New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
management accounting information
Management Accounting Information For Creating And Managing Value 9th Edition Kim Langfield Smith, David Smith, Paul Andon, Ronald W. Hilton - Solutions
13.7 Evaluate and calculate economic value added (EVA) and shareholder value added (SVA) as measures of Investment centre performance.
13.8 Explain how incentive schemes can be designed and used to enhance goal congruence.
13.9 Recognise the difference between Intrinsic and extrinsic sources of motivation.
13.10 Describe the differences between Herzberg's two-factor theory and the expectancy theory of motivation.
13.11 Identify the different forms of performance-related pay systems used in organisations.
13.12 Outline the advantages and disadvantages associated with group versus individual rewards.
13.13 Recognise the importance of the frequency and timing of incentive payments to enhance motivation and performance.
13.1 Define return on investment, describe its two component ratios, and explain why it is useful to examine these component ratios in addition to the ROI ratio itself. LO 13.1
13.2 What is the primary objective in designing a responsibility accounting system? Explain how ROI and residual income can be used as part of a responsibility accounting system. LO 13.2
13.3 List the difficulties associated with using ROI to evaluate the performance of Investment centres. Given these difficulties, why do so many businesses continue to use it? LO 13.2
13.4 Outline some positive outcomes that can occur if the manager of a manufacturing division is asked to improve her division's ROI. LO 13.3
13.5 Provide three specific examples of decisions the manager of a manufacturing division might make to improve its ROI, but which may harm the future competitiveness of the company. LO 13.3
13.6 Can the residual income measure eliminate all of the disadvantages associated with ROI? Explain your answer. LO 13.4
13.7 Why is there typically a rise in ROI or residual income over time? How can this be avoided? LO 13.5
13.8 Why do some companies use acquisition cost rather than carrying amount to measure invested capital? LO 13.5
13.9 Explain why it is considered important to distinguish between performance of a business unit manager and performance of a business unit. Provide two examples to illustrate your answer. LO 13.5
13.10 What is meant by value under VBM? Describe the four drivers of VBM. LO 13.6
13.11 In your own words, outline strategies that managers might use to maximise economic value added that are not in the best interests of an organisation. LO 13.7
13.12 Explain the difference between the imputed interest charge used in the calculation of residual income and the WACC used to calculate EVA. LO 13.7
13.13 Explain why many companies link achievement of performance targets to employee remuneration. LO 13.8
13.14 Outline the differences between extrinsic and intrinsic motivation, and explain how organisations can encourage intrinsic motivation. LO 13.9
13.15 The Real Life titled 'Senior executive pay in Australia' in the section 'Incentive schemes' suggests that senior executive salaries have risen considerably over time. What do Herzberg's theory of motivation and expectancy theory suggest about using large salary packages to motivate managers?
13.16 What is a share option? Is the inclusion of share options in remuneration packages likely to lead to intrinsic or extrinsic motivation? Explain your answer. LO 13.11
13.17 Describe the difference between a gainsharing scheme and a team-based incentive scheme. LO 13.11
13.18 In the Real Life titled 'Employee share ownership is more than an incentive compensation scheme' in the section 'Incentive schemes', the use of profit sharing and employee share ownership in incentive schemes is explained. Use expectancy theory to explain how such schemes can be motivational.
13.19 What are the advantages and disadvantages of basing individual incentives on company-wide performance? LO 13.12
13.20 Explain the advantages of providing more frequent and more timely incentives as part of an employee reward system. LO 13.13
14.1 Explain why traditional financial performance measures alone are not sufficient for managing an organisation.
14.2 Explain the advantages that non-financial performance measures offer over financial measures.
14.3 Select appropriate forms of operational measures to assess different areas of operational performance.
14.4 Outline the limitations of relying on non-financial performance measures.
14.5 Explain the characteristics of the balanced scorecard.
14.6 Outline the purpose of a strategy map.
14.7 Demonstrate the cause and effect linkages between measures in a strategic performance measurement system.
14.8 Formulate a strategy map and a balanced scorecard for an organisation.
14.9 Explain why balanced scorecard implementations are not always successful.
14.10 Explain why improving non-financial performance may not always lead to improved financial performance.
14.11 Describe how continuous improvement can be built into a performance measurement system.
14.12 Describe the basic steps of benchmarking and explain how benchmarking can improve competitiveness.
14.1 Explain why traditional financial performance measures may not be sufficient to manage an organisation. LO 1.1
14.2 Explain the advantages non-financial performance measures offer for managing resources and creating value, compared with financial measures. LO 14.2
14.3 Provide four examples of non-financial performance measures that could be used to measure the performance of a sporting organisation like Cricket Australia or the National Rugby League. LO 14.3
14.4 Explain the meanings of the following non-financial performance measures: productivity, number of repeat customers and cycle time. Which competitive strategies might these measures support? LO 14.3
14.5 Explain how non-financial performance measures for a service firm might be different to those employed in a manufacturing firm. LO 14.3
14.6 Adding non-financial measures to an existing performance measurement system will not necessarily lead to improved performance! Do you agree or disagree? Discuss. LO 14.4
14.7 What is the balanced scorecard approach to performance measurement? Describe the four perspectives Included in Kaplan and Norton's standard approach to the balanced scorecard. LO 14.5
14.8 Describe how responsibility accounting principles apply to a balanced scorecard system. LO 14.5
14.9 Contrast the likely differences between the balanced scorecards of a profit-seeking company and a not- for-profit organisation. Lo 14.5
14.10 Explain some of the variation that may exist in practice in the way organisations develop and use the balanced scorecard. LO 14.5
14.11 Explain the purpose of a strategy map and how it relates to the development and use of a balanced scorecard. LO 14.6
14.12 Explain why an understanding of causal linkages between measures is important in the development of a balanced scorecard. LO 14.7
14.13 What problems and challenges can contribute to a poorly functioning balanced scorecard? LO 14.9
14.14 Review the Real Life titled 'Measuring impact in charitable organisations' in the section 'The balanced scorecard. Explain some of the barriers that may prevent some not-for-profit organisations from adopting an SPMS, such as the balanced scorecard. LO 14.9 REAL LIFE
14.15 Explain why the effective management of non-financial performance may not always flow through to improved financial performance. LO 14.10
14.16 Explain why improved performance in customer service in a luxury hotel chain may not necessarily flow through to Improved financial returns. LO 14.10
14.17 How might a manufacturing organisation focusing on high product quality use a Du Pont chart in managing performance? LO 14.10
14.18 Describe the ways in which continuous improvement can be built into a performance measurement system. Illustrate your answer with an example of a service organisation. LO 14.11
14.19 Outline the steps in the benchmarking process, and explain the role of management accountants in this process. LO 14.12
14.20 What is benchmarking? Describe the advantages and limitations of the four different forms of benchmarking. LO 14.12
15.1 Describe supply chain management and how e-commerce technologies can be used to enhance performance.
15.2 Recognise the value of creating collaborative relationships with suppliers.
15.3 Explain the criteria that may be used to select suppliers.
15.4 Use activity-based approaches to determine the total costs of dealing with and managing suppliers.
15.5 Select measures to evaluate supplier performance.
15.6 Explain the principles underlying traditional inventory management and use the economic order quantity (EOQ) formula to calculate the optimal order quantity.
15.7 Discuss the rationale underlying Just-in-time (JIT) systems, as well as their key features.
15.8 Explain how customer relationship management (CRM) can be used to create long-term relationships with customers.
15.9 Use activity-based methods to undertake customer profitability analysis.
15.10 Measure customer performance and understand the relationships between various customer performance measures.
15.11 Explain how time-based management can be used to manage time drivers, cost and other sources of customer value.
15.12 (After studying the appendix) recognise the difference between backflush costing and traditional costing, and account for cost flows using backflush costing.
15.1 Why would an international chain of convenience stores like 7-Eleven view effective supply chain management as valuable? LO 15.1
15.2 Explain the meaning of supply chain. Use the internet to find an example of a supply chain relationship from the automotive industry to illustrate your answer. LO 15.1
15.3 Explain how the concepts B2B and B2C relate to supply chains. LO 15.1
15.4 Explain why it is important for organisations to create collaborative relationships with suppliers. Use the internet to find an example of a tech company that has formed such relationships to illustrate your answer. LO 15.2
15.5 Outline some criteria that may be used to select suppliers. Explain how these criteria can also be used to evaluate supplier performance. LO 15.3
15.6 Explain how activity-based costing can be used to determine the total cost of ownership. LO 15.4
15.7 Describe some measures that can be used to evaluate supplier cost performance and the quality of supplier relationships. LO 15.5
15.8 What is the economic order quantity model? What can it be used for? LO 15.6
15.9 The EOQ model suggests that placing orders that are too small and too frequent increases inventory- related costs. However, JIT suggests that inventory-related costs are actually reduced when inventory is ordered more frequently and in smaller quantities. How can you explain this contradiction
15.10 Comment on this statement: 'An EOQ approach to inventory management doesn't make sense in a rapidly changing business environment. It relies on a number of assumptions, and there are significant implications if those assumptions do not hold'. LO 15.7
15.11 Briefly explain the benefits a company like McDonald's can achieve from adopting a JIT approach for their purchasing and production activities. LO 15.7
15.12 The Real Life titled 'Is JIT too risky?' in the section 'Managing inventory' highlights the risks of sourcing inventory on a just-in-time basis. In your own words, explain the advantages and disadvantages for organisations seeking to implement a JIT system. LO 15.7 REAL LIFE
15.13 Use the internet to find an example of an organisation that has implemented an effective CRM system. Briefly outline the key benefits the organisation claims to have achieved from their CRM system. Lo 15.8
15.14 Explain how customer groups may be determined. In your answer, select a company with which you are familiar and Identify the type of customer groups that might be relevant to its needs. LO 15.9
15.15 Explain how activity-based approaches can be used to calculate customer profitability. LO 15.9
15.16 Review the list of activities associated with low-cost and high-cost customers in Exhibit 15.10. Select a company with which you are familiar and explain which activities would most likely apply to its customer base. LO 15.9
15.17 Identify an organisation you are familiar with that considers retention an important customer performance measure. Explain why that organisation would benefit from measuring customer retention. Provide two examples of customer retention performance measures that would be relevant to that
15.18 Choose a particular industry and explain why time is important as a source of customer value within that industry. LO 15.11
15.19 Explain the meaning of customer response time and its four components. Are these measures relevant to a service firm? Illustrate your answer with an example. LO 15.11
15.20 (appendix) Explain the major differences between backflush costing and traditional costing. LO 15.12
16.1 Define cost management and explain how it differs from traditional approaches to cost control.
16.2 Use the four steps of activity-based management to determine the real cause of costs, eliminate costs and manage cost, time and other sources of customer value.
16.3 Describe how business process re-engineering can be used to manage costs and other sources of value.
16.4 Analyse life cycle costs and revenues and understand how to use life cycle management to reduce costs.
16.5 Estimate target costs and describe the processes of target costing that lead to cost reduction and enhanced customer value.
16.6 Undertake analyses, using the theory of constraints, to manage costs and time.
16.7 Explain the meaning of quality and describe the different approaches that can be used to manage quality.
16.8 Describe the four types of quality costs, and prepare and interpret cost of quality reports.
16.9 Describe how quality can be managed through total quality management (TQM), Six Sigma methodologies and quality accreditation.
Showing 2900 - 3000
of 4138
First
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
Last
Step by Step Answers
Get 50% OFF
Claim Now
