cross-aldol condensation of aldehydes, a reaction type which eluded chemists for some time, and could previously only be carried out with the aid of enzymes. This landmark achievement has been improved and extended, and applied to the rapid assembly
The seminar will gather high-level policy makers, experts and business representatives of Sweden and France. It will start at 8:30 and end at 17:00, in the premises of KTHin the center of Stockholm. It will cover, through 4 policy-oriented discussion
MICHEL TENENHAUS AND FORREST W. YOUNG 93 ... We define j/ as category l of ... The center of gravity gs of the cloud of subjects
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DAVID W. YOUNG second edition
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JOSSEY-BASS A Wiley Imprint www.josseybass.com
TENT: Figures and Tables
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Preface
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The Author ESSENTIALS OF FULL-COST ACCOUNTING Learning Objectives Organization of the Chapter Uses of Cost Information Pricing Decisions Profitability Assessments Comparative Analyses Issues to Consider in Calculating Full Costs Resource Usage: A Conceptual Framework Land Labor Capital Units of Measure Limitations Cost Drivers The Cost Accounting Methodology Decision 1: Defining the Cost Object Decision 2: Determining Mission and Support Cost Centers Decision 3: Distinguishing Between Direct and Indirect Costs Decision 4: Choosing Allocation Bases for Support Center Costs Decision 5: Selecting an Allocation Method Decision 6: Attaching Costs to Cost Objects
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Determining the Impact on Customer Prices
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Summary of Cost Accounting Choices To Bear in Mind Appendix 1.1: The Reciprocal Method of Cost Allocation Practice Case: Mossy Bog Laboratories Case 1.1: Harbor City Community Center Case 1.2: Carroll Hospital Case 1.3: Atherton Medical Education Programs : COST BEHAVIOR
Learning Objectives Organization of the Chapter The Nature of Costs Fixed Costs Step-function Costs Variable Costs Semi-variable Costs Separating the Fixed from the Variable Relation of Cost Behavior to Full-cost Accounting Cost Behavior in Organizations Cost-Volume-Profit Analysis Unit Contribution Margin Incorporating Other Variables into CVP Analysis Profit or Surplus Considerations Special Considerations in CVP Analysis CVP Analysis with Semi-variable Costs CVP Analysis with Step-function Costs CVP Analysis with Multiple Products or Services The Impact of Product Mix Contribution Contribution Income Statement To Bear in Mind ' Practice Case: Huntington Hospital Case 2.1: Carlsbad Home Care Case 2.2: Springfield Visiting Nurse Association Case 2.3: Abbington Health Center
Learning Objectives Organization of the Chapter The Differential Cost Concept Principle 1: Full-cost Information Can Be Misleading Principle 2: Differential Costs Can Include Both Fixed and Variable Costs Principle 3: Assumptions Are Needed Principle 4: Causality Is Needed Principle 5: Sensitivity Analysis Can Be Helpful Principle 6: A Contribution Income Statement Can Be Useful Sunk Costs Sunk Costs and Intuition Sunk Costs in Organizational Settings The Strategic Perspective The Outsourcing Situation Keep or Drop a Product Line Sporadic Use of the Strategic Perspective Precision of Depreciation Relationship to Changing Strategic Scenarios Nonquantitative Considerations Allocated Overhead Misleading Allocation Bases Effects of the Step-down Sequence The Analytical Effort To Bear in Mind Practice Case: Narcolarm, Inc. Case 3.1: Lakeside Hospital Case 3.2: Boston University Medical Center Hospital Case 3.3: Huron Joint Company
Learning Objectives Organization of the Chapter Health Care's Stage 2 Dilemma
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The Ratio of Costs to Charges Solving the Problem A Functional Classification of Manufacturing Costs Direct Manufacturing Costs Indirect Manufacturing Costs Applicability to Health Care Some Terminology Cautions Computing Full Cost Process System Job Order System Unit Costs The Overhead Rate The Basis The Computation Predetermined Overhead Rates Overhead Variances Flexible Overhead Budgets Calculation Steps Terminology Issues Accounting Implications of an Overhead Variance Managerial Uses of Overhead Variances To Bear in Mind Practice Case: Crimson Chair Company Case 4.1: Owen Hospital (A) Case 4.2: Neighborhood Servings (A) Case 4.3 South Bristol Hospital FiWE: ACTIVITY-BASED COSTING
Learning Objectives Organization of the Chapter Activity-based Costing Conditions for ABC Establishing Multiple Second-stage Cost Drivers A General Approach
Cost Drivers in Other Health Care Settings To Bear in Mind Practice Case: Lincoln Dietary Department Case 5.1: Owen Hospital (B) Case 5.2: Neighborhood Servings (B) Case 5.3: Cortland Manufacturing, Inc. Case 5.4: Massachusetts Eye and Ear Infirmary C: RESPONSIBILITY ACCOUNTING: AN OVERVIEW
Learning Objectives Organization of the Chapter Cost Accounting and Responsibility Accounting Responsibility Accounting Systems Defined The Responsibility Accounting Structure Types of Responsibility Centers Role of Senior Management The Design Process Aligning Responsibility and Control: The Fairness Criterion A Working Example The Responsibility Accounting Framework Strategic Planning Task Control Management Control Formal Management Control Activities Programming Budgeting Operating and Measuring Reporting To Bear in Mind Practice Case: Akron Public Health Department Case 6.1: LaSalle Hospital Case 6.2: Franklin Health Associates (A) Case 6.3: Southern Seattle University Health System (A)
SEVEW; DESIGNING THE RESPONSIBILITY ACCOUNTING STRUCTURE 273
Learning Objectives Organization of the Chapter Making Profit Centers Work Issue #1: The Fairness Criterion Issue #2: The Goal Congruence Criterion Issue #3: The Transfer Pricing System Issue #4: The Cross-subsidization Policy Design Complications Matrix Organizations Responsibility Centers and Motivation The Role of Contingent Compensation Overarching Themes Link to the Responsibility Accounting System Transfer Pricing Problems Issues to Consider in Setting Transfer Prices Relation to Informal Authority and Influence To Bear in Mind Practice Case: Valley Hospital Case 7.1: White Hills Medical Center Case 7.2: Converse Health System Case 7.3: Apogee Health Care
EIGHT; PROGRAMMING Learning Objectives Organization of the Chapter Programming: An Overview Capital Budgeting Techniques Capital Investment Decision Making Effect of Taxes Effect of Accelerated Depreciation Choosing the Discount Rate Weighted Cost of Capital Current versus Projected Weighted Cost of Capital Incorporating Risk into the Analysis
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Contents
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Nonquantitative Considerations Link to Strategy Link to Culture Link to Conflict Management To Bear in Mind Appendix 8.1: The Concept of Present Value Appendix 8.2: Special Programming Issues in Governmental Organizations Practice Case: Erie Hospital Case 8.1: Yoland Research Institute Case 8.2: Green Valley Medical Center Case 8.3: Disease Control Programs
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; OPERATIONAL BUDGETING
Learning Objectives Organization of the Chapter The Context for Operational Budgeting Organizational Context Budgeting Context Formulating the Budget: Behavioral Aspects Formulating the Budget: Mechanical Aspects Budgeting Misfits 1. Between the Cost Structure and the Budget Structure 2. Between the Cost Structure and Budget Monitoring Reports 3. Between Strategic Success Factors and the Budgeting Phase 4. Between the Organizational Structure and the Budget 5. Between Strategic Objectives and the Budget Process 6. Between Motivation Systems and the Responsibility Accounting System 7. Between the Budget Formulating and Budget Monitoring Phases Toward More Effective Budgeting To Bear in Mind ' Practice Case: Los Reyes Hospital (A) Case 9.1: Bandon Medical Associates (A) Case 9.2: Sonsonala (A)
Case 9.3: North Lake Medical Center Case 9.4: Southern Seattle University Health System (B) Case 9.5: Rush-Presbyterian-St Luke's Medical Center TEN: CASH BUDGETING
Learning Objectives Organization of the Chapter Link to the Dual-aspect Concept Cash-Related Cycles The Operating Cycle The Financing Cycle Financial Accounting versus Financial Management Key Cash Management Concepts Debt Structure Leverage The Role of Profit Making the Forecasts Business Growth Product Line Changes The Statement of Cash Flows Operating Activities Investing Activities Financing Activities To Bear in Mind Practice Case: Gotham Meals on Wheels Case 10.1: Sonsonala (B) Case 10.2: Brookstone Ob-Gyn Associates Case 10.3: Menotomy Home Health Services Case 10.4: Boise Park Health Care Foundation ELEVEN; MEASURING AND REPORTING Learning Objectives Organization of the Chapter The Measuring Phase
IIWE: IMPLEMENTING A NEW RESPONSIBILITY ACCOUNTING SYSTEM
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Learning Objectives
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Organization of the Chapter
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Criteria for a Good Responsibility Accounting System
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Structural Criteria j
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Process Criteria Behavioral Criteria
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Key Characteristics of a Good Responsibility Accounting System
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The Responsibility Accounting Context
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Managing the Change Effort Resistance to the Change Effort Dealing with Resistance Short-term Wins Consolidating and Moving Forward To Bear in Mind Case 12.1: The Robert Wood Johnson Medical School Case 12.2: Hillside Hospital Case 12.3: Omega Research Institute Case 12.4: Fletcher Allen Health Care
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iix: Solyfions to Practice Cases Glossary off Selected Terms and Concepts
