ACCT 6302 FINAL EXAM

ACCT 6302 FINAL EXAM
Welcome to Final Exam Review for ACCT 6302
Let's do amazing on this exam!!
- Prof Lizzy
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AccountingYear 4

This lesson contains 25 slides, with interactive quizzes and text slides.

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ACCT 6302 FINAL EXAM
Welcome to Final Exam Review for ACCT 6302
Let's do amazing on this exam!!
- Prof Lizzy

Slide 1 - Slide

Which compensation is generally paid currently?
A
Benefits and bonus
B
Salary and bonus
C
Bonus and stock options
D
Salary and benefits

Slide 2 - Quiz

Which compensation is generally paid currently?
Management Compensation Plans: Policies and procedures for compensating managers. Compensation can be paid currently (usually an annual amount paid monthly, twice a month, or weekly) or deferred to future years. Salary and benefits are typically awarded currently; bonuses are either paid currently or deferred, though a wide variety of plans are observed in practice. NOTE*: Stock options would not be an example of a perk that firms typically provide to employees to enhance motivation.  

Slide 3 - Slide

The balanced scorecard measures the strategic business unit (SBU)'s performance in all of the following areas except:
A
Managerial performance
B
Learning and growth
C
Accounting and tax compliance
D
Customer satisfaction

Slide 4 - Quiz

The balanced scorecard measures the strategic business unit (SBU)'s performance in all of the following areas except:
Balanced Scorecard for SBU: The four measures of the balanced scorecard for SBU are Learning and Growth, Managerial performance, Customer Satisfaction, Internal Business Processes.  

Slide 5 - Slide

Controllable margin is determined by subtracting short-term controllable fixed costs from the:
A
Fixed costs
B
Contribution margin
C
Variable costs
D
Variable and fixed costs

Slide 6 - Quiz

Controllable margin is determined by subtracting short-term controllable fixed costs from the:
Controllable Margin: the excess of contribution margin over controllable fixed costs. In other words, is determined by subtracting short-term controllable fixed costs from the
contribution margin. Managerially it is that margin that you can reasonably expect from a process that is balanced and controlled. 

Slide 7 - Slide

Return on sales (ROS) multiplied by asset turnover (AT) equals what?
A
Residual income (RI)
B
Return on investment (ROI)
C
Return on assets (ROA)
D
Return on equity (ROE)

Slide 8 - Quiz

Return on sales (ROS) multiplied by asset turnover (AT) equals what?
Return On Sales (ROS): The amount of profit per sales dollar; measures the manager’s ability to control expenses and increase revenues to improve profitability. In other words, Return on Sales (ROS) multiplied by Asset Turnover (AT) equals ROI.  

Slide 9 - Slide

The evaluation by upper-level managers of the performance of mid-level managers is:
A
Management control
B
Performance evaluation
C
Operational control
D
Goal congruence

Slide 10 - Quiz

The evaluation by upper-level managers of the performance of mid-level managers is:
Management control: The system used by upper-level managers to evaluate the performance of mid-level managers.

Slide 11 - Slide

Managers who are risk averse:
A
Seek to avoid options with low risk and would choose an option with higher expected value if it had more risk.
B
Seek to accept options with low risk and would choose an option with lower expected value if it had more risk.
C
Seek to avoid options with high risk and would choose an option with lower expected value if it had less risk.
D
Seek to accept options with high risk and would choose an option with lower expected value if it had less risk.

Slide 12 - Quiz

Managers who are risk averse:
A Risk-averse Manager: is biased against decisions that have an uncertain outcome, even if the expected outcome is favorable. NOTE*: A risk-averse manager also seeks to avoid options with high risk and would choose an option with lower expected value if it had less risk. 

Slide 13 - Slide

What is the manager of a profit center not responsible for?
A
Costs
B
Revenues
C
Operating profit
D
Invested capital

Slide 14 - Quiz

What is the manager of a profit center not responsible for?
Profit Center: A business unit whose manager is responsible for revenues and expenses, but not the level of invested capital, in the unit.

Slide 15 - Slide

Assume that an organization's weighted-average cost of capital (minimum rate of return) is 8% and that Division A currently has a 12% return on investment (ROl). The manager of Department A, who is evaluated on the basis of divisional ROl, would most likely accept an investment that is expected to return:
A
More than 8%
B
More than 12%
C
More than 8% but less than 12%
D
Less than 12%

Slide 16 - Quiz

Assume that an organization's weighted-average cost of capital (minimum rate of return) is 8% and that Division A currently has a 12% return on investment (ROl). The manager of Department A, who is evaluated on the basis of divisional ROl, would most likely accept an investment that is expected to return:
Return on investment (ROI): A measure of profit divided by a measure of investment in a business unit. NOTE*: A company will invest in an ROI if its ROI is higher than the suggested
ROI, and a company will be indifferent if it has the same ROI as the suggested ROI. 

Slide 17 - Slide

A unit of an organization is referred to as an investment center if it has:
A
Authority to make decisions over the most significant costs of operations, including the power to choose the sources of supply.
B
Authority to make decisions affecting the major determinants of profit, including the power to choose its markets and sources of supply.
C
Authority to make decisions affecting the major determinants of profit, including the power to choose its markets and sources of supply and significant control over the amount of invested capital.
D
Authority to provide specialized support to other units within the organization.

Slide 18 - Quiz

A unit of an organization is referred to as an investment center if it has:
Investment Center: A business unit that includes in its financial-performance metric the level of assets (capital) employed by the unit as well as profit generated by that unit.
NOTE*: They also have the authority to make decisions affecting the major determinants of profit, including the power to choose its markets and sources of supply and significant
control over the amount of invested capital.

Slide 19 - Slide

Return on investment (ROl) can be directly increased by:
A
Decreasing operating assets
B
Decreasing asset turnover (AT)
C
Decreasing operating income
D
Increasing sales

Slide 20 - Quiz

Return on investment (ROl) can be directly increased by:
ROI can be directly increased by decreasing operating assets. 

Slide 21 - Slide

The receivables turnover ratio is a measure of:
A
Leverage
B
Profitability
C
Sales performance
D
Liquidity

Slide 22 - Quiz

The receivables turnover ratio is a measure of:
Receivables Turnover: The Receivables Turnover Ratio is a measure of liquidity.  

Slide 23 - Slide

Since residual income (RI) is not a percentage, it is not very useful for:
A
Comparing business units of significantly different size.
B
Evaluating the performance of subunits with high ROls.
C
Evaluating the short-term financial performance of larger divisions.
D
Evaluating the short-term financial performance of small divisions.

Slide 24 - Quiz

Since residual income (RI) is not a percentage, it is not very useful for:
Residual Income (RI): A dollar amount equal to the income of a business unit less an imputed charge for the level of investment in the division. RI does have the advantage of motivating a business unit to pursue an investment opportunity as long as the investment’s expected return exceeds the minimum return set by the firm. Being that RI is expressed as a percentage it is not very useful for comparing business units of significantly different size.  

Slide 25 - Slide