The primary reason for using a performance measure, such as ROI, is to: Multiple Cholce Motivate organizations to embrace strategic plans that are consistent with employee goals. Motivate employees to hold stock In the company for long-term perlods. Motivate the CEO and CFO to malntaln their stock holdings In the company. Motivate employees to make decisions consistent with goals and objectives of the organization.

The primary reason for using a performance measure, such as ROI, is to: Multiple Cholce Motivate organizations to embrace strategic plans that are consistent with employee goals. Motivate employees to hold stock In the company for long-term perlods. Motivate the CEO and CFO to malntaln their stock holdings In the company. Motivate employees to make decisions consistent with goals and objectives of the organization.

FINANCIAL ACCOUNTING

10th Edition

ISBN:9781259964947

Author:Libby

Publisher:Libby

Chapter1: Financial Statements And Business Decisions

Section: Chapter Questions

Problem 1Q

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Managerial accounting adds value to the organization through provides managers with financial information only. Select one: O True O False
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Classify the performance measures below into the most likely balanced scorecard perspective itrelates to. Label your answers using C (customer), P (internal process), I (innovation and growth), or F(financial). Customer satisfaction index
The benefits of management accounting information include: Select one: a. More effective planning. b. Improved decisions. c. All of the given answers. d. Greater efficiency of operations. Question 34 Question text Management accounting focuses primarily on providing data for: Select one: a. Internal uses by managers. b. External uses by stockholders and creditors. c. External uses by the Internal Revenue Service. d. External uses by the Securities and Exchange Commission. Question 35 Question text Prime cost consists of: Select one: a. direct labor and manufacturing overhead. b. direct materials and manufacturing overhead. c. direct materials, direct labor and manufacturing overhead. d. direct materials and direct labor.
Explain how the level at which decisions are made can have important long-run performance implications for a business.
Which of the following does not describe a management control system? OA. A system that only measures profitability OB. Implements a company's strategic goals OC. Establishes a company's strategic goals OD. Monitors a company's strategic goals
Both financial and nonfinancial performance measures are key inputs when evaluating the performance of managers. a. true b. false
‘Business strategy produces long-term plans for the business, taking into consideration plans and possible actions of competitors, the main objective being to position the firm so it has a competitive advantage... If management accounting is to play this role in strategic management, it must provide managers not only with internal, financial information, but also with information, both financial and non-financial, about the environment in which the firm is operating: strategic management accounting’ (Lord, 2007, p.135). Discuss the previous statement, taking in to consideration the following perspectives: a)The sufficiency of strategic management accounting components in achieving the new firm’s roles in comparison to the traditional management accounting. * please help me to answer this question in details, thanks
Classify the performance measures below into the most likely balanced scorecard perspective towhich it relates: customer (C), internal processes (P), innovation and growth (I), or financial (F). Customer complaints
According to the systems view, what is the primary objective of training? Select one: a. Altering the behaviour of employees to improve the company performance O b. Helping employees to improve individual performance Oc. Educating employees to increase the company performance O d. Preparing employees for a broader role to increase the company performance
The two - tier boar of an organization is particularly useful : a. In ensuring that there is a counterbalance to the power of managers b. For managers to assert their power C. In improving operational efficiency d. In ensuring that employees can determine strategies for the organization
Looking from a managerial perspective, why would a firm use a balanced scorecard in evaluating performance? What benefits would be derived from the use of this measure? Please provide at least 2 references to back up your opinion.