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

Which of the following is not a characteristic of an effective responsibility accounting system? a) Reports that set goals for long-term strategic performance b) Reports that show revenue and/or expense items under a manager's control c) Reports that show budgeted and actual amounts of controllable revenue and expense items d) Reports that highlight areas that need corrective action

Which one of the following best describes the role of top management in budgeting process? Top management Should be involved only in the approval process Lacks the detailed knowledge of the daily operations and should limit its involvement Needs to be involved, including using the budget process to communicate goals Needs to separate the budgeting process and the business planning process into two separate processes

When a manager seeks to achieve personal departmental objectives that may work to the detriment of the overall firm, the manager is experiencing   a. goal conflict   b. cushions   c. padding   d. budgetary slack

Which of the following is not a benefit of budgeting?   It allows for coordination between different departments within a firm.   It compels managers to develop objectives and to plan allocating resources to achieve the objective.   It provides performance evaluation and feedback.   It reduces the need for analysis with regard to company expenses.

Which of the following statements are TRUE? I.   Responsibility accounting attempts to assign blame for problems to a specific manager.II.  One benefit of a budget is that it helps managers gather relevant information for improving future performance.III. Challenging budgets tend to motivate improved performance.IV.  Controllability may be difficult to pinpoint because some costs are the result of the market, not the manager.

Performance measures are only useful if _______. A. there are both controllable and uncontrollable factors to evaluate managers B. manager reward systems are designed by the chief financial officer prior to implementation C. all of the measures used are accounting numbers D. there is a baseline against which to compare the measured results

Which of the following is not a part of budgeting? A. planning B. finding bottlenecks C. providing performance evaluations D. preventing net operating losses

Which of the following are affected by the quality of an organization’s internal controls? a. Reliability of financial data. b. Ability of management to make informed business decisions. c. Ability of the organization to remain ¡n business. d. All of the above. e. Only a and c.

Which of the following best describes the role of top management in the budgeting process? Should be involved only in the approval Should not necessarily have detailed knowledge of the daily operations and should limit their involvement Should be enthusiastic and committed to the budget process Separates the budgeting process and the business planning process please answer immediately :)