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Question;31.;Production or support SBUs within the firm that have the goal of providing the;best quality product or service at the lowest cost are;A.;Revenue centers.;B.;Contribution centers.;C.;Profit centers.;D.;Cost centers.;E.;Investment centers.;32.;SBUs that generate revenues and incur the major portion of the cost for;producing those revenues are;A.;Revenue centers.;B.;Contribution centers.;C.;Profit centers.;D.;Cost centers.;E.;Investment centers.;33.;SBUs that include the assets they employ as well as profits in the performance;evaluation are;A.;Revenue centers.;B.;Contribution centers.;C.;Profit centers.;D.;Cost centers.;E.;Investment centers.;34.;The replacing of controllable costs with non-controllable costs by a department;is;A.;Budget slack.;B.;Cost shifting.;C.;Outsourcing.;D.;Discretionary-cost;method.;E.;Engineered-cost;approach.;35.;For production and support departments, a method of implementing cost centers;that is input-oriented is the;A.;Budget slack.;B.;Cost shifting approach.;C.;Outsourcing approach.;D.;Discretionary-cost;method.;E.;Engineered-cost;approach.;36.;For production and support departments, a method of implementing cost centers;that is output-oriented is the;A.;Budget slack method.;B.;Cost shifting approach.;C.;Outsourcing approach.;D.;Discretionary-cost;method.;E.;Engineered-cost;approach.;37.;Expenditures of revenue centers usually include;A.;Order-purchasing costs.;B.;Order-getting costs.;C.;Order-producing costs.;D.;Order-scheduling costs.;E.;Order-delivering costs.;38.;The balanced scorecard measures the SBU's performance in all of the following;areas except;A.;Learning and growth.;B.;Managerial performance.;C.;Customer satisfaction.;D.;Internal business;processes.;E.;Accounting and tax;compliance.;39. Bilbo;owned two adjoining restaurants, the Pork Palace and the Chicken Hut. Each;restaurant was treated as a profit center for performance evaluation purposes.;Although the restaurants had separate kitchens, they shared a central baking;facility. The principal costs of the baking area included materials, supplies;labor, and depreciation and maintenance on the equipment. Bilbo allocated the;monthly costs of the baking facility to the two restaurants based on the number;of tables served in each restaurant during the month using dual allocation and;equal sharing of fixed costs. In April, the costs were $40,000, of which;$16,000 were fixed. The Pork Palace served 4,400 tables, while the Chicken Hut;served 3,600 tables.;The amount of joint cost;that should have been allocated to the Pork Palace in April is calculated to;be;A.;$8,000.;B.;$10,800.;C.;$13,200.;D.;$18,800.;E.;$21,200.;40. Bilbo;owned two adjoining restaurants, the Pork Palace and the Chicken Hut. Each;restaurant was treated as a profit center for performance evaluation purposes.;Although the restaurants had separate kitchens, they shared a central baking;facility. The principal costs of the baking area included materials, supplies;labor, and depreciation and maintenance on the equipment. Bilbo allocated the;monthly costs of the baking facility to the two restaurants based on the number;of tables served in each restaurant during the month using dual allocation and;equal sharing of fixed costs. In April, the costs were $40,000, of which;$16,000 were fixed. The Pork Palace served 4,400 tables, while the Chicken Hut;served 3,600 tables.;The amount of the joint;cost that should have been allocated to the Chicken Hut in April is calculated;to be;A.;$8,000.;B.;$10,800.;C.;$13,200.;D.;$18,800.;E.;$21,200.;41.;Organic Laboratories;allocates research and development costs to its three research facilities based;on each facility's total annual revenue from new product developments;Using revenue as;an allocation base, the amount of costs allocated to the Kentucky research;facility is calculated to be;A.;$24,000,000.;B.;$18,000,000.;C.;$9,000,000.;D.;$14,000,000.;E.;$26,000,000.;42.;Organic Laboratories;allocates research and development costs to its three research facilities based;on each facility's total annual revenue from new product developments;Using revenue as;an allocation base, the amount of costs allocated to the Arizona research;facility is calculated to be;A.;$25,000,000.;B.;$31,000,000.;C.;$44,000,000.;D.;$19,000,000.;E.;$36,000,000.;43.;Organic Laboratories;allocates research and development costs to its three research facilities based;on each facility's total annual revenue from new product developments;Using revenue as;an allocation base, the amount of costs allocated to the Illinois research;facility is calculated to be;A.;$17,000,000.;B.;$33,000,000.;C.;$14,000,000.;D.;$28,000,000.;E.;$21,000,000.;44.;Todweed Academy allocates marketing and administrative costs to its three;schools based on total annual tuition revenue for the schools;Using revenue as;an allocation base, the amount of costs allocated to the Lower School is;calculated to be;A.;$240,000.;B.;$320,000.;C.;$400,000.;D.;$480,000.;E.;$600,000.;45.;Todweed Academy allocates marketing and administrative costs to its three;schools based on total annual tuition revenue for the schools;Using revenue as;an allocation base, the amount of costs allocated to the Middle School is;calculated to be;A.;$240,000.;B.;$320,000.;C.;$400,000.;D.;$480,000.;E.;$600,000.;46.;Todweed Academy allocates marketing and administrative costs to its three;schools based on total annual tuition revenue for the schools;Using revenue as;an allocation base, the amount of costs allocated to the Upper School is;calculated to be;A.;$240,000.;B.;$360,000.;C.;$400,000.;D.;$480,000.;E.;$600,000.;47.;Pane Inc. manufactures;hair brushes that sell at wholesale for $2.60 per unit. Budgeted production in;both 2009 and 2010 was 3,000 units. There was no beginning inventory in 2009.;The following data summarized the 2009 and 2010 operations;Full costing;operating income for 2009 is calculated to be;A.;$935.;B.;$1,150.;C.;$1,200.;D.;$1,352.;E.;$1,395.;48.;Pane Inc. manufactures;hair brushes that sell at wholesale for $2.60 per unit. Budgeted production in;both 2009 and 2010 was 3,000 units. There was no beginning inventory in 2009.;The following data summarized the 2009 and 2010 operations;Full costing;operating income for 2010 is calculated to be;A.;$935.;B.;$1,150.;C.;$1,200.;D.;$1,352.;E.;$1,395.;49.;Pane Inc. manufactures;hair brushes that sell at wholesale for $2.60 per unit. Budgeted production in;both 2009 and 2010 was 3,000 units. There was no beginning inventory in 2009.;The following data summarized the 2009 and 2010 operations;Variable costing;operating income for 2009 is calculated to be;A.;$935.;B.;$1,150.;C.;$1,200.;D.;$1,352.;E.;$1,395.;50.Pane;Inc. manufactures hair brushes that sell at wholesale for $2.60 per unit.;Budgeted production in both 2009 and 2010 was 3,000 units. There was no;beginning inventory in 2009. The following data summarized the 2009 and 2010;operations;Variable;costing operating income for 2010 is calculated to be;A.;$935.;B.;$1,150.;C.;$1,200.;D.;$1,352.;E.;$1,395.

 

Paper#45130 | Written in 18-Jul-2015

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