高級管理會計

（第三版）

這是一部具有國際先進水平的管理會計教材，充分展示了現

代信息技術高速發展給管理會計提出的最新挑戰。

作業成本計算及莫管理是不書的重要內容之一，它突出以客

戶需求為導向，介紹了產品設計階段的目標成本計算和產品主嚴

階段不斷改進的成不計算方法。

對比記分卡是管理會計的新方法，本書對此進行了全面系統

的介紹，這也是本書的獨到之處。同時，本書對分權管理下的分

部業績的計量與評價方法也進行了深入的研究；最後兩章運用代

理人理論，研究激勵與補償制度，以及委託與代理人之間最佳契

約模型的設計。此外，該書所採用的案例均來自世界級大公司的

實際管理活動。

本書適合經理人員和廣大財會人員閱讀，有助於在實際管理

工作中借鑒與創新。

INTRODUCTION

Origins of Cost Management Systems

The Scientific Management Movement

Management Control for Diversified Organizations

From Cost Management to Cost Accounting

Recent Developments in Manufacturing and Service Companies

Contemporary Management Accounting Developments

Summary

UNDERSTANDING COST BEHAVIOR

The Role of Management Accounting

Understanding Cost Behavior

An Example of Cost Structure

Deriving the Total Cost Function

Determining the Cost per Unit ofService Provided

Handling Indirect (Common) Costs

Computing the Cost of Unused Capacity

Cost-Volume-Profit Analysis

Summary 27 ?Problems

SHORT-TERM BUDGETING, RESOURCE ALLOCATIONS, AND

CAPACITY COST

The Example

Short-Term Planning and Budgeting

Activities, Resource Use, and Costs

Optimizing the Use of Short-Term Resources

Equal Sales Objective

Total Sales Objective

Short-Run Profit Objective

Opportunity Costs, Capacity Costs, and the Theory of Constraints

The Issue of Multiple Resources

Effects of Reengineering and Continuous tmprovement on

Profitability

The Role of Cost Information in Allocating Short-Term Resources

Budgeting Operations

Production and Resource Use

Cash Flows

Summary Problems Cases: Choosing a Product Mix

California Products Corporation: Analyze Product Profitability with

Machine Constraints and Committed and Flexible Costs

ASSIGNING RESOURCE COSTS TO PRODUCTION COST

CENTERS

Why Assign Service Department Costs?

Measuring Costs of Using Service Departments

Avoid Estimates and Allocations for Cost Control

A Fundamental Cost Accounting Equation

Assigning Service Department Costs

Service Departments Not Directly Supporting Production Output

Primary and Secondary Activities

The Nature and Problems of Reciprocal Services

Fall River Company: A Numerical Example

The Economic Insights'of the Reciprocal Method

The Treatment ofCommitted Costs

Make-or-Buy Decisions and Cost Assignments

Special Case for Arbitrary Allocations

Summary Appendix 3.1: The Reciprocal Cost Procedure

Problems Case: Seligram, Inc.: Electronic Testing Operations

ACTIVITY-BASED COST SYSTEMS

Assigning Service Department Costs to Activities

Identifying Activities and Mapping Resource Costs to Activities

Estimates or Allocations?

Assigning Service Department Costs: Some Pixed and Some Variable

Activity Cost Drivers

Selecting Activity Cost Drivers

Designing the Optimal System

Summary Cases: The Classic Pen Company Western Dialysis

Clinic Paisley tnsurance Company: Activity-Based Costing in a

Service Industry Bedford Mining The Rossford Plant

The Portables Group John Deere Component Works (A)

ACTIVITY-BASED MANAGEMENT

The Product Profitability Whale Curve

Pricing

Demand Curve Estimation

Short-Term Pricing

ABC Costing For a New Order

Determining Profit Margins

Using ABC for Analyzing Customer Profitability

Product Substitution

Redesign Products

Improve Processes and Operations Strategy

Technology Investment

Eliminate Products

Activity-Based Management: A Summary Problems Cases:

Price Leadership in an Oligopoly Siemens Electric Motor Works (A)

Kanthal (A) Indianapolis: Activity-Based Costing of City

Services (A) The Co-operative Bank John Deere

Component Works (B)

COST BASED DECISION MAKING

Target Costing

Customer Orientation

The Target Costing Process

Target Costing in Action: Toyota Motors

Tear-Down Analysis

Quality Funetion Deployment

Value Engineering

Reengineering

Kaizen Costing

Target Costihg: A Comprehensive Example

Value Engineering

Functional Analysis

Reengineerering

Life Cycle Costing

Other Costing Tools

Quality Cost

Taguchi Cost

Environmental, Salvage, and Disposal Costs

Conclusion Problems Cases: PiedmontExpress Forms:

Process Analysisfor Strategic Decision Making Activity-based

Management at Stream International MosCo, Inc.

DECENTRALIZATION

Why Decentralize

The Environment ofthe Firm

Information Specialization

Timeliness ofResponse

Conservation ofCentral Management Time

Computational Complexity

Trainingfor Local Managers

Motivationfor Local Managers

Summary

Organization of Decentralized Units

Standard Cost Centers

Revenue Centers

Discretionary Expense Centers

Profit Centers

Investment Centers

Developing a Perfonnance Measure for Decentralized Operating Units

Problems ofGoal Congruence

Problems of Externalities

Overconsumption of Perquisites

Summary Problems Cases: Pinnacle Mutual Life Insurance

Company Wattie Frozen Foods, Ltd.: A New Zealand Case Study in

Management Accounting and Extreme Decentralization Industrial

Chemicals Company BP America: Cost Centers and Profit Centers

Empire Glass Company

THE BALANCED SCORECARD: MEASURING TOTAL BUSlNESS

UNIT PERFORMANCE

The Balanced Scorecard

Financial Perspective

Customer Perspective

Internal Business Process Perspective

Learning & Growth Perspective

Summary ofBalanced Scorecard Perspective

Linking Multiple Scorecard Measures to a Single Strategy

Cause and Effect Relationships

Performance Drivers

Diagnostic Versus Strategic Measures

Four Perspectives: Are They Sufficient?

Summary Cases: Chadwick, Inc.: The Balanced Scorecard

Chemical Bank: Implementing the Balanced Scorecard United Way

of Southeastern New England (UWSENE) MobilUSM&R(Al)

Mobil USM&R (A2) Mobil USM&R (B): New England Sales

and Distribution Mobil USM&R (C): Lubricants Business Unit

Mobil USM&R (D): Gasoline Marketing

FINANCIAL MEASURES OF PERFORMANCE

The Nature of Finaricial Control

Control in the Aggregate Using Financial Measures

Control in the Small Using Nonfinancial Measures

Operations Control and Management By Exception Using Variance

Analysis

An Example: Jersey River Book Puhlishing Company

The Role of Variance Analysis

The Planning Variance

The Flexible Budget Variance

Flexihle Budget Variancesfor Unit-Related Costs-Price and

Quantity Effects

Flexihle Budget Variancesfor Batch-Related Costs-Batch Size and

Batch Cost Effects

Flexible Budget Variancesfor Product-Related Costs

Facility-Sustaining Costs

summary

Organization Control Using Profit Measures

Using Profits to Assess Organization Unit Performance

Choosing a Prqfit Index

Short Run Operating Margin

Controllable Contribution

Divisional Segment Margin

Divisional Profit Before Taxes

Common Revenues

Transfer Pricing

Market Prices

Using Marginal Cost Transfer Prices

Using Activity-Based Costsfor Transfer Pricing

Full Costs

Dual-Rate Transfer Prices

Negotiated Market-Based Price

Transfer Pricing-A Summary ofPractice

Domestic Versus International Transfer Pricing

Other Measures of Performance

Productivity Measures

Return on Investment

Material Yield

Labor Yield

Equipment Yield

Summary Problems Cases: Transfer Pricing in an

Automobile Dealership-Shuman Automobiles, Inc. Transfer

Pricing Among Related Businesses-Kirkpatrick Associates, Incorporated

Transfer Pricing in a Multinational Corporation-Del Norte Paper

Company (A) Managing Profit Center Performance-Wilkinson

Transport (B) Internal Transfer Pricing With an Outside Market-

The New Brunswick Company

FINANCIAL MEASURES OF PERFORMANCE: RETURN

ON INVESTMENT (ROI) AND ECONOMIC VALUE ADDED(EVA)

Retating Profits to Assets Employed

A Historical Perspective

The Matsushita Intemal Capital System

The Danger of ROI Control

A Simple Example

Technical Shortcomings of the ROI Measure

Economic Value Added (Residual Income)

Expense Versus Capitalize

Leased Assets

Price-Level Adjustments

Depreciation Method

Summary of Technical Adjustments to ROI and EVA Calculations

Linking ABC to Economic Value Added: Assigning Assets

Summary Problems Cases: Using EVA andMVA at

Outsowce, Inc. Purity Steel Corporatiorn, 1995 Western

Chemical Corporation: Divisional Performance Measurement

MEASURING CUSTOMER, INTERNAL BUSINESS PROCESS, AND

EMPLOYEE PERFORMANCE

Customer Perspective

Market and Account Share

Customer Retention

Customer Acquisition

Customer Satisfaction

Customer Profitability

Beyond the Core: Meeting Customer' s Expectations

Intemal Business Perspective: Operations and Innovation Processes

Operational Excellence: Time, Quality, and Cost

Measurements

Innovation Measures

Employee Capabilities

Core Employee Measurement Group

Strategic Job Coverage

Summary and Conclusion Problems Cases: Draper

Instruments Texas Instruments: Materials and Control Group

INVESTING TO DEVELOP FUTURE CAPABILITIES

TECHNOLOGY

Is a New Theory Needed?

Short Time Horizon

Excessively High Discount Rates

Risk Adjustments

Alternatives to New Investment

Incremental versus Global Analysis

Front-End Investment Costs

Benefits Invisible Using Traditional Cost Systems

Measuring All The Benefits from the New Process

Reduced Inventory Levels

Less Floor Space

Quality Improvements

More-Accurate, Less-Precise Estimates

The Difficult-to-Quantify Benefits

Investing in Organizational Capabilities

External Integration: Linking Design to the Customer

Internal Integration: Connecting Functions Within the

Organization

Flexibility: Responsiveness to Change

Experimentation: Achieving Continuous Improvement

Cannibalization: Achieving Radical Improvement

Summary on Building Organizational Capabilities The

Bottom Line Problems Cases: Othello Corporation (A):

Capital Equipment Planning and Control Wilmington Tap

and Die Stermon Mills Incorporated Burlington

Northern: The ARES Decision (A) Burlington Nvrthern: The

ARES Decision (B)

INCENTIVE AND COMPENSATION SYSTEMS

The Expectancy View of Behavior

Intrinsic and Extrinsic Rewards

Tying Rewards to Performance

Rewards Based on Financial Performance

Rewards Based on Group or Individual Performance

Rewards Based on Nonfinancial Measures of Performance

Executive Compensation

Incentive Compensation and the Principal-Agent Relationship

Important Attributes of Compensation Systems

Rolefor Bonus and Incentive Contracts

Types oflncentives

Specific Forms Assumed by Monetary Compensation Plans

Evaluating Accounting-Based Incentive Compensation Schemes

Short-Term versus Long-Term Performance Measures

Are Chief Executives Overpaid?

Rewarding Other Organization Member

Gainsharing

Piecerate Systems

Labor-Related Plans

Bonus Systems

Summary Problems Cases: McDonald's Corporation:

Designing an Incentive System Analog Devices, Inc. (A)

The Charles River Company RKO Warner Video, Inc.: Incentive

Compensation Plan Duckworth Industries, Inc.-Incentive

Compensation Programs

FORMAL MODELS IN BUDGETING AND INCENTIVECONTRACTS

Issues and Terms in Formal Incentive Models

Wealth Leisure and Risk Attitudes

Individual Honesty and the Role ofContract Monitoring

Choosing the Right Manager and the Role of Information

Balancing Incentive and Return Considerations

Problems of Obtaining Information for Standards and Budgets

Using Information for Rewards and Control-The Moral Hazard

Problem

Moral Hazard and Information Impactedness

The Agency Model

The Setting

The Motivational Problem: Why a Flat Wage Will Not Do

The Principal's Problem: How to Tie Reward to Performance

Eliciting Honest Revelation of Privately Held Beliefs

The Role of Uncertainty in the Soviet Incentive Model

Limitations ofthe Truth-Inducing Budget Scheme

Truth-Inducing Schemesfor Resource Allocation Decisions

The Role of Insurance

Summary Problems

INDEX