Managerial AccountingMcGraw-Hill/Irwin, 2006 - 863 halaman Publisher description: It identifies the three functions managers must perform within their organizations'plan operations, control activities, and make decisions'and explains what accounting information is necessary for these functions, how to collect it, and how to interpret it. To achieve this, Managerial Accounting, 11/E, focuses, now as in the past, on three qualities: Relevance: Every effort is made to help students relate the concepts in this book to the decisions made by working managers. With insightful chapter openers, the popular Managerial Accounting in Action segments within the chapters, and stimulating end-of-chapter exercises, a student reading Garrison should never have to ask "Why am I learning this?" Balance: There;s more than one type of business, and so Garrison covers a variety of business models, including not-for-profit, retail, service, and wholesale organizations as well as manufacturing. In the eleventh edition, service company examples are highlighted with icons in the margins of the text. Clarity: Generations of students have praised Garrison for the friendliness and readability of its writing, but that;s just the beginning. Technical discussions have been simplified, material has been reordered, and the entire book carefully retuned to make teaching'and learning'from Garrison as easy as it can be. In addition, the supplements package is written by Garrison, Noreen, and Brewer, ensuring that students and professors will work with clear, well-written supplements that employ consistent terminology. |
Isi
Chapter | 2 |
The Changing Business Environment | 12 |
Professional Ethics | 20 |
Hak Cipta | |
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Managerial Accounting Ray H. Garrison,Theresa Libby,Alan Webb (Professor),Eric W. Noreen,Peter C. Brewer Pratinjau tidak tersedia - 2017 |
Istilah dan frasa umum
absorption costing accounting action activity activity-based costing actual additional allocation amount analysis applied approach assigned Assume balance beginning budget called cash changes chapter charged company's completed Compute contribution margin costing system customers decisions Department depreciation determine direct labor direct labor-hours direct materials discussed Division efficiency employees ending equipment estimated example EXERCISE Exhibit expected expenses Explain factory finished fixed costs income statement increase incurred inventory Less machine machine-hours managers manufacturing overhead costs measures method month needed OBJECTIVE operating income organization overhead rate paid performance period planning pounds Prepare problem product costs profit purchases quantity quarter raw materials recorded relating Required responsible result salaries Schedule segment selling selling and administrative sold standard cost Total transfer units variable costing variable overhead variance wages