Managerial Accounting by Garrison, Noreen, Chesley and Carroll is your guide through the challenging waters of managerial accounting. This sixth Canadian edition identifies the three functions managers must perform within their organizations -- plan operations, control activities, 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 6ce focuses, now as in the past, on three qualities: Relevance, Balance and Clarity. The authors' steady focus on these core elements has led to tremendous results! As seafarers look to the lighthouse for direction along unfamiliar shore, so too can Garrison act as a crucial compass for students seeking to master the challenging course area.

New Features :

• Exercises, problems, and case materials have been revised. New cases have been added on key topics such as strategy, balanced scorecards, and business plans. The open-ended group cases have been revised and include extended Internet-based materials.
• Every chapter has been revised and reorganized to extend relevant discussions, clarify previous discussions, and present new topics.
• Material on strategy, technology, activity analysis, spreadsheet use, capacity analysis, scorecards, shareholder value, and capital budgeting have been revised or extended to maintain a topical progression of the text that reflects changes in the field of managerial accounting.
• An expanded discussion of service organizations - The schedule of cost of goods manufactured has been simplified to make it easier to understand and to construct. Under or overapplied overhead is allocated among ending inventories and Cost of Goods Sold on the basis of the amount of overhead applied during the period and in terms of the ending balances of the accounts. A new appendix covers the controversy over the choice of the level of activity in the denominator of the predetermined overhead rate. (chapter 3)
• An expanded section on capacity analysis for management has been included, along with a relevant case. (chapter 11)
• A new section on indifference analysis has been added. The CVP graph is introduced before break-even analysis to provide a more intuitive basis for the mathematics. (chapter 6)
• A new section, The Limitations of Activity-Based Costing," has been added. (chapter 8)
• Each chapter contains materials that provide a basis for managerial decisions. All decisions require a comparative base that enables the manager to evaluate the information