Cost Accounting
Charles T. Horngren, George Foster, Srikant M. Datar
906 pages, parution le 01/07/1999
(10eme édition)
Résumé
For one or two term Junior/Senior level courses in
Cost/Management Accounting. Also suitable for MBA level
courses.
2. An Introduction to Cost Terms and Purposes.
3. Cost-Volume-Profit Analysis.
4. Job Costing.
5. Activity-Based Costing and Activity-Based Management.
6. Master Budget and Responsibility Accounting.
7. Flexible Budgets, Variances and Management Control: I.
8. Flexible Budgets, Variances, and Management Control: II.
9. Inventory Costing and Capacity Analysis.
10. Determining How Costs Behave.
11. Decision Making and Relevant Information.
12. Pricing Decisions and Cost Management.
13. Strategy, Balanced Scorecard, and Strategic Profitability Analysis.
14. Cost Allocation.
15. Cost Allocation: Joint Products and Byproducts.
16. Revenues, Sales Variances, and Customer-Profitability Analysis.
17. Process Costing.
18. Spoilage, Rework, and Scrap.
19. Quality, Time, and the Theory of Constraints.
20. Inventory Management, Just-in-Time, and Backflush Costing.
21. Capital Budgeting and Cost Analysis.
22. Management Control Systems, Transfer Pricing, and Multinational Considerations.
23. Performance Measurement, Compensation, and Multinational Considerations.
Video Cases.
Appendix A.
Appendix B.
Appendix C.
Appendix D.
Glossary.
Author Index.
Company Index.
Subject Index.
This acclaimed, number one market-leading text embraces the basic theme of ?different costs for different purposes.? Cost Accounting, Tenth Edition reaches beyond cost accounting procedures to consider concepts, analyses, and management.
Features
- NEW—Clearer writing, more streamlined presentations, and better explanations—Improves coverage throughout the text, including essential concepts in cost-volume-profit analysis (Chapter 3); job costing methods (Chapter 4); activity-based-costing (Chapter 5); variance analysis (Chapters 7 and 8); and process costing (Chapters 17-18).
-
- Enhances students' ability to access, retain, and apply what are often abstract accounting concepts.
- NEW—Basics of activity-based-costing (ABC) now presented in a single new chapter (5)—Yet the linkages to simpler job-costing systems (presented in Chapter 4) are developed. For example, the same seven-step approach used in Chapter 4 is contained in Chapter 5. Chapter 5 focuses on how ABC modifies the implementation of the basic steps.
- NEW—A new chapter (13) describes the applications of management accounting to strategy—This chapter covers topics on the implementation of strategy using the balanced scorecard, a method by which accounting information can be used to evaluate strategy, reengineering, and downsizing. The topics in this chapter are new to all cost accounting and management accounting textbooks.
- NEW—Process costing (Ch. 17) now is rewritten to use the 5-step approach.
- NEW—Concepts explained in uncomplicated terms and then shown in practice—In many chapters (for example relevant costs and variance analysis), we first explain the concepts in simple settings and then add a section to show how these concepts can be applied in companies that implement ABC systems.
- NEW—Consolidated organization of
topics—Reduces the number of chapters by
combining and consolidating material resulting in a more
concise, streamlined text.
—Chapter 14 now contains Chs. 13-14 from the 9th edition.
—Chapter 20 now contains 9/e Chs. 20-21 on Just In Time systems.
—Chapter 21 now contains 9/e Chs. 22-23 on capital budgeting.
—Ninth Edition Chapter 24 on input mix variances and productivity has been dropped. The material on input mix variances has been moved to Chapter 16 appendix. The material on productivity is moved to new Chapter 13 on strategy.
—Many of the “Concepts in Action” boxes have been updated and new ones added to the Tenth edition.
—Surveys of Company Practice Boxes have been updated.
—Tight linkage between assignment material and chapter material. - NEW—This edition places greater emphasis on leveraging technology, including the Internet and the World Wide Web to enhance learning. (See Supplements for more information on WebCT and CW sites.)
- NEW—30% of exercises and problems are new.
-
- Lets students move efficiently and completely through the book's contents without getting bogged down in any one topic; gives instructors the flexibility and time to integrate their own ancillary readings, studies, and assignments.
Contents
1. The Accountant's Role in the
Organization.
New section on “Key
Management Accounting Guidelines”. Section on
“Organization Structure” reworked with NIKE as
an example (uses an international perspective). Discussion
on Supply Chain added and now incorporates new trends in
business. New “Concepts in Action” and
“Surveys of Company Practice” added.
2. An Introduction to Cost Terms and Purposes.
Key exhibits now
consistently use examples from a single company to better
emphasize the value-chain concept. Presentation of cost
driver concept provides greater emphasis on the
cause-and-effect notion underlying activity-based costing.
New examples from the service sector are added to
illustrate cost concepts.
3. Cost-Volume-Profit Analysis.
Greater emphasis given to
explaining basic concepts of cost-volume-profit analysis.
The chapter places more emphasis on CVP analysis rather
than only on breakeven point. This allows a greater focus
on business applications such as evaluating decisions to do
more advertising or to reduce prices. Introduces ideas of
operating leverage to summarize risk-return tradeoffs. Adds
a small section on breakeven analysis with multiple cost
drivers in place of volume being the only cost driver. New
“Concepts in Action” box added.
4. Job Costing.
The content of chapters 4
and 5 have been significantly changed. Chapter 4 now
describes the basics of job-costing systems in
manufacturing, merchandising, and service organizations.
Chapter 5 then discusses ABC systems as an extension of job
costing systems. The presentation moves from actual to
normal costing and develops explicit linkages between the
entries made while working on the job, those made at the
end of the month, and closing entries at the end of the
year. More material has been added on non-manufacturing
functions in the value chain and on multiple cost pools.
New “Concepts in Action” box added.
5. Activity-Based Costing and Activity-Based Management.
Chapter 5 is basically a
new chapter with a new example on ABC systems. The chapter
provides motivation for ABC systems by discussing product
costing using a single cost-pool system, a departmental
costing system, and an ABC system. The cost hierarchy is
discussed as an integral part of the chapter. The chapter
emphasizes the uses of activity-based costing for decision
making and activity-based management (ABM).
6. Master Budget and Responsibility Accounting.
A new and simpler example
of a budget (for a furniture manufacturer) is used to
illustrate the steps in developing an operating budget. The
section on Activity-based Budgeting is expanded and linked
to a prior budget illustration for a furniture
manufacturer. The importance of coordinating across
organizations when budgeting is given greater attention.
Greater emphasis is given to the challenge of having
managers provide more honest budget forecasts. New
“Concepts in Action” box is added to show the
use of web-technology to fast-track the budgeting
process.
7. Flexible Budgets, Variances and Management Control: I.
More attention is given to
the explanations for variances. This includes the link to
supply chain concepts to illustrate the diverse sources of
variances. A new section on variance analysis in an
activity-based costing setting is added. The summary
exhibit linking variances at different levels is simplified
to highlight the inter-relationships. The benchmarking
example is changed to focus on revenue and cost data of
United Airlines vis—vis 8 other airlines.
8. Flexible Budgets, Variances, and Management Control: II.
Increased emphasis on the
implications of overhead variances for management
decisions. Greater linkage of overhead variances with
flexible budgeting. New section on activity-based budgeting
and variance analysis New “Concepts in Action”
box on the use of standard-cost based daily income
statements at a plant in Indonesia. New “Survey of
Company Practice” box on the relative use of
different variances.
9. Inventory Costing and Capacity Analysis.
Section on Inventory
Costing revised with a single coordinating example. The
straightforward case of absorption costing vs. variable
costing for one year is first explained. Then, the
discussion adds income differences for several years and
throughput costing. Increased analysis of ways to reduce
dysfunctional aspects of absorption costing. New discussion
of how subcontracting affects variable cost vs. absorption
cost differences New section on “Choosing a
Denominator Level Concept”. Increased decision-making
links are now reinforced by including discussion of the
downward demand spiral concept and pricing from Chapter 14
(of the Ninth Edition).
10. Determining How Costs Behave.
The organization of the
chapter and explanations of cost estimation have been
streamlined. Some of the technical details of regression
analysis have been redone
11. Decision Making and Relevant Information.
More structure has been
added to this chapter to indicate how the same concepts of
relevance apply to the different examples in the chapter. A
new exhibit 11-3 summarizes these concepts. A new example
discusses the relevant costs and relevant revenues for
decisions such as closing down/opening sales offices and in
particular, the irrelevance of allocated overhead. The
discussion of opportunity costs has been simplified. The
chapter has been reorganized with more international
examples and discussion of internet strategies and
behavioral issues. New “Concepts in Action”
boxes added.
12. Pricing Decisions and Cost Management.
The discussion on long-run
pricing and target costing has been reorganized to
highlight issues of value engineering, value-added and
non-value-added costs Life cycle costing is now linked to
the target pricing discussion. The sections on predatory
pricing, dumping, and collusive pricing have been updated
New “Concepts in Action” box added.
13. Strategy, Balanced Scorecard, and Strategic Profitability Analysis.
This is a new chapter in
the book covering the topics of strategy, implementation of
strategy, the balanced scorecard, strategic profitability
analysis, productivity measurement, downsizing, and
reengineering. No other book has a chapter of this
type.
14. Cost Allocation.
Chapter is now
restructured to link with Chapter 5 on activity-based
costing, including extensive discussion of how cost pools
at corporate are allocated to divisions added. More
explicit discussion on allocating support department costs.
New “Concepts in Action” box on “Contract
Disputes Over Reimbursable Cost for U.S. Government
Agencies”.
15. Cost Allocation: Joint Products and Byproducts.
Section on Accounting for
Byproducts restructured to better highlight key concepts.
Journal entries added to illustrate each method.
Performance evaluation issues discussed in joint cost
allocation choices. New “Surveys of Company
Practice” box on “Joint Cost Allocation in the
Oil Patch”.
16. Revenues, Sales Variances, and Customer-Profitability Analysis.
Revenue allocation
approaches expanded to include stand-alone product revenues
and management judgment. Part Two on Sales Variances uses a
new example to illustrate variance analyses in
multi-product settings. Part Three on Customer
Profitability revised to integrate revenue and cost
analysis in a single example. Greater emphases on ways to
assess customer value New appendix on Mix and Yield
Variances for Substitutable Inputs (includes material from
Chapter 24 of Ninth Edition).
17. Process Costing.
Chapter has been rewritten
using the five-step approach of the Eighth Edition, in
place of the four-step approach used in the Ninth Edition.
The concept of equivalent units and the steps in the
various methods of process costing (weighted-average, FIFO,
and standard costing) have been explained in more detail
The Appendix to this chapter is new and covers the topics
of hybrid costing and operation costing (taken from Chapter
19 of the Ninth Edition). Cost management issues are
emphasized some more.
18. Spoilage, Rework, and Scrap.
To be consistent with
Chapter 17, the process costing and spoilage material has
been rewritten using the five-step approach of the Eighth
Edition in place of the four-step approach used in the
Ninth Edition. The material on inspection points at
intermediate stages of the production cycle has been
consolidated at one point in the chapter and elaborated on
in the Appendix. Cost management issues are emphasized
more.
19. Quality, Time, and the Theory of Constraints.
The presentations of the
quality and time sections have been streamlined. The
section on theory of constraints (TOC) has been changed to
describe how TOC and ABC complement one another. New
“Concepts in Action” box added.
20. Inventory Management, Just-in-Time, and Backflush Costing.
Chapter 20 integrates
material from Chapters 20-21 of Ninth Edition. New section
added on Inventory Management and Supply-Chain Analysis.
Backflush Costing section reversed to highlight links of
journal entries to flow of operations. New “Concepts
in Action” box on Cisco's use of the internet to
streamline its purchasing processes. New “Survey of
Company Practice” box on the Challenges of Obtaining
the Benefits from a Supply-Chain Analyser.
21. Capital Budgeting and Cost Analysis.
Chapter 21 integrates
material from Chapters 22-23 of Ninth Edition. Capital
budgeting example proceeds from a simple no-tax case to
incorporate income taxes in the same example. New section
added on Intangible Assets and Capital Budgeting. New
“Concepts in Action” box on the financing of
the Cincinnati Bengals' new football stadium.
22. Management Control Systems, Transfer Pricing, and Multinational Considerations.
More structure has been
added to this chapter by explicitly using the criterion of
goal congruence, submit performance evaluation, management
effort, and autonomy to evaluate different transfer pricing
methods. Exhibit 22-3 summarizes this discussion. The
chapter illustration has been simplified by using two
divisions instead of three to explain transfer pricing. A
new section has been added on variable cost-based transfer
pricing. The multinational focus of this chapter and the
Concepts in Action box has been retained.
23. Performance Measurement, Compensation, and Multinational Considerations.
The steps in developing
accounting-based performance measure serves as a framework
for much of the chapter. More material has been added on
economic value added (EVA), sub unit managers'
compensation, and team-based compensation. The section on
alternative ways to calculate the investment base (for
example, gross book value versus net book value) has been
streamlined. The multinational focus of this chapter has
been retained New “Concepts in Action” box
added.
Video Cases.
Appendix A.
Appendix B.
Appendix C.
Appendix D.
Glossary.
Author Index.
Company Index.
Subject Index.
L'auteur - Charles T. Horngren
Charles Horngren est professeur émérite de comptabilité à l'université de Stanford. Outre ses activités universitaires, il a eu des responsabilités éminentes dans les institutions de normalisation comptable et dans les associations d'experts-comptables et de contrôleurs de gestion des États-Unis.
L'auteur - George Foster
George Foster est professeur de gestion à l'université de Stanford.
L'auteur - Srikant M. Datar
Strikant Datar est professeur d'administration des affaires à l'université de Harvard.
Caractéristiques techniques
| PAPIER | |
| Éditeur(s) | Prentice Hall |
| Auteur(s) | Charles T. Horngren, George Foster, Srikant M. Datar |
| Parution | 01/07/1999 |
| Édition | 10eme édition |
| Nb. de pages | 906 |
| Format | 21,5 x 27,5 |
| Couverture | Broché |
| Poids | 1892g |
| Intérieur | Quadri |
| EAN13 | 9780130851772 |
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