Managerial accounting : concepts for planning, control, decision making / Ray H. Garrison

Includes index.

Chapter 1. Managerial Accounting A Perspective -- Part One. The Foundation: Cost Terms, Cost Behavior, and Systems Design -- Chapter 2. Cost Terms, Concepts, and Classifications -- Chapter 3. Systems Design: Job-Order Costing -- Chapter 4. Systems Design: Process Costing -- Chapter 5. Cost Behavior: Analysis and Use -- Part Two. The Central Theme: Planning and Control -- Chapter 6. Cost-Volume-Profit Relationships -- Chapter 7. Segmented Reporting and the Contribution Approach to Costing -- Chapter 8. Profit Planning -- Chapter 9. Control through Standard Costs -- Chapter 10. Flexible Budgets and Overhead Analysis -- Chapter 11. Control of Decentralized Operations -- Part Three. The Capstone: Using Cost Data in Decision Making -- Chapter 12. Pricing of Products and Services -- Chapter 13. Relevant Costs for Decision Making -- Chapter 14. Capital Budgeting Decisions -- Chapter 15. Further Aspects of Investment Decisions -- Part Four. Selected Topics for Further Study -- Chapter 16. Service Department Cost Allocations -- Chapter 17. "How Well Am I Doing?" _Financial Statement Analysis -- Chapter 18. "How Well Am I Doing?" _Statement of Cash Flows.

This text is designed for a one-term course in managerial accounting for use by students who have already completed one or two terms of basic financial accounting. The emphasis of Managerial Accounting is on uses of accounting data internally by managers in directing the affairs of business and nonbusiness organizations. As suggested by the subtitle to the book, managers need information to carry out three essential functions in an organization: (1) to plan operations; (2) to control activities; and (3) to make decisions. The purpose of Managerial Accounting is to show what kinds of information the manager needs, where this information can be obtained, and how this information is used in carrying out these three essential functions. This edition of the book continues the tradition of a "top-down" focus in that it looks at accounting data through the eyes of those who must use the data in the management of an enterprise. Looking at accounting data from this perspective allows several things to be accomplished in the teaching and learning processes. First, it helps students to realize that accounting data are a means rather than an end. Second, it gives students a "manage-ment" orientation, thereby allowing instructors to develop concepts and ideas rather than simply to rely on procedures. And third, it permits instructors to portray the internal accountant in his or her true role that of a key participant in all functions of management. Although the emphasis of the book is on uses of accounting data, care has been taken not to sacrifice the student's need for basic technical under-standing. To this end, topics are covered in enough depth to ensure full comprehension of basic concepts. The student is then able to proceed with confidence in applying these concepts to a wide variety of organizational problems as contained in homework assignments.