Tag: Management

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    – ## TrainingandDevelopmentHRM6303UnitVDB.docx – ## UnitVStudyGuide.pdf **## TrainingandDevelopmentHRM6303UnitVDB.docx** 2 Training and Development HRM 6303 Unit V DB Initial post to be a minimum of 500 words in length and at least one supporting reference. How has culture influenced your experience…

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    – ## TrainingandDevelopmentHRM6303UnitVDB.docx

    – ## UnitVStudyGuide.pdf

    **## TrainingandDevelopmentHRM6303UnitVDB.docx**

    2

    Training and Development HRM 6303 Unit V DB

    Initial post to be a minimum of 500 words in length and at least one supporting reference.

    How has culture influenced your experience in a learning environment? Can you share any examples?

    **## UnitVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Evaluate delivery methods for global training needs.

    5. Synthesize cultural influences on learning and development in an organization.

    5.1 Summarize personal professional training and development experiences.
    5.2 Apply personal career experiences to a leadership scenario.
    5.3 Discuss professional training and development strategies for a global business.

    8. Analyze the role of training and development in organizations.

    8.1 Discuss the relationship between learner and trainer.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Armstrong, S. J., & Yan, L. (2017, March). A study of Anglo expatriate managers’ learning, knowledge

    acquisition, and adjustment in multinational companies in China. Academy of Management Learning
    & Education, 16(1), 1–22.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=122238318&site=ehost-live&scope=site

    Hutchings, K., Zhu, C., Cooper, B., Zhang, Y., & Shao, S. (July 2009). Perceptions of the effectiveness of

    training and development of ‘grey-collar’ workers in the People’s Republic of China. Human Resource
    Development International, 12(3), 279–296.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=43387988&site=eds-live&scope=site

    Khan, S. R., & Khan, I. A. (2015). Understanding ethnicity and national culture: A theoretical perspective on

    knowledge management in the organization. Knowledge and Process Management, 22(1), 51–61.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=100988860&site=ehost-live&scope=site

    Siddique, C. M. (2017). National culture and the learning organization. Management Research Review, 40(2),

    142–164.
    https://libraryresources.columbiasouthern.edu/login?url=https://www.proquest.com/scholarly-
    journals/national-culture-learning-organization/docview/1865678673/se-2?accountid=33337

    Unit Lesson

    Introduction

    Many global organizations strive to cultivate both local and global channels for finding key talent and for
    developing their workforce. Cultural differences can have a substantial influence on the way learning and
    development are implemented. In this unit, we will examine what the cultural influences are on learning and
    development, and we will highlight how cultural competence and cross-cultural awareness are critical factors

    UNIT V STUDY GUIDE

    Cultural Influences on Learning
    and Development

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE

    Title

    that must be included for any successful global and local learning development strategy. This unit will take an
    in-depth look at learning and development on various levels.

    Learning and Development in Global Organizations

    In most cases, high-potential employees are often selected for international assignments to broaden
    management and leadership capabilities. Coaching and mentoring become very important practices within a
    global organization and are especially helpful for cross-cultural situations and international assignments. Key
    topics found in global employee learning development include (1) management of virtual teams and global
    team building, (2) cross-cultural awareness, (3) issues related to laws, ethics, and organizational values, and
    (4) international assignment preparation.

    Given the influence of culture in global enterprises, Tarique et al. (2015) suggests seven imperatives to
    effective global employee learning and development, which are.

    1. Think and act globally: Global organizations must consider all of the critical localities and markets of
    the world—not only those at home—during strategic, business, and organizational development
    planning.

    2. Become a central global learning organization: Global learning organizations must have the capacity
    and the desire to gather knowledge and learn from all cultures, at all times, and in all possible ways.

    3. Focus on the global system: There should be an encouragement of cross-cultural, cross-border,
    cross-functional, and interdisciplinary information sharing. Efforts in organizational development
    should focus on breaking down barriers and silos among different cultural groups within the
    organization with a focus on the global system and not just its parts.

    4. Develop global leadership skills: There should be an awareness that global leadership requires the
    use of a specific set of skills and competencies that are different than those within a domestic
    marketplace.

    5. Empower teams to create a global future: Organizations should encourage teams to work on cross-
    cultural collaborations in problem-solving and the management of critical organizational problems.

    6. Make learning a core competency for the global organization: There should be a development of a
    core global competency where there are elements of global mindset, cultural intelligence, and skill in
    dilemma reconciliation.

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE

    Title

    7. Make development a cornerstone strategy, and regularly reinvent the organization: There is a
    continual development of organizational learning, which is a cornerstone for all strategic and planning
    activities.

    Within global organizations, those responsible for the design, development, and delivery of cross-cultural and
    cross-border training and development programs must operate in the context of two critical influences:
    strategic orientation (i.e., how the organization navigates the path between global integration and local
    variation) and buy-in and support from stakeholders. These two factors will have a strong impact for all
    aspects of the training and development process of a global enterprise.

    Cultural Influences on Training Development

    The way that local cultures will respond and perceive various learning activities is an important factor for
    training professionals to consider. The concepts of cultural dimensions, such as high- or low-power distance,
    have a profound effect on the selection of learning activities. For example, in high-power distance cultures,
    training that is highly structured, hands-on, in-house, and conducted by managers and supervisors may be
    preferred. However, low-power distance cultures may prefer a collaborative style of learning where the
    learners get to interact with their instructors, and learners are expected to actively participate in the training.

    National, organizational, and professional culture will undoubtedly have an influence on the training program
    during development. Global human resources and training professionals must take into consideration a few
    factors when incorporating learning methodologies as they manage the training development process. One
    factor is that we must take into consideration how the local culture will view the training and educational
    process. For example, in a number of Asian cultures education and training are determined within a high-
    power distance context where training happens from the top down, meaning leadership or those highly
    qualified to train will deliver the training. Training takes an authoritative context in this case. A second factor to
    take into consideration is how the members of the local culture will perceive the leader/instructor and his or
    her expectations. In many cultures, the instructor is expected to act and is perceived as an expert. The third
    factor is that global training professionals must consider how members of the local culture will perceive the
    role of the learner. Program participation, individual learning activities, and the overall success of a training
    program can be heavily influenced by the cultural expectations regarding the status and behavior of the
    learner.

    If adequate considerations for cultural consequences are not included when creating training from one culture
    and delivering it to another culture, the training may not yield success, and learning will likely be limited.

    Translation and Interpretation

    Key considerations should be made regarding the translation and interpretation of training material. Although
    some circles may use the terms translation and interpretation interchangeably, the terms actually differ from
    one another. Translation is the conversion of the written word from one language to another. The key factor is
    the customization to the local culture. Interpretation is where the spoken word is translated into another
    language.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE

    Title

    The legislation of some countries often mandates that all employee-related material be translated into the
    local language. Many organizations already utilize translation services for their intranet, website, and
    employee communications. These same services can also be used in the translation of training programs and
    materials. The benefits of translating training programs to ensure better participant understanding and
    retention far outweigh the costs associated with translation.

    Current advances in technology have aided in translation by making the process more efficient. Training
    professionals should understand that different translation contractors and vendors have varying areas of
    strengths and weaknesses. One vendor may have robust technical capabilities but may have very little
    experience in the actual translation implementation. In contrast, they may have much experience in
    translating some languages but very limited experience with others. It is then important for the training
    professional to identify the language standards used when evaluating translation vendors or contractors. A
    good practice could be having a local representative review a sample translation before making a final
    selection on vendor choice.

    On the other hand, in terms of interpretation services, interpreters must be highly skilled. Not only must these
    interpreters be able to deliver actual presentations and speeches, but they must also be skilled enough to
    respond to real-time questions that cannot be anticipated but must be interpreted immediately.

    Interpretation services can also be very helpful when it comes to interpreting training content for virtual
    training sessions. Some cultures are very different in their level of interaction as it relates to virtual training.
    For example, while there may be a great deal of engagement and interaction among Western participants in a
    virtual training session, many Eastern countries may take a more teacher-learner approach and will wait until
    the training has been completed to ask questions and participate (Shorney, 2013). Interpreters can help an
    organization navigate through these cultural differences.

    Recommendations for Trainers in Multicultural Context

    For global trainers, it can be very challenging to train across cultural differences where the learners have a
    different culture than that of the trainers. What is even more challenging is managing learners from different
    cultures in the same training event. Hence, it is important that trainers be skilled in approaching the group in a
    manner that will be appealing to all groups and offend none. Some of the difficulties that may arise when
    training across cultures, such as:

    • In some cultures, managers may not want to display difficulty in comprehending the content if their
    subordinates are in the same training session.

    • In a training program with mixed cultures, one culture may dominate and diminish the experience for
    learners from another culture.

    HRM 6303, Training and Development 5

    UNIT x STUDY GUIDE

    Title

    • A trainer may behave in a way that is too informal or may make self-deprecating remarks, which may
    damage the credibility of the trainer in the eyes of some cultures.

    • Language can become an issue if the trainer uses unfamiliar colloquialisms or speaks too quickly.

    These challenges are common among global organizations and have caused many training programs to
    falter. According to Shorney (2013), some of the recommendations to combat these difficulties are:

    It is important for the trainer to have a good grasp of the local customs when designing and delivering training.
    Some organizations will work with local representatives to obtain consultation on how to best introduce
    content to a particular culture. As mentioned prior, there are some translation and interpretation services that
    will add this as a part of the services provided in addition to translating or interpreting material.

    Conclusion

    This unit has highlighted the importance of understanding cultural influences on learning and development in
    global and local organizations, along with what critical factors are effective for global employee learning and
    development. It is also important to note the concept of cultural dimensions. In this unit, we learned that in
    high-power distance cultures, training that is highly structured, hands-on, in-house, and conducted by
    managers and supervisors may be preferred. However, low-power distance cultures may prefer a
    collaborative style of learning in which the learners get to interact with their instructors, and learners are
    expected to actively participate in the training. Therefore, cultural competence is ultimately the key when
    developing and facilitating a learning and development strategy on both a global and local level.

    References

    Shorney, N. (2013, Summer). Cultural differences in training. Training Industry Quarterly. http://www.cedma-

    europe.org/newsletter%20articles/TrainingOutsourcing/Cultural%20Differences%20in%20Training%2
    0(Jun%2013).pdf

    Tarique, I., Briscoe, D., & Schuler, R. (2015). International human resources management: Policies and

    practices for multinational enterprises (5th ed.). Rutledge.

    • Research the customs of all the different groups that will participate in a training program.

    • Treat each training participant with equal seriousness and courtesy.

    • Keep a professional manner until a level of informality seems to be acceptable to a training group.

    • Stay aware of culturally defined needs and feelings such as saving face to avoid the perceived
    humiliation of not knowing the content presented.

    • Diligently work on engaging all learners, and make sure everyone participates.

    **## UnitVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Evaluate delivery methods for global training needs.

    5. Synthesize cultural influences on learning and development in an organization.

    5.1 Summarize personal professional training and development experiences.
    5.2 Apply personal career experiences to a leadership scenario.
    5.3 Discuss professional training and development strategies for a global business.

    8. Analyze the role of training and development in organizations.

    8.1 Discuss the relationship between learner and trainer.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Armstrong, S. J., & Yan, L. (2017, March). A study of Anglo expatriate managers’ learning, knowledge

    acquisition, and adjustment in multinational companies in China. Academy of Management Learning
    & Education, 16(1), 1–22.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=122238318&site=ehost-live&scope=site

    Hutchings, K., Zhu, C., Cooper, B., Zhang, Y., & Shao, S. (July 2009). Perceptions of the effectiveness of

    training and development of ‘grey-collar’ workers in the People’s Republic of China. Human Resource
    Development International, 12(3), 279–296.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=43387988&site=eds-live&scope=site

    Khan, S. R., & Khan, I. A. (2015). Understanding ethnicity and national culture: A theoretical perspective on

    knowledge management in the organization. Knowledge and Process Management, 22(1), 51–61.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=100988860&site=ehost-live&scope=site

    Siddique, C. M. (2017). National culture and the learning organization. Management Research Review, 40(2),

    142–164.
    https://libraryresources.columbiasouthern.edu/login?url=https://www.proquest.com/scholarly-
    journals/national-culture-learning-organization/docview/1865678673/se-2?accountid=33337

    Unit Lesson

    Introduction

    Many global organizations strive to cultivate both local and global channels for finding key talent and for
    developing their workforce. Cultural differences can have a substantial influence on the way learning and
    development are implemented. In this unit, we will examine what the cultural influences are on learning and
    development, and we will highlight how cultural competence and cross-cultural awareness are critical factors

    UNIT V STUDY GUIDE

    Cultural Influences on Learning
    and Development

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE

    Title

    that must be included for any successful global and local learning development strategy. This unit will take an
    in-depth look at learning and development on various levels.

    Learning and Development in Global Organizations

    In most cases, high-potential employees are often selected for international assignments to broaden
    management and leadership capabilities. Coaching and mentoring become very important practices within a
    global organization and are especially helpful for cross-cultural situations and international assignments. Key
    topics found in global employee learning development include (1) management of virtual teams and global
    team building, (2) cross-cultural awareness, (3) issues related to laws, ethics, and organizational values, and
    (4) international assignment preparation.

    Given the influence of culture in global enterprises, Tarique et al. (2015) suggests seven imperatives to
    effective global employee learning and development, which are.

    1. Think and act globally: Global organizations must consider all of the critical localities and markets of
    the world—not only those at home—during strategic, business, and organizational development
    planning.

    2. Become a central global learning organization: Global learning organizations must have the capacity
    and the desire to gather knowledge and learn from all cultures, at all times, and in all possible ways.

    3. Focus on the global system: There should be an encouragement of cross-cultural, cross-border,
    cross-functional, and interdisciplinary information sharing. Efforts in organizational development
    should focus on breaking down barriers and silos among different cultural groups within the
    organization with a focus on the global system and not just its parts.

    4. Develop global leadership skills: There should be an awareness that global leadership requires the
    use of a specific set of skills and competencies that are different than those within a domestic
    marketplace.

    5. Empower teams to create a global future: Organizations should encourage teams to work on cross-
    cultural collaborations in problem-solving and the management of critical organizational problems.

    6. Make learning a core competency for the global organization: There should be a development of a
    core global competency where there are elements of global mindset, cultural intelligence, and skill in
    dilemma reconciliation.

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE

    Title

    7. Make development a cornerstone strategy, and regularly reinvent the organization: There is a
    continual development of organizational learning, which is a cornerstone for all strategic and planning
    activities.

    Within global organizations, those responsible for the design, development, and delivery of cross-cultural and
    cross-border training and development programs must operate in the context of two critical influences:
    strategic orientation (i.e., how the organization navigates the path between global integration and local
    variation) and buy-in and support from stakeholders. These two factors will have a strong impact for all
    aspects of the training and development process of a global enterprise.

    Cultural Influences on Training Development

    The way that local cultures will respond and perceive various learning activities is an important factor for
    training professionals to consider. The concepts of cultural dimensions, such as high- or low-power distance,
    have a profound effect on the selection of learning activities. For example, in high-power distance cultures,
    training that is highly structured, hands-on, in-house, and conducted by managers and supervisors may be
    preferred. However, low-power distance cultures may prefer a collaborative style of learning where the
    learners get to interact with their instructors, and learners are expected to actively participate in the training.

    National, organizational, and professional culture will undoubtedly have an influence on the training program
    during development. Global human resources and training professionals must take into consideration a few
    factors when incorporating learning methodologies as they manage the training development process. One
    factor is that we must take into consideration how the local culture will view the training and educational
    process. For example, in a number of Asian cultures education and training are determined within a high-
    power distance context where training happens from the top down, meaning leadership or those highly
    qualified to train will deliver the training. Training takes an authoritative context in this case. A second factor to
    take into consideration is how the members of the local culture will perceive the leader/instructor and his or
    her expectations. In many cultures, the instructor is expected to act and is perceived as an expert. The third
    factor is that global training professionals must consider how members of the local culture will perceive the
    role of the learner. Program participation, individual learning activities, and the overall success of a training
    program can be heavily influenced by the cultural expectations regarding the status and behavior of the
    learner.

    If adequate considerations for cultural consequences are not included when creating training from one culture
    and delivering it to another culture, the training may not yield success, and learning will likely be limited.

    Translation and Interpretation

    Key considerations should be made regarding the translation and interpretation of training material. Although
    some circles may use the terms translation and interpretation interchangeably, the terms actually differ from
    one another. Translation is the conversion of the written word from one language to another. The key factor is
    the customization to the local culture. Interpretation is where the spoken word is translated into another
    language.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE

    Title

    The legislation of some countries often mandates that all employee-related material be translated into the
    local language. Many organizations already utilize translation services for their intranet, website, and
    employee communications. These same services can also be used in the translation of training programs and
    materials. The benefits of translating training programs to ensure better participant understanding and
    retention far outweigh the costs associated with translation.

    Current advances in technology have aided in translation by making the process more efficient. Training
    professionals should understand that different translation contractors and vendors have varying areas of
    strengths and weaknesses. One vendor may have robust technical capabilities but may have very little
    experience in the actual translation implementation. In contrast, they may have much experience in
    translating some languages but very limited experience with others. It is then important for the training
    professional to identify the language standards used when evaluating translation vendors or contractors. A
    good practice could be having a local representative review a sample translation before making a final
    selection on vendor choice.

    On the other hand, in terms of interpretation services, interpreters must be highly skilled. Not only must these
    interpreters be able to deliver actual presentations and speeches, but they must also be skilled enough to
    respond to real-time questions that cannot be anticipated but must be interpreted immediately.

    Interpretation services can also be very helpful when it comes to interpreting training content for virtual
    training sessions. Some cultures are very different in their level of interaction as it relates to virtual training.
    For example, while there may be a great deal of engagement and interaction among Western participants in a
    virtual training session, many Eastern countries may take a more teacher-learner approach and will wait until
    the training has been completed to ask questions and participate (Shorney, 2013). Interpreters can help an
    organization navigate through these cultural differences.

    Recommendations for Trainers in Multicultural Context

    For global trainers, it can be very challenging to train across cultural differences where the learners have a
    different culture than that of the trainers. What is even more challenging is managing learners from different
    cultures in the same training event. Hence, it is important that trainers be skilled in approaching the group in a
    manner that will be appealing to all groups and offend none. Some of the difficulties that may arise when
    training across cultures, such as:

    • In some cultures, managers may not want to display difficulty in comprehending the content if their
    subordinates are in the same training session.

    • In a training program with mixed cultures, one culture may dominate and diminish the experience for
    learners from another culture.

    HRM 6303, Training and Development 5

    UNIT x STUDY GUIDE

    Title

    • A trainer may behave in a way that is too informal or may make self-deprecating remarks, which may
    damage the credibility of the trainer in the eyes of some cultures.

    • Language can become an issue if the trainer uses unfamiliar colloquialisms or speaks too quickly.

    These challenges are common among global organizations and have caused many training programs to
    falter. According to Shorney (2013), some of the recommendations to combat these difficulties are:

    It is important for the trainer to have a good grasp of the local customs when designing and delivering training.
    Some organizations will work with local representatives to obtain consultation on how to best introduce
    content to a particular culture. As mentioned prior, there are some translation and interpretation services that
    will add this as a part of the services provided in addition to translating or interpreting material.

    Conclusion

    This unit has highlighted the importance of understanding cultural influences on learning and development in
    global and local organizations, along with what critical factors are effective for global employee learning and
    development. It is also important to note the concept of cultural dimensions. In this unit, we learned that in
    high-power distance cultures, training that is highly structured, hands-on, in-house, and conducted by
    managers and supervisors may be preferred. However, low-power distance cultures may prefer a
    collaborative style of learning in which the learners get to interact with their instructors, and learners are
    expected to actively participate in the training. Therefore, cultural competence is ultimately the key when
    developing and facilitating a learning and development strategy on both a global and local level.

    References

    Shorney, N. (2013, Summer). Cultural differences in training. Training Industry Quarterly. http://www.cedma-

    europe.org/newsletter%20articles/TrainingOutsourcing/Cultural%20Differences%20in%20Training%2
    0(Jun%2013).pdf

    Tarique, I., Briscoe, D., & Schuler, R. (2015). International human resources management: Policies and

    practices for multinational enterprises (5th ed.). Rutledge.

    • Research the customs of all the different groups that will participate in a training program.

    • Treat each training participant with equal seriousness and courtesy.

    • Keep a professional manner until a level of informality seems to be acceptable to a training group.

    • Stay aware of culturally defined needs and feelings such as saving face to avoid the perceived
    humiliation of not knowing the content presented.

    • Diligently work on engaging all learners, and make sure everyone participates.

    **## TrainingandDevelopmentHRM6303UnitVDB.docx**

    2

    Training and Development HRM 6303 Unit V DB

    Initial post to be a minimum of 500 words in length and at least one supporting reference.

    How has culture influenced your experience in a learning environment? Can you share any examples?

    **## UnitVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Evaluate delivery methods for global training needs.

    5. Synthesize cultural influences on learning and development in an organization.

    5.1 Summarize personal professional training and development experiences.
    5.2 Apply personal career experiences to a leadership scenario.
    5.3 Discuss professional training and development strategies for a global business.

    8. Analyze the role of training and development in organizations.

    8.1 Discuss the relationship between learner and trainer.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Armstrong, S. J., & Yan, L. (2017, March). A study of Anglo expatriate managers’ learning, knowledge

    acquisition, and adjustment in multinational companies in China. Academy of Management Learning
    & Education, 16(1), 1–22.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=122238318&site=ehost-live&scope=site

    Hutchings, K., Zhu, C., Cooper, B., Zhang, Y., & Shao, S. (July 2009). Perceptions of the effectiveness of

    training and development of ‘grey-collar’ workers in the People’s Republic of China. Human Resource
    Development International, 12(3), 279–296.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=43387988&site=eds-live&scope=site

    Khan, S. R., & Khan, I. A. (2015). Understanding ethnicity and national culture: A theoretical perspective on

    knowledge management in the organization. Knowledge and Process Management, 22(1), 51–61.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=100988860&site=ehost-live&scope=site

    Siddique, C. M. (2017). National culture and the learning organization. Management Research Review, 40(2),

    142–164.
    https://libraryresources.columbiasouthern.edu/login?url=https://www.proquest.com/scholarly-
    journals/national-culture-learning-organization/docview/1865678673/se-2?accountid=33337

    Unit Lesson

    Introduction

    Many global organizations strive to cultivate both local and global channels for finding key talent and for
    developing their workforce. Cultural differences can have a substantial influence on the way learning and
    development are implemented. In this unit, we will examine what the cultural influences are on learning and
    development, and we will highlight how cultural competence and cross-cultural awareness are critical factors

    UNIT V STUDY GUIDE

    Cultural Influences on Learning
    and Development

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE

    Title

    that must be included for any successful global and local learning development strategy. This unit will take an
    in-depth look at learning and development on various levels.

    Learning and Development in Global Organizations

    In most cases, high-potential employees are often selected for international assignments to broaden
    management and leadership capabilities. Coaching and mentoring become very important practices within a
    global organization and are especially helpful for cross-cultural situations and international assignments. Key
    topics found in global employee learning development include (1) management of virtual teams and global
    team building, (2) cross-cultural awareness, (3) issues related to laws, ethics, and organizational values, and
    (4) international assignment preparation.

    Given the influence of culture in global enterprises, Tarique et al. (2015) suggests seven imperatives to
    effective global employee learning and development, which are.

    1. Think and act globally: Global organizations must consider all of the critical localities and markets of
    the world—not only those at home—during strategic, business, and organizational development
    planning.

    2. Become a central global learning organization: Global learning organizations must have the capacity
    and the desire to gather knowledge and learn from all cultures, at all times, and in all possible ways.

    3. Focus on the global system: There should be an encouragement of cross-cultural, cross-border,
    cross-functional, and interdisciplinary information sharing. Efforts in organizational development
    should focus on breaking down barriers and silos among different cultural groups within the
    organization with a focus on the global system and not just its parts.

    4. Develop global leadership skills: There should be an awareness that global leadership requires the
    use of a specific set of skills and competencies that are different than those within a domestic
    marketplace.

    5. Empower teams to create a global future: Organizations should encourage teams to work on cross-
    cultural collaborations in problem-solving and the management of critical organizational problems.

    6. Make learning a core competency for the global organization: There should be a development of a
    core global competency where there are elements of global mindset, cultural intelligence, and skill in
    dilemma reconciliation.

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE

    Title

    7. Make development a cornerstone strategy, and regularly reinvent the organization: There is a
    continual development of organizational learning, which is a cornerstone for all strategic and planning
    activities.

    Within global organizations, those responsible for the design, development, and delivery of cross-cultural and
    cross-border training and development programs must operate in the context of two critical influences:
    strategic orientation (i.e., how the organization navigates the path between global integration and local
    variation) and buy-in and support from stakeholders. These two factors will have a strong impact for all
    aspects of the training and development process of a global enterprise.

    Cultural Influences on Training Development

    The way that local cultures will respond and perceive various learning activities is an important factor for
    training professionals to consider. The concepts of cultural dimensions, such as high- or low-power distance,
    have a profound effect on the selection of learning activities. For example, in high-power distance cultures,
    training that is highly structured, hands-on, in-house, and conducted by managers and supervisors may be
    preferred. However, low-power distance cultures may prefer a collaborative style of learning where the
    learners get to interact with their instructors, and learners are expected to actively participate in the training.

    National, organizational, and professional culture will undoubtedly have an influence on the training program
    during development. Global human resources and training professionals must take into consideration a few
    factors when incorporating learning methodologies as they manage the training development process. One
    factor is that we must take into consideration how the local culture will view the training and educational
    process. For example, in a number of Asian cultures education and training are determined within a high-
    power distance context where training happens from the top down, meaning leadership or those highly
    qualified to train will deliver the training. Training takes an authoritative context in this case. A second factor to
    take into consideration is how the members of the local culture will perceive the leader/instructor and his or
    her expectations. In many cultures, the instructor is expected to act and is perceived as an expert. The third
    factor is that global training professionals must consider how members of the local culture will perceive the
    role of the learner. Program participation, individual learning activities, and the overall success of a training
    program can be heavily influenced by the cultural expectations regarding the status and behavior of the
    learner.

    If adequate considerations for cultural consequences are not included when creating training from one culture
    and delivering it to another culture, the training may not yield success, and learning will likely be limited.

    Translation and Interpretation

    Key considerations should be made regarding the translation and interpretation of training material. Although
    some circles may use the terms translation and interpretation interchangeably, the terms actually differ from
    one another. Translation is the conversion of the written word from one language to another. The key factor is
    the customization to the local culture. Interpretation is where the spoken word is translated into another
    language.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE

    Title

    The legislation of some countries often mandates that all employee-related material be translated into the
    local language. Many organizations already utilize translation services for their intranet, website, and
    employee communications. These same services can also be used in the translation of training programs and
    materials. The benefits of translating training programs to ensure better participant understanding and
    retention far outweigh the costs associated with translation.

    Current advances in technology have aided in translation by making the process more efficient. Training
    professionals should understand that different translation contractors and vendors have varying areas of
    strengths and weaknesses. One vendor may have robust technical capabilities but may have very little
    experience in the actual translation implementation. In contrast, they may have much experience in
    translating some languages but very limited experience with others. It is then important for the training
    professional to identify the language standards used when evaluating translation vendors or contractors. A
    good practice could be having a local representative review a sample translation before making a final
    selection on vendor choice.

    On the other hand, in terms of interpretation services, interpreters must be highly skilled. Not only must these
    interpreters be able to deliver actual presentations and speeches, but they must also be skilled enough to
    respond to real-time questions that cannot be anticipated but must be interpreted immediately.

    Interpretation services can also be very helpful when it comes to interpreting training content for virtual
    training sessions. Some cultures are very different in their level of interaction as it relates to virtual training.
    For example, while there may be a great deal of engagement and interaction among Western participants in a
    virtual training session, many Eastern countries may take a more teacher-learner approach and will wait until
    the training has been completed to ask questions and participate (Shorney, 2013). Interpreters can help an
    organization navigate through these cultural differences.

    Recommendations for Trainers in Multicultural Context

    For global trainers, it can be very challenging to train across cultural differences where the learners have a
    different culture than that of the trainers. What is even more challenging is managing learners from different
    cultures in the same training event. Hence, it is important that trainers be skilled in approaching the group in a
    manner that will be appealing to all groups and offend none. Some of the difficulties that may arise when
    training across cultures, such as:

    • In some cultures, managers may not want to display difficulty in comprehending the content if their
    subordinates are in the same training session.

    • In a training program with mixed cultures, one culture may dominate and diminish the experience for
    learners from another culture.

    HRM 6303, Training and Development 5

    UNIT x STUDY GUIDE

    Title

    • A trainer may behave in a way that is too informal or may make self-deprecating remarks, which may
    damage the credibility of the trainer in the eyes of some cultures.

    • Language can become an issue if the trainer uses unfamiliar colloquialisms or speaks too quickly.

    These challenges are common among global organizations and have caused many training programs to
    falter. According to Shorney (2013), some of the recommendations to combat these difficulties are:

    It is important for the trainer to have a good grasp of the local customs when designing and delivering training.
    Some organizations will work with local representatives to obtain consultation on how to best introduce
    content to a particular culture. As mentioned prior, there are some translation and interpretation services that
    will add this as a part of the services provided in addition to translating or interpreting material.

    Conclusion

    This unit has highlighted the importance of understanding cultural influences on learning and development in
    global and local organizations, along with what critical factors are effective for global employee learning and
    development. It is also important to note the concept of cultural dimensions. In this unit, we learned that in
    high-power distance cultures, training that is highly structured, hands-on, in-house, and conducted by
    managers and supervisors may be preferred. However, low-power distance cultures may prefer a
    collaborative style of learning in which the learners get to interact with their instructors, and learners are
    expected to actively participate in the training. Therefore, cultural competence is ultimately the key when
    developing and facilitating a learning and development strategy on both a global and local level.

    References

    Shorney, N. (2013, Summer). Cultural differences in training. Training Industry Quarterly. http://www.cedma-

    europe.org/newsletter%20articles/TrainingOutsourcing/Cultural%20Differences%20in%20Training%2
    0(Jun%2013).pdf

    Tarique, I., Briscoe, D., & Schuler, R. (2015). International human resources management: Policies and

    practices for multinational enterprises (5th ed.). Rutledge.

    • Research the customs of all the different groups that will participate in a training program.

    • Treat each training participant with equal seriousness and courtesy.

    • Keep a professional manner until a level of informality seems to be acceptable to a training group.

    • Stay aware of culturally defined needs and feelings such as saving face to avoid the perceived
    humiliation of not knowing the content presented.

    • Diligently work on engaging all learners, and make sure everyone participates.

    **## TrainingandDevelopmentHRM6303UnitVDB.docx**

    2

    Training and Development HRM 6303 Unit V DB

    Initial post to be a minimum of 500 words in length and at least one supporting reference.

    How has culture influenced your experience in a learning environment? Can you share any examples?

    **## UnitVStudyGuide.pdf**

    HRM 6303, Training and Development 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    4. Evaluate the application of different delivery systems.
    4.1 Evaluate delivery methods for global training needs.

    5. Synthesize cultural influences on learning and development in an organization.

    5.1 Summarize personal professional training and development experiences.
    5.2 Apply personal career experiences to a leadership scenario.
    5.3 Discuss professional training and development strategies for a global business.

    8. Analyze the role of training and development in organizations.

    8.1 Discuss the relationship between learner and trainer.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Armstrong, S. J., & Yan, L. (2017, March). A study of Anglo expatriate managers’ learning, knowledge

    acquisition, and adjustment in multinational companies in China. Academy of Management Learning
    & Education, 16(1), 1–22.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=122238318&site=ehost-live&scope=site

    Hutchings, K., Zhu, C., Cooper, B., Zhang, Y., & Shao, S. (July 2009). Perceptions of the effectiveness of

    training and development of ‘grey-collar’ workers in the People’s Republic of China. Human Resource
    Development International, 12(3), 279–296.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=43387988&site=eds-live&scope=site

    Khan, S. R., & Khan, I. A. (2015). Understanding ethnicity and national culture: A theoretical perspective on

    knowledge management in the organization. Knowledge and Process Management, 22(1), 51–61.
    https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
    t=true&db=bsu&AN=100988860&site=ehost-live&scope=site

    Siddique, C. M. (2017). National culture and the learning organization. Management Research Review, 40(2),

    142–164.
    https://libraryresources.columbiasouthern.edu/login?url=https://www.proquest.com/scholarly-
    journals/national-culture-learning-organization/docview/1865678673/se-2?accountid=33337

    Unit Lesson

    Introduction

    Many global organizations strive to cultivate both local and global channels for finding key talent and for
    developing their workforce. Cultural differences can have a substantial influence on the way learning and
    development are implemented. In this unit, we will examine what the cultural influences are on learning and
    development, and we will highlight how cultural competence and cross-cultural awareness are critical factors

    UNIT V STUDY GUIDE

    Cultural Influences on Learning
    and Development

    HRM 6303, Training and Development 2

    UNIT x STUDY GUIDE

    Title

    that must be included for any successful global and local learning development strategy. This unit will take an
    in-depth look at learning and development on various levels.

    Learning and Development in Global Organizations

    In most cases, high-potential employees are often selected for international assignments to broaden
    management and leadership capabilities. Coaching and mentoring become very important practices within a
    global organization and are especially helpful for cross-cultural situations and international assignments. Key
    topics found in global employee learning development include (1) management of virtual teams and global
    team building, (2) cross-cultural awareness, (3) issues related to laws, ethics, and organizational values, and
    (4) international assignment preparation.

    Given the influence of culture in global enterprises, Tarique et al. (2015) suggests seven imperatives to
    effective global employee learning and development, which are.

    1. Think and act globally: Global organizations must consider all of the critical localities and markets of
    the world—not only those at home—during strategic, business, and organizational development
    planning.

    2. Become a central global learning organization: Global learning organizations must have the capacity
    and the desire to gather knowledge and learn from all cultures, at all times, and in all possible ways.

    3. Focus on the global system: There should be an encouragement of cross-cultural, cross-border,
    cross-functional, and interdisciplinary information sharing. Efforts in organizational development
    should focus on breaking down barriers and silos among different cultural groups within the
    organization with a focus on the global system and not just its parts.

    4. Develop global leadership skills: There should be an awareness that global leadership requires the
    use of a specific set of skills and competencies that are different than those within a domestic
    marketplace.

    5. Empower teams to create a global future: Organizations should encourage teams to work on cross-
    cultural collaborations in problem-solving and the management of critical organizational problems.

    6. Make learning a core competency for the global organization: There should be a development of a
    core global competency where there are elements of global mindset, cultural intelligence, and skill in
    dilemma reconciliation.

    HRM 6303, Training and Development 3

    UNIT x STUDY GUIDE

    Title

    7. Make development a cornerstone strategy, and regularly reinvent the organization: There is a
    continual development of organizational learning, which is a cornerstone for all strategic and planning
    activities.

    Within global organizations, those responsible for the design, development, and delivery of cross-cultural and
    cross-border training and development programs must operate in the context of two critical influences:
    strategic orientation (i.e., how the organization navigates the path between global integration and local
    variation) and buy-in and support from stakeholders. These two factors will have a strong impact for all
    aspects of the training and development process of a global enterprise.

    Cultural Influences on Training Development

    The way that local cultures will respond and perceive various learning activities is an important factor for
    training professionals to consider. The concepts of cultural dimensions, such as high- or low-power distance,
    have a profound effect on the selection of learning activities. For example, in high-power distance cultures,
    training that is highly structured, hands-on, in-house, and conducted by managers and supervisors may be
    preferred. However, low-power distance cultures may prefer a collaborative style of learning where the
    learners get to interact with their instructors, and learners are expected to actively participate in the training.

    National, organizational, and professional culture will undoubtedly have an influence on the training program
    during development. Global human resources and training professionals must take into consideration a few
    factors when incorporating learning methodologies as they manage the training development process. One
    factor is that we must take into consideration how the local culture will view the training and educational
    process. For example, in a number of Asian cultures education and training are determined within a high-
    power distance context where training happens from the top down, meaning leadership or those highly
    qualified to train will deliver the training. Training takes an authoritative context in this case. A second factor to
    take into consideration is how the members of the local culture will perceive the leader/instructor and his or
    her expectations. In many cultures, the instructor is expected to act and is perceived as an expert. The third
    factor is that global training professionals must consider how members of the local culture will perceive the
    role of the learner. Program participation, individual learning activities, and the overall success of a training
    program can be heavily influenced by the cultural expectations regarding the status and behavior of the
    learner.

    If adequate considerations for cultural consequences are not included when creating training from one culture
    and delivering it to another culture, the training may not yield success, and learning will likely be limited.

    Translation and Interpretation

    Key considerations should be made regarding the translation and interpretation of training material. Although
    some circles may use the terms translation and interpretation interchangeably, the terms actually differ from
    one another. Translation is the conversion of the written word from one language to another. The key factor is
    the customization to the local culture. Interpretation is where the spoken word is translated into another
    language.

    HRM 6303, Training and Development 4

    UNIT x STUDY GUIDE

    Title

    The legislation of some countries often mandates that all employee-related material be translated into the
    local language. Many organizations already utilize translation services for their intranet, website, and
    employee communications. These same services can also be used in the translation of training programs and
    materials. The benefits of translating training programs to ensure better participant understanding and
    retention far outweigh the costs associated with translation.

    Current advances in technology have aided in translation by making the process more efficient. Training
    professionals should understand that different translation contractors and vendors have varying areas of
    strengths and weaknesses. One vendor may have robust technical capabilities but may have very little
    experience in the actual translation implementation. In contrast, they may have much experience in
    translating some languages but very limited experience with others. It is then important for the training
    professional to identify the language standards used when evaluating translation vendors or contractors. A
    good practice could be having a local representative review a sample translation before making a final
    selection on vendor choice.

    On the other hand, in terms of interpretation services, interpreters must be highly skilled. Not only must these
    interpreters be able to deliver actual presentations and speeches, but they must also be skilled enough to
    respond to real-time questions that cannot be anticipated but must be interpreted immediately.

    Interpretation services can also be very helpful when it comes to interpreting training content for virtual
    training sessions. Some cultures are very different in their level of interaction as it relates to virtual training.
    For example, while there may be a great deal of engagement and interaction among Western participants in a
    virtual training session, many Eastern countries may take a more teacher-learner approach and will wait until
    the training has been completed to ask questions and participate (Shorney, 2013). Interpreters can help an
    organization navigate through these cultural differences.

    Recommendations for Trainers in Multicultural Context

    For global trainers, it can be very challenging to train across cultural differences where the learners have a
    different culture than that of the trainers. What is even more challenging is managing learners from different
    cultures in the same training event. Hence, it is important that trainers be skilled in approaching the group in a
    manner that will be appealing to all groups and offend none. Some of the difficulties that may arise when
    training across cultures, such as:

    • In some cultures, managers may not want to display difficulty in comprehending the content if their
    subordinates are in the same training session.

    • In a training program with mixed cultures, one culture may dominate and diminish the experience for
    learners from another culture.

    HRM 6303, Training and Development 5

    UNIT x STUDY GUIDE

    Title

    • A trainer may behave in a way that is too informal or may make self-deprecating remarks, which may
    damage the credibility of the trainer in the eyes of some cultures.

    • Language can become an issue if the trainer uses unfamiliar colloquialisms or speaks too quickly.

    These challenges are common among global organizations and have caused many training programs to
    falter. According to Shorney (2013), some of the recommendations to combat these difficulties are:

    It is important for the trainer to have a good grasp of the local customs when designing and delivering training.
    Some organizations will work with local representatives to obtain consultation on how to best introduce
    content to a particular culture. As mentioned prior, there are some translation and interpretation services that
    will add this as a part of the services provided in addition to translating or interpreting material.

    Conclusion

    This unit has highlighted the importance of understanding cultural influences on learning and development in
    global and local organizations, along with what critical factors are effective for global employee learning and
    development. It is also important to note the concept of cultural dimensions. In this unit, we learned that in
    high-power distance cultures, training that is highly structured, hands-on, in-house, and conducted by
    managers and supervisors may be preferred. However, low-power distance cultures may prefer a
    collaborative style of learning in which the learners get to interact with their instructors, and learners are
    expected to actively participate in the training. Therefore, cultural competence is ultimately the key when
    developing and facilitating a learning and development strategy on both a global and local level.

    References

    Shorney, N. (2013, Summer). Cultural differences in training. Training Industry Quarterly. http://www.cedma-

    europe.org/newsletter%20articles/TrainingOutsourcing/Cultural%20Differences%20in%20Training%2
    0(Jun%2013).pdf

    Tarique, I., Briscoe, D., & Schuler, R. (2015). International human resources management: Policies and

    practices for multinational enterprises (5th ed.). Rutledge.

    • Research the customs of all the different groups that will participate in a training program.

    • Treat each training participant with equal seriousness and courtesy.

    • Keep a professional manner until a level of informality seems to be acceptable to a training group.

    • Stay aware of culturally defined needs and feelings such as saving face to avoid the perceived
    humiliation of not knowing the content presented.

    • Diligently work on engaging all learners, and make sure everyone participates.

    – 1
    – 2

  • [Solved] ACC 5301 IV A

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    – ## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx – ## UnitIV_ResearchReport_Template.docx – ## UnitIVStudyGuide.pdf **## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx** 2 Management Applications of Accounting ACC 5301 Unit IV Assignment This assignment measures …

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    – ## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx

    – ## UnitIV_ResearchReport_Template.docx

    – ## UnitIVStudyGuide.pdf

    **## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx**

    2

    Management Applications of Accounting ACC 5301 Unit IV Assignment

    This assignment measures your mastery of ULOs 1.1, 1.2, and 5.1.

    **Assignment Objective**: For this assignment, you will research and compare international and U.S. accounting standards. This will enable you to see how the different reporting methods affect business and how product costs are affected by international business.

    In the assignment you will do the following:

    1. Compare and contrast basic U.S. and international financial accounting standards.

    2. Explain how key international factors affect business reporting.

    3. Identify key compliance and regulatory requirements.

    **Length**: Using the
    Unit IV Research Report Template, prepare a three-to-four-page written report covering the items listed below (page length does not include the title and reference pages).

    **References**: At least three peer-reviewed sources are required. Resources used are required to be scholarly/academic in nature and found in the CSU Library. APA Style is required for citations and references.

    **Details**: First, start the report with an introduction section, per the assignment template provided.

    Part 1: Select financial statements for two related (e.g., computer manufactures, pharmaceutical companies, cell phone companies, etc.) businesses; one that uses U.S. accounting reporting and the other that uses international accounting reporting. Identify the following items:

    1. Provide the name, location, and accounting standards used for each business.

    2. Compare and contrast three major differences you see in the way the financial data is presented on the financial statements.

    3. Identify which set of financial statements you think is the easiest to understand and provides you with most accurate cost data as a manager (Do not forget to look at the notes to the financial statements).

    Part 2: Analyze and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    Part 3: Discuss three compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, or strict regulations on the wages paid to workers?

    End this report with the key observations and present any future recommendations.

    **Submission**: Save the submission as a Word document and upload the document to Blackboard.

    **## UnitIV_ResearchReport_Template.docx**

    1

    5

    **Title of the Paper Goes Here**

    Student Name

    Institution

    ACC 5301 Management Applications of Accounting

    Instructor

    Date

    **Abstract**

    The abstract
    is an overview of the paper, written after completion. Other researchers use the abstract to determine if your work will be useful to them. The abstract should include the background, hypothesis or research question, methodology for data collection and analysis, the findings of your research, and conclusions. It should be between 100–150 words. This is done when the paper is complete.

    **Title of Paper**

    Remember this part of the paper is double spaced in APA format.

    The
    _Introduction_ should lead readers into the topic and its importance. Introductions typically include the overall topic of the paper, the specific focus of the paper within the larger topic, the main points in the paper, the kind of paper (study, argument, critique, discussion), and the purpose.

    _Writing tip:_ The length of the introduction should be in proportion to the length of the paper. Also ask yourself, “With my purpose and my audience, how do I engage my readers best?” In the introduction, you set the tone of the piece, establish your voice, and demonstrate your writing style; be authentic to your purpose and your audience.

    **Part 1 Financial Statement Comparison**

    _Identify_ the name, location, and accounting standards used for each of the two related businesses you selected
    **.**

    _Compare and contrast_ three major differences you see in the way the financial data is presented on the financial statements

    Identify which set of financial statements you think are the easiest to understand and that provide you with the most accurate cost data as a manager. (Do not forget to look at the notes to the financial statements also.)

    **Part 2 International Factors**

    _Analyze_ and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    **Part 3 Compliance/Regulatory Issues**

    _Discuss_ any compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, strict regulations on the wages paid to workers, etc.

    **Conclusions and Recommendations**

    _The conclusion_ section
    should summarize for the readers the topics of importance that led to your final conclusions/analysis regarding this case. Include some specific areas of focus from your analysis to reinforce your conclusion.

    **References**

    Include complete references in proper APA format for all of the citations
    _listed_ in your paper. Be sure to use the library for the required number of sources. Additional sources can be used but should be scholarly. Present your references in alphabetical order.

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

    In order to access the following resources, click the links below.

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

    Title

    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

    UNIT x STUDY GUIDE

    Title

    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    ACC 5301, Management Applications of Accounting 7

    UNIT x STUDY GUIDE

    Title

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

    In order to access the following resources, click the links below.

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

    Title

    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

    UNIT x STUDY GUIDE

    Title

    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    ACC 5301, Management Applications of Accounting 7

    UNIT x STUDY GUIDE

    Title

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    **## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx**

    2

    Management Applications of Accounting ACC 5301 Unit IV Assignment

    This assignment measures your mastery of ULOs 1.1, 1.2, and 5.1.

    **Assignment Objective**: For this assignment, you will research and compare international and U.S. accounting standards. This will enable you to see how the different reporting methods affect business and how product costs are affected by international business.

    In the assignment you will do the following:

    1. Compare and contrast basic U.S. and international financial accounting standards.

    2. Explain how key international factors affect business reporting.

    3. Identify key compliance and regulatory requirements.

    **Length**: Using the
    Unit IV Research Report Template, prepare a three-to-four-page written report covering the items listed below (page length does not include the title and reference pages).

    **References**: At least three peer-reviewed sources are required. Resources used are required to be scholarly/academic in nature and found in the CSU Library. APA Style is required for citations and references.

    **Details**: First, start the report with an introduction section, per the assignment template provided.

    Part 1: Select financial statements for two related (e.g., computer manufactures, pharmaceutical companies, cell phone companies, etc.) businesses; one that uses U.S. accounting reporting and the other that uses international accounting reporting. Identify the following items:

    1. Provide the name, location, and accounting standards used for each business.

    2. Compare and contrast three major differences you see in the way the financial data is presented on the financial statements.

    3. Identify which set of financial statements you think is the easiest to understand and provides you with most accurate cost data as a manager (Do not forget to look at the notes to the financial statements).

    Part 2: Analyze and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    Part 3: Discuss three compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, or strict regulations on the wages paid to workers?

    End this report with the key observations and present any future recommendations.

    **Submission**: Save the submission as a Word document and upload the document to Blackboard.

    **## UnitIV_ResearchReport_Template.docx**

    1

    5

    **Title of the Paper Goes Here**

    Student Name

    Institution

    ACC 5301 Management Applications of Accounting

    Instructor

    Date

    **Abstract**

    The abstract
    is an overview of the paper, written after completion. Other researchers use the abstract to determine if your work will be useful to them. The abstract should include the background, hypothesis or research question, methodology for data collection and analysis, the findings of your research, and conclusions. It should be between 100–150 words. This is done when the paper is complete.

    **Title of Paper**

    Remember this part of the paper is double spaced in APA format.

    The
    _Introduction_ should lead readers into the topic and its importance. Introductions typically include the overall topic of the paper, the specific focus of the paper within the larger topic, the main points in the paper, the kind of paper (study, argument, critique, discussion), and the purpose.

    _Writing tip:_ The length of the introduction should be in proportion to the length of the paper. Also ask yourself, “With my purpose and my audience, how do I engage my readers best?” In the introduction, you set the tone of the piece, establish your voice, and demonstrate your writing style; be authentic to your purpose and your audience.

    **Part 1 Financial Statement Comparison**

    _Identify_ the name, location, and accounting standards used for each of the two related businesses you selected
    **.**

    _Compare and contrast_ three major differences you see in the way the financial data is presented on the financial statements

    Identify which set of financial statements you think are the easiest to understand and that provide you with the most accurate cost data as a manager. (Do not forget to look at the notes to the financial statements also.)

    **Part 2 International Factors**

    _Analyze_ and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    **Part 3 Compliance/Regulatory Issues**

    _Discuss_ any compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, strict regulations on the wages paid to workers, etc.

    **Conclusions and Recommendations**

    _The conclusion_ section
    should summarize for the readers the topics of importance that led to your final conclusions/analysis regarding this case. Include some specific areas of focus from your analysis to reinforce your conclusion.

    **References**

    Include complete references in proper APA format for all of the citations
    _listed_ in your paper. Be sure to use the library for the required number of sources. Additional sources can be used but should be scholarly. Present your references in alphabetical order.

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

    In order to access the following resources, click the links below.

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    ACC 5301, Management Applications of Accounting 2

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    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

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    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

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    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

    ACC 5301, Management Applications of Accounting 5

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    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

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    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    ACC 5301, Management Applications of Accounting 7

    UNIT x STUDY GUIDE

    Title

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    **## ManagementApplicationsofAccountingACC5301UnitIVAssignment.docx**

    2

    Management Applications of Accounting ACC 5301 Unit IV Assignment

    This assignment measures your mastery of ULOs 1.1, 1.2, and 5.1.

    **Assignment Objective**: For this assignment, you will research and compare international and U.S. accounting standards. This will enable you to see how the different reporting methods affect business and how product costs are affected by international business.

    In the assignment you will do the following:

    1. Compare and contrast basic U.S. and international financial accounting standards.

    2. Explain how key international factors affect business reporting.

    3. Identify key compliance and regulatory requirements.

    **Length**: Using the
    Unit IV Research Report Template, prepare a three-to-four-page written report covering the items listed below (page length does not include the title and reference pages).

    **References**: At least three peer-reviewed sources are required. Resources used are required to be scholarly/academic in nature and found in the CSU Library. APA Style is required for citations and references.

    **Details**: First, start the report with an introduction section, per the assignment template provided.

    Part 1: Select financial statements for two related (e.g., computer manufactures, pharmaceutical companies, cell phone companies, etc.) businesses; one that uses U.S. accounting reporting and the other that uses international accounting reporting. Identify the following items:

    1. Provide the name, location, and accounting standards used for each business.

    2. Compare and contrast three major differences you see in the way the financial data is presented on the financial statements.

    3. Identify which set of financial statements you think is the easiest to understand and provides you with most accurate cost data as a manager (Do not forget to look at the notes to the financial statements).

    Part 2: Analyze and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    Part 3: Discuss three compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, or strict regulations on the wages paid to workers?

    End this report with the key observations and present any future recommendations.

    **Submission**: Save the submission as a Word document and upload the document to Blackboard.

    **## UnitIV_ResearchReport_Template.docx**

    1

    5

    **Title of the Paper Goes Here**

    Student Name

    Institution

    ACC 5301 Management Applications of Accounting

    Instructor

    Date

    **Abstract**

    The abstract
    is an overview of the paper, written after completion. Other researchers use the abstract to determine if your work will be useful to them. The abstract should include the background, hypothesis or research question, methodology for data collection and analysis, the findings of your research, and conclusions. It should be between 100–150 words. This is done when the paper is complete.

    **Title of Paper**

    Remember this part of the paper is double spaced in APA format.

    The
    _Introduction_ should lead readers into the topic and its importance. Introductions typically include the overall topic of the paper, the specific focus of the paper within the larger topic, the main points in the paper, the kind of paper (study, argument, critique, discussion), and the purpose.

    _Writing tip:_ The length of the introduction should be in proportion to the length of the paper. Also ask yourself, “With my purpose and my audience, how do I engage my readers best?” In the introduction, you set the tone of the piece, establish your voice, and demonstrate your writing style; be authentic to your purpose and your audience.

    **Part 1 Financial Statement Comparison**

    _Identify_ the name, location, and accounting standards used for each of the two related businesses you selected
    **.**

    _Compare and contrast_ three major differences you see in the way the financial data is presented on the financial statements

    Identify which set of financial statements you think are the easiest to understand and that provide you with the most accurate cost data as a manager. (Do not forget to look at the notes to the financial statements also.)

    **Part 2 International Factors**

    _Analyze_ and discuss three international factors you think would affect the cost of the products made at the companies you selected and why.

    **Part 3 Compliance/Regulatory Issues**

    _Discuss_ any compliance and/or regulatory issues you think would be involved in the companies you have selected as they relate to the cost of the products made. For example, are there strict regulations on product pricing, tariffs imposed on raw materials needed to make the products, strict regulations on the wages paid to workers, etc.

    **Conclusions and Recommendations**

    _The conclusion_ section
    should summarize for the readers the topics of importance that led to your final conclusions/analysis regarding this case. Include some specific areas of focus from your analysis to reinforce your conclusion.

    **References**

    Include complete references in proper APA format for all of the citations
    _listed_ in your paper. Be sure to use the library for the required number of sources. Additional sources can be used but should be scholarly. Present your references in alphabetical order.

    **## UnitIVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit IV

    Upon completion of this unit, students should be able to:

    1. Compare and contrast U.S. and international accounting standards.
    1.1 Identify key U.S. and international accounting standards.
    1.2 Explain how key international factors affect business reporting.

    5. Discuss compliance requirements of accounting information.

    5.1 Identify key compliance and regulatory requirements.

    Required Unit Resources

    Chapter 6: Cost Allocation and Activity-Based Costing, pp. 6-1 – 6-25

    In order to access the following resources, click the links below.

    International Financial Reporting Standards. (n.d.). IFRS: Financial reporting for the world economy [Video].

    https://www.ifrs.org/about-us/

    Transcript for IFRS: Financial Reporting for the World Economy Video

    Note: You must scroll through the available videos on the Financial Accounting Standards Board Video &
    Podcasts page to access the following video:

    Financial Accounting Foundation (Producer). (n.d.). The importance of GAAP [Video].

    https://www.youtube.com/watch?v=bjwi4Zp2IiE

    Transcript for The Importance of GAAP Video

    Unit Lesson

    Introduction

    Welcome to Unit IV. We will be discussing two very different topics in this unit. We will start by discussing the
    process of cost allocation. The main advantages of allocating these overhead costs is to more accurately
    calculate the total cost of an organization's product and/or service. The second topic will introduce you to
    international accounting standards and how these standards compare to U.S. accounting standards. Included
    in this topic will be some key compliance and regulatory requirements needed for financial reporting.

    Cost Allocation

    We are going to start off with the basic concept of how costs are allocated, then we will go into a more
    specific process of cost allocation known as activity-based-costing.

    UNIT IV STUDY GUIDE

    Cost Allocation and
    International Accounting

    ACC 5301, Management Applications of Accounting 2

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    Basic Cost Allocation

    The first two items we will discuss are cost
    objectives and cost pools. Cost objectives are used
    to determine how products or services costs are
    allocated within the company. Going back to our
    previous example of a computer manufacturing
    company, the cost objectives would be the types of
    computers the company produces. For this
    example, we will say the company makes desktop
    and laptop computers.

    Cost pools are the overhead costs to be allocated.
    For example, at our computer manufacturing
    company, some of the cost pools would include the
    cost of depreciation for the factory equipment and
    factory building, management's salaries, and the
    cost of factory utilities. The relationship between
    cost objectives and cost pools can be shown in the
    diagram here:

    Now, we will move to defining an allocation base. Allocation base defines how the costs will be allocated
    between the products and/or services produced. In our example we will allocate these overhead costs (cost
    pools) based on the number of products (cost objectives) produced. So, if we make 100 computers per day in
    total and 60 of those computers are desktops and 40 of those computers are laptops, we would allocate the
    total overhead costs on a 60/40 split based on the number of each type of computer manufactured.

    Activity-Based-Costing (ABC)

    In ABC costing, we are still allocating the costs, but we will be allocating costs on a more specific basis. For
    instance, using our computer manufacturing example again, instead of allocating all of the overhead costs in
    the cost pools simply 60/40 based on the number of computers produced, we are going to break down these
    overhead costs using cost drivers to more accurately allocate costs. Cost drivers are used to identify the
    usage of each overhead item for each product. For example, instead of just grouping the cost of depreciation
    for the equipment and factory into one large category, we are going to break down this amount by specific
    usage for each machine and the factory separately. Therefore, we list the cost of depreciation for Equipment
    A, cost of depreciation for Equipment B, and the cost of depreciation for the factory separately. We are still

    ACC 5301, Management Applications of Accounting 3

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    going to base our allocation or driver on number of machine hours used by each type of product. The reason
    here is that different products may use the different types of equipment a different number of hours.

    Now let's see how all of this compares as we talk about the actual cost to make a desktop or laptop computer.
    In our example, we will assume the cost of depreciation for the equipment and factory is $10,000 in total.
    Using traditional costing, we split that $10,000 60/40 so desktop computers would be allocated $6,000 of
    these costs and laptop computers $4,000 of these costs.

    Just based on these numbers (of course there are additional costs), we could say, as managers, if we sell the
    desktop computers for more than $6,000 and the laptop computers for more than $4,000, we would make a
    profit. We then go ahead and set the selling price for desktops at $6,500 and the laptops at $4,500 each to
    make a profit.

    Now, let's look at using activity-based-costing for this same company. The total cost of depreciation for
    equipment and the factory are the same at $10,000. The difference is in how we split up that total cost by
    activity usage by product rather than just the number of units produced. In this example, the desktops and
    laptops are produced using a different number of machine hours on different equipment; therefore, we are
    allocating costs based on a more accurate cost driver, such as machine usage. As you can see, the total cost
    of deprecation is exactly the same, but the cost allocated to each type of product is different. Therefore, in our
    prior example, if we now sold the laptops for $4,500, we would be losing money on each sale because it costs
    us $4,775. In addition, if we are pricing our desktops at $6,500, then this number may be too high for the
    market since the cost is actually lower. If the price is too high for the market, the computers may not sell at all.
    By more accurately determining the cost for the products and/or services of a company, the more accurate
    selling price can be calculated.

    ACC 5301, Management Applications of Accounting 4

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    As we have just seen in this example, it is important to allocate costs properly to each product and/or service
    within an organization. The next section will look more closely at how these cost drivers are determined for
    various levels of activities within an organization. There are four levels of activity we will be discussing: unit,
    batch, product, and facility levels.

    Unit Level

    Unit level activities directly relate to the product or unit that that is being produced. An example of this for our
    computer manufacturing company, would be the costs of the workers who distribute the raw materials (plastic,
    wires, etc.) needed to make laptop computers to the factory floor so factory workers can assemble the laptop
    computers.

    Batch Level

    Batch level activities would relate to the factory as a whole and not be specific to a particular product, as in
    our unit level example—which only applied to laptop computers. An example of a batch level activity would be
    the cost of labor for the factory worker that sets up Equipment A and B within the factory. In other words,
    these two machines are used to make both laptop and desktop computers. The worker sets up the machines
    that are used for both products.

    Product Level

    Product level relates to costs that benefit the company as a whole—not just one particular product, as with the
    case of unit level. These costs would not include direct labor, as with the case of batch level. An example of
    product level costs would be the salary of the engineer that designs the computers.

    Facility Level

    Facility level relates to the overall operation of the facility as a whole, not a particular product. An example of
    this would be the cost of the salaries for the facility managers.

    Below is a chart that summarizes the different level of activities, the associated costs, and the driver that may
    be used for each level (Jiambalvo, 2020).

    ACC 5301, Management Applications of Accounting 5

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    In addition to obtaining more accurate cost data by applying activities levels and detailed cost drivers, we
    can also assign responsibility more fairly for the costs that we incur making the products and/or providing
    the services of the organization. For example, the laptop division supervisor in the warehouse would have
    the responsibility for unit costs associated with just the laptops, such as the cost of moving the raw materials
    for laptops to the factory floor. Whereas, this same supervisor would not have control over product costs
    such as the hiring of engineers to design new products. That responsibility would fall to the product
    development manager.

    Let's take a look at how the management levels within an organization relate to the activities levels for product
    costing. As you can see, the higher the level of management, the more responsibility they have for costs
    within the organization as a whole.

    ACC 5301, Management Applications of Accounting 6

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    Benefits and Challenges of ABC

    The main benefit of ABC is that it provides more accurate cost allocation data and reporting. The more
    accurate the costs of a product and/or service, the more accurately management can set the selling price. On
    the other side, ABC does have a few challenges. As with any system that contains a lot of detailed reporting,
    there is a cost associated with gathering and processing this data. This process may be time consuming and
    take away from business activities. For example, when looking at tracking setup time per product, it would
    involve that employee logging in the exact time he/she spent on the set up for Equipment A versus the time
    spent on Equipment B. Then this information would have to be logged into the tracking system so that reports
    could be run to add those costs to the proper equipment.

    International Accounting

    Our other topic in this unit looks at some of the rules of accounting. We are going to look at the U.S. rules of
    accounting, the generally accepted accounting principles (GAAP), and the international accounting rules,
    International Financial Reporting Standards (IFRS).

    There is not just one set of required accounting rules all over the world. Each country can select the
    accounting rules for their country, and this was fine when most countries were independent. However, as
    countries traded and invested with one another, it became more difficult to have so many separate
    accounting rules. IFRS was formed to unify accounting standards world-wide. Countries can elect to
    participate in IFRS, and there are currently over 100 countries participating. The United States is not one of
    the countries that has adopted IFRS as its accounting standards but has been working with IFRS to merge
    some of the accounting rules.

    The United States follows GAAP, which is established by the Financial Accounting Standards Board (FASB).
    As noted above, some of the rules are similar between GAAP and IFRS; others are not. Keep in mind,
    establishing one set of accounting standards for all countries is a significant task because there are many
    things to consider. For example, accounting rules are based on a country’s legal, economic, and political
    climates. In countries with very high inflation, the accounting system needs to take into account the current
    value of assets as their worth is constantly changing, and, therefore, these countries need to revalue assets
    (estimate the asset's worth). Yet, here in the United States, we base our asset value on historical costs (the
    value on the bill showing what we paid for an item). Another example of a differing reason for accounting
    standards is any country with an unstable political climate. That climate may lead to fluctuations in the
    economy such as drastically devaluing currency or claiming assets. These are just a few examples of how
    difficult it is to try and adopt one set of accounting standards world-wide and why the United States has been
    slow to adopt international standards.

    Remember, these accounting rules primarily relate to the preparation of financial statements for external
    users. However, this same data is used by managers to make decisions and to prepare the various costing
    reports we have seen so far in this course.

    Conclusion

    In this unit, we have looked in detail at preparing costing reports. These reports break down costs so that they
    can more accurately be allocated to the products and/or services the organization produces. By allocating
    these costs in more detail, we, as managers, can more accurately make business decisions such as setting
    the selling price for products.

    Also, in this unit we discussed both international and U.S. accounting standards. While there are some
    similarities between the two systems, there are also a number of differences.

    Reference

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    ACC 5301, Management Applications of Accounting 7

    UNIT x STUDY GUIDE

    Title

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    Review the International Financial Reporting Standards (IFRS) website to learn more about international
    accounting standards.

    International Financial Reporting Standards Foundation. (n.d.). IFRS home page. Retrieved from

    https://www.ifrs.org/

    Review the Financial Accounting Standards Board (FASB) website to learn more about FASB, the
    organization that sets U.S. accounting standards.

    Financial Accounting Standards Board. (n.d.). FASB home page. https://www.fasb.org/home

    View the following video by accessing the Unit IV Additional Unit Resources folder in the unit.

    The video Precor: Activity-Based Costing will demonstrate how activity-based costing techniques were used
    at Precor.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching the video Precor: Activity-Based Costing in the Suggested Unit Resources, you may want to
    answer the four Unit IV Questions. Note that the "View the Video" link referenced in each question is the
    same Precor: Activity-Based Costing video linked above.

    – 1
    – 2
    – 3

  • [Solved] analyze how individual behavior, personality traits, and interpersonal skills influence organizational culture, decision-making, and performance in a startup environment.

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    Please, analyze how individual behavior, personality traits, and interpersonal skills influence organizational culture, decision-making, and performance in a startup environment. **Pre-Class Preparation:** 1. Read the [**BarkGift case study**](https://onlinecampus.atlantisuniversity.edu/mod/lti/view…

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    Assignment Prompt & Instructions

    Please, analyze how individual behavior, personality traits, and interpersonal skills influence organizational culture, decision-making, and performance in a startup environment.
    **Pre-Class Preparation:**
    1. Read the [**BarkGift case study**](https://onlinecampus.atlantisuniversity.edu/mod/lti/view.php?id=244030) carefully.
    2. Take notes on the founders’ personalities, values, and leadership approaches.
    3. Identify examples of interpersonal dynamics, decision-making challenges, and employee motivation issues.
    **In-Class Group Work (3 or 4 students):**
    – **Step 1.** Individual Factors: Identify at least three personal characteristics (personality traits, values, attitudes) of the founders or key employees that have shaped BarkGift’s culture and decision-making. Link these to OB theories such as the Big Five personality model, Schwartz’s values theory, or attribution theory.
    – **Step 2.** Team Dynamics: Describe how communication styles, trust levels, and conflict management approaches are influencing team performance.
    – **Step 3.** Managerial Skills: Evaluate how the founders’ interpersonal skills have helped or hindered growth. Identify any gaps in skills needed for the next phase of development.
    – **Step 4.** Recommendations: Propose two actions the founders could take to improve people management and organizational effectiveness.
    **Deliverables:**
    – Group Report: 2–3 pages, APA format, summarizing analysis and recommendations.
    \
    120008-PDF-ENG.pdf](https://www.sweetstudy.com/files/120008-pdf-eng-pdf "120008-PDF-ENG.pdf")

  • [Solved] Healthcare Outreach Activities

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    – Discuss one of the public healthcare agencies or organizations in your community and their community outreach efforts. Consider questions such as: How do they reach people? Whom do they partner with? Who funds them? What programs do they provide and whom do they serve? Support your response with a…

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    – Discuss one of the public healthcare agencies or organizations in your community and their community outreach efforts. Consider questions such as: How do they reach people? Whom do they partner with? Who funds them? What programs do they provide and whom do they serve? Support your response with at least 1 reference.
    – Be sure to respond to at least TWO of your classmates’ posts.

  • [Solved] Vaccination Outreach Networks Activity

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    ## **Overview** Public health emergencies require strategic preparedness and rapid response from public health organizations. In next week's assignment, you will prioritize actions to respond to a Monkeypox outbreak. In this activity, you describe the role of a chosen public health agency or organiz…

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    ## **Overview**
    Public health emergencies require strategic preparedness and rapid response from public health organizations. In next week's assignment, you will prioritize actions to respond to a Monkeypox outbreak. In this activity, you describe the role of a chosen public health agency or organization to combat such an outbreak as well as key organizations that will partner with them.
    ## **Preparation**
    – Choose and research a public health care agency/organization located in your state, county, or city that is involved in public vaccination efforts. As you examine your organization, consider the key partners and stakeholders that will aid in the efforts as well as the organization's mission, personnel, and population served.
    – Download the [Week 6 Activity Template [DOCX]](https://canvas.strayer.edu/courses/25771/files/16233666?wrap=1) [Download Week 6 Activity Template [DOCX]](https://canvas.strayer.edu/courses/25771/files/16233666/download?download_frd=1) and use it to complete your work.
    ## **Instructions**
    Identify a public state, county, or city healthcare agency or organization and do the following using the Week 6 Activity Template:
    ### **Part 1: The Organization**
    – Describe the following aspects of your chosen organization/agency as they relate to immunization programs or efforts.
    – Mission.
    – Summary of services.
    – Population served.
    – Role (What contributions does the organization make to local vaccination efforts? How do they work with other organizations to provide this service?)
    – Key organizational leadership staff/positions.
    ### **Part 2: Partner Organizations**
    Describe three partner organizations that are essential to the vaccination drive and outline their respective functional roles and responsibilities associated with it. Some examples are churches, federal agencies, hospitals, Non-governmental organizations, other government agencies, et cetera.

  • [Solved] ACC 5301 V DB R1

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    – ## ManagementApplicationsofAccountingACC5301UnitVDBReply1.docx **## ManagementApplicationsofAccountingACC5301UnitVDBReply1.docx** 2 Management Applications of Accounting ACC 5301 DB V Reply 1 Post 2: Response post to a classmate 250 words in length • Your post should include at least one APA-forma…

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    – ## ManagementApplicationsofAccountingACC5301UnitVDBReply1.docx

    **## ManagementApplicationsofAccountingACC5301UnitVDBReply1.docx**

    2

    Management Applications of Accounting ACC 5301 DB V Reply 1

    Post 2: Response post to a classmate 250 words in length

    •   Your post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    Top of Form

    **Balancing Business Pricing Freedom and Government Regulation**

    I believe there must be a balanced approach between business freedom in price setting and government regulations. Businesses should have the right to establish their own prices based on the cost of materials, labor, manufacturing, and other standard factors driven by basic economic principles. However, problems arise when companies attempt to monopolize a market or engage in price-gouging practices that exploit consumers, which is especially unethical when people are already in vulnerable situations. In those cases, government intervention becomes necessary to protect citizens and enforce fairness.

    For example, after the devastation caused by Hurricane Melissa on the island of Jamaica, food and transportation costs reached unprecedented levels. Rather than being understanding or accommodating, many businesses drastically increased prices while families were struggling and had lost nearly everything. According to Caruso (2023), following nearly every disaster, news articles recount incidents of price gouging in affected communities, people selling essential goods like water, and gas at grossly inflated prices. Moments like this demonstrate why a balance is crucial: companies deserve fair profit, but regulations are necessary to prevent exploitation and ensure ethical pricing, particularly during crises.

    At the same time, it is important to recognize that regulations can sometimes hurt businesses. Strict price controls or reporting requirements can reduce profit margins, increase operational costs, or limit flexibility in responding to market changes. According to EBSCO Research (2021), price regulation impacts profits, and businesses must develop strategies to address these effects, often by reducing or streamlining controllable costs. Overly restrictive regulations may also discourage investment or innovation, making it more difficult for businesses to grow or provide goods and services efficiently, and they can even lead to shortages or the creation of black markets. As stated by EBSCO Research (2021), if a maximum price or price ceiling is established for a good and excess demand results, this unbalanced economic condition may create a shortage. This is why a thoughtful approach is needed, one in which regulations protect consumers without unduly burdening businesses, and companies voluntarily uphold ethical pricing practices to maintain trust and long-term sustainability.

    In conclusion, finding the right balance between business freedom and government regulation is essential. While companies should have the ability to set prices based on economic factors, regulations are necessary to prevent exploitation and ensure fairness, especially during crises. At the same time, policymakers must consider the potential negative effects of regulation on business profitability, innovation, and market stability. Ultimately, a combination of thoughtful government oversight and ethical corporate practices can protect consumers, maintain market trust, and allow businesses to operate sustainably.

    **References**

    Caruso, K. A. (2023). Price gouging, the pandemic, and what comes next.
    _Boston College Law Review, 64_(8), 1798–1857.

    EBSCO Research. (2021).
    _Price regulation_. https://www.ebsco.com/research-starters/business-and-management/price-regulation‌

    Bottom of Form

    **## ManagementApplicationsofAccountingACC5301UnitVDBReply1.docx**

    2

    Management Applications of Accounting ACC 5301 DB V Reply 1

    Post 2: Response post to a classmate 250 words in length

    •   Your post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    Top of Form

    **Balancing Business Pricing Freedom and Government Regulation**

    I believe there must be a balanced approach between business freedom in price setting and government regulations. Businesses should have the right to establish their own prices based on the cost of materials, labor, manufacturing, and other standard factors driven by basic economic principles. However, problems arise when companies attempt to monopolize a market or engage in price-gouging practices that exploit consumers, which is especially unethical when people are already in vulnerable situations. In those cases, government intervention becomes necessary to protect citizens and enforce fairness.

    For example, after the devastation caused by Hurricane Melissa on the island of Jamaica, food and transportation costs reached unprecedented levels. Rather than being understanding or accommodating, many businesses drastically increased prices while families were struggling and had lost nearly everything. According to Caruso (2023), following nearly every disaster, news articles recount incidents of price gouging in affected communities, people selling essential goods like water, and gas at grossly inflated prices. Moments like this demonstrate why a balance is crucial: companies deserve fair profit, but regulations are necessary to prevent exploitation and ensure ethical pricing, particularly during crises.

    At the same time, it is important to recognize that regulations can sometimes hurt businesses. Strict price controls or reporting requirements can reduce profit margins, increase operational costs, or limit flexibility in responding to market changes. According to EBSCO Research (2021), price regulation impacts profits, and businesses must develop strategies to address these effects, often by reducing or streamlining controllable costs. Overly restrictive regulations may also discourage investment or innovation, making it more difficult for businesses to grow or provide goods and services efficiently, and they can even lead to shortages or the creation of black markets. As stated by EBSCO Research (2021), if a maximum price or price ceiling is established for a good and excess demand results, this unbalanced economic condition may create a shortage. This is why a thoughtful approach is needed, one in which regulations protect consumers without unduly burdening businesses, and companies voluntarily uphold ethical pricing practices to maintain trust and long-term sustainability.

    In conclusion, finding the right balance between business freedom and government regulation is essential. While companies should have the ability to set prices based on economic factors, regulations are necessary to prevent exploitation and ensure fairness, especially during crises. At the same time, policymakers must consider the potential negative effects of regulation on business profitability, innovation, and market stability. Ultimately, a combination of thoughtful government oversight and ethical corporate practices can protect consumers, maintain market trust, and allow businesses to operate sustainably.

    **References**

    Caruso, K. A. (2023). Price gouging, the pandemic, and what comes next.
    _Boston College Law Review, 64_(8), 1798–1857.

    EBSCO Research. (2021).
    _Price regulation_. https://www.ebsco.com/research-starters/business-and-management/price-regulation‌

    Bottom of Form

  • [Solved] Business Finance – Management Assignment

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    In-depth study guidance and analytical solution covering Business Finance – Management Assignment.

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    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] Final Corporations- Nonwage issue

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    The paper on nonwage issue in Corporations is based on good quality research, integrating relevant cases and current events where applicable. It must be between 7 to 8 pages (not including cover and reference pages); APA formatted and incorporates at least 8 scholarly and credible references. Please…

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    The paper on nonwage issue in Corporations is based on good quality research, integrating relevant cases and current events where applicable. It must be between 7 to 8 pages (not including cover and reference pages); APA formatted and incorporates at least 8 scholarly and credible references. Please use the 4 sources attached, and also an additional 4 more sources.
    This is the format:
    – Introduction and Overview
    – Topic: Why is topic important and how it is relevant, current research, how businesses are affected
    – Supporting cases, current events: summarized and analyzed
    – Impact on Business
    – Ethical and Biblical principles applicable to the area
    – Implications and Recommendations
    – Conclusion/s
    – Bibliography
    \
    references.pdf](https://www.sweetstudy.com/files/references-pdf-10453861 "references.pdf")

  • [Solved] ACC 5301 Unit V DB

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    Executive Solution Overview

    – ## ManagementApplicationsofAccountingACC5301UnitVDB.docx – ## UnitVStudyGuide.pdf **## ManagementApplicationsofAccountingACC5301UnitVDB.docx** 2 Management Applications of Accounting ACC 5301 DB V Post 1: Initial post addressing the discussion board topic is due by the end of day on Saturday. • Yo…

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    – ## ManagementApplicationsofAccountingACC5301UnitVDB.docx

    – ## UnitVStudyGuide.pdf

    **## ManagementApplicationsofAccountingACC5301UnitVDB.docx**

    2

    Management Applications of Accounting ACC 5301 DB V

    Post 1: Initial post addressing the discussion board topic is due by the end of day on Saturday.

    •   Your initial post should be at least 300 words in length.

    •   Your initial post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    Do you think more regulations and standards are needed for setting product prices, or should all companies be free to charge any prices they want? Why, or why not?

    **## UnitVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    2. Apply accounting concepts to the creation of accounting information and reports.
    2.3 Create accounting reports to make business decisions.
    2.4 Use accounting data to make pricing decisions.

    5. Discuss compliance requirements of accounting information.

    5.2 Identify compliance and regulatory requirements related to product pricing.

    Required Unit Resources

    Chapter 7: The Use of Cost Information in Management Decision Making, pp. 7-1 – 7-18

    Chapter 8: Pricing Decisions, Customer Profitability Analysis, and Activity-Based Pricing, pp. 8-1 – 8-
    13

    Unit Lesson

    Introduction

    Welcome to Unit V. We will be discussing how cost information is used to make business decisions and how
    product pricing decisions are made using various techniques. To begin our discussion, we will look at how
    accounting information is used in making decisions that involve choosing between alternatives such as
    expanding or removing operating locations, purchasing equipment, and more. Then we will expand our
    discussion to look at how prices are set using various accounting techniques.

    Making Business Decisions

    In business, we often have to choose between various options. For example, we may need to determine if we
    should purchase Equipment A or Equipment B, make or buy components, close one of our locations, or
    expand our product line. When making these decisions, we focus on incremental analysis or the difference
    between incremental revenue and incremental expense. This means we look at the difference in revenue
    between two alternatives and the difference in expenses between two alternates to determine which
    alternative would generate the most profit for the company.

    Two Alternatives

    In our first example, we will look at deciding between two alternative pieces of equipment. As you can see,
    each piece of equipment has a different amount of revenue that is generated and different costs associated
    with running that piece of equipment, which means each piece of equipment will generate a different amount
    of profit for the company. By doing this incremental analysis, we see that Equipment B, in this case, will
    generate almost $90,000 more profit for the company than Equipment A.

    UNIT V STUDY GUIDE

    Cost Information and Pricing

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Make or Buy

    Another example of a typical business decision using incremental analysis is to determine if the company
    should purchase a component or make it themselves. This is known as a make-or-buy decision. Let's go back
    to our computer manufacturer example that we have been using in this course. Let's say we want to decide if
    it is better to make the processor components ourselves or to purchase them from an outside vendor. In this
    example, we can see that it is less expensive to make the components than to purchase them. While we may
    be saving money on the materials, labor, variable overhead and some management salaries, the cost to
    purchase the components at the price quoted is too high to offset the savings by $120,000.

    Close a Division

    In our third example, we will look at the decision to drop a product line or close a division. Again, going back
    to our computer manufacturer, let's see what would happen if we decide to drop our laptop division and only
    keep our desktop division. In this example, we are going to say that the laptop division is losing money and
    the initial response would be to close the division. In other words, why keep a division that does not make a
    profit. However, looking more closely at this analysis, if we close the laptop division, the overall net income for
    the company would drop by $4,500 in our incremental analysis. The reason for this is the laptop division is
    offsetting some of the very high fixed costs of the company. Therefore, even though the division as a unit is
    losing money, it is still generating income overall for the company to offset those high fixed costs. At this

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    point, management may need to see how they can increase operating efficiency with the laptop division rather
    than just dropping the division.

    We have spent a great deal of time looking at the numbers when making these important business decisions.
    However, as a manager, there are also qualitative considerations to take into account when making
    decisions. These decisions look at other factors that may affect business such as regular constraints, overall
    economic conditions, and even employee morale. For example, going back to our example to close the laptop
    division of our company, this would mean that employees would lose their jobs. How would this effect the
    desktop division employees? In other words, would their efficiency decline, would there be high turnover as
    employees look for other jobs in fear they too may lose their jobs? The point here is, as managers, you need
    to not only look at the numbers but also consider all of the effects on the company of a business decision.

    Pricing Decisions

    Special Orders

    Looking at the idea of how incremental analysis can be used in pricing decisions, we will look at the concept
    of special orders. This is a common pricing decision companies often make to determine the cost of accepting
    a special order. A special order is when a company accepts an order that is outside of what the business
    normally produces, and that order does not affect the production of its normal products (Jiambalvo, 2020). For
    example, our computer manufacturer is considering accepting a special order for a special price to make
    laptops with additional memory. In order to determine if this special order is worth the additional revenue, the
    computer manufacturer will use an incremental analysis.

    First, the company needs to look at the revenue that would be gained if it produced the special order laptops.
    In this case, the additional revenue would be $1,000,000. Then the company needs to look at the additional
    costs associated with making these
    special order computers. Since the
    computers need additional memory,
    there is an added cost of $500,000 for
    the parts. Then the company needs to
    account for the salaries of the workers
    that will be needed to assemble these
    computers, which would be $390,000.
    Finally, there is additional overhead
    associated with making these special
    order computers of $250,000. Overall,
    once this incremental analysis is
    complete this special order would wind

    (Jiambalvo, 2020)

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

    Title

    up costing the company $140,000. Consequently, the company should reject the special order or renegotiate
    the selling price.

    Another important issue related to product pricing relates to basic economics. For example, as the demand
    for the product increases, the supply on hand will decrease, and this will drive up the price of the product. We
    see this all of the time during the holiday season. The price of a child's toy may be $29.99, but as the demand
    for that toy increases and stores run out of stock (or supply) of the toy, the price of that same toy will increase
    drastically. In other words, you may find it online for $150.00 when its original selling price was much less.
    This is the effect of a limited supply and a high demand.

    Knowing the demand for a product is often difficult for managers. In our previous example, the company
    was out of stock (or supply), driving up the price; however, it may go the other way, and that same $29.99
    toy that managers thought was going to be a big seller winds up not selling at all, and they are overstocked
    in inventory. This would mean that in order to sell the toy, they would need to lower the price to $19.99. In
    this example, the supply (or stock) was greater than the demand, so the price needs to be lowered to sell
    the product.

    Cost-Plus Pricing

    Due to the uncertainty related to pricing, many companies use cost-plus pricing. In other words, companies
    start with an estimate of the product's cost and then add on a reasonable amount of profit. For example, if it
    costs the company $1,000 to make a computer, then the company marks it up 30% to sell it for $1,300. This
    seems like a good way to ensure costs are covered and the company makes a reasonable profit. The
    challenge is to determine what the appropriate amount of markup is for the product. If it is too high of a
    markup, no one will buy the product; too low, the company estimates may have been incorrect, and selling
    price may not cover the actual cost (Jiambalvo, 2019).

    Target Costing

    Target costing is an overall way used to determine the product features, price, cost, and design that will
    provide the company with the most profit. In this costing method, the company looks first at the selling price of
    the product based on its features and then subtracts out the profit needed on that product to arrive at the
    target cost for the product (Jiambalvo, 2019). Again, looking at our computer manufacturing company, let's
    say the engineers develop a new computer with unique
    features that should sell for $3,500. Then the company
    calculates the profit it wants to make on this new product.
    This leaves a target cost for the new product that the
    company needs to meet. In other words, using this example,
    the cost to make the new product needs to be $2,450.

    Activity-Based Pricing

    In activity-based pricing, customers are given separate prices for
    additional services that accompany the product. Using our
    computer manufacturing company, customers would be charged
    a per-item fee for each additional service associated with the
    sale of the computer. As an example, customers may be
    charged an ordering or packing fee.

    Conclusion

    In this unit, we have looked at making common business decisions using accounting data. For example, we
    looked at deciding between two products, deciding if it is more cost effective to make or buy a product, and
    deciding if a company should close a division. In addition to looking at how accounting data is used to make
    common business decisions, we also looked at pricing decisions. Some of these decisions included accepting
    special orders, cost-plus pricing, target costing, and activity-based pricing.

    Reference

    (Jiambalvo, 2020)

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    Suggested Unit Resources

    View the following videos by accessing the Unit V Additional Unit Resources folder in the unit.

    The video Method: Incremental Analysis will discuss how managers make decisions looking at cost data.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    The video Zappos: Pricing will discuss pricing practices within a company.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching both videos in the Suggested Unit Resources, you may want to view the Chapter 7 Flash
    Cards and the Chapter 8 Flash Cards found in the Additional Unit Resources folder to reinforce the material
    presented in this unit.

    **## UnitVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    2. Apply accounting concepts to the creation of accounting information and reports.
    2.3 Create accounting reports to make business decisions.
    2.4 Use accounting data to make pricing decisions.

    5. Discuss compliance requirements of accounting information.

    5.2 Identify compliance and regulatory requirements related to product pricing.

    Required Unit Resources

    Chapter 7: The Use of Cost Information in Management Decision Making, pp. 7-1 – 7-18

    Chapter 8: Pricing Decisions, Customer Profitability Analysis, and Activity-Based Pricing, pp. 8-1 – 8-
    13

    Unit Lesson

    Introduction

    Welcome to Unit V. We will be discussing how cost information is used to make business decisions and how
    product pricing decisions are made using various techniques. To begin our discussion, we will look at how
    accounting information is used in making decisions that involve choosing between alternatives such as
    expanding or removing operating locations, purchasing equipment, and more. Then we will expand our
    discussion to look at how prices are set using various accounting techniques.

    Making Business Decisions

    In business, we often have to choose between various options. For example, we may need to determine if we
    should purchase Equipment A or Equipment B, make or buy components, close one of our locations, or
    expand our product line. When making these decisions, we focus on incremental analysis or the difference
    between incremental revenue and incremental expense. This means we look at the difference in revenue
    between two alternatives and the difference in expenses between two alternates to determine which
    alternative would generate the most profit for the company.

    Two Alternatives

    In our first example, we will look at deciding between two alternative pieces of equipment. As you can see,
    each piece of equipment has a different amount of revenue that is generated and different costs associated
    with running that piece of equipment, which means each piece of equipment will generate a different amount
    of profit for the company. By doing this incremental analysis, we see that Equipment B, in this case, will
    generate almost $90,000 more profit for the company than Equipment A.

    UNIT V STUDY GUIDE

    Cost Information and Pricing

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Make or Buy

    Another example of a typical business decision using incremental analysis is to determine if the company
    should purchase a component or make it themselves. This is known as a make-or-buy decision. Let's go back
    to our computer manufacturer example that we have been using in this course. Let's say we want to decide if
    it is better to make the processor components ourselves or to purchase them from an outside vendor. In this
    example, we can see that it is less expensive to make the components than to purchase them. While we may
    be saving money on the materials, labor, variable overhead and some management salaries, the cost to
    purchase the components at the price quoted is too high to offset the savings by $120,000.

    Close a Division

    In our third example, we will look at the decision to drop a product line or close a division. Again, going back
    to our computer manufacturer, let's see what would happen if we decide to drop our laptop division and only
    keep our desktop division. In this example, we are going to say that the laptop division is losing money and
    the initial response would be to close the division. In other words, why keep a division that does not make a
    profit. However, looking more closely at this analysis, if we close the laptop division, the overall net income for
    the company would drop by $4,500 in our incremental analysis. The reason for this is the laptop division is
    offsetting some of the very high fixed costs of the company. Therefore, even though the division as a unit is
    losing money, it is still generating income overall for the company to offset those high fixed costs. At this

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    point, management may need to see how they can increase operating efficiency with the laptop division rather
    than just dropping the division.

    We have spent a great deal of time looking at the numbers when making these important business decisions.
    However, as a manager, there are also qualitative considerations to take into account when making
    decisions. These decisions look at other factors that may affect business such as regular constraints, overall
    economic conditions, and even employee morale. For example, going back to our example to close the laptop
    division of our company, this would mean that employees would lose their jobs. How would this effect the
    desktop division employees? In other words, would their efficiency decline, would there be high turnover as
    employees look for other jobs in fear they too may lose their jobs? The point here is, as managers, you need
    to not only look at the numbers but also consider all of the effects on the company of a business decision.

    Pricing Decisions

    Special Orders

    Looking at the idea of how incremental analysis can be used in pricing decisions, we will look at the concept
    of special orders. This is a common pricing decision companies often make to determine the cost of accepting
    a special order. A special order is when a company accepts an order that is outside of what the business
    normally produces, and that order does not affect the production of its normal products (Jiambalvo, 2020). For
    example, our computer manufacturer is considering accepting a special order for a special price to make
    laptops with additional memory. In order to determine if this special order is worth the additional revenue, the
    computer manufacturer will use an incremental analysis.

    First, the company needs to look at the revenue that would be gained if it produced the special order laptops.
    In this case, the additional revenue would be $1,000,000. Then the company needs to look at the additional
    costs associated with making these
    special order computers. Since the
    computers need additional memory,
    there is an added cost of $500,000 for
    the parts. Then the company needs to
    account for the salaries of the workers
    that will be needed to assemble these
    computers, which would be $390,000.
    Finally, there is additional overhead
    associated with making these special
    order computers of $250,000. Overall,
    once this incremental analysis is
    complete this special order would wind

    (Jiambalvo, 2020)

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

    Title

    up costing the company $140,000. Consequently, the company should reject the special order or renegotiate
    the selling price.

    Another important issue related to product pricing relates to basic economics. For example, as the demand
    for the product increases, the supply on hand will decrease, and this will drive up the price of the product. We
    see this all of the time during the holiday season. The price of a child's toy may be $29.99, but as the demand
    for that toy increases and stores run out of stock (or supply) of the toy, the price of that same toy will increase
    drastically. In other words, you may find it online for $150.00 when its original selling price was much less.
    This is the effect of a limited supply and a high demand.

    Knowing the demand for a product is often difficult for managers. In our previous example, the company
    was out of stock (or supply), driving up the price; however, it may go the other way, and that same $29.99
    toy that managers thought was going to be a big seller winds up not selling at all, and they are overstocked
    in inventory. This would mean that in order to sell the toy, they would need to lower the price to $19.99. In
    this example, the supply (or stock) was greater than the demand, so the price needs to be lowered to sell
    the product.

    Cost-Plus Pricing

    Due to the uncertainty related to pricing, many companies use cost-plus pricing. In other words, companies
    start with an estimate of the product's cost and then add on a reasonable amount of profit. For example, if it
    costs the company $1,000 to make a computer, then the company marks it up 30% to sell it for $1,300. This
    seems like a good way to ensure costs are covered and the company makes a reasonable profit. The
    challenge is to determine what the appropriate amount of markup is for the product. If it is too high of a
    markup, no one will buy the product; too low, the company estimates may have been incorrect, and selling
    price may not cover the actual cost (Jiambalvo, 2019).

    Target Costing

    Target costing is an overall way used to determine the product features, price, cost, and design that will
    provide the company with the most profit. In this costing method, the company looks first at the selling price of
    the product based on its features and then subtracts out the profit needed on that product to arrive at the
    target cost for the product (Jiambalvo, 2019). Again, looking at our computer manufacturing company, let's
    say the engineers develop a new computer with unique
    features that should sell for $3,500. Then the company
    calculates the profit it wants to make on this new product.
    This leaves a target cost for the new product that the
    company needs to meet. In other words, using this example,
    the cost to make the new product needs to be $2,450.

    Activity-Based Pricing

    In activity-based pricing, customers are given separate prices for
    additional services that accompany the product. Using our
    computer manufacturing company, customers would be charged
    a per-item fee for each additional service associated with the
    sale of the computer. As an example, customers may be
    charged an ordering or packing fee.

    Conclusion

    In this unit, we have looked at making common business decisions using accounting data. For example, we
    looked at deciding between two products, deciding if it is more cost effective to make or buy a product, and
    deciding if a company should close a division. In addition to looking at how accounting data is used to make
    common business decisions, we also looked at pricing decisions. Some of these decisions included accepting
    special orders, cost-plus pricing, target costing, and activity-based pricing.

    Reference

    (Jiambalvo, 2020)

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    Suggested Unit Resources

    View the following videos by accessing the Unit V Additional Unit Resources folder in the unit.

    The video Method: Incremental Analysis will discuss how managers make decisions looking at cost data.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    The video Zappos: Pricing will discuss pricing practices within a company.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching both videos in the Suggested Unit Resources, you may want to view the Chapter 7 Flash
    Cards and the Chapter 8 Flash Cards found in the Additional Unit Resources folder to reinforce the material
    presented in this unit.

    **## ManagementApplicationsofAccountingACC5301UnitVDB.docx**

    2

    Management Applications of Accounting ACC 5301 DB V

    Post 1: Initial post addressing the discussion board topic is due by the end of day on Saturday.

    •   Your initial post should be at least 300 words in length.

    •   Your initial post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    Do you think more regulations and standards are needed for setting product prices, or should all companies be free to charge any prices they want? Why, or why not?

    **## UnitVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    2. Apply accounting concepts to the creation of accounting information and reports.
    2.3 Create accounting reports to make business decisions.
    2.4 Use accounting data to make pricing decisions.

    5. Discuss compliance requirements of accounting information.

    5.2 Identify compliance and regulatory requirements related to product pricing.

    Required Unit Resources

    Chapter 7: The Use of Cost Information in Management Decision Making, pp. 7-1 – 7-18

    Chapter 8: Pricing Decisions, Customer Profitability Analysis, and Activity-Based Pricing, pp. 8-1 – 8-
    13

    Unit Lesson

    Introduction

    Welcome to Unit V. We will be discussing how cost information is used to make business decisions and how
    product pricing decisions are made using various techniques. To begin our discussion, we will look at how
    accounting information is used in making decisions that involve choosing between alternatives such as
    expanding or removing operating locations, purchasing equipment, and more. Then we will expand our
    discussion to look at how prices are set using various accounting techniques.

    Making Business Decisions

    In business, we often have to choose between various options. For example, we may need to determine if we
    should purchase Equipment A or Equipment B, make or buy components, close one of our locations, or
    expand our product line. When making these decisions, we focus on incremental analysis or the difference
    between incremental revenue and incremental expense. This means we look at the difference in revenue
    between two alternatives and the difference in expenses between two alternates to determine which
    alternative would generate the most profit for the company.

    Two Alternatives

    In our first example, we will look at deciding between two alternative pieces of equipment. As you can see,
    each piece of equipment has a different amount of revenue that is generated and different costs associated
    with running that piece of equipment, which means each piece of equipment will generate a different amount
    of profit for the company. By doing this incremental analysis, we see that Equipment B, in this case, will
    generate almost $90,000 more profit for the company than Equipment A.

    UNIT V STUDY GUIDE

    Cost Information and Pricing

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Make or Buy

    Another example of a typical business decision using incremental analysis is to determine if the company
    should purchase a component or make it themselves. This is known as a make-or-buy decision. Let's go back
    to our computer manufacturer example that we have been using in this course. Let's say we want to decide if
    it is better to make the processor components ourselves or to purchase them from an outside vendor. In this
    example, we can see that it is less expensive to make the components than to purchase them. While we may
    be saving money on the materials, labor, variable overhead and some management salaries, the cost to
    purchase the components at the price quoted is too high to offset the savings by $120,000.

    Close a Division

    In our third example, we will look at the decision to drop a product line or close a division. Again, going back
    to our computer manufacturer, let's see what would happen if we decide to drop our laptop division and only
    keep our desktop division. In this example, we are going to say that the laptop division is losing money and
    the initial response would be to close the division. In other words, why keep a division that does not make a
    profit. However, looking more closely at this analysis, if we close the laptop division, the overall net income for
    the company would drop by $4,500 in our incremental analysis. The reason for this is the laptop division is
    offsetting some of the very high fixed costs of the company. Therefore, even though the division as a unit is
    losing money, it is still generating income overall for the company to offset those high fixed costs. At this

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    point, management may need to see how they can increase operating efficiency with the laptop division rather
    than just dropping the division.

    We have spent a great deal of time looking at the numbers when making these important business decisions.
    However, as a manager, there are also qualitative considerations to take into account when making
    decisions. These decisions look at other factors that may affect business such as regular constraints, overall
    economic conditions, and even employee morale. For example, going back to our example to close the laptop
    division of our company, this would mean that employees would lose their jobs. How would this effect the
    desktop division employees? In other words, would their efficiency decline, would there be high turnover as
    employees look for other jobs in fear they too may lose their jobs? The point here is, as managers, you need
    to not only look at the numbers but also consider all of the effects on the company of a business decision.

    Pricing Decisions

    Special Orders

    Looking at the idea of how incremental analysis can be used in pricing decisions, we will look at the concept
    of special orders. This is a common pricing decision companies often make to determine the cost of accepting
    a special order. A special order is when a company accepts an order that is outside of what the business
    normally produces, and that order does not affect the production of its normal products (Jiambalvo, 2020). For
    example, our computer manufacturer is considering accepting a special order for a special price to make
    laptops with additional memory. In order to determine if this special order is worth the additional revenue, the
    computer manufacturer will use an incremental analysis.

    First, the company needs to look at the revenue that would be gained if it produced the special order laptops.
    In this case, the additional revenue would be $1,000,000. Then the company needs to look at the additional
    costs associated with making these
    special order computers. Since the
    computers need additional memory,
    there is an added cost of $500,000 for
    the parts. Then the company needs to
    account for the salaries of the workers
    that will be needed to assemble these
    computers, which would be $390,000.
    Finally, there is additional overhead
    associated with making these special
    order computers of $250,000. Overall,
    once this incremental analysis is
    complete this special order would wind

    (Jiambalvo, 2020)

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

    Title

    up costing the company $140,000. Consequently, the company should reject the special order or renegotiate
    the selling price.

    Another important issue related to product pricing relates to basic economics. For example, as the demand
    for the product increases, the supply on hand will decrease, and this will drive up the price of the product. We
    see this all of the time during the holiday season. The price of a child's toy may be $29.99, but as the demand
    for that toy increases and stores run out of stock (or supply) of the toy, the price of that same toy will increase
    drastically. In other words, you may find it online for $150.00 when its original selling price was much less.
    This is the effect of a limited supply and a high demand.

    Knowing the demand for a product is often difficult for managers. In our previous example, the company
    was out of stock (or supply), driving up the price; however, it may go the other way, and that same $29.99
    toy that managers thought was going to be a big seller winds up not selling at all, and they are overstocked
    in inventory. This would mean that in order to sell the toy, they would need to lower the price to $19.99. In
    this example, the supply (or stock) was greater than the demand, so the price needs to be lowered to sell
    the product.

    Cost-Plus Pricing

    Due to the uncertainty related to pricing, many companies use cost-plus pricing. In other words, companies
    start with an estimate of the product's cost and then add on a reasonable amount of profit. For example, if it
    costs the company $1,000 to make a computer, then the company marks it up 30% to sell it for $1,300. This
    seems like a good way to ensure costs are covered and the company makes a reasonable profit. The
    challenge is to determine what the appropriate amount of markup is for the product. If it is too high of a
    markup, no one will buy the product; too low, the company estimates may have been incorrect, and selling
    price may not cover the actual cost (Jiambalvo, 2019).

    Target Costing

    Target costing is an overall way used to determine the product features, price, cost, and design that will
    provide the company with the most profit. In this costing method, the company looks first at the selling price of
    the product based on its features and then subtracts out the profit needed on that product to arrive at the
    target cost for the product (Jiambalvo, 2019). Again, looking at our computer manufacturing company, let's
    say the engineers develop a new computer with unique
    features that should sell for $3,500. Then the company
    calculates the profit it wants to make on this new product.
    This leaves a target cost for the new product that the
    company needs to meet. In other words, using this example,
    the cost to make the new product needs to be $2,450.

    Activity-Based Pricing

    In activity-based pricing, customers are given separate prices for
    additional services that accompany the product. Using our
    computer manufacturing company, customers would be charged
    a per-item fee for each additional service associated with the
    sale of the computer. As an example, customers may be
    charged an ordering or packing fee.

    Conclusion

    In this unit, we have looked at making common business decisions using accounting data. For example, we
    looked at deciding between two products, deciding if it is more cost effective to make or buy a product, and
    deciding if a company should close a division. In addition to looking at how accounting data is used to make
    common business decisions, we also looked at pricing decisions. Some of these decisions included accepting
    special orders, cost-plus pricing, target costing, and activity-based pricing.

    Reference

    (Jiambalvo, 2020)

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    Suggested Unit Resources

    View the following videos by accessing the Unit V Additional Unit Resources folder in the unit.

    The video Method: Incremental Analysis will discuss how managers make decisions looking at cost data.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    The video Zappos: Pricing will discuss pricing practices within a company.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching both videos in the Suggested Unit Resources, you may want to view the Chapter 7 Flash
    Cards and the Chapter 8 Flash Cards found in the Additional Unit Resources folder to reinforce the material
    presented in this unit.

    **## ManagementApplicationsofAccountingACC5301UnitVDB.docx**

    2

    Management Applications of Accounting ACC 5301 DB V

    Post 1: Initial post addressing the discussion board topic is due by the end of day on Saturday.

    •   Your initial post should be at least 300 words in length.

    •   Your initial post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    Do you think more regulations and standards are needed for setting product prices, or should all companies be free to charge any prices they want? Why, or why not?

    **## UnitVStudyGuide.pdf**

    ACC 5301, Management Applications of Accounting 1

    Course Learning Outcomes for Unit V

    Upon completion of this unit, students should be able to:

    2. Apply accounting concepts to the creation of accounting information and reports.
    2.3 Create accounting reports to make business decisions.
    2.4 Use accounting data to make pricing decisions.

    5. Discuss compliance requirements of accounting information.

    5.2 Identify compliance and regulatory requirements related to product pricing.

    Required Unit Resources

    Chapter 7: The Use of Cost Information in Management Decision Making, pp. 7-1 – 7-18

    Chapter 8: Pricing Decisions, Customer Profitability Analysis, and Activity-Based Pricing, pp. 8-1 – 8-
    13

    Unit Lesson

    Introduction

    Welcome to Unit V. We will be discussing how cost information is used to make business decisions and how
    product pricing decisions are made using various techniques. To begin our discussion, we will look at how
    accounting information is used in making decisions that involve choosing between alternatives such as
    expanding or removing operating locations, purchasing equipment, and more. Then we will expand our
    discussion to look at how prices are set using various accounting techniques.

    Making Business Decisions

    In business, we often have to choose between various options. For example, we may need to determine if we
    should purchase Equipment A or Equipment B, make or buy components, close one of our locations, or
    expand our product line. When making these decisions, we focus on incremental analysis or the difference
    between incremental revenue and incremental expense. This means we look at the difference in revenue
    between two alternatives and the difference in expenses between two alternates to determine which
    alternative would generate the most profit for the company.

    Two Alternatives

    In our first example, we will look at deciding between two alternative pieces of equipment. As you can see,
    each piece of equipment has a different amount of revenue that is generated and different costs associated
    with running that piece of equipment, which means each piece of equipment will generate a different amount
    of profit for the company. By doing this incremental analysis, we see that Equipment B, in this case, will
    generate almost $90,000 more profit for the company than Equipment A.

    UNIT V STUDY GUIDE

    Cost Information and Pricing

    ACC 5301, Management Applications of Accounting 2

    UNIT x STUDY GUIDE

    Title

    Make or Buy

    Another example of a typical business decision using incremental analysis is to determine if the company
    should purchase a component or make it themselves. This is known as a make-or-buy decision. Let's go back
    to our computer manufacturer example that we have been using in this course. Let's say we want to decide if
    it is better to make the processor components ourselves or to purchase them from an outside vendor. In this
    example, we can see that it is less expensive to make the components than to purchase them. While we may
    be saving money on the materials, labor, variable overhead and some management salaries, the cost to
    purchase the components at the price quoted is too high to offset the savings by $120,000.

    Close a Division

    In our third example, we will look at the decision to drop a product line or close a division. Again, going back
    to our computer manufacturer, let's see what would happen if we decide to drop our laptop division and only
    keep our desktop division. In this example, we are going to say that the laptop division is losing money and
    the initial response would be to close the division. In other words, why keep a division that does not make a
    profit. However, looking more closely at this analysis, if we close the laptop division, the overall net income for
    the company would drop by $4,500 in our incremental analysis. The reason for this is the laptop division is
    offsetting some of the very high fixed costs of the company. Therefore, even though the division as a unit is
    losing money, it is still generating income overall for the company to offset those high fixed costs. At this

    ACC 5301, Management Applications of Accounting 3

    UNIT x STUDY GUIDE

    Title

    point, management may need to see how they can increase operating efficiency with the laptop division rather
    than just dropping the division.

    We have spent a great deal of time looking at the numbers when making these important business decisions.
    However, as a manager, there are also qualitative considerations to take into account when making
    decisions. These decisions look at other factors that may affect business such as regular constraints, overall
    economic conditions, and even employee morale. For example, going back to our example to close the laptop
    division of our company, this would mean that employees would lose their jobs. How would this effect the
    desktop division employees? In other words, would their efficiency decline, would there be high turnover as
    employees look for other jobs in fear they too may lose their jobs? The point here is, as managers, you need
    to not only look at the numbers but also consider all of the effects on the company of a business decision.

    Pricing Decisions

    Special Orders

    Looking at the idea of how incremental analysis can be used in pricing decisions, we will look at the concept
    of special orders. This is a common pricing decision companies often make to determine the cost of accepting
    a special order. A special order is when a company accepts an order that is outside of what the business
    normally produces, and that order does not affect the production of its normal products (Jiambalvo, 2020). For
    example, our computer manufacturer is considering accepting a special order for a special price to make
    laptops with additional memory. In order to determine if this special order is worth the additional revenue, the
    computer manufacturer will use an incremental analysis.

    First, the company needs to look at the revenue that would be gained if it produced the special order laptops.
    In this case, the additional revenue would be $1,000,000. Then the company needs to look at the additional
    costs associated with making these
    special order computers. Since the
    computers need additional memory,
    there is an added cost of $500,000 for
    the parts. Then the company needs to
    account for the salaries of the workers
    that will be needed to assemble these
    computers, which would be $390,000.
    Finally, there is additional overhead
    associated with making these special
    order computers of $250,000. Overall,
    once this incremental analysis is
    complete this special order would wind

    (Jiambalvo, 2020)

    ACC 5301, Management Applications of Accounting 4

    UNIT x STUDY GUIDE

    Title

    up costing the company $140,000. Consequently, the company should reject the special order or renegotiate
    the selling price.

    Another important issue related to product pricing relates to basic economics. For example, as the demand
    for the product increases, the supply on hand will decrease, and this will drive up the price of the product. We
    see this all of the time during the holiday season. The price of a child's toy may be $29.99, but as the demand
    for that toy increases and stores run out of stock (or supply) of the toy, the price of that same toy will increase
    drastically. In other words, you may find it online for $150.00 when its original selling price was much less.
    This is the effect of a limited supply and a high demand.

    Knowing the demand for a product is often difficult for managers. In our previous example, the company
    was out of stock (or supply), driving up the price; however, it may go the other way, and that same $29.99
    toy that managers thought was going to be a big seller winds up not selling at all, and they are overstocked
    in inventory. This would mean that in order to sell the toy, they would need to lower the price to $19.99. In
    this example, the supply (or stock) was greater than the demand, so the price needs to be lowered to sell
    the product.

    Cost-Plus Pricing

    Due to the uncertainty related to pricing, many companies use cost-plus pricing. In other words, companies
    start with an estimate of the product's cost and then add on a reasonable amount of profit. For example, if it
    costs the company $1,000 to make a computer, then the company marks it up 30% to sell it for $1,300. This
    seems like a good way to ensure costs are covered and the company makes a reasonable profit. The
    challenge is to determine what the appropriate amount of markup is for the product. If it is too high of a
    markup, no one will buy the product; too low, the company estimates may have been incorrect, and selling
    price may not cover the actual cost (Jiambalvo, 2019).

    Target Costing

    Target costing is an overall way used to determine the product features, price, cost, and design that will
    provide the company with the most profit. In this costing method, the company looks first at the selling price of
    the product based on its features and then subtracts out the profit needed on that product to arrive at the
    target cost for the product (Jiambalvo, 2019). Again, looking at our computer manufacturing company, let's
    say the engineers develop a new computer with unique
    features that should sell for $3,500. Then the company
    calculates the profit it wants to make on this new product.
    This leaves a target cost for the new product that the
    company needs to meet. In other words, using this example,
    the cost to make the new product needs to be $2,450.

    Activity-Based Pricing

    In activity-based pricing, customers are given separate prices for
    additional services that accompany the product. Using our
    computer manufacturing company, customers would be charged
    a per-item fee for each additional service associated with the
    sale of the computer. As an example, customers may be
    charged an ordering or packing fee.

    Conclusion

    In this unit, we have looked at making common business decisions using accounting data. For example, we
    looked at deciding between two products, deciding if it is more cost effective to make or buy a product, and
    deciding if a company should close a division. In addition to looking at how accounting data is used to make
    common business decisions, we also looked at pricing decisions. Some of these decisions included accepting
    special orders, cost-plus pricing, target costing, and activity-based pricing.

    Reference

    (Jiambalvo, 2020)

    ACC 5301, Management Applications of Accounting 5

    UNIT x STUDY GUIDE

    Title

    Jiambalvo, J. (2020). Managerial accounting (7th ed.). Wiley.

    https://bookshelf.vitalsource.com/#/books/9781119577706

    Suggested Unit Resources

    View the following videos by accessing the Unit V Additional Unit Resources folder in the unit.

    The video Method: Incremental Analysis will discuss how managers make decisions looking at cost data.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    The video Zappos: Pricing will discuss pricing practices within a company.

    You can access a transcript for this video by hovering over the PDF button at the bottom of the video and
    then clicking on the word “Transcript.” Alternatively, you can click on the “cc” button at the bottom of the video
    to turn on closed captions.

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    After watching both videos in the Suggested Unit Resources, you may want to view the Chapter 7 Flash
    Cards and the Chapter 8 Flash Cards found in the Additional Unit Resources folder to reinforce the material
    presented in this unit.

    – 1
    – 2