Managerial Accounting, 1st Edition
November 2008, ©2009
Balakrishnan’s Managerial Accounting 1st edition presents accounting information in the context of business decision making. It combines the traditional topics of managerial accounting with a strategic framework that shows students how to construct decision models and measure information. By linking business decisions with accounting information students will be motivated to learn and make more informed decisions. Balakrishnan will appeal to courses where there is a true focus on decision making and accounting is placed within a business context.
Chapter 1: Accounting: Information For Decision Making.
The Four-Step Framework for Decision Making.
Decision Making In Organizations.
The Planning and Control Cycle.
Accounting and Decision Making.
Ethics and Decision Making.
Chapter 2: Identifying and Estimating Costs and Benefits.
Knowing What to Measure.
Time and Controllability.
How to Estimate Costs and Benefits.
Hierarchical Cost Structure.
Chapter 3: Cost Flows and Cost Terminology.
Product and Period Costs.
Cost Flows In Service Organizations.
Cost Flows In Merchandising Organizations.
Cost Flows In Manufacturing Organizations.
MODULE II: SHORT-TERM PLANNING AND CONTROL: MAXIMIZING CONTRIBUTION.
Chapter 4: Techniques for Estimating Fixed and Variable Costs.
Contribution Margin Statement.
Account Classification Method.
Segmented Contribution Margin Statements.
Chapter 5: Cost-Volume-Profit Analysis.
The Cost-Volume-Profit (CVP) Relation.
The CVP Relation and Profit Planning.
Using The CVP Relation to Make Short-Term Decisions.
Using The CVP Relation To Evaluate Operating Risk.
Multiproduct CVP Analysis.
CVP Analysis—A Critical Evaluation.
Chapter 6: Decision Making in the Short Term.
Characteristics of Short-Term Decisions.
Additional Examples of Short-Term Decisions.
Determining the Best Use of a Scarce Resource.
Chapter 7: Operating Budgets: Bridging Planning and Control.
What Is A Budget?
Preparing a Master Budget.
Factors Influencing the Budgeting Process.
Chapter 8: Budgetary Control and Variance Analysis.
Budgets as the Basis For Control.
How to Calculate Variances.
Interpreting and Using Variances.
MODULE III: PLANNING AND CONTROL OVER THE LONG TERM: MAXIMIZING PROFIT.
Chapter 9: Cost Allocations: Theory and Applications.
Long-Term Decisions and Cost Allocations.
Cost Allocations for Reporting Income.
Incentives and Cost Allocations.
Chapter 10: Activity-Based Costing and Management.
Elements of Activity-Based Costing (ABC) Systems.
Decision Usefulness of ABC Systems.
Chapter 11: Managing Long-Lived Resources: Capital Budgeting.
Roles of Capital Budgets.
Elements of Project Cash Flows.
Discounted Cash Flow Techniques in Capital Budgeting.
Other Evaluation Criteria for Capital Budgeting.
Taxes and Capital Budgeting.
Allocating Capital Among Projects.
Chapter 12: Performance Evaluation in Decentralized Organizations.
Decentralization of Decision Making.
Principles of Performance Measurement.
Evaluating Cost and Profit Centers.
Performance Measurement in Investment Centers.
Chapter 13: Strategic Planning and Control.
Formulating a Strategy.
The Value Chain.
Strategic Cost Planning.
Monitoring Strategy Implementation.
MODULE IV: COST ACCOUNTING SYSTEMS.
Chapter 14: Job-Costing.
Types of Production Environments.
Predetermined Overhead Rates.
End-of-Period Adjustments for Overhead.
Chapter 15: Process-Costing.
Mechanics of Process Costing.
Process Costing with Many Cost Pools and Beginning Inventory.
Standard Process Costing.
Chapter 16: Support Activity and Dual-Rate Allocations.
Line and Support Activities.
Methods for Allocating Support Activity Costs.
Konduru “Shiva” Sivaramakrishnan is currently a Professor and C.T. Bauer Endowed Chair in Accounting at the C.T. Bauer College of Business, University of Houston. He received his BTech in Engineering from the Indian Institute of Technology 1977, Madras, an MBA from Xavier Institute, Jamshedpur, India, in 1982, and a Ph.D. in Accounting and Information Systems from the Kellogg Graduate School of Management at Northwestern University in 1989. Prior to his current position, he was a tenured Associate Professor at the Graduate School of Industrial Administration, Carnegie Mellon University, and Professor and Philip Ljungdahl Chair in Accounting at Texas A&M University. Dr. Sivaramakrishnan has significant research and teaching accomplishments. His research has appeared in premier journals such as The Accounting Review, Journal of Accounting Research, Contemporary Accounting Research, Management Science, Journal of Management Accounting Research, Accounting Horizons, Journal of Accounting and Economics, and Review of Financial Studies. Along with Dr. Ramji Balakrishnan, he won the 2003 Best Paper award for notable contribution to the management accounting literature. Shiva serves on several editorial boards, and is currently an Associate Editor of the Journal of Management Accounting Research. He has won numerous awards for teaching excellence at both undergraduate and graduate levels.
Geoffrey B. Sprinkle is an Associate Professor, Whirlpool Faculty Fellow, and Chair of the Honors Program at the Kelley School of Business at Indiana University. Dr. Sprinkle has both B.S. and M.S. degrees in Accounting from Arizona State University, and his Ph.D. from The University of Iowa. Geoff is a Certified Public Accountant, earning the Gold Medal in the state of Arizona on the May, 1989 CPA exam and the Elijah Watts Sells award nationally. He primarily teaches managerial accounting to undergraduates and is the recipient of numerous school-wide and university-level teaching awards. Dr. Sprinkle’s writings focus on motivation and coordination problems within organizations, including performance-evaluation and reward systems. His work has been published in journals such as The Accounting Review, The American Economic Review, Accounting, Organizations and Society, Journal of Accounting Research, Behavioral Research in Accounting, Issues in Accounting Education, and The Journal of Management Accounting Research. He also currently serves on the Editorial Boards of The Accounting Review, The British Accounting Review, Accounting, Organizations and Society, and The Journal of Management Accounting Research.
- Strategic Framework: The modules used to organize this text allow students to quickly and logically relate accounting information to business decision making. Each module presents cost estimation and planning decisions in both the short- and long-term context, while presenting budgets as devices that link planning and control decisions.
- Applying the Decision: Within each chapter the book explores a specific decision problem framed in a 4-step manner. This framework is presented at the beginning of each chapter, and students are asked to analyze it throughout the chapter. It is then revisited near the end of the chapter for a decision recommendation.
- Chapter Connections: Each chapter begins with how the current material relates to the prior and subsequent chapters. Throughout the text, Chapter Connections link the decision problems to concepts in earlier chapters.
- End-of-chapter material features an excellent balance of quantitative and qualitative problems. The problems are set in the manufacturing and service sectors. Each chapter also contains EOC materials that focus on non-profit organizations.
- Well qualified and respected author team. All three authors on this text are published managerial accounting researchers and have taught introductory managerial accounting.