Assignment #1 1. Define scarcity and opportunity cost. What role d these concepts play in the making of management decisions? Scarcity is a condition that exists when resources are limited relative to the demand for their use. Another way of describing this condition is to state that scarcity exists when resources are not available in unlimited amounts. When resources are available in unlimited amounts‚ economists consider them to be “free” goods. Because of the scarcity of resources‚ choices
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CHAPTER 1 Managerial Accounting ASSIGNMENT CLASSIFICATION TABLE Brief Exercises 1 A Problems B Problems Study Objectives *1. Explain the distinguishing features of managerial accounting. Identify the three broad functions of management. Define the three classes of manufacturing costs. Distinguish between product and period costs. Explain the difference between a merchandising and a manufacturing income statement. Indicate how cost of goods manufactured is determined. Explain the difference
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Tumbling Managerial Accounting Unit 2 IP January 24‚ 2013 Abstract In this discussion essay we will be discussing managerial accounting and the difference from cost accounting. We will learn what the lean production philosophy is. We will also go into depth about the difference between accounting principles in lean production to those of typical production. And lastly‚ we will discuss how to advise our Chief Administrator to prepare for a reduced budget. Managerial Accounting Managerial and
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Functional Areas of Business Phillip D. Gilbert MGT/521 July 8‚ 2013 Christine Gniedziejka Functional Areas of Business There are several functional areas within the business world today that managers use to make certain that their businesses run successfully. The functions approach provides four major functional areas in the business world. The four functions include planning‚ organizing‚ leading‚ and controlling
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a 1. Define the three aspects of organizational architecture. The three aspects of organizational structures as highlighted in the synopsis of Managerial Economics and Organizational Architecture are as follows : 1. The assignment of decision rights within the firm 2. The methods of rewarding individuals 3. The structure of systems to evaluate the performance of individuals and units These three components are often referred to a stool with three legs. If one of the
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the workplace. Though often thought of as negative‚ conflict is a necessary part of life and doesn’t always have to be viewed as with negative undertones. There are two types of conflict‚ functional and dysfunctional. Though the negative perception conflict carries with it‚ in regards to in the workplace‚ functional conflict can be a tool used to promote productivity and challenge staff to resolve issues that may arise internally and focus on problem solving techniques that may be used to strengthen
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Managerial Accounting Chapter # 01 Homework 1 01) How does managerial accounting differ from financial accounting? A: Managerial accounting is concerned with providing information to managers for use inside the organization. Financial accounting is con¬cerned with providing information to stockhold¬ers‚ creditors‚ and others outside of the organi¬zation. 02) Pick any major television network and describe some planning and control activities that its managers would engage in. A: Five examples
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of resources in ways that helps an organization achieve its goals. In the content we shall be describing the six managerial competencies‚ going into detail and also relating them to an individual’s personality. These managerial competencies are: communication‚ planning and administration‚ self-management‚ strategic action‚ global awareness and team work competency. All these managerial competencies are also an aspect of our daily lives‚ in discussion we will examine these competency’s strengths and
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Cost drivers‚ as propounded by Porter (1985) are the structural causes of the cost of an activity in the value chain. They determine the behaviour and level of costs within an activity. A cost driver can be completely‚ partly or not at all under the control of a firm. It is therefore important for a manager to understand these factors because according to the Neo-classical model of the firm‚ the firm’s objective is to maximise profit by producing a given level of output at the minimum cost level
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Abstract Managerial effectiveness is defined as the management ’s uses of organizational resources and the meetings of the organizational goals. Leadership‚ mentoring‚ effective communication‚ proper planning‚ organization‚ control‚ possession of skills‚ and teamwork are all fundamentals of becoming an effective manager. In the process of striving for the most valuable ways to become effective‚ a manager must obtain both‚ effectiveness along with efficiency. With all of these qualities under
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