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Description Project Presentation Total Marks 10 Project presentation is to demonstrate cost accounting aspects providing social responsibility  Note:

Description

Project Presentation

Total Marks 10

Project presentation is to demonstrate cost accounting aspects providing social responsibility 

Note: This project is to replace our regular short exam)

Project theme:

Cost Accounting give right value to customers providing social responsibility to the society”

Examine how social responsibility is influenced by decision-making and cost optimization. 

Please prepare a presentation choosing any topic from cost accounting that provides social responsibility in your view.

Project Presentation
Total Marks 10
Project presentation is to demonstrate cost accounting aspects providing social
responsibility
Note: This project is to replace our regular short exam)
Project theme:
Cost Accounting give right value to customers providing social
responsibility to the society”
Examine how social responsibility is influenced by decision-making and cost
optimization.
Please prepare a presentation choosing any topic from cost accounting that provides
social responsibility in your view.
Format:
1. Title
2. Introduction on on the topic chosen from cost accounting providing socisl
responsibility.
3. Define important key words.
4. Methodology used (Questionnaire or empirical study)
5. Interpretations on the method used
6. Discussion on how it effects social responsibility
7. Conclusion
8. References used
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 1
The Role of Accounting Information in
Management Decision Making
© John Wiley & Sons, 2011
Chapter 1: The Role of Accounting Information in Management Decision Making
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 1: The Role of Accounting Information in
Management Decision Making
Learning objectives
Q1 – What is the process of strategic management and
decision making?
Q2 – What types of control systems do managers use?
Q3 – What is the role of accounting information in strategic
management?
Q4 – What information is relevant for decision making?
Q5 – How does business risk affect management decision
making?
Q6 – How do biases affect management decision making?
Q7 – How can managers make higher-quality decisions?
Q8 – What is ethical decision making, and why is it
important?
© John Wiley & Sons, 2011
Chapter 1: The Role of Accounting Information in Management Decision Making
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 2
The Cost Function
© John Wiley & Sons, 2011
Chapter 2: The Cost Function
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 2: The Cost Function
Learning objectives

Q1: What are the different ways to describe cost behavior?

Q2: What process is used to estimate future costs?

Q3: How are engineered estimates, account analysis, and
two-point methods used to estimate cost functions?

Q4: How does a scatter plot assist with categorizing a cost?

Q5: How is regression analysis used to estimate a cost
function?

Q6: How are cost estimates used in decision making?
© John Wiley & Sons, 2011
Chapter 2: The Cost Function
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 3
Cost-Volume-Profit Analysis
© John Wiley & Sons, 2011
Chapter 3: Cost-Volume-Profit Analysis
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 3: Cost-Volume-Profit Analysis
Learning objectives

Q1: What is cost-volume-profit (CVP) analysis, and how is it
used for decision making?

Q2: How are CVP calculations performed for a single
product?

Q3: How are CVP calculations performed for multiple
products?
Q4: What assumptions and limitations should managers
consider when using CVP analysis?


Q5: How are the margin of safety and operating leverage
used to assess operational risk?
© John Wiley & Sons, 2011
Chapter 3: Cost-Volume-Profit Analysis
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 4
Relevant Information for Decision Making
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 4: Relevant Costs for Nonroutine
Operating Decisions
Learning objectives






Q1: What is the process for identifying and using relevant
information in decision making?
Q2: How is relevant quantitative and qualitative information
used in special order decisions?
Q3: How is relevant quantitative and qualitative information
used in keep or drop decisions?
Q4: How is relevant quantitative and qualitative information used in
outsourcing (make or buy) decisions?
Q5: How is relevant quantitative and qualitative information used in
product emphasis and constrained resource decisions?
Q6: What factors affect the quality of operating decisions?
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 5
Job Costing
© John Wiley & Sons, 2011
Chapter 5: Job Costing
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 5: Job Costing
Learning objectives

Q1: How are costs assigned to customized goods and services?

Q2: How is overhead allocated to individual jobs?

Q3: How does job costing information affect managers’
incentives and decisions?

Q4: How are spoilage, rework, and scrap handled in job costing?

Q5: What are the quality and behavioral implications of
spoilage?
© John Wiley & Sons, 2011
Chapter 5: Job Costing
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 6
Process Costing
© John Wiley & Sons, 2011
Chapter 6: Process Costing
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 6: Process Costing
Learning objectives

Q1: How are costs assigned to mass-produced products?

Q2: What are equivalent units & how do they relate to the
production process?

Q3: How is the weighted average method used in process
costing?

Q4: How is the FIFO method used in process costing?

Q5: What alternative methods are used for mass production?

Q6: How is process costing performed for multiple production
departments?

Q7: How are spoilage costs handled in process costing?

Q8: How does process costing information affect managers’
incentives and decisions?
© John Wiley & Sons, 2011
Chapter 6: Process Costing
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 7
Activity-Based Costing and
Management
© John Wiley & Sons, 2011
Chapter 7: Activity-Based Costing and Management
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 7: Activity-Based Costing and
Management
Learning objectives

Q1: What is activity-based costing (ABC)?

Q2: What are activities and how are they identified?

Q3: What process is used to assign costs in an ABC system?

Q4: What is activity-based management?

Q5: What are GPK and RCA?

Q6: How does information from ABC, GPK, and RCA affect
managers’ incentives and decisions?
© John Wiley & Sons, 2011
Chapter 7: Activity-Based Costing and Management
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 8
Measuring and Assigning Support
Department Costs
© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 8: Measuring and Assigning Support
Department Costs
Learning objectives







Q1: What are support departments, and why are their costs
allocated to other departments?
Q2: What process is used to allocate support department costs?
Q3: How is the direct method used to allocate support costs to
operating departments?
Q4: How is the step-down method used to allocate support costs
to operating departments?
Q5: How is the reciprocal method used to allocate support costs to
operating departments?
Q6: What is the difference between single- and dual-rate
allocations?
Q7: How do support cost allocations affect decisions and
managerial incentives?
© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 9
JOINT PRODUCT AND BY-PRODUCT COSTING
© John Wiley & Sons, 2011
Chapter 9: Joint Product and By-Product Costing
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 9: Joint Product and By-Product Costing
Learning objectives

Q1: What is a joint process, and what is the difference between a
by-product and a main product?

Q2: How are joint costs allocated?

Q3: What factors are considered in choosing a joint cost
allocation method?

Q4: What information is relevant for deciding whether to process a
joint product beyond the split-off point?

Q5: What methods are used to account for the sale of byproducts?

Q6: How does a sales mix affect joint cost allocation?

Q7: How do joint cost allocations affect decisions and
managerial incentives?
© John Wiley & Sons, 2011
Chapter 9: Joint Product and By-Product Costing
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 10
Static and Flexible Budgets
© John Wiley & Sons, 2011
Chapter 10: Static and Flexible Budgets
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 10: Static and Flexible Budgets
Learning objectives

Q1: How do budgets contribute to the strategic management
process?

Q2: What is a master budget and how is it prepared?

Q3: What are flexible budgets and how can they be used for
sensitivity analysis?

Q4: How are budget variances calculated and used as
performance measures?

Q5: How do behavioral tensions influence the budgeting process?

Q6: What approaches exist for addressing the problems of
traditional budgeting?
© John Wiley & Sons, 2011
Chapter 10: Static and Flexible Budgets
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 11
Standard Costs and Variance Analysis
© John Wiley & Sons, 2011
Chapter 11: Standard Costs and Variance Analysis
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 11: Standard Costs & Variance Analysis
Learning objectives


Q1: How does variance analysis contribute to the strategic
management process?
Q2: What is a standard costing system and how is it used?

Q3: How are direct cost variances calculated?

Q4: How is direct cost variance information analyzed and used?

Q5: How are variable and fixed overhead variances calculated?

Q6: How is overhead variance information analyzed and used?

Q7: How are manufacturing cost variances closed?

Q8: Which profit-related variances are commonly analyzed?
© John Wiley & Sons, 2011
Chapter 11: Standard Costs and Variance Analysis
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 15
Performance Evaluation and Compensation
© John Wiley & Sons, 2011
Chapter 15: Performance Evaluation and Compensation
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 15: Performance Evaluation and
Compensation
Learning objectives

Q1: What is agency theory?

Q2: How are decision-making responsibility and authority
related to performance evaluation?

Q3: How are responsibility centers used to measure, monitor,
and motivate performance?

Q4: How do return on investment, residual income, and economic
value added affect managers’ incentives and decisions?
Q5: How is compensation used to motivate performance?


Q6: What prices are used for transferring goods and services
within an organization?

Q7: How do transfer prices affect managers’ incentives and
decisions?
© John Wiley & Sons, 2011
Chapter 15: Performance Evaluation and Compensation
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2

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