Question 1

Management accounting is now seen as a useful vehicle by which to implement economic theory and social and environmental change.

Accepted Answer

A) True 
 B)False

Question 2

Strategic management accounting is essentially theoretical in nature.

Accepted Answer

A) True 
 B)False

Question 3

The 'lean' accounting principle is:

Accepted Answer

A)  cost volume profit 
B)  capital budgeting 
C)  just in time inventory management 
D)  all are lean accounting principles 
A)  cost volume profit 
B)  capital budgeting 
C)  just in time inventory management 
D)  all are lean accounting principles

Question 4

Strategy can be viewed at which level?

Accepted Answer

A)  Business unit level 
B)  Task level 
C)  Corporate level 
D)  both a and b 
A)  Business unit level 
B)  Task level 
C)  Corporate level 
D)  both a and b

Question 5

Prior to the 1980's accounting for internal control did not have a strategic component.

Accepted Answer

A) True 
 B)False

Question 6

Rather than having a backward focus strategic management accounting looks to the future.

Accepted Answer

A) True 
 B)False

Question 7

'The Forgotten Garden' by Kate Morton, was published in 2008.

Accepted Answer

A) True 
 B)False

Question 8

The value-based management (VBM) technique takes a holistic approach to the management of an organisation and focuses on the underlying 'drivers' of value.

Accepted Answer

A) True 
 B)False

Question 9

Managers consider a few general strategy types in their decision making processes, including: I$\quad $Cost leadership
II$\quad $Product differentiatior
III$\quad $Target costing

Accepted Answer

A)  II and III only 
B)  I and III only 
C)  I and II only 
D)  I, II, and III 
A)  II and III only 
B)  I and III only 
C)  I and II only 
D)  I, II, and III

Question 10

Contemporary management accounting topics include all of these, except:

Accepted Answer

A)  sustainable accounting 
B)  central planning versus an unplanned economy 
C)  risk management control 
D)  none of the above, i.e. all of these topics are covered by contemporary management accounting 
A)  sustainable accounting 
B)  central planning versus an unplanned economy 
C)  risk management control 
D)  none of the above, i.e. all of these topics are covered by contemporary management accounting

Question 11

Ferdinand's 'flattners' involve accelerating the connecting of the unconnected.

Accepted Answer

A) True 
 B)False

Question 12

The statement that is incorrect concerning the 'StratEx' (strategic expenditure) component under the Kaplan and Norton's framework, is:

Accepted Answer

A)  This type of expenditure should have its own line in the income statement. 
B)  This type of expenditure is generally given priority by the firm above more routine types of expenditure 
C)  This type of expenditure generally involves investment assets that require a different form of analysis to tangible assets, 
D)  This type of expenditure does not always have a simple causal relationship with sales and operating levels 
E) g. research and development, training. 
A)  This type of expenditure should have its own line in the income statement. 
B)  This type of expenditure is generally given priority by the firm above more routine types of expenditure 
C)  This type of expenditure generally involves investment assets that require a different form of analysis to tangible assets, 
D)  This type of expenditure does not always have a simple causal relationship with sales and operating levels 
E) g. research and development, training.

Question 13

Overproduction is a non-value added activity.

Accepted Answer

A) True 
 B)False

Question 14

'Control' in the text, is commonly used as a short-form term for managerial control and/or managerial control system tools.

Accepted Answer

A) True 
 B)False

Question 15

The person(s) most closely associated with the 'levers of control framework' that has informed study in the area of management accounting and control is:

Accepted Answer

A)  Simons 
B)  Kaplan and Norton 
C)  Otley 
D)  Ittner and Larcker 
A)  Simons 
B)  Kaplan and Norton 
C)  Otley 
D)  Ittner and Larcker

Management accounting is now seen as a useful vehicle by which to implement economic theory and social and environmental change.

Strategic management accounting is essentially theoretical in nature.

The 'lean' accounting principle is:

Strategy can be viewed at which level?

Prior to the 1980's accounting for internal control did not have a strategic component.

Rather than having a backward focus strategic management accounting looks to the future.

'The Forgotten Garden' by Kate Morton, was published in 2008.

The value-based management (VBM) technique takes a holistic approach to the management of an organisation and focuses on the underlying 'drivers' of value.

Managers consider a few general strategy types in their decision making processes, including: I $\quad$ Cost leadership II $\quad$ Product differentiatior III $\quad$ Target costing

Contemporary management accounting topics include all of these, except:

Ferdinand's 'flattners' involve accelerating the connecting of the unconnected.

The statement that is incorrect concerning the 'StratEx' (strategic expenditure) component under the Kaplan and Norton's framework, is:

Overproduction is a non-value added activity.

'Control' in the text, is commonly used as a short-form term for managerial control and/or managerial control system tools.

The person(s) most closely associated with the 'levers of control framework' that has informed study in the area of management accounting and control is:

The Role of Accounting Information in Management Decision Making

Cost Concepts, Behaviour and Estimation

A Costing Framework and Cost Allocation

Costvolumeprofit Cvp Analysis

Planning Budgeting and Behaviour

Operational Budgets

Job and Process Costing Systems

Flexible Budgets, Standard Costs and Variance Analysis

Variance Analysis: Revenue and Cost

Activity Analysis: Costing and Management

Relevant Costs for Decision Making

Capital Budgeting and Strategic Investment Decisions

The Strategic Management of Costs and Revenues

Strategic Management Control: a Lean Perspective

Responsibility Accounting, Performance Evaluation and Transfer Pricing

The Balanced Scorecard and Strategy Maps

Rewards, Incentives and Risk Management

Sustainability Management Accounting

Filters

Exam 12: Strategy and Control

Management accounting is now seen as a useful vehicle by which to implement economic theory and social and environmental change.

Strategic management accounting is essentially theoretical in nature.

The 'lean' accounting principle is:

Strategy can be viewed at which level?

Prior to the 1980's accounting for internal control did not have a strategic component.

Rather than having a backward focus strategic management accounting looks to the future.

'The Forgotten Garden' by Kate Morton, was published in 2008.

The value-based management (VBM) technique takes a holistic approach to the management of an organisation and focuses on the underlying 'drivers' of value.

Managers consider a few general strategy types in their decision making processes, including: I \quad Cost leadership II \quad Product differentiatior III \quad Target costing

Contemporary management accounting topics include all of these, except:

Ferdinand's 'flattners' involve accelerating the connecting of the unconnected.

The statement that is incorrect concerning the 'StratEx' (strategic expenditure) component under the Kaplan and Norton's framework, is:

Overproduction is a non-value added activity.

'Control' in the text, is commonly used as a short-form term for managerial control and/or managerial control system tools.

The person(s) most closely associated with the 'levers of control framework' that has informed study in the area of management accounting and control is:

The Role of Accounting Information in Management Decision Making

Cost Concepts, Behaviour and Estimation

A Costing Framework and Cost Allocation

Costvolumeprofit Cvp Analysis

Planning Budgeting and Behaviour

Operational Budgets

Job and Process Costing Systems

Flexible Budgets, Standard Costs and Variance Analysis

Variance Analysis: Revenue and Cost

Activity Analysis: Costing and Management

Relevant Costs for Decision Making

Capital Budgeting and Strategic Investment Decisions

The Strategic Management of Costs and Revenues

Strategic Management Control: a Lean Perspective

Responsibility Accounting, Performance Evaluation and Transfer Pricing

The Balanced Scorecard and Strategy Maps

Rewards, Incentives and Risk Management

Sustainability Management Accounting

Filters

Managers consider a few general strategy types in their decision making processes, including: I $\quad$ Cost leadership II $\quad$ Product differentiatior III $\quad$ Target costing