How does responsibility accounting enhance management control? a) Performance measures align with decision-making authority b) Central control remains absolute c) Department heads lose all autonomy d) Budget constraints become rigid

How does responsibility accounting enhance management control? a) Performance measures align with decision-making authority b) Central control remains absolute c) Department heads lose all autonomy d) Budget constraints become rigid

Auditing: A Risk Based-Approach to Conducting a Quality Audit

10th Edition

ISBN:9781305080577

Author:Karla M Johnstone, Audrey A. Gramling, Larry E. Rittenberg

Publisher:Karla M Johnstone, Audrey A. Gramling, Larry E. Rittenberg

Chapter3: Internal Control Over Financial Reporting: Responsibilities Of Management And The External Auditor

Section: Chapter Questions

Problem 21MCQ

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How does
responsibility accounting enhance
management control?
a) Performance measures align with decision-making
authority
b) Central control remains absolute
c) Department heads lose all autonomy
d) Budget constraints become rigid

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Similar questions

Which one of the following is related to the decision making function of management a. Performance reports b. Budgeting c. Choosing among alternatives d. None of the given answers e. Establishing goals
All of the following is related to the controlling function of management except: a. Performance reports b. Gathering feedback c. None of the given answers d. Establishing goals e. Comparison between actual and budgeted results
Which of the following is not an advantage of budgeting? a) Forces managers to planb) Provides information for decision makingc) Guarantees an improvement in organizational efficiencyd) Provides a standard for performance evaluatione) Improves communication and co-ordination
Which of the following is not a characteristic of an effective responsibility accounting system? a) Reports that set goals for long-term strategic performance b) Reports that show revenue and/or expense items under a manager's control c) Reports that show budgeted and actual amounts of controllable revenue and expense items d) Reports that highlight areas that need corrective action
Which one of the following best describes the role of top management in budgeting process? Top management Should be involved only in the approval process Lacks the detailed knowledge of the daily operations and should limit its involvement Needs to be involved, including using the budget process to communicate goals Needs to separate the budgeting process and the business planning process into two separate processes
When a manager seeks to achieve personal departmental objectives that may work to the detriment of the overall firm, the manager is experiencing a. goal conflict b. cushions c. padding d. budgetary slack
Which of the following is not a benefit of budgeting? It allows for coordination between different departments within a firm. It compels managers to develop objectives and to plan allocating resources to achieve the objective. It provides performance evaluation and feedback. It reduces the need for analysis with regard to company expenses.
Which one of the following is related to the decision making function of management: O a. None of the given answers O b. Choosing among alternatives О с. Performance reports d. Budgeting e. Establishing goals
Which of the following statements are TRUE? I. Responsibility accounting attempts to assign blame for problems to a specific manager.II. One benefit of a budget is that it helps managers gather relevant information for improving future performance.III. Challenging budgets tend to motivate improved performance.IV. Controllability may be difficult to pinpoint because some costs are the result of the market, not the manager.
Budget slack in the operating budgets a. will cause an organization to operate more efficiently b. is rarely found if the budgets are imposed c. results from unintentional managerial computational errors d. will cause an organization to operate more effectively
Performance measures are only useful if _______. A. there are both controllable and uncontrollable factors to evaluate managers B. manager reward systems are designed by the chief financial officer prior to implementation C. all of the measures used are accounting numbers D. there is a baseline against which to compare the measured results
Which of the following is not a part of budgeting? A. planning B. finding bottlenecks C. providing performance evaluations D. preventing net operating losses