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Accounting for Decision Making and Control provides students and managers with an understanding appreciation of the strengths and limitations of an organization’s accounting system. This book provides a framework for thinking about accounting systems and a basis for analyzing proposed changes to these systems. The Seventh Edition demonstrates that managerial accounting is an integral part of the firm’s organizational architecture, not just an isolated set of computational topics.
The purpose of this text is to provide students and managers with an understanding and appreciation of the strengths and limitations of an organization’s accounting system, thereby allowing them to be more intelligent users of these systems. The main purpose proposed by the author remains intact for the Seventh Edition
| Introduction | |
| The nature of costs | |
| Opportunity cost of capital and capital budgeting | |
| Organizational architecture | |
| Responsibility accounting and transfer pricing | |
| Budgeting | |
| Cost allocation: Theory | |
| Cost allocation: Practices | |
| Absorption cost system | |
| Criticisms of absorption cost systems: Incentives to overproduce | |
| Criticisms of absorption cost systems: Inaccurate product costs | |
| Standard costs: Direct labor and materials | |
| Overhead and marketing variances | |
| Management accounting in a changing environment | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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