DescriptionMost managerial accounting texts emphasize the mechanics of managerial accounting. While important, mechanics are not enough. To solve business problems, students need to understand how managerial accounting can improve decision-making, and when and where a particular tool or technique is appropriate.
Balakrishnan's Managerial Accounting Canadian 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.
Chapter 2 Identifying and Estimating Costs and Benefits.
Chapter 3 Cost Flows and Cost Terminology.
Module II: SHORT-TERM PLANNING AND CONTROL: MAXIMIZING CONTRIBUTION.
Chapter 4 Techniques for Estimating Fixed and Variable Costs.
Chapter 5 Cost-Volume-Profit Analysis.
Chapter 6 Decision-Making in the Short Term.
Chapter 7 Operating Budgets: Bridging Planning and Control.
Chapter 8 Budgetary Control and Variance Analysis.
Module III: PLANNING AND CONTROL OVER THE LONG TERM: MAXIMIZING PROFIT.
Chapter 9 Cost Allocations: Theory and Applications.
Chapter 10 Activity-Based Costing and Management.
Chapter 11 Managing Long-Lived Resources: Capital Budgeting
Chapter 12 Performance Evaluation in Decentralized Organizations.
Chapter 13 Strategic Planning and Control.
Module IV: COST ACCOUNTING SYSTEMS.
Chapter 14 Job Costing.
Chapter 15 Process Costing.
Chapter 16 Support Activity and Dual-Rate Allocations.
- 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 Framework: 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.
- Check-It! Exercises: For each Learning Objective, the students have the opportunity to verify and fine-tune their understanding of the material through these brief exercises. They can check their own responses against the answers given at the end of the chapter.
- 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.
- Canadian company examples have been integrated and many Connecting to Practice boxes have been changed to place topics in a Canadian context