Bundle: Financial & Managerial Accounting, Loose-leaf Version, 13th + CengageNOWv2, 1 term (6 months) Printed Access Card Corporate Financial ... Access Card for Managerial Accounting, 13th
13th Edition
ISBN: 9781305781429
Author: Carl Warren, James M. Reeve, Jonathan Duchac
Publisher: Cengage Learning
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Chapter 23, Problem 23.1BPR
(1)
To determine
Budget performance report: This is a report which compares, enumerates, and reports the difference between the actual costs and the estimated or planned costs. If the actual costs are more than the estimated costs, the difference is reported as over budget. If the actual costs are less than the estimated costs, the difference is reported as under budget.
To prepare: Budget performance report for the manager of E District, for the month ended December 31, 2016.
(2)
To determine
To indicate: The costs which the supervisor requires supplemental reports.
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Budget Performance Report for a Cost CenterThe Eastern District of Adelson Inc. is organized as a cost center. The budget for the Eastern District of Adelson Inc. for themonth ended December 31 is as follows:Sales salaries $819,840System administration salaries 448,152Customer service salaries 152,600Billing salaries 98,760Maintenance 271,104Depreciation of plant and equipment 92,232Insurance and property taxes 41,280Total $1,923,968During December, the costs incurred in the Eastern District were as follows:Sales salaries $818,880System administration salaries 447,720Customer service salaries 183,120Billing salaries 98,100Maintenance 273,000Depreciation of plant and equipment 92,232Insurance and property taxes 41,400Total $1,954,452Required:1. Prepare a budget performance report for the manager of the Eastern District of Adelson for the month of December.Enter all amounts as positive numbers. If an amount box does not require an entry, leave it blank, or enter zero "0".
e Eastern District of Adelson Inc. is organized as a cost center. The budget for the Eastern District of Adelson Inc. for the month ended December 31 is as follows:
Sales salaries
$819,840
System administration salaries
448,152
Customer service salaries
152,600
Billing salaries
98,760
Maintenance
271,104
Depreciation of plant and equipment
92,232
Insurance and property taxes
41,280
Total
$1,923,968
During December, the costs incurred in the Eastern District were as follows:
Sales salaries
$818,880
System administration salaries
447,720
Customer service salaries
183,120
Billing salaries
98,100
Maintenance
273,000
Depreciation of plant and equipment
92,232
Insurance and property taxes
41,400
Total
$1,954,452
Required:
1. Prepare a budget performance report for the manager of the Eastern District of Adelson for the month of December. Enter all amounts as positive numbers. If an amount box does not require an entry, leave it…
Budget Performance Report for a Cost Center
Funderburk Tech Inc. sells electronics over the Internet. The Consumer Products Division is organized as a cost center. The budget for the Consumer Products Division for the month ended January 31 is as follows:
Customer service salaries
$628,870
Insurance and property taxes
131,860
Distribution salaries
1,003,190
Marketing salaries
1,182,630
Engineer salaries
962,380
Warehouse wages
674,030
Equipment depreciation
211,360
Total
$4,794,320
During January, the costs incurred in the Consumer Products Division were as follows:
Customer service salaries
$692,700
Insurance and property taxes
126,780
Distribution salaries
990,380
Marketing salaries
1,248,010
Engineer salaries
943,010
Warehouse wages
647,030
Equipment depreciation
211,150
Total
$4,859,060
Required:
1. Prepare a budget performance report for the director of the Consumer Products Division for the month of January. If an…
Chapter 23 Solutions
Bundle: Financial & Managerial Accounting, Loose-leaf Version, 13th + CengageNOWv2, 1 term (6 months) Printed Access Card Corporate Financial ... Access Card for Managerial Accounting, 13th
Ch. 23 - Prob. 1DQCh. 23 - Differentiate between a profit center and an...Ch. 23 - Weyerhaeuser developed a system that assigns...Ch. 23 - What is the major shortcoming of using income from...Ch. 23 - In a decentralized company in which the divisions...Ch. 23 - How does using the return on investment facilitate...Ch. 23 - Why would a firm use a balanced scorecard in...Ch. 23 - Prob. 8DQCh. 23 - When is the negotiated price approach preferred...Ch. 23 - When using the negotiated price approach to...
Ch. 23 - Prob. 23.1APECh. 23 - Prob. 23.1BPECh. 23 - Service department charges The centralized...Ch. 23 - Service department charges The centralized...Ch. 23 - Income from operations for profit center Using the...Ch. 23 - Prob. 23.3BPECh. 23 - Prob. 23.4APECh. 23 - Profit margin, investment turnover, and ROI Briggs...Ch. 23 - Residual income The Consumer Division of Hernandez...Ch. 23 - Prob. 23.5BPECh. 23 - Transfer pricing The materials used by tile North...Ch. 23 - Transfer pricing The materials used by the...Ch. 23 - Budget performance reports for cost centers...Ch. 23 - Divisional income statements The following data...Ch. 23 - Service department charges and activity bases For...Ch. 23 - Prob. 23.4EXCh. 23 - Service department charges In divisional income...Ch. 23 - Service department charges and activity bases...Ch. 23 - Divisional income statements with service...Ch. 23 - Prob. 23.8EXCh. 23 - Prob. 23.9EXCh. 23 - Rate of return on investment The income from...Ch. 23 - Residual income Based on the data in Exercise...Ch. 23 - Determining missing items in return on investment...Ch. 23 - Prob. 23.13EXCh. 23 - Prob. 23.14EXCh. 23 - Prob. 23.15EXCh. 23 - Determining missing items from computations Data...Ch. 23 - Prob. 23.17EXCh. 23 - Prob. 23.18EXCh. 23 - Building a balanced scorecard Hit-n-Run Inc. owns...Ch. 23 - Decision on transfer pricing Materials used by the...Ch. 23 - Prob. 23.21EXCh. 23 - Budget performance report for a cost center...Ch. 23 - Prob. 23.2APRCh. 23 - Divisional income statements and rate of return on...Ch. 23 - Effect of proposals on divisional performance A...Ch. 23 - Prob. 23.5APRCh. 23 - Prob. 23.6APRCh. 23 - Prob. 23.1BPRCh. 23 - Prob. 23.2BPRCh. 23 - Prob. 23.3BPRCh. 23 - Prob. 23.4BPRCh. 23 - Prob. 23.5BPRCh. 23 - Prob. 23.6BPRCh. 23 - Prob. 23.1CPCh. 23 - Prob. 23.2CPCh. 23 - Evaluating divisional performance The three...Ch. 23 - Evaluating division performance over time The...Ch. 23 - Evaluating division performance Last Resort...
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