. C
20. TF 25. TF 92. MC 97. MC 102. MC 164. BE 203. C
21. TF 34. TF 93. MC 98. MC 103. MC 182. Ex 210. S-A
22. TF 89. MC 94. MC 99. MC 104. MC 200. C 211. S-A
23. TF 90. MC 95. MC 100. MC 155. MC 201. C
Study Objective 5
26. TF 35. TF 106. MC 108. MC 182. Ex 184. Ex
27. TF 105. MC 107. MC 109. MC 183. Ex
Study Objective 6
28. TF 112. MC 115. MC 118. MC 157. MC 183. Ex 186. Ex
110. MC 113. MC 116. MC 119. MC 165. BE 184. Ex 187. Ex
111. MC 114. MC 117. MC 120. MC 181. Ex 185. Ex
Study Objective 7
29. TF 125. MC 133. MC 141. MC 159. MC 190. Ex 212. K
30. TF 126. MC 134. MC 142. MC 166. BE 191. Ex 213. K
36. TF 127. MC 135. MC 143. MC 167. BE 192. Ex
37. TF 128. MC 136. MC 144. MC 168. BE 193. Ex
121. MC 129. MC 137. MC 145. MC 169. BE 194. Ex
122. MC 130. MC 138. MC 146. MC 187. Ex 204. C
123. MC 131. MC 139. MC 147. MC 188. Ex 205. C
124. MC 132. MC 140. MC 158. MC 189. Ex 206. C
Note: TF = True-False BE = Brief Exercise C = Completion

MC = Multiple Choice Ex = Exercise S-A = Short-Answer
CHAPTER STUDY OBJECTIVES

1. Describe the concept of budgetary control. Budgetary control consists of (a) preparing
periodic budget reports that compare actual results with planned objectives, (b) analyzing the
differences to determine their causes, (c) taking appropriate corrective action, and (d)
modifying future plans, if necessary.
2. Evaluate the usefulness of static budget reports. Static budget reports are useful in
evaluating the progress toward planned sales and profit goals. They are also appropriate in
assessing a manager's effectiveness in controlling costs when (a) actual activity closely
approximates the master budget activity level, and/or (b) the behavior of the costs in response
to changes in activity is fixed.
3. Explain the development of flexible budgets and the usefulness of flexible budget
reports. To develop the flexible budget, it is necessary to: (a) Identify the activity index and
the relevant range of activity; (b) Identify the variable costs, and determine the budgeted
variable cost per unit of activity for each cost; (c) Identify the fixed costs, and determine the
budgeted amount for each cost; (d) Prepare the budget for selected increments of activity
within the relevant range. Flexible budget reports permit an evaluation of a manager's
performance in controlling production and costs.
4 Describe the concept of responsibility accounting. Responsibility accounting involves

accumulating and reporting revenues and costs on the basis of the individual manager who
has the authority to make the day-to-day decisions about the items. The evaluation of a
manager's performance is based on the matters directly under the manager's control. In
responsibility accounting, it is necessary to distinguish between controllable and
noncontrollable fixed costs and to identify three types of responsibility centers: cost, profit,
and investment.
5. Indicate the features of responsibility reports for cost centers. Responsibility reports for
cost centers compare actual costs with flexible budget data. The reports show only
controllable costs, and no distinction is made between variable and fixed costs.
6. Identify the content of responsibility reports for profit centers. Responsibility reports
show contribution margin, controllable fixed costs, and controllable margin for each profit
center.
7. Explain the basis and formula used in evaluating performance in investment centers.
The primary basis for evaluating performance in investment centers is return on investment
(ROI). The formula for computing ROI for investment centers is: Controllable margin
Average operating assets.
TRUE-FALSE STATEMENTS
1. Budget reports comparing actual results with planned objectives should be prepared only
once a year.
Ans: F, SO: 1, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Communication, IMA:
Reporting
2. If actual results are different from planned results, the difference must always be
investigated by management to achieve effective budgetary control.
Ans: F, SO: 1, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Budget Preparation
3. Certain budget reports are prepared monthly, whereas others are prepared more
frequently depending on the activities being monitored.
Ans: T, SO: 1, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Communication, IMA:
Reporting
4. The master budget is not used in the budgetary control process.

Ans: F, SO: 2, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Budget Preparation
5. A master budget is most useful in evaluating a manager's performance in controlling

costs.
Budget Preparation
6. A static budget is one that is geared to one level of activity.

Ans: T, SO: 2, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Budget Preparation
7. A static budget is changed only when actual activity is different from the level of activity
expected.
Reporting
8. A static budget is most useful for evaluating a manager's performance in controlling

variable costs.
Reporting
9. A flexible budget can be prepared for each of the types of budgets included in the master
budget.
Reporting
10. A flexible budget is a series of static budgets at different levels of activities.

Ans: T, SO: 3, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Reporting
11. Flexible budgeting relies on the assumption that unit variable costs will remain constant
within the relevant range of activity.
FSA
12. Total budgeted fixed costs appearing on a flexible budget will be the same amount as total
fixed costs on the master budget.
FSA
13. A flexible budget is prepared before the master budget.

FSA
14. The activity index used in preparing a flexible budget should not influence the variable
costs that are being budgeted.
FSA
15. A formula used in developing a flexible budget is: Total budgeted cost = fixed cost + (total
variable cost per unit activity level).
FSA
16. Flexible budgets are widely used in production and service departments.
FSA
17. A flexible budget report will show both actual and budget cost based on the actual activity
level achieved.
Reporting
18. Management by exception means that management will investigate areas where actual
results differ from planned results if the items are material and controllable.
Ans: T, SO: 3, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Risk Analysis, AICPA PC: Problem Solving, IMA:
Internal Controls.
19. Policies regarding when a difference between actual and planned results should be
investigated are generally more restrictive for noncontrollable items than for controllable
items.
Ans: F, SO: 4, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Risk Analysis, AICPA PC: Problem Solving, IMA:
Internal Controls
20. A distinction should be made between controllable and noncontrollable costs when
reporting information under responsibility accounting.
Ans: T, SO: 4, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Risk Analysis, AICPA PC: Problem Solving, IMA:
Internal Controls
21. Cost centers, profit centers, and investment centers can all be classified as responsibility
centers.
Budget Preparation
22. More costs become controllable as one moves down to each lower level of managerial
responsibility.
Budget Preparation
23. In a responsibility accounting reporting system, as one moves up each level of

responsibility in an organization, the responsibility reports become more summarized and
show less detailed information.
Budget Preparation
24. Decentralization means that the control of operations is delegated by top management to
many individuals throughout the organization.
Ans: T, SO: 4, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: None, IMA: Budget
Preparation
25. A cost item is considered to be controllable if there is not a large difference between
actual cost and budgeted cost for that item.
Reporting
26. A cost center incurs costs and generates revenues and cost center managers are
evaluated on the profitability of their centers.
Budget Preparation
27. The terms "direct fixed costs" and "indirect fixed costs" are synonymous with "traceable
costs" and "common costs," respectively.
Budget Preparation
28. Controllable margin is subtracted from controllable fixed costs to get net income for a
profit center.
Ans: F, SO: 6, Bloom: K, Difficulty: Easy, Min: 1, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
IMA: Quantitative Methods
29. The denominator in the formula for calculating the return on investment includes operating
and nonoperating assets.
Ans: F, SO: 7, Bloom: K, Difficulty: Easy, Min: 1, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
30. The formula for computing return on investment is controllable margin divided by average
operating assets.
Ans: T, SO: 7, Bloom: K, Difficulty: Easy, Min: 1, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
31. Budget reports provide the feedback needed by management to see whether actual
operations are on course.
Ans: T, SO: 1, Bloom: K, Difficulty: Easy, Min: 1, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
32. A static budget is an effective means to evaluate a manager's ability to control costs,
regardless of the actual activity level.
Budget Preparation
33. The flexible budget report evaluates a manager's performance in two areas: (1)
production and (2) costs.
Budget Preparation
34. The terms controllable costs and noncontrollable costs are synonymous with variable
costs and fixed costs, respectively.
Budget Preparation
35. Most direct fixed costs are not controllable by the profit center manager.
Budget Preparation
36. The manager of an investment center can improve ROI by reducing average operating
assets.
Budget Preparation
37. An advantage of the return on investment ratio is that no judgmental factors are involved.
Budget Preparation
Answers to True-False Statements

Item Ans. Item Ans. Item Ans. Item Ans. Item Ans. Item Ans. Item Ans.
1. F 7. F 13. F 19. F 25. F 31. T 37. F
2. F 8. F 14. F 20. T 26. F 32. F
3. T 9. T 15. T 21. T 27. T 33. T
4. F 10. T 16. T 22. F 28. F 34. F
5. F 11. T 17. T 23. T 29. F 35. F
6. T 12. T 18. T 24. T 30. T 36. T
MULTIPLE CHOICE QUESTIONS

38. What is budgetary control?
a. Another name for a flexible budget
b. The degree to which the CFO controls the budget
c. The use of budgets in controlling operations
d. The process of providing information on budget differences to lower level managers
Ans: C, SO: 1, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Budget Preparation
39. A major element in budgetary control is

a. the preparation of long-term plans.
b. the comparison of actual results with planned objectives.
c. the valuation of inventories.
d. approval of the budget by the stockholders.
Ans: B, SO: 1, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Budget Preparation
40. Budget reports should be prepared

a. daily.
b. monthly.
c. weekly.
d. as frequently as needed.
Ans: D, SO: 1, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
41. On the basis of the budget reports,

a. management analyzes differences between actual and planned results.
b. management may take corrective action.
c. management may modify the future plans.
d. all of these.
Ans: D, SO: 1, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
42. The purpose of the departmental overhead cost report is to

a. control indirect labor costs.
b. control selling expense.
c. determine the efficient use of materials.
d. control overhead costs.
Reporting
43. The purpose of the sales budget report is to

a. control selling expenses.
b. determine whether income objectives are being met.
c. determine whether sales goals are being met.
d. control sales commissions.
Ans: C, SO: 1, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
44. The comparison of differences between actual and planned results

a. is done by the external auditors.
b. appears on the company's external financial statements.
c. is usually done orally in departmental meetings.
d. appears on periodic budget reports.
Reporting
45. A static budget

a. should not be prepared in a company.
b. is useful in evaluating a manager's performance by comparing actual variable costs
and planned variable costs.
c. shows planned results at the original budgeted activity level.
d. is changed only if the actual level of activity is different than originally budgeted.
Ans: C, SO: 2, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
FSA
46. A static budget report

a. shows costs at only 2 or 3 different levels of activity.
b. is appropriate in evaluating a manager's effectiveness in controlling variable costs.
c. should be used when the actual level of activity is materially different from the master
budget activity level.
d. may be appropriate in evaluating a manager's effectiveness in controlling costs when
the behavior of the costs in response to changes in activity is fixed.
Reporting
47. A static budget is appropriate in evaluating a manager's performance if

a. actual activity closely approximates the master budget activity.
b. actual activity is less than the master budget activity.
c. the company prepares reports on an annual basis.
d. the company is a not-for-profit organization
Ans: A, SO: 2, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
48. When budgeted and actual results are not the same amount, there is a budget
a. error.
b. difference.
c. anomaly.
d. by-product.
Ans: B, SO: 2, Bloom: C, Difficulty: Easy, Min: 1, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
49. Top management's reaction to a difference between budgeted and actual sales often
depends on
a. whether the difference is favorable or unfavorable.
b. whether management anticipated the difference.
c. the materiality of the difference.
d. the personality of the top managers.
Ans: C, SO: 2, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
50. If costs are not responsive to changes in activity level, then these costs can be best
described as
a. mixed.
b. flexible.
c. variable.
d. fixed.
Reporting
51. Assume that actual sales results exceed the planned results for the second quarter. This
favorable difference is greater than the unfavorable difference reported for the first quarter
sales. Which of the following statements about the sales budget report on June 30 is true?
a. The year-to-date results will show a favorable difference.
b. The year-to-date results will show an unfavorable difference.
c. The difference for the first quarter can be ignored.
d. The sales report is not useful if it shows a favorable and unfavorable difference for the
two quarters.
Ans: A, SO: 2, Bloom: C, Difficulty: Easy, Min: 1, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
52. A static budget is appropriate for

a. variable overhead costs.
b. direct materials costs.
c. fixed overhead costs.
d. none of these.
Reporting
53. What is the primary difference between a static budget and a flexible budget?
a. The static budget contains only fixed costs, while the flexible budget contains only
variable costs.
b. The static budget is prepared for a single level of activity, while a flexible budget is
adjusted for different activity levels.
c. The static budget is constructed using input from only upper level management, while
a flexible budget obtains input from all levels of management.
d. The static budget is prepared only for units produced, while a flexible budget reflects
the number of units sold.
Ans: B, SO: 2,3, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
54. A flexible budget

a. is prepared when management cannot agree on objectives for the company.
b. projects budget data for various levels of activity.
c. is only useful in controlling fixed costs.
d. cannot be used for evaluation purposes because budgeted data are adjusted to reflect
actual results.
Ans: B, SO: 3, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
55. The master budget of Rondelli Company shows that the planned activity level for next
year is expected to be 50,000 machine hours. At this level of activity, the following
manufacturing overhead costs are expected:
Indirect labor $240,000
Machine supplies 60,000
Indirect materials 70,000
Depreciation on factory building 50,000
Total manufacturing overhead $420,000
A flexible budget for a level of activity of 60,000 machine hours would show total
manufacturing overhead costs of
a. $494,000.
b. $420,000.
c. $504,000.
d. $454,000.
Ans: A, SO: 3, Bloom: AP, Difficulty: Medium, Min: 3, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
56. Ashcroft, Inc. prepared a 2010 budget for 60,000 units of product. Actual production in
2010 was 65,000 units. To be most useful, what amounts should a performance report for
this company compare?
a. The actual results for 65,000 units with the original budget for 60,000 units
b. The actual results for 65,000 units with a new budget for 65,000 units.
c. The actual results for 65,000 units with last year's actual results for 67,000 units
d. It doesn't matter. All of these choices are equally useful.
Ans: B, SO: 3, Bloom: AP, Difficulty: Medium, Min: 3, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
57. A department has budgeted monthly manufacturing overhead cost of $270,000 plus $3
per direct labor hour. If a flexible budget report reflects $522,000 for total budgeted manu-
facturing cost for the month, the actual level of activity achieved during the month was
a. 264,000 direct labor hours.
b. 84,000 direct labor hours.
c. 174,000 direct labor hours.
d. Cannot be determined from the information provided.
58. Which one of the following would be the same total amount on a flexible budget and a
static budget if the activity level is different for the two types of budgets?
a. Direct materials cost
b. Direct labor cost
c. Variable manufacturing overhead
d. Fixed manufacturing overhead
Ans: D, SO: 3, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Quantitative Methods
59. In developing a flexible budget within a relevant range of activity,

a. only fixed costs are included.
b. it is necessary to relate variable cost data to the activity index chosen.
c. it is necessary to prepare a budget at 1,000 unit increments.
d. variable and fixed costs are combined and are reported as a total cost.
Ans: B, SO: 3, Bloom: C, Difficulty: Easy, Min: 1, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
60. What budgeted amounts appear on the flexible budget?

a. Original budgeted amounts at the static budget activity level
b. Actual costs for the budgeted activity level
c. Budgeted amounts for the actual activity level achieved
d. Actual costs for the estimated activity level
Ans: C, SO: 3, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
61. The flexible budget

a. is prepared before the master budget.
b. is relevant both within and outside the relevant range.
c. eliminates the need for a master budget.
d. is a series of static budgets at different levels of activity.
Reporting
62. A flexible budget can be prepared for which of the following budgets comprising the
master budget?
a. Sales
b. Overhead
c. Direct materials
d. All of these
Reporting
63. Another name for the static budget is

a. master budget.
b. overhead budget.
c. permanent budget.
d. flexible budget.
Ans: A, SO: 3, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
64. If a company plans to sell 24,000 units of product but sells 30,000, the most appropriate
comparison of the cost data associated with the sales will be by a budget based on
a. the original planned level of activity.
b. 27,000 units of activity.
c. 30,000 units of activity.
d. 24,000 units of activity.
Ans: C, SO: 3, Bloom: C, Difficulty: Medium, Min: 3, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
65. Within the relevant range of activity, the behavior of total costs is assumed to be
a. linear and upward sloping.
b. linear and downward sloping.
c. curvilinear and upward sloping.
d. linear to a point and then level off.
Ans: A, SO: 3, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
FSA
66. Sales results that are evaluated by a static budget might show
1. favorable differences that are not justified.
2. unfavorable differences that are not justified.
a. 1
b. 2
c. both 1 and 2.
d. neither 1 nor 2.
Reporting
67. The selection of levels of activity to depict a flexible budget

1. will be within the relevant range.
2. is largely a matter of expediency.
3. is governed by generally accepted accounting principles.
a. 1
b. 2
c. 3
d. 1 and 2
FSA
68. Management by exception

a. causes managers to be buried under voluminous paperwork.
b. means that all differences will be investigated.
c. means that only unfavorable differences will be investigated.
d. means that material differences will be investigated.
Ans: D, SO: 3, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Budget Preparation
69. Under management by exception, which differences between planned and actual results
should be investigated?
a. Material and noncontrollable
b. Controllable and noncontrollable
c. Material and controllable
d. All differences should be investigated
Budget Preparation
70. Hudson Roofing's budgeted manufacturing costs for 25,000 squares of shingles are:
Fixed manufacturing costs $15,000
Variable manufacturing costs $20.00 per square
Hudson produced 20,000 squares of shingles during March. How much are budgeted total
manufacturing costs in March?
a. $400,000
b. $515,000
c. $500,000
d. $415,000
Ans: D, SO: 3, Bloom: AP, Difficulty: Medium, Min: 3, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
71. A flexible budget depicted graphically

a. is identical to a CVP graph.
b. differs from a CVP graph in the way that fixed costs are shown.
c. differs from a CVP graph in the way that variable costs are shown.
d. differs from a CVP graph in that sales revenue is not shown.
Budget Preparation
72. The activity index used in preparing the flexible budget

a. is prescribed by generally accepted accounting principles.
b. is only applicable to fixed manufacturing costs.
c. is the same for all departments.
d. should significantly influence the costs that are being budgeted.
Budget Preparation
73. A static budget is not appropriate in evaluating a manager's effectiveness if a company

has
a. substantial fixed costs.
b. substantial variable costs.
c. planned activity levels that match actual activity levels.
d. no variable costs.
Budget Preparation
74. Dryden Manufacturing Company prepared a fixed budget of 40,000 direct labor hours,
with estimated overhead costs of $200,000 for variable overhead and $60,000 for fixed
overhead. Dryden then prepared a flexible budget at 38,000 labor hours. How much is
total overhead costs at this level of activity?
a. $190,000
b. $250,000
c. $247,000
d. $260,000
75. For June, Wynn Manufacturing estimated sales revenue at $200,000. It pays sales
commissions that are 4% of sales. The sales manager's salary is $95,000, estimated
shipping expenses total 1% of sales, and miscellaneous selling expenses are $5,000.
How much are budgeted selling expenses for the month of July if sales are expected to be
$180,000?
a. $14,000
b. $109,000
c. $9,000
d. $110,000
76. Yanceys Sipit Company budgeted manufacturing costs for 25,000 sipits are:
Fixed manufacturing costs $25,000 per month
Variable manufacturing costs $12.00 per sipit
Yanceys produced 20,000 sipits during March. How much is the flexible budget for total
manufacturing costs for March?
a. $260,000
b. $325,000
c. $240,000
d. $265,000
77. True Masons budgeted costs for 25,000 linear feet of block are:
Fixed manufacturing costs $12,000 per month
Variable manufacturing costs $16.00 per linear
True Masons installed 20,000 linear feet of block during March. How much is budgeted
total manufacturing costs in March?
a. $320,000
b. $412,000
c. $400,000
d. $332,000
78. In the Harrelson Company, indirect labor is budgeted for $36,000 and factory supervision
is budgeted for $12,000 at normal capacity of 80,000 direct labor hours. If 90,000 direct
labor hours are worked, flexible budget total for these costs is
a. $48,000.
b. $54,000.
c. $52,500.
d. $49,500.
Ans: C, SO: 3, Bloom: AP, Difficulty: Medium, Min: 3, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
79. Cannon Company uses flexible budgets. At normal capacity of 8,000 units, budgeted
manufacturing overhead is: $48,000 variable and $135,000 fixed. If Cannon had actual
overhead costs of $187,500 for 9,000 units produced, what is the difference between
actual and budgeted costs?
a. $1,500 unfavorable
b. $1,500 favorable
c. $4,500 unfavorable
d. $6,000 favorable
80. A company's planned activity level for next year is expected to be 100,000 machine hours.
At this level of activity, the company budgeted the following manufacturing overhead
costs:
Variable Fixed
Indirect materials $140,000 Depreciation $60,000
Indirect labor 200,000 Taxes 10,000
Factory supplies 20,000 Supervision 50,000
A flexible budget prepared at the 80,000 machine hours level of activity would show total
a. $288,000.
b. $360,000.
c. $384,000.
d. $408,000.
Ans: D, SO: 3, Bloom: AP, Difficulty: Hard, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
81. In the Klugman Company, indirect labor is budgeted for $54,000 and factory supervision is
budgeted for $18,000 at normal capacity of 80,000 direct labor hours. If 90,000 direct
labor hours are worked, flexible budget total for these costs is:
a. $72,000.
b. $81,000.
c. $78,750.
d. $74,250.
82. Wilson Company uses flexible budgets. At normal capacity of 8,000 units, budgeted
manufacturing overhead is: $32,000 variable and $90,000 fixed. If Wilson had actual
a. $1,000 unfavorable.
b. $1,000 favorable.
c. $3,000 unfavorable.
d. $4,000 favorable.
costs:
Variable Fixed
a. $270,000.
b. $360,000.
c. $370,000.
d. $300,000.
Ans: C, SO: 3, Bloom: AP, Difficulty: Hard, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
84. Pine Company produced 128,000 units in 60,000 direct labor hours. Production for the
period was estimated at 132,000 units and 66,000 direct labor hours. A flexible budget
would compare budgeted costs and actual costs, respectively, at
a. 64,000 hours and 66,000 hours.
b. 66,000 hours and 60,000 hours.
c. 64,000 hours and 60,000 hours.
d. 60,000 hours and 60,000 hours.
costs:
Variable Fixed
a. $202,500.
b. $270,000.
c. $277,500.
d. $225,000.
86. Reed Company produced 160,000 units in 75,000 direct labor hours. Production for the
period was estimated at 165,000 units and 82,500 direct labor hours. A flexible budget
would compare budgeted costs and actual costs, respectively, at
a. 80,000 hours and 82,500 hours.
b. 82,500 hours and 75,000 hours.
c. 80,000 hours and 75,000 hours.
d. 75,000 hours and 75,000 hours.
87. At zero direct labor hours in a flexible budget graph, the total budgeted cost line intersects
the vertical axis at $20,000. At 10,000 direct labor hours, a horizontal line drawn from the
total budgeted cost line intersects the vertical axis at $60,000. Fixed and variable costs
may be expressed as:
a. $20,000 fixed plus $4 per direct labor hour variable.
b. $20,000 fixed plus $6 per direct labor hour variable.
c. $40,000 fixed plus $2 per direct labor hour variable.
d. $40,000 fixed plus $4 per direct labor hour variable.
88. At 9,000 direct labor hours, the flexible budget for indirect materials is $18,000. If $18,700
are incurred at 9,200 direct labor hours, the flexible budget report should show the
following difference for indirect materials:
a. $700 unfavorable.
b. $700 favorable.
c. $300 favorable.
d. $300 unfavorable.
89. 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.
b. flexible accounting.
c. responsibility accounting.
d. master budgeting.
Budget Preparation
90. Dobson Company recorded operating data for its shoe division for the year.
Sales $750,000
Contribution margin 150,000
Controllable fixed costs 90,000
Average total operating assets 300,000
How much is controllable margin for the year?
a. 20%
b. 50%
c. $150,000
d. $60,000
91. A cost is considered controllable at a given level of managerial responsibility if

a. the manager has the power to incur the cost within a given time period.
b. the cost has not exceeded the budget amount in the master budget.
c. it is a variable cost, but it is uncontrollable if it is a fixed cost.
d. it changes in magnitude in a flexible budget.
Ans: A, SO: 4, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Budget Preparation
92. As one moves up to each higher level of managerial responsibility,

a. fewer costs are controllable.
b. the responsibility for cost incurrence diminishes.
c. a greater number of costs are controllable.
d. performance evaluation becomes less important.
Budget Preparation
93. A responsibility report should

a. be prepared in accordance with generally accepted accounting principles.
b. show only those costs that a manager can control.
c. only show variable costs.
d. only be prepared at the highest level of managerial responsibility.
Budget Preparation
94. Top management can control

a. only controllable costs.
b. only noncontrollable costs.
c. all costs.
d. some noncontrollable costs and all controllable costs.
Budget Preparation
95. Not-for-profit entities

a. do not use responsibility accounting.
b. utilize responsibility accounting in trying to maximize net income.
c. utilize responsibility accounting in trying to minimize the cost of providing services.
d. have only noncontrollable costs.
Reporting
96. Which of the following is not a true statement?

a. All costs are controllable at some level within a company.
b. Responsibility accounting applies to both profit and not-for-profit entities.
c. Fewer costs are controllable as one moves up to each higher level of managerial
responsibility.
d. The term segment is sometimes used to identify areas of responsibility in
decentralized operations.
Budget Preparation
97. Costs incurred indirectly and allocated to a responsibility level are considered to be
a. nonmaterial.
b. mixed.
c. controllable.
d. noncontrollable.
Budget Preparation
98. Management by exception

a. is most effective at top levels of management.
b. can be implemented at each level of responsibility within an organization.
c. can only be applied when comparing actual results with the master budget.
d. is the opposite of goal congruence.
Budget Preparation
99. Which responsibility centers generate both revenues and costs?

a. Investment and profit centers
b. Profit and cost centers
c. Cost and investment centers
d. Only profit centers
Budget Preparation
100. The linens department of a large department store is

a. not a responsibility center.
b. a profit center.
c. a cost center.
d. an investment center.
Budget Preparation
101. The foreign subsidiary of a large corporation is

a. not a responsibility center.
b. a profit center.
c. a cost center.
d. an investment center.
Budget Preparation
102. The maintenance department of a manufacturing company is a(n)

a. segment.
b. profit center.
c. cost center.
d. investment center.
Budget Preparation
103. Which of the following is not a correct match?

1. Incurs costs
2. Generates revenue
3. Controls investment funds
a. Investment Center 1, 2, 3
b. Cost Center 1
c. Profit Center 1, 2, 3
d. All are correct matches.
Budget Preparation
104. A cost center

a. only incurs costs and does not directly generate revenues.
b. incurs costs and generates revenues.
c. is a responsibility center of a company which incurs losses.
d. is a responsibility center which generates profits and evaluates the investment cost of
earning the profit.
Budget Preparation
105. A manager of a cost center is evaluated mainly on

a. the profit that the center generates.
b. his or her ability to control costs.
c. the amount of investment it takes to support the cost center.
d. the amount of revenue that can be generated.
Budget Preparation
106. Performance reports for cost centers compare actual

a. total costs with static budget data.
b. total costs with flexible budget data.
c. controllable costs with static budget data.
d. controllable costs with flexible budget data.
Budget Preparation
107. In the performance report for cost centers,

a. controllable and noncontrollable costs are reported.
b. fixed costs are not reported.
c. no distinction is made between fixed and variable costs.
d. only materials and controllable costs are reported.
Reporting
108. Of the following choices, which contain both a traceable fixed cost and a common fixed
cost?
a. Profit center manager's salary and timekeeping costs for a responsibility center's
employees.
b. Company president's salary and company personnel department costs.
c. Company personnel department costs and timekeeping costs for a responsibility
center's employees.
d. Depreciation on a responsibility center's equipment and supervisory salaries for the
center.
Budget Preparation
109. Which of the following is not an indirect fixed cost?

a. Company president's salary
b. Depreciation on the company building housing several profit centers
c. Company personnel department costs
d. Profit center supervisory salaries
Budget Preparation
110. 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.
Ans: B, SO: 6, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
111. 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.
Budget Preparation
112. Controllable margin is defined as

a. sales minus variable costs.
b. sales minus contribution margin.
c. contribution margin less controllable fixed costs.
d. contribution margin less noncontrollable fixed costs.
Budget Preparation
113. Controllable margin is most useful for

a. external financial reporting.
b. preparing the master budget.
c. performance evaluation of profit centers.
d. break-even analysis.
Budget Preparation
114. Which of the following will not result in an unfavorable controllable margin difference?
a. Sales exceeding budget; costs under budget
b. Sales exceeding budget; costs over budget
c. Sales under budget; costs under budget
d. Sales under budget; costs over budget
Budget Preparation
115. Given below is an excerpt from a management performance report:

Budget Actual Difference
Contribution margin $1,000,000 $1,050,000 $50,000
Controllable fixed costs $ 500,000 $ 450,000 $50,000
The manager's overall performance
a. is 20% below expectations.
b. is 20% above expectations.
c. is equal to expectations.
d. cannot be determined from information given.
Ans: B, SO: 6, Bloom: AP, Difficulty: Hard, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
IMA: Budget Preparation
116. Which of the following are financial measures of performance?

1. Controllable margin
2. Product quality
3. Labor productivity
a. 1
b. 2
c. 3
d. 1 and 3
Budget Preparation
117. Given below is an excerpt from a management performance report:

Contribution margin $600,000 $580,000 $20,000 U
Controllable fixed costs $200,000 $220,000 $20,000 U
The manager's overall performance
a. is 10% above expectations.
b. is 10% below expectations.
c. is equal to expectations.
d. cannot be determined from the information provided.
Ans: B, SO: 6, Bloom: AP, Difficulty: Hard, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
118. A responsibility report for a profit center will

a. not show controllable fixed costs.
b. not show indirect fixed costs.
c. show noncontrollable fixed costs.
d. not show cumulative year-to-date results.
Reporting
119. The dollar amount of the controllable margin

a. is usually higher than the contribution margin.
b. is usually lower than the contribution margin.
c. is always equal to the contribution margin.
d. cannot be a negative figure.
Reporting
120. Harbaugh Company recorded operating data for its shoe division for the year. The
companys desired return is 5%.
Sales $500,000
Total direct fixed costs 60,000
Which one of the following reflects the controllable margin for the year?
a. 20%
b. 50%
c. $30,000
d. $40,000
121. Powers Company had average operating assets of $2,000,000 and sales of $1,000,000 in
2010. If the controllable margin was $300,000, the ROI was
a. 60%
b. 50%
c. 30%
d. 15%
Ans: D, SO: 7, Bloom: A, Difficulty: Medium, Min: 3, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
122. Miles Company had average operating assets of $4,000,000 and sales of $2,000,000 in
2010. If the controllable margin was $400,000, the ROI was
a. 50%
b. 40%
c. 20%
d. 10%
Ans: D, SO: 7, Bloom: A, Difficulty: Medium, Min: 3, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
123. The area manager of the Little Italy Restaurants is considering two possible expansion
alternatives. The required investments, expected controllable margins, and the ROIs of
each are as follows:
Project Investment Controllable Margin ROI
Charlotte $120,000 $30,000 25%
Richmond $540,000 $50,000 9.25%
The Little Italy segment has currently $2,000,000 in invested capital and a controllable
margin of $250,000. Which one of following projects will increase the Little Italy divisions
ROI?
a. Both the Charlotte and Richmond options
b. Only the Charlotte option
c. Only the Richmond option
d. Neither the Charlotte nor the Richmond options
Ans: B, SO: 7, Bloom: AN, Difficulty: Hard, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
124. Janes Corporation recorded operating data for its Cheap division for the year. Janes
requires its return to be 10%.
Sales $ 700,000
Controllable margin 80,000
Total average assets 2,000,000
Fixed costs 50,000
What is the ROI for the year?
a. 4%
b. 35%
c. 6%
d. 1.5%
125. Edmunds Divisions operating results include: controllable margin of $150,000, sales
totaling $1,200,000, and average operating assets of $500,000. Edmunds is considering a
project with sales of $100,000, expenses of $86,000, and an investment of average
operating assets of $200,000. Edmundss required rate of return is 9%. Should Edmunds
accept this project?
a. Yes, ROI will drop by 6.6% which is still above the required rate of return.
b. No, the return is less than the required rate of 9%.
c. Yes, ROI still exceeds the cost of capital.
d. No, ROI will decrease to 7%.
Ans: B, SO: 7, Bloom: AN, Difficulty: Hard, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
126. Neill Manufacturing reported the following items for 2010:

Income tax expense $ 30,000
Interest expense 20,000
Total operating assets 325,000
How much is controllable margin?
a. $100,000
b. $60,000
c. $30,000
d. $10,000
127. Kenco Pharmaceuticals is evaluating its Brown division, an investment center. The
division has a $45,000 controllable margin and $300,000 of sales. How much will Kencos
average operating assets be when its return on investment is 10%?
a. $450,000
b. $495,000
c. $300,000
d. $255,000
128. An investment center generated a contribution margin of $200,000, fixed costs of

$100,000 and sales of $1,000,000. The centers average operating assets were $400,000.
How much is the return on investment?
a. 25%
b. 175%
c. 50%
d. 75%
129. Michaelson Company recorded operating data for its auto accessories division for the
year.
Sales $375,000
Total direct fixed costs 45,000
How much is ROI for the year if management is able to identify a way to improve the
contribution margin by $15,000, assuming fixed costs are held constant?
a. 45.0%
b. 22.5%
c. 15.0%
d. 12.0%
130. The current controllable margin for Frederick Division is $62,000. Its current operating
assets are $200,000. The division is considering purchasing equipment for $60,000 that
will increase annual controllable margin by an estimated $10,000. If the equipment is
purchased, what will happen to the return on investment for Frederick Division?
a. An increase of 16.1%
b. A decrease of 13.3%
c. A decrease of 3.3%
d. A decrease of 7.2%
131. DeLong Corporation recorded operating data for its Waterhole division for the year.
DeLong requires its return to be 9%.
Sales $500,000
Controllable margin 90,000
Total average assets 300,000
Fixed costs 30,000
How much is ROI for the year?
a. 10%
b. 16.7%
c. 20%
d. 30%
132. Rob Haughton is the North Division manager and his performance is evaluated by
executive management based on Division ROI. The current controllable margin for North
Division is $46,000. Its current operating assets total $210,000. The division is considering
purchasing equipment for $40,000 that will increase sales by an estimated $10,000, with
annual depreciation of $10,000. If the equipment is purchased, what will happen to the
return on investment for the division?
a. An increase of 0.5%
b. A decrease of 0.5%
c. A decrease of 3.5%
d. It will remain unchanged.
133. Olathe Division of Hartley Companys operating results include: controllable margin,
$200,000; sales $2,200,000; and operating assets, $800,000. The Olathe Divisions ROI
is 25%. Management is considering a project with sales of $100,000, variable expenses of
$60,000, fixed costs of $40,000; and an asset investment of $150,000. Should
management accept this new project?
a. No, since ROI will be lowered.
b. Yes, since ROI will increase.
c. Yes, since additional sales always mean more customers.
d. No, since a loss will be incurred.
Ans: A, SO: 7, Bloom: AN, Difficulty: Hard, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
134. The Western Division of Guinn Corp. had an ROI of 25% when sales were $1 million and
controllable margin was $200,000. What were the average operating assets?
a. $50,000
b. $250,000
c. $800,000
d. $4,000
135. Burk Company recorded operating data for its shoe division for the year.
Sales $500,000
Total fixed costs 60,000
How much is ROI for the year if management is able to identify a way to improve the
contribution margin by $20,000, assuming fixed costs are held constant?
a. 25%
b. 18%
c. 45%
d. 12%
136. 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.
Ans: C, SO: 7, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Reporting,
AICPA PC: None, IMA: Budget Preparation
137. 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.
Ans: B, SO: 7, Bloom: C, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: None, IMA: Budget
Preparation
138. Return on investment is calculated by dividing

a. contribution margin by sales.
b. controllable margin by sales.
c. contribution margin by average operating assets.
d. controllable margin by average operating assets.
Budget Preparation
139. Which one of the following will not increase return on investment?
a. Variable costs are increased
b. An increase in sales
c. Average operating assets are decreased
d. Variable costs are decreased
Budget Preparation
140. If an investment center has generated a controllable margin of $75,000 and sales of
$300,000, what is the return on investment for the investment center if average operating
assets were $500,000 during the period?
a. 15%
b. 25%
c. 45%
d. 60%
Ans: A, SO: 7, Bloom: K, Difficulty: Medium, Min: 3, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
141. Which statement is true?

a. An investment center is responsible for revenues and expenses, as well as earning a
return on assets.
b. An investment center is only responsible for its investments.
c. An investment center is only responsible for revenues and expenses.
d. A profit center is evaluated using contribution margin, while an investment center is
evaluated using ROI.
Ans: A, SO: 7, Bloom: AP, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: None, IMA: Budget
Preparation
142. The denominator in the formula for return on investment calculation is

a. investment center controllable margin.
b. dependent on the specific type of profit center.
c. average investment center operating assets.
d. sales for the period.
Ans: C, SO: 7, Bloom: K, Difficulty: Easy, Min: 1, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
143. In the formula for ROI, idle plant assets are

a. included in the calculation of controllable margin.
b. included in the calculation of operating assets.
c. excluded in the calculation of operating assets.
d. excluded from total assets.
Budget Preparation
144. In computing ROI, land held for future use

a. will hurt the performance measurement of an investment center's manager.
b. is important in evaluating the performance of a profit center manager.
c. is included in the calculation of operating assets.
d. is considered a nonoperating asset.
Ans: D, SO: 7, Bloom: AP, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Budget Preparation
145. Lounsbury Parts has a current return on investment of 10% and the company has
established an 8% minimum rate of return for the division. The division manager has two
investment projects available, for which the following estimates have been made:
Project A - Annual controllable margin = $24,000, operating assets = $400,000
Project B - Annual controllable margin = $60,000, operating assets = $550,000
Which project should be funded?
a. Both projects
b. Project A
c. Project B
d. Neither project
Ans: C, SO: 7, Bloom: C, Difficulty: Hard, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
146. If an investment center has a $45,000 controllable margin and $600,000 of sales, what
average operating assets are needed to have a return on investment of 10%?
a. $60,000
b. $105,000
c. $450,000
d. $600,000
147. Which of the following valuations of operating assets is not readily available from the
accounting records?
a. Cost
b. Book value
c. Market value
d. Both cost and market value
Budget Preparation
148. Which of the following would not be considered an aspect of budgetary control?
a. It assists in the determination of differences between actual and planned results.
b. It provides feedback value needed by management to see whether actual operations
are on course.
c. It assists management in controlling operations.
d. It provides a guarantee for favorable results.
Budget Preparation
149. A static budget is usually appropriate in evaluating a manager's effectiveness in controlling

a. fixed manufacturing costs and fixed selling and administrative expenses.
b. variable manufacturing costs and variable selling and administrative expenses.
c. fixed manufacturing costs and variable selling and administrative expenses.
d. variable manufacturing costs and fixed selling and administrative expenses.
Budget Preparation
150. A static budget report is appropriate for

a. fixed manufacturing costs.
b. fixed selling and administrative expenses.
c. variable selling and administrative expenses.
d. both fixed manufacturing costs and fixed selling and administrative expenses.
Budget Preparation
151. Lamont Company uses flexible budgets. At normal capacity of 8,000 units, budgeted
manufacturing overhead is $64,000 variable and $180,000 fixed. If Lamont had actual
a. $2,000 unfavorable
b. $2,000 favorable
c. $6,000 unfavorable
d. $8,000 favorable
152. To develop the flexible budget, management takes all of the following steps except identify
the
a. activity index and the relevant range of activity.
b. variable costs and determine the budgeted variable cost per unit.
c. fixed costs and determine the budgeted fixed cost per unit.
d. All of these options are steps in developing the flexible budget.
Budget Preparation
153. A flexible budget is appropriate for

Direct Labor Costs Manufacturing Overhead Costs
a. No No
b. Yes Yes
c. Yes No
d. No Yes
Ans: B, SO: 3, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Reporting
154. All of the following statements are correct about management by exception except it
a. enables top management to focus on problem areas that need attention.
b. means that management has to investigate every budget difference.
c. requires that there must be some guidelines for identifying an exception.
d. means that top management's review of a budget report is focused primarily on
differences between actual results and planned objectives.
Ans: B, SO: 3, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving, IMA:
Budget Preparation
155. Controllable costs for responsibility accounting purposes are those costs that are directly
influenced by
a. a given manager within a given period of time.
b. a change in activity.
c. production volume.
d. sales volume.
Budget Preparation
156. All of the following statements are correct about controllable costs except
a. all costs are controllable at some level of responsibility within a company.
b. all costs are controllable by top management.
c. fewer costs are controllable as one moves up to each higher level of managerial
responsibility.
d. costs incurred directly by a level of responsibility are controllable at that level.
Ans: C, SO: 4, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: None, IMA: Budget
Preparation
157. Which of the following will cause an increase in ROI?

a. An increase in variable costs
b. An increase in average operating assets
c. An increase in sales
d. An increase in controllable fixed costs
Ans: C, SO: 6, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: None, IMA: Budget
Preparation
158. Costs that relate specifically to one center and are incurred for the sole benefit of that
center are
a. common fixed costs.
b. direct fixed costs.
c. indirect fixed costs.
d. noncontrollable fixed costs.
Ans: B, SO: 7, Bloom: K, Difficulty: Easy, Min: 1, AACSB: None, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: None, IMA: Budget
Preparation
159. If controllable margin is $300,000 and the average investment center operating assets are
$1,000,000, the return on investment is
a. .33%.
b. 3.33%.
c. 10%.
d. 30%.
Answers to Multiple Choice Questions

Item Ans. Item Ans. Item Ans. Item Ans. Item Ans. Item Ans. Item Ans.
38. c 56. b 74. b 92. c 110. b 128. a 146. c
39. b 57. b 75. b 93. b 111. c 129. b 147. c
40. d 58. d 76. d 94. c 112. c 130. c 148. d
41. d 59. b 77. d 95. c 113. c 131. d 149. a
42. d 60. c 78. c 96. c 114. a 132. c 150. d
43. c 61. d 79. b 97. d 115. b 133. a 151. b
44. d 62. d 80. d 98. b 116. a 134. c 152. c
45. c 63. a 81. c 99. a 117. b 135. a 153. b
46. d 64. c 82. b 100. b 118. b 136. c 154. b
47. a 65. a 83. c 101. d 119. b 137. b 155. a
48. b 66. c 84. d 102. c 120. d 138. d 156. c
49. c 67. d 85. c 103. c 121. d 139. a 157. c
50. d 68. d 86. d 104. a 122. d 140. a 158. b
51. a 69. c 87. a 105. b 123. b 141. a 159. d
52. c 70. d 88. d 106. d 124. a 142. c
53. b 71. d 89. c 107. c 125. b 143. c
54. b 72. d 90. d 108. c 126. b 144. d
55. a 73. b 91. a 109. d 127. a 145. c
BRIEF EXERCISES
BE 160
Roark Productions makes a single product. Expected manufacturing costs are as follows:
Variable costs
Direct materials $6.50 per unit
Direct labor 2.40 per unit
Manufacturing overhead 1.10 per unit
Fixed costs per month
Supervisory salaries $12,600
Depreciation 3,500
Other fixed costs 2,200
Instructions
Determine the amount of manufacturing costs for a flexible budget level of 3,200 units per month.
Ans: N/A, SO: 3, Bloom: AP, Difficulty: Hard, Min: 4, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
Solution 160 (4 min.)

3,200 ($6.50 + $2.40 + $1.10) + ($12,600 + $3,500 + $2,200) = $50,300
BE 161
Worley Company uses flexible budgets. Items from the budget for March in which 2,000 units
were produced and sold appear below:
Direct materials $18,000
Indirect materials - variable 2,000
Supervisor salaries 15,000
Depreciation on factory equipment 4,000
Direct labor 10,000
Property taxes on factory 1,000
Instructions
If Worley prepares a flexible budget at 3,000 units, compute its total variable cost.

Variable cost per unit: ($18,000 + $2,000 + $10,000) 2,000 = $15 per unit
Variable cost at 3,000 units: $15 3,000 = $45,000
BE 162
Vernon Inc.s manufacturing costs for August when production was 1,000 units appear below:
Direct material $12 per unit
Direct labor $6,500
Variable overhead 5,000
Factory depreciation 9,000
Factory supervisory salaries 7,800
Other fixed factory costs 2,500
Instructions
Compute the flexible budget manufacturing cost amount for a month when 800 units are
produced.

Direct material ($12 800) $ 9,600
Direct labor [($6,500 1,000) 800] 5,200
Variable overhead [($5,000 1,000) 800] 4,000
Factory depreciationfixed 9,000
Factory supervisory salariesfixed 7,800
Other fixed factory costsfixed 2,500
Total $38,100
BE 163
Sager Companys budgeted sales for April were estimated at $500,000, sales commissions at 4%
of sales, and the sales manager's salary at $80,000. Shipping expenses were estimated at 1% of
sales and miscellaneous selling expenses were estimated at $1,000, plus 0.5% of sales.
BE 163 (Cont.)
Instructions
Determine the budgeted selling expenses on a flexible budget for April.
Ans: N/A, SO: 3, Bloom: AP, Difficulty: Medium, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem
Solving, IMA: Budget Preparation

Sales commissions 4% $500,000 $ 20,000
Sales managers salary 80,000
Shipping expenses 1% $500,000 5,000
Miscellaneous selling: Fixed portion 1,000
Variable: 0.5% $500,000 2,500
Budgeted selling expenses $108,500
BE 164
Polzin Company produces mens shirts. The following budgeted and actual amounts are for 2010:
Cost Budget at 2,500 units Actual Amounts at 2,900 units
Direct materials $55,000 $65,500
Direct labor 70,000 81,000
Fixed overhead 35,000 34,500
Instructions
Prepare a performance report for Polzin Company for the year.
Ans: N/A, SO: 4, Bloom: AP, Difficulty: Medium, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving,
IMA: Reporting

POLZIN COMPANY
Manufacturing Performance Budget Report
For the Year Ended December 31, 2010
Budget Actual Differences

Direct materials $ 63,800 $ 65,500 $1,700 U
Direct labor 81,200 81,000 200 F
Fixed overhead 35,000 34,500 500 F
Total costs $180,000 $181,000 $1,000 U
BE 165
Nichols Inc. reported the following items for 2010:
Controllable fixed costs $ 77,000
Interest expense 20,000
Variable costs 80,000
Total assets $925,000
Instructions
Compute the controllable margin for 2010.

$142,000 $77,000 = $65,000
BE 166
The data for an investment center is given below.
January 1, 2010 December 31, 2010
Current Assets $ 400,000 $ 800,000
Plant Assets 3,000,000 4,000,000
The controllable margin is $615,000.
Instructions
Compute the return on investment for the center for 2010.

Average current assets ($400,000 + $800,000) 2 = $600,000
Plant assets ($3,000,000 + $4,000,000) 2 = $3,500,000
ROI = Controllable Margin Average Operating Assets = $615,000 $4,100,000 = 15%
BE 167
Data for the Electric Division of Nordmeyer Company which is operated as an investment center
follows:
Sales $6,000,000
Contribution Margin 800,000
Controllable Fixed Costs 500,000
Return on Investment 12%
Instructions
Calculate controllable margin and average operating assets.

Controllable Margin ($800,000 $500,000) = $300,000
Average Operating Assets ($300,000 .12) = $2,500,000
BE 168
Reimer Divisions operating results include:
Controllable margin, $150,000
Sales revenue, $1,200,000
Operating assets, $500,000
Reimer is considering a project with sales of $120,000, expenses of $84,000, and an investment
of $180,000. Reimers required rate of return is 15%.
BE 168 (Cont.)
Instructions
Determine whether Reimer should accept this project.
Ans: N/A, SO: 7, Bloom: AP, Difficulty: Medium, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Risk Analysis, AICPA PC: Problem

Current ROI = $150,000 $500,000 = 30%
ROI of new project = $36,000 $180,000 = 20%
New ROI with project = [$150,000 + $36,000] [$500,000 + $180,000] = 27.4%
While ROI decreases, that does not make this a bad investment, since many projects cause total
ROI to fall even though they increase value of the division. The determination is based on how
the ROI of the project compares to the required rate of return. The company is not willing to
accept any projects with an investment less than 15%, so the 20% project should be accepted.
BE 169
An investment center manager is considering three possible investments. The companys
required return is 10%. The required asset investment, controllable margins, and the ROIs of
each investment are as follows:
Project Average Investment Controllable Margin ROI
AA $160,000 $32,000 20.0%
BB 140,000 16,000 11.4%
CC 220,000 66,000 30%
The investment center is currently generating an ROI of 25% based on $1,200,000 in operating
assets and a controllable margin of $300,000.
Instructions
If the manager can select only one project, determine which one is the best choice to increase the
investment center's ROI. Compute how much the investment centers ROI will be if the manager
selects your recommendation.
Ans: N/A, SO: 7, Bloom: AN, Difficulty: Hard, Min: 4, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Risk Analysis, AICPA PC: Problem Solving,

CC is the best choice because it increases the ROI (30% is greater than 25%).
Project New ROI
AA ($300,000 + $32,000) ($1,200,000 + $160,000) = 24.4%
BB ($300,000 + $16,000) ($1,200,000 + $140,000) = 23.6%
CC ($300,000 + $66,000) ($1,200,000 + $220,000) = 25.8%
EXERCISES
Ex. 170
Houser Company's master budget reflects budgeted sales information for the month of June,
2010, as follows:
Budgeted Quantity Budgeted Unit Sales Price
Product A 20,000 $7
Product B 24,000 $9
During June, the company actually sold 19,500 units of Product A at an average unit price of
$7.10 and 24,800 units of Product B at an average unit price of $8.90.
Instructions
Prepare a Sales Budget Report for the month of June for Houser Company which shows whether
the company achieved its planned objectives.

HOUSER COMPANY
Sales Budget Report
For the Month Ended June 30, 2010
Product Line Budget Actual Difference
Product A $140,000 $138,450 $1,550 U
Product B 216,000 220,720 4,720 F
Total sales $356,000 $359,170 $3,170 F
Ex. 171
Helms Manufacturing Co.'s static budget at 6,000 units of production includes $36,000 for direct
labor and $6,000 for direct materials. Total fixed costs are $24,000.
Instructions
a. Determine how much would appear on Helms's flexible budget for 2010 if 9,000 units are
produced and sold.
b. How would this comparison differ if a static budget were used instead of a flexible budget for
performance evaluation?
Ans: N/A, SO: 2,3, Bloom: AP, Difficulty: Medium, Min: 8, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving,
IMA: Reporting

a. 6,000 Units Unit Variable Cost 9,000 Units
Variable costs:
Direct labor $36,000 $6.00 $54,000
Direct materials 6,000 1.00 9,000
42,000 63,000
Fixed costs 24,000 24,000
Total costs $66,000 $87,000
b. If a static budget were used, budgeted variable costs would be only $42,000 because they
would be based on the static budget level of 6,000 units. The company would appear way
over budget since the costs incurred would be related to a higher level of activity.
Ex. 172
Henson Company developed its annual manufacturing overhead budget for its master budget for
2010 as follows:
Expected annual operating capacity 120,000 Direct Labor Hours
Variable overhead costs
Factory supplies 30,000
Total variable 540,000
Fixed overhead costs
Depreciation 180,000
Supervision 120,000
Property taxes 96,000
Total fixed 396,000
Total costs $936,000
The relevant range for monthly activity is expected to be between 8,000 and 12,000 direct labor
hours.
Instructions
Prepare a flexible budget for a monthly activity level of 8,000 and 9,000 direct labor hours.
Ans: N/A, SO: 3, Bloom: AP, Difficulty: Hard, Min: 15, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving,
IMA: Reporting

HENSON COMPANY
Monthly Flexible Manufacturing Overhead Budget
Activity level
Direct labor hours 8,000 9,000
Variable costs
Indirect labor $28,000 $31,500
Indirect materials 6,000 6,750
Factory supplies 2,000 2,250
Total variable 36,000 40,500
Fixed costs
Depreciation 15,000 15,000
Supervision 10,000 10,000
Property taxes 8,000 8,000
Total fixed 33,000 33,000
Total costs $69,000 $73,500
Ex. 173
Grimes Company has prepared the following monthly flexible manufacturing overhead budget for
its Mixing Department:
GRIMES COMPANY
Mixing Department
Activity level
Variable costs
Indirect materials $ 1,500 $ 2,000
Indirect labor 15,000 20,000
Factory supplies 4,500 6,000
Total variable 21,000 28,000
Fixed costs
Supervision 10,000 10,000
Property taxes 15,000 15,000
Total fixed 45,000 45,000
Total costs $66,000 $73,000
Instructions
Prepare a flexible budget at the 5,000 direct labor hours of activity.
IMA: Reporting

GRIMES COMPANY
Mixing Department
Activity level
Direct labor hours 5,000
Variable costs
Indirect materials $ 2,500
Indirect labor 25,000
Factory supplies 7,500
Total variable 35,000
Fixed costs
Depreciation 20,000
Supervision 10,000
Total fixed 45,000
Total costs $80,000
Ex. 174
Doane Company uses a flexible budget for manufacturing overhead based on machine hours.
Variable manufacturing overhead costs per machine hour are as follows:
Indirect labor $5.00

Indirect materials 2.50
Maintenance .50
Utilities .30
Fixed overhead costs per month are:

Supervision $600
Insurance 200
Property taxes 300
Depreciation 900
The company believes it will normally operate in a range of 2,000 to 4,000 machine hours per
month.
Instructions
Prepare a flexible manufacturing overhead budget for the expected range of activity, using
increments of 1,000 machine hours.
IMA: Reporting

DOANE COMPANY
Activity level
Machine hours 2,000 3,000 4,000
Variable costs
Indirect labor $10,000 $15,000 $20,000
Indirect materials 5,000 7,500 10,000
Maintenance 1,000 1,500 2,000
Utilities 600 900 1,200
Total variable 16,600 24,900 33,200
Fixed costs
Supervision 600 600 600
Insurance 200 200 200
Property taxes 300 300 300
Depreciation 900 900 900
Total fixed 2,000 2,000 2,000
Total costs $18,600 $26,900 $35,200
Ex. 175
Greenlee Corporation's manufacturing costs for July when production was 1,000 units appears
below:
Direct materials $10 per unit
Factory depreciation $8,000
Variable overhead 5,000
Direct labor 2,000
Factory supervisory salaries 5,800
Instructions
How much is the flexible budget manufacturing cost amount for a month when 1,100 units are
produced?
IMA: Reporting

Direct materials ($10 1,100) $11,000
Direct labor [($2,000 1,000) 1,100] 2,200
Variable overhead [($5,000 1,000) 1,100] 5,500
Factory depreciationfixed 8,000
Factory supervisory salariesfixed 5,800
Total $34,000
Ex. 176
Haren Company uses a flexible budget for manufacturing overhead based on machine hours.
Variable manufacturing overhead costs per machine hour are as follows:
Indirect labor $5.00
Indirect materials 2.50
Maintenance .50
Utilities .30
Fixed overhead costs per month are:
Supervision $600
Insurance 200
Property taxes 300
Depreciation 900
The company believes it will normally operate in a range of 2,000 to 4,000 machine hours per
month. During the month of August, 2010, the company incurs the following manufacturing
overhead costs:
Maintenance 1,400
Utilities 950
Supervision 720
Insurance 200
Property taxes 300
Depreciation 930
Ex. 176 (Cont.)

Instructions
Prepare a flexible budget report, assuming that the company used 3,000 machine hours during
August.
Ans: N/A, SO: 3, Bloom: AP, Difficulty: Hard, Min: 20, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving,
IMA: Reporting

HAREN COMPANY
Manufacturing Overhead Budget Report (Flexible)
For the Month Ended August 31, 2010
Difference
Budget at Actual at Favorable F
3,000 hrs. 3,000 hrs. Unfavorable U
Variable costs
Indirect labor $15,000 $14,000 $1,000 F
Indirect materials 7,500 8,100 600 U
Maintenance 1,500 1,400 100 F
Utilities 900 950 50 U
Total variable 24,900 24,450 450 F
Fixed Costs
Supervision 600 720 120 U
Insurance 200 200
Property taxes 300 300
Depreciation 900 930 30 U
Total fixed 2,000 2,150 150 U
Total costs $26,900 $26,600 $ 300 F
Ex. 177
Kraus Company uses flexible budgets to control its selling expenses. Monthly sales are expected
to be from $200,000 to $240,000. Variable costs and their percentage relationships to sales are:
Sales commissions 6%
Advertising 4%
Traveling 5%
Delivery 1%
Fixed selling expenses consist of sales salaries $40,000 and depreciation on delivery equipment
$10,000.
Instructions
Prepare a flexible budget for increments of $20,000 of sales within the relevant range.
IMA: Reporting

KRAUS COMPANY
Monthly Flexible Selling Expense Budget
Activity level
Sales $200,000 $220,000 $240,000
Variable expenses
Sales commissions $12,000 $13,200 $14,400
Advertising 8,000 8,800 9,600
Traveling 10,000 11,000 12,000
Delivery 2,000 2,200 2,400
Total variable 32,000 35,200 38,400
Fixed expenses
Sales salaries 40,000 40,000 40,000
Depreciation 10,000 10,000 10,000
Total fixed 50,000 50,000 50,000
Total costs $82,000 $85,200 $88,400
Ex. 178
Kraus Company uses flexible budgets to control its selling expenses. Monthly sales are expected
to be from $200,000 to $240,000. Variable costs and their percentage relationships to sales are:
Sales commissions 6%
Advertising 4%
Traveling 5%
Delivery 1%
$10,000.
The actual selling expenses incurred in February, 2010, by Molle Company are as follows:
Sales commissions $13,700

Advertising 8,000
Traveling 11,300
Delivery 1,600
$10,000.
Instructions
Prepare a flexible budget performance report, assuming that February sales were $220,000.
IMA: Reporting

KRAUS COMPANY
Selling Expense Budget Report (Flexible)
For the Month Ended February 29, 2010
Difference
Favorable F
Budget Actual Unfavorable U
$220,000 $220,000
Variable expenses
Sales commissions $13,200 $13,700 $ 500 U
Advertising 8,800 8,000 800 F
Traveling 11,000 11,300 300 U
Delivery 2,200 1,600 600 F
Total variable 35,200 34,600 600 F
Fixed expenses
Sales salaries 40,000 41,000 1,000 U
Total fixed 50,000 51,000 1,000 U
Total expenses $85,200 $85,600 $ 400 U
Ex. 179
A flexible budget graph for the Assembly Department shows the following:
1. At zero direct labor hours, the total budgeted cost line intersects the vertical axis at $60,000.
2. At normal capacity of 50,000 direct labor hours, the line drawn from the total budgeted cost
line intersects the vertical axis at $180,000.
Instructions
Develop the budgeted cost formula for the Assembly Department and identify the fixed and
variable costs.

Budgeted Costs:
Assembly $60,000 + $2.40.
Fixed costs are $60,000.

Variable costs are $2.40 per labor hour.
($180,000 $60,000) 50,000.
Ex. 180
Simmons Company has two production departments, Fabricating and Assembling. At a
department managers' meeting, the controller uses flexible budget graphs to explain total
budgeted costs. Separate graphs based on direct labor hours are used for each department. The
graphs show the following.
1. At zero direct labor hours, the total budgeted cost line and the fixed cost line intersect the
vertical axis at $50,000 in the Fabricating Department, and $40,000 in the Assembling
Department.
Ex. 180 (Cont.)
2. At normal capacity of 50,000 direct labor hours, the line drawn from the total budgeted cost
line intersects the vertical axis at $180,000 in the Fabricating Department, and $145,000 in
the Assembling Department.
Instructions
(a) State the total budgeted cost formula for each department.
(b) Compute the total budgeted cost for each department, assuming actual direct labor hours
worked were 53,000 and 47,000, in the Fabricating and Assembling Departments,
respectively.
(a) Fabricating Department = $50,000 fixed costs plus total variable costs of $2.60 per direct
labor hour [($180,000 $50,000) 50,000].
Assembling Department = $40,000 fixed costs plus total variable costs of $2.10 per direct
labor hour [($145,000 $40,000) 50,000].
(b) Fabricating Department = $50,000 + ($2.60 53,000) = $187,800
Assembling Department = $40,000 + ($2.10 47,000) = $138,700
Ex. 181
Lock Clothing Company's static budget at 2,000 units of production includes $8,000 for direct
labor, $2,000 for utilities (variable), and total fixed costs of $16,000. Actual production and sales
for the year was 6,000 units, with an actual cost of $47,200.
Instructions
Determine if Lock Clothing is over or under budget.
Ans: N/A, SO: 3,6, Bloom: AP, Difficulty: Medium, Min: 8, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem

2,000 Units Unit Variable Cost 6,000 Units
Variable costs:
Direct labor $ 8,000 $4.00 $24,000
Utilities 2,000 1.00 6,000
10,000 30,000
Fixed costs 16,000 16,000
Total costs $26,000 $46,000
The company is over budget by $1,200. The flexible budget amount allowed was $46,000, and
the company incurred $47,200 of actual costs.
Ex. 182
Heerey Company produces men's ties. The following budgeted and actual amounts are for 2010:
Cost Budget at 5,000 Units Actual Amounts at 5,800 Units
Direct materials $60,000 $71,000
Direct labor 75,000 86,500
Equipment depreciation 5,000 5,000
Indirect labor 7,500 8,600
Indirect materials 9,000 9,600
Rent and insurance 12,000 13,000
Instructions
Prepare a performance budget report for Heerey Company for the year.
Ans: N/A, SO: 4,5, Bloom: AP, Difficulty: Medium, Min: 8, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving,
IMA: Reporting

HEEREY COMPANY
Manufacturing Performance Budget Report
For the Year Ended December 31, 2010
Budget Actual Differences
Direct materials $ 69,600 $ 71,000 $1,400 U
Direct labor 87,000 86,500 500 F
Equipment depreciation 5,000 5,000 0
Indirect labor 8,700 8,600 100 F
Indirect materials 10,440 9,600 840 F
Rent and insurance 12,000 13,000 1,000 U
Total costs $192,740 $193,700 $ 960 U
Ex. 183
Data concerning manufacturing overhead for Barkley Company are presented below. The Mixing
Department is a cost center.
An analysis of the overhead costs reveals that all variable costs are controllable by the manager
of the Mixing Department and that 50% of supervisory costs are controllable at the department
level.
Ex. 183 (Cont.)

The flexible budget formula and the cost and activity for the months of July and August are as
follows:
Flexible Budget Per
Direct Labor Hour Actual Costs and Activity
July August
Overhead costs
Variable
Indirect materials $3.50 $ 20,500 $ 25,100
Indirect labor 6.00 39,500 40,700
Factory supplies 1.00 7,600 8,200
Fixed
Depreciation $20,000 15,000 15,000
Supervision 25,000 23,000 26,000
Property taxes 10,000 12,000 12,000
Total costs $117,600 $127,000
Instructions
(a) Prepare the responsibility reports for the Mixing Department for each month.
(b) Comment on the manager's performance in controlling costs during the two month period.
Ans: N/A, SO: 5, Bloom: AN, Difficulty: Hard, Min: 20, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving,
IMA: Reporting

(a) BARKLEY COMPANY
Mixing Department
Manufacturing Overhead Cost Responsibility Report
For the Months of July and August
July August
Controllable Cost Budget Actual Difference Budget Actual Difference
Indirect materials 21,000 20,500 500 F 24,500 25,100 600 U
Indirect labor 36,000 39,500 3,500 U 42,000 40,700 1,300 F
Factory supplies 6,000 7,600 1,600 U 7,000 8,200 1,200 U
Supervision 12,500 11,500 1,000 F 12,500 13,000 500 U
Total costs 75,500 79,100 3,600 U 86,000 87,000 1,000 U
(b) The manager did a better job of controlling costs in August ($1,000 U) than in July ($3,600
U).
Ex. 184
Neuman Company's manufacturing overhead budget for the first quarter of 2010 contained the
following data:
Variable Costs
Indirect materials $20,000
Utilities 10,000
Maintenance 6,000
Ex. 184 (Cont.)
Fixed Costs
Supervisor's salary $40,000
Depreciation 8,000
Actual variable costs for the first quarter were:
Indirect materials $18,600
Utilities 10,500
Maintenance 5,300
Actual fixed costs were as expected except for property taxes which were $4,500. All costs are
considered controllable by the department manager except for the supervisor's salary.
Instructions
Prepare a manufacturing overhead responsibility performance report for the first quarter.
IMA: Reporting

NEUMAN COMPANY
Manufacturing Overhead Cost Responsibility Report
For the Quarter Ended March 31, 2010
Controllable Costs Budget Actual Difference

Indirect materials $20,000 $18,600 $1,400 F
Indirect labor 12,000 13,200 1,200 U
Utilities 10,000 10,500 500 U
Maintenance 6,000 5,300 700 F
Property taxes 4,000 4,500 500 U
Total costs $60,000 $60,100 $ 100 U
Ex. 185
The East Division, a profit center of Baden Engineering Company, reported the following data for
the first quarter of 2010:
Sales $6,000,000
Variable costs 4,200,000
Controllable direct fixed costs 800,000
Noncontrollable direct fixed costs 530,000
Indirect fixed costs 200,000
Instructions
(a) Prepare a performance report for the manager of the East Division.
(b) What is the best measure of the manager's performance? Why?
(c) How would the responsibility report differ if the division was an investment center?
Ans: N/A, SO: 6, Bloom: AN, Difficulty: Medium, Min: 15, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving,
IMA: Reporting

(a) BADEN ENGINEERING COMPANY
East Division
Management Performance Report
For the Quarter Ended March 31, 2010
Sales............................................................................................ $6,000,000
Variable costs............................................................................... 4,200,000
Contribution margin...................................................................... 1,800,000
Controllable fixed costs................................................................ 800,000
Controllable margin...................................................................... $1,000,000
(b) Controllable margin is the best measure of the manager's performance because this amount
equals the excess of controllable revenues over controllable costs.
(c) For an investment center, the responsibility report would also show the return on investment
for the period.
Ex. 186
Ramirez Manufacturing Inc. has three divisions which are operated as profit centers. Actual
operating data for the divisions listed alphabetically are as follows.
Operating Data Women's Shoes Men's Shoes Children's Shoes
Contribution margin $210,000 (3) $200,000
Controllable fixed costs 100,000 (4) (5)
Controllable margin (1) $ 90,000 96,000
Sales 600,000 480,000 (6)
Variable costs (2) 330,000 250,000
Instructions
(a) Compute the missing amounts. Show computations.
(b) Prepare a responsibility report for the Women's Shoe Division assuming (1) the data are for
the month ended June 30, 2010, and (2) all data equal budget except variable costs which
are $15,000 over budget.
Ans: N/A, SO: 6, Bloom: AN, Difficulty: Medium, Min: 10, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem

(a) (1) Controllable margin ($210,000 $100,000) $110,000
(2) Variable costs ($600,000 $210,000) 390,000
(3) Contribution margin ($480,000 $330,000) 150,000
(4) Controllable fixed costs ($150,000 $90,000) 60,000
(5) Controllable fixed costs ($200,000 $96,000) 104,000
(6) Sales ($250,000 + $200,000) 450,000
Solution 186 (Cont.)

(b) RAMIREZ MANUFACTURING INC.
Women's Shoe Division
Responsibility Report
For the Month Ended June 30, 2010
_____________________________________________________________________________
Difference
Favorable F
Budget Actual Unfavorable U
Sales $600,000 $600,000 $ 0
Variable costs 375,000 390,000 15,000 U
Contribution margin 225,000 210,000 15,000 U
Controllable fixed costs 100,000 100,000 0
Controllable margin $125,000 $110,000 $15,000 U
Ex. 187
The Pacific Division of Patterson Company is operated as a profit center. Sales for the division
were budgeted for 2010 at $1,200,000. The only variable costs budgeted for the division were
cost of goods sold ($590,000) and selling and administrative ($80,000). Fixed costs were
budgeted at $130,000 for cost of goods sold, $120,000 for selling and administrative and $95,000
for noncontrollable fixed costs. Actual results for these items were:
Sales $1,175,000
Cost of goods sold
Variable 545,000
Fixed 140,000
Selling and administrative
Variable 82,000
Fixed 90,000
Noncontrollable fixed 105,000
Instructions
(a) Prepare a responsibility report for the Pacific Division for 2010.
(b) Assume the division is an investment center, and average operating assets were
$1,200,000. Compute ROI.
Ans: N/A, SO: 6,7, Bloom: AP, Difficulty: Medium, Min: 15, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem
Solving, IMA: Reporting

(a)
PATTERSON COMPANY
Pacific Division
Responsibility Report
2010
_____________________________________________________________________________
Sales $1,200,000 $1,175,000 $25,000 U
Variable costs
Cost of goods sold 590,000 545,000 45,000 F
Selling and administrative 80,000 82,000 2,000 U
Total 670,000 627,000 43,000 F
Contribution margin 530,000 548,000 18,000 F

Controllable fixed costs
Cost of goods sold 130,000 140,000 10,000 U
Selling and administrative 120,000 90,000 30,000 F
Total 250,000 230,000 20,000 F
Controllable margin $280,000 $318,000 $38,000 F
(b) $318,000/$1,200,000 = 26.5%
Ex. 188
The West Division of Pierce Company reported the following data for the current year.
Sales $4,000,000
Average operating assets 6,000,000
Top management is unhappy with the investment center's return on investment (ROI). It asks the
manager of the West Division to submit plans to improve ROI in the next year. The manager
believes it is feasible to consider the following independent courses of action.
1. Increase sales by $420,000 with no change in the contribution margin percentage.
2. Reduce variable costs by $120,000.
3. Reduce average operating assets by 4%
Instructions
(a) Compute the return on investment (ROI) for the current year.
(b) Using the ROI formula, compute the ROI under each of the proposed courses of action.
(Round to one decimal.)
Ans: N/A, SO: 7, Bloom: AP, Difficulty: Hard, Min: 10, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem

(a) Controllable margin = ($4,000,000 $2,600,000 $800,000) = $600,000
ROI = $600,000 $6,000,000 = 10%
(b) 1. Contribution margin percentage is 35%, or ($1,400,000 $4,000,000)
Increase in controllable margin = $420,000 35% = $147,000
ROI = ($600,000 + $147,000) $6,000,000 = 12.5%
2. ($600,000 + $120,000) $6,000,000 = 12%
3. $600,000 ($6,000,000 $240,000) = 10.4%
Ex. 189
The National Transportation Company uses a responsibility reporting system to measure the
performance of its three investment centers: Planes, Taxis, and Limos. Segment performance is
measured using a system of responsibility reports and return on investment calculations. The
allocation of resources within the company and the segment managers' bonuses are based in
part on the results shown in these reports.
Recently, the company was the victim of a computer virus that deleted portions of the company's
accounting records. This was discovered when the current period's responsibility reports were
being prepared. The printout of the actual operating results appeared as follows.
Planes Taxis Limos

Service revenue $ ? $450,000 $ ?
Variable costs 5,000,000 ? 320,000
Contribution margin ? 180,000 380,000
Controllable fixed costs 1,500,000 ? ?
Controllable margin ? 70,000 160,000
Average operating assets 20,000,000 ? 1,600,000
Return on investment 12% 10% ?
Instructions
Determine the missing pieces of information above.
Planes:
ROI = Controllable margin Average operating assets
12% = Controllable margin $20,000,000
Controllable margin = $20,000,000 12%
= $2,400,000
Contribution margin = Controllable margin + controllable fixed costs
= $2,400,000 + $1,500,000
= $3,900,000
Service revenue = Contribution margin + Variable costs
= $3,900,000 + $5,000,000
= $8,900.000
Taxis:
10%= $70,000 Average operating assets
Average operating assets = $70,000 10%
= $700,000
Controllable margin = Contribution margin Controllable fixed costs
$70,000 = $180,000 Controllable fixed costs
Controllable fixed costs = $180,000 $70,000
= $110,000
Contribution margin = Service revenue Variable costs
$180,000 = $450,000 Variable costs
Variable costs = $450,000 $180,000
= 270,000
Limos:
= 160,000 $1,600,000
= 10%
Controllable margin = Contribution margin Controllable fixed costs
$160,000 = $380,000 Controllable fixed costs
Controllable fixed costs = $380,000 $160,000
= $220,000
Contribution margin = Service revenue Variable costs
$380,000 = Service revenue $320,000
Service revenue = $380,000 + $320,000
= $700,000
Ex. 190
SEK Rental Company reported the following:
Beginning of year operating assets $2,200,000
End of year operating assets 2,000,000
Contribution margin 1,000,000
Sales 5,000,000
Its required return is 10%.
Instructions
Compute the companys ROI.
Ans: N/A, SO: 7, Bloom: AP, Difficulty: Easy, Min: 3, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,

($1,000,000 $643,000) [($2,200,000 + $2,000,000) 2] = 17%
Ex. 191
Payne Company has two investment centers and has developed the following information:
Department ADepartment B
Departmental controllable margin $120,000 ?
Average operating assets ? $400,000
Sales 800,000 250,000
ROI 10% 12%
Instructions
Answer the following questions about Department A and Department B.
1. What was the amount of Department A's average operating assets? $____________.
2. What was the amount of Department B's controllable margin? $____________.
3. If Department B is able to reduce its operating assets by $100,000, Department B's new
ROI would be ____________.
4. If Department A is able to increase its controllable margin by $60,000 as a result of reducing
variable costs, Department A's new ROI would be _________________.
IMA: Reporting

1. $1,200,000 ($120,000 .10)
2. $48,000 ($400,000 .12)
3. 16% [$48,000 ($400,000 $100,000)]
4. 15% [($120,000 + $60,000) $1,200,000]
Ex. 192
The Appliance Division of Quayle Manufacturing Company reported the following results for 2010:
Sales $4,000,000
Average operating assets 2,000,000
Management is considering the following independent alternative courses of action in 2011 in

order to maximize the return on investment for the division.
1. Reduce controllable fixed costs by 20% with no change in sales or variable costs.
2. Reduce average operating assets by 20% with no change in controllable margin.
3. Increase sales $400,000 with no change in the contribution margin percentage.
Instructions
(a) Compute the return on investment for 2010.
(b) Compute the expected return on investment for each of the alternative courses of action.
IMA: Reporting

(a) Controllable margin
Return on investment =
Average operating assets
$500,000
2010 ROI = = 25%
$2,000,000
$560,000 (a)
(b) 1. = 28%
$2,000,000
$500,000
2. = 31.3%
$1,600,000 (b)
$580,000 (c)
3. = 29%
$2,000,000
(a) $500,000 + ($300,000 20%) = $560,000.
(b) $2,000,000 ($2,000,000 .20) = $1,600,000.
$4,000,000 $3,200,000
(c) Contribution margin 20% ();
$4,000,000
$500,000 + ($400,000 20%) = $580,000.
Ex. 193
Data for the following subsidiaries of Roberts Company, which are operated as investment
centers, are as follows:
Black Company Greer Company
Sales $3,000,000 $2,000,000
Controllable margin (1) (3)
Average operating assets (2) 4,000,000
Contribution margin 1,200,000 800,000
Controllable fixed costs 500,000 200,000
Return on Investment 10% (4)
Instructions
Compute the missing amounts using the ROI formula.
IMA: Reporting

(1) Controllable margin ($1,200,000 $500,000) = $700,000
(2) Average operating assets ($700,000 .10) = $7,000,000
(3) Controllable margin ($800,000 $200,000) = $600,000
(4) ROI ($600,000 $4,000,000) = 15%
Ex. 194
The data for an investment center is given below.
1/1/10 12/31/10
Current assets $ 300,000 $ 500,000
Plant assets 3,000,000 4,000,000
Idle plant assets 250,000 330,000
Land held for future use 1,200,000 1,200,000
The controllable margin is $780,000.
Instructions
What is the return on investment for the center for 2010?
IMA: Reporting

Plant assets ($3,000,000 + $4,000,000) 2 = $3,500,000

Average current assets ($300,000 + $500,000) 2 = 400,000
$3,900,000
Note: Idle plant assets and land held for future use are not included in average operating assets.
ROI = $780,000 $3,900,000 = 20%
COMPLETION STATEMENTS
195. The use of budgets in controlling operations is known as ________________.
Ans: N/A, SO: 1, Bloom: K, Difficulty: Easy, Min: 1, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
196. A major aspect of budgeting control is the use of budget reports that compare
_____________________ with _______________________.
Ans: N/A, SO: 1, Bloom: K, Difficulty: Easy, Min: 1, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Measurement, AICPA PC: Problem Solving,
197. In analyzing differences from planned objectives, management may take

___________________, or it could decide to modify ___________________.
198. The master budget is a __________________ budget which is based on operating at one
budgeted activity level.
199. A __________________ budget projects budget data for various levels of activity.
200. Total ________________ costs will be the same on the master budget and on a flexible
budget which reflects the actual level of activity.
201. Under ___________________ accounting, the evaluation of a manager's performance is

based on the costs and revenues directly under that manager's control.
202. A cost is __________________ at a given level of managerial responsibility if a manager

has the authority to incur the cost in a given time period.
203. In general, costs ____________________ directly by the level of responsibility are

_______________, whereas costs that are ____________________ to the responsibility
level are __________________.
204. Responsibility centers may be classified into three types: (1)____________________,

(2)___________________ and, (3)____________________.
Ans: N/A, SO: 7, Bloom: K, Difficulty: Easy, Min: 1, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: None, IMA: Budget
Preparation
205. The primary basis for evaluating the performance of a manager of an investment center is
_________________.
206. Return on investment is calculated by dividing _________________________ by

________________________.
Answers to Completion Statements

195. budgetary control 202. controllable
196. actual results, planned objectives 203. incurred, controllable, allocated,
197. corrective action, future plans noncontrollable
198. static 204. cost centers, profit centers, investment centers
199. flexible 205. return on investment (ROI)
200. fixed 206. controllable margin, average operating assets
201. responsibility
MATCHING
207. Match the items below by entering the appropriate code letter in the space provided.
A. Budgetary control G. Responsibility reporting system

B. Static budget H. Return on Investment
C. Flexible budget I. Profit center
D. Responsibility accounting J. Investment center
E. Controllable costs K. Indirect fixed costs
F. Management by exception L. Direct fixed costs
____ 1. The review of budget reports by top management directed entirely or primarily to
differences between actual results and planned objectives.
____ 2. A part of management accounting that involves accumulating and reporting revenues
and costs on the basis of the individual manager who has the authority to make the
day-to-day decisions about the items.
____ 3. The preparation of reports for each level of responsibility shown in the company's
organization chart.
____ 4. A projection of budget data at one level of activity.
____ 5. Costs that a manager has the authority to incur within a given period of time.
____ 6. The use of budgets to control operations.
____ 7. A projection of budget data for various levels of activity.
____ 8. A responsibility center that incurs costs, generates revenues, and has control over the
investment funds available for use.
____ 9. Costs that relate specifically to a responsibility center and are incurred for the sole
benefit of the center.
____ 10. A responsibility center that incurs costs and also generates revenues.
____ 11. Costs which are incurred for the benefit of more than one profit center.
____ 12. A measure of the profitability of an investment center computed by dividing

controllable margin (in dollars) by average operating assets.
Ans: N/A, SO: 1, Bloom: K, Difficulty: Easy, Min: 5, AACSB: Analytic, AICPA BB: Industry/Sector, AICPA FN: Reporting, AICPA PC: Problem Solving, IMA:
Reporting
Answers to Matching
1. F 7. C
2. D 8. J
3. G 9. L
4. B 10. I
5. E 11. K
6. A 12. H
SHORT-ANSWER ESSAY QUESTIONS

S-A E 208
The master budget and flexible budgets are important aids to management in performing the
management functions of planning and control. Briefly describe how planning and control are
facilitated by preparing a master budget and flexible budgets. How are these two types of budgets
interrelated with planning and control?
Ans: N/A, SO: 1, Bloom: K, Difficulty: Easy, Min: 5, AACSB: Communications, AICPA BB: Strategic/Critical Thinking, AICPA FN: None, AICPA PC:
Communication, IMA: Budget Preparation
Solution 208
The system of responsibility reporting begins with the lowest level of responsibility and moves up
through each level. At the lowest level each manager receives detailed information concerning
the controllable costs for which they are responsible. At higher levels of responsibility the detail of
the lower levels may be omitted but the report encompasses all the areas for which the higher
level has responsibility. For example, a plant manager will receive reports concerning the
controllable costs of each of the plant departments.
Management by exception is possible in such a system because, if management at the higher
levels of responsibility identifies a significant variance, they can receive detailed reports for each
lower level of responsibility. This allows management to investigate causes and remedies for
variances as they feel necessary.
S-A E 209
Jane Olney is confused about how a flexible budget is prepared. Identify the steps for Jane.
Solution 209
The steps in preparing a flexible budget are:
(1) Identify the activity index and the relevant range of activity.
(2) Identify the variable costs and determine the budgeted variable cost per unit of activity for
each cost.
(3) Identify the fixed costs and determine the budgeted amount for each cost.
(4) Prepare the budget for selected increments of activity within the relevant range.
S-A E 210
Managers are motivated to accomplish objectives if they feel that their efforts will be fairly
evaluated. Explain why an organization may use different bases for evaluating the performance of
managers of different types of responsibility centers.
Solution 210
Because a manager should only be evaluated based on the performance results of matters that
are controllable by the manager, it is necessary to use different bases for evaluation. An
investment center manager can control the investment funds available as well as costs and
revenues. Return on investment is therefore an appropriate basis for evaluation. A profit center,
however, controls only revenues and expenses but not investment, so controllable margin is a
more appropriate basis relating only to the areas controllable by the profit center. Similarly,
because only costs are controllable for a cost center, such a center is evaluated only on the basis
of its controllable costs.
S-A E 211
What is responsibility accounting? Explain the purpose of responsibility accounting.
Solution 211
Responsibility accounting is a method of controlling operations that involves accumulating and
reporting costs (and revenues, where relevant) on the basis of the manager who has the authority
to make the day-to-day decisions about the items. The purpose of responsibility accounting is to
evaluate a manager's performance on the basis of matters directly under that manager's control.
S-A E 212 (Ethics)

Winsor Corporation evaluates its managers based on return on investment (ROI). Sue Jenson
and Ruth Sands, managers of the electronics and housewares departments respectively, have
recently suffered from declining profits in their departments. Over lunch, they discuss the
problem, and how they could improve performance. Most of the discussion centers around ways
to increase sales. Near the end of the lunch period, however, Ruth remarks that there are two
components to consider, and that they have considered only one. She wonders whether there is
some way to reduce investment, and by decreasing the denominator of the ROI fraction, to
improve the final result.
Back at work, Sue continues to mull over Ruth's remarks. She decides to pursue the matter
further, and before the end of the quarter she has sold quite a bit of older equipment and replaced
it with equipment obtained with a short-term lease. Her performance, measured by ROI, is
markedly improved, although sales continue to be disappointing.
Required:
1. Who are the stakeholders in this situation?
2. Is Sue's action ethical? Briefly explain.
Solution 212
1. The stakeholders include
Sue Jenson
Ruth Sands
managers of Winsor Corporation
shareholders of Winsor Corporation
S-A E 212 (Cont.)

2. Sue's action is probably not ethical. It appears that she has replaced equipment that had been
purchased only because such a move would improve her ROI. Of course, it is possible that
the leased equipment will allow her department to function better, resulting in a benefit for the
company. Any action to promote one's own benefit at the expense of the company's welfare is
unethical.
S-A E 213 (Communication)

Castagno County Electronics manufactures circuit boards for computer-controlled appliances for
the home. The sales have been very volatile, sometimes stressing the plant's capacity, and
sometimes depressingly slow. During a recent slow period, Bill Garner, a production supervisor,
complained to Kim Maley, accounting manager, about the flexible budget.
"I try as hard as I can to meet the budget," he says, "and then I find out that just meeting the
budget's not good enough. Last month, when we sold 8,000 units, I was $10,000 under my
budget, and then you all blow me out of the water with your report that I actually was $5,000 over,
because sales were slow. I thought this responsibility accounting business was supposed to
mean we are held accountable just for things we can control. How do we control sales? At the
beginning of the year, you gave us all targets. Mine says that for an average month of 10,000 unit
sales, I should spend about $82,000. I spend less, and get an unfavorable budget report. What
gives?"
Required:
Write a short memo to respond to Mr. Garner.
Solution 213
TO: Bill Garner

FROM: Kim Maley
RE: Budget results
I appreciate your coming to me with your questions about the budget. I understand
that the new procedures can be frustrating, especially when you receive an
unfavorable report that you were not expecting.
Actually, the flexible budget does mean that you are held accountable only for the
costs that you can control. Last month, we calculated the cost of producing 8,000
units that were actually sold (and not the 10,000 that were estimated to be sold).
Your costs were greater than that, although still less than the amount you would
have been allowed had the full 10,000 been sold. Please check the individual items
on your budget report. We noted which ones exceeded the budget. You can then
focus attention on those items for cost control.
Please contact the Accounting Department if you have further questions.
(signed)

CH 24

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

CH 24

Caricato da

Copyright:

Formati disponibili

CHAPTER 24

BUDGETARY CONTROL AND

SUMMARY OF QUESTIONS BY STUDY OBJECTIVES AND BLOOMS

SUMMARY OF QUESTIONS BY STUDY OBJECTIVES AND BLOOMS

SUMMARY OF STUDY OBJECTIVES BY QUESTION TYPE

Note: TF = True-False BE = Brief Exercise C = Completion

CHAPTER STUDY OBJECTIVES

4 Describe the concept of responsibility accounting. Responsibility accounting involves

4. The master budget is not used in the budgetary control process.

5. A master budget is most useful in evaluating a manager's performance in controlling

6. A static budget is one that is geared to one level of activity.

8. A static budget is most useful for evaluating a manager's performance in controlling

10. A flexible budget is a series of static budgets at different levels of activities.

13. A flexible budget is prepared before the master budget.

23. In a responsibility accounting reporting system, as one moves up each level of

Answers to True-False Statements

MULTIPLE CHOICE QUESTIONS

39. A major element in budgetary control is

40. Budget reports should be prepared

41. On the basis of the budget reports,

42. The purpose of the departmental overhead cost report is to

43. The purpose of the sales budget report is to

44. The comparison of differences between actual and planned results

45. A static budget

46. A static budget report

47. A static budget is appropriate in evaluating a manager's performance if

52. A static budget is appropriate for

54. A flexible budget

59. In developing a flexible budget within a relevant range of activity,

60. What budgeted amounts appear on the flexible budget?

61. The flexible budget

63. Another name for the static budget is

67. The selection of levels of activity to depict a flexible budget

68. Management by exception

71. A flexible budget depicted graphically

72. The activity index used in preparing the flexible budget

73. A static budget is not appropriate in evaluating a manager's effectiveness if a company

91. A cost is considered controllable at a given level of managerial responsibility if

92. As one moves up to each higher level of managerial responsibility,

93. A responsibility report should

94. Top management can control

95. Not-for-profit entities

96. Which of the following is not a true statement?

98. Management by exception

99. Which responsibility centers generate both revenues and costs?

100. The linens department of a large department store is

101. The foreign subsidiary of a large corporation is

102. The maintenance department of a manufacturing company is a(n)

103. Which of the following is not a correct match?

104. A cost center

105. A manager of a cost center is evaluated mainly on

106. Performance reports for cost centers compare actual

107. In the performance report for cost centers,

109. Which of the following is not an indirect fixed cost?

110. A profit center is

112. Controllable margin is defined as

113. Controllable margin is most useful for

115. Given below is an excerpt from a management performance report:

116. Which of the following are financial measures of performance?

117. Given below is an excerpt from a management performance report:

118. A responsibility report for a profit center will

119. The dollar amount of the controllable margin

126. Neill Manufacturing reported the following items for 2010: