12) a company’s management accountant is trying to improve the way costs are
allocated within the company. currently, several corporate expenses are grouped
together and labeled “overhead.” if the accountant wanted to use activity-based costing
(abc) to help solve the problem, what should she do?
a.she should try to trace the departments’ costs to their cost objects, and then charge
each department based on those cost relationships
b.she should research how the company’s competitors are allocating their costs, and
then implement one of those strategies
c.she should look for bottlenecks within the production process, and try to eliminate
them, thus reducing costs
d.she should examine the firm’s value chain and apply target costing before adopting
abc
13) management accountants are frequently asked to analyze various decision situations
including the following:
(1) alternative uses of plant space, to be considered in a make/buy decision.
(2) joint production costs incurred, to be considered in a sell-at-split-off versus a
process-further decision.
(3) research and development costs incurred in prior months, to be considered in a
product-introduction decision.
(4) the cost of a special device that is necessary if a special order is accepted.
(5) the cost of obsolete inventory to be considered in a keep-versus-disposal decision.
the costs described in situations 2, 3, and 5 above are:
a.prime costs
b.sunk costs
c.discretionary costs
d.relevant costs
e.differential costs
14) which of the following are alternatives to traditional budgeting approaches?
a.volume-based budgeting and zero-base budgeting (zbb)
b.activity-based budgeting (abb) and volume-based budgeting
c.kaizen budgeting and volume-based budgeting
d.activity-based budgeting (abb), kaizen budgeting, and zero-base budgeting (zbb)
e.activity-based budgeting (abb), kaizen budgeting, and volume-based budgeting