Horngrens Cost Accounting A Managerial Emphasis 16th Edition Datar Test Bank download pdf full chapter

Horngrens Cost Accounting A
Managerial Emphasis 16th Edition

Datar Test Bank
Go to download the full and correct content document:
http://testbankbell.com/product/horngrens-cost-accounting-a-managerial-emphasis-16
th-edition-datar-test-bank/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...
Horngrens Cost Accounting A Managerial Emphasis Global

16th Edition Datar Solutions Manual
https://testbankbell.com/product/horngrens-cost-accounting-a-
managerial-emphasis-global-16th-edition-datar-solutions-manual/
Horngrens Cost Accounting A Managerial Emphasis

Canadian 8th Edition Datar Test Bank
https://testbankbell.com/product/horngrens-cost-accounting-a-
managerial-emphasis-canadian-8th-edition-datar-test-bank/
Test Bank for Horngren’s Cost Accounting: A Managerial

Emphasis, 16th Edition Srikant M. Datar Madhav V. Rajan
https://testbankbell.com/product/test-bank-for-horngrens-cost-
accounting-a-managerial-emphasis-16th-edition-srikant-m-datar-
madhav-v-rajan/
Test Bank for Horngren’s Cost Accounting: A Managerial

Emphasis 16th Edition
accounting-a-managerial-emphasis-16th-edition/
Cost Accounting – A Managerial Emphasis Horngren 13th
Edition Test Bank
https://testbankbell.com/product/cost-accounting-a-managerial-
emphasis-horngren-13th-edition-test-bank/
Test bank for Cost Accounting: A Managerial Emphasis

13e 9780136126638
https://testbankbell.com/product/test-bank-for-cost-accounting-a-
managerial-emphasis-13e-9780136126638/
Test Bank for Horngren’s Cost Accounting A Managerial

Emphasis, 8th Canadian Edition, Srikant M. Datar,
Madhav V. Rajan Louis Beaubien
accounting-a-managerial-emphasis-8th-canadian-edition-srikant-m-
datar-madhav-v-rajan-louis-beaubien/
Cost Accounting A Managerial Emphasis Canadian 15th

Edition Horngren Test Bank
emphasis-canadian-15th-edition-horngren-test-bank/
Cost Accounting A Managerial Emphasis Canadian 7th

Edition Horngren Test Bank
emphasis-canadian-7th-edition-horngren-test-bank/
Horngrens Cost Accounting A Managerial
Emphasis 16th Edition Datar Test Bank
Full download chapter at: https://testbankbell.com/product/horngrens-

cost-accounting-a-managerial-emphasis-16th-edition-datar-test-bank/
Horngren’s Cost Accounting defines the cost accounting market and
continues to innovate today by consistently integrating the most current
practice and theory into the text. This acclaimed, market-leading text
emphasizes the basic theme of “different costs for different purposes,” and
reaches beyond cost accounting procedures to consider concepts,
analyses, and management. The 16th Edition incorporates the latest
research and most up-to-date thinking into all relevant chapters, so that
readers are prepared for the rewards and challenges they will face in the
professional cost accounting world of today and tomorrow.
1. Prepare, Apply, and Confirm with MyAccountingLab®

2. Horngren’s Cost Accounting A Managerial Emphasis
3. Brief Contents
4. Contents
5. About the Authors
6. Preface
7. New to This Edition
8. Hallmark Features of Cost Accounting
9. Resources
10. In memory of Charles T. Horngren 1926–2011
11. 1 The Manager and Management Accounting
12. Learning Objectives
13. All businesses are concerned about revenues and costs
14. For Coca-Cola, Smaller Sizes Mean Bigger Profits
15. Financial Accounting, Management Accounting, and Cost Accounting
16. Strategic Decisions and the Management Accountant
17. Value-Chain and Supply-Chain Analysis and Key Success Factors
18. Value-Chain Analysis
19. Supply-Chain Analysis
20. Key Success Factors
21. Decision Making, Planning, and Control: The Five-Step Decision-Making Process
22. Key Management Accounting Guidelines
23. Cost–Benefit Approach
24. Behavioral and Technical Considerations
25. Different Costs for Different Purposes
26. Organization Structure and the Management Accountant
27. Line and Staff Relationships
28. The Chief Financial Officer and the Controller
29. Management Accounting Beyond the Numbers2
30. Professional Ethics
31. Institutional Support
32. Typical Ethical Challenges
33. Problem for Self-Study
34. Solution
35. Decision Points
36. Terms to Learn
37. Assignment Material
38. Questions
39. Multiple-Choice Questions
40. Exercises
41. Problems
42. 2 An Introduction to Cost Terms and Purposes
44. What does the word cost mean to you?
45. High Fixed Costs Bankrupt Quiksilver1
46. Costs and Cost Terminology
47. Direct Costs and Indirect Costs
48. Cost Allocation Challenges
49. Factors Affecting Direct/Indirect Cost Classifications
50. Cost-Behavior Patterns: Variable Costs and Fixed Costs
51. Cost Drivers
52. Relevant Range
53. Relationships Between Types of Costs
54. Total Costs and Unit Costs
55. Unit Costs
56. Use Unit Costs Cautiously
57. Business Sectors, Types of Inventory, Inventoriable Costs, and Period Costs
58. Manufacturing-, Merchandising-, and Service-Sector Companies
59. Types of Inventory
60. Commonly Used Classifications of Manufacturing Costs
61. Inventoriable Costs
62. Period Costs
63. Illustrating the Flow of Inventoriable Costs and Period Costs
64. Manufacturing-Sector Example
65. Recap of Inventoriable Costs and Period Costs
66. Prime Costs and Conversion Costs
67. Measuring Costs Requires Judgment
68. Measuring Labor Costs
69. Overtime Premium and Idle Time
70. Benefits of Defining Accounting Terms
71. Different Meanings of Product Costs
72. A Framework for Cost Accounting and Cost Management
73. Calculating the Cost of Products, Services, and Other Cost Objects
74. Obtaining Information for Planning and Control and Performance Evaluation
75. Analyzing the Relevant Information for Making Decisions
77. Solution
78. Decision Points
79. Terms to Learn
81. Questions
83. Exercises
84. Problems
85. 3 Cost–Volume–Profit Analysis
87. All managers want to know how profits will change as the units sold, selling price, or
the cost per unit of a product or service change
88. How Coachella Tunes Up the Sweet Sound of Profits1
89. Essentials of CVP Analysis
90. Contribution Margin
91. Expressing CVP Relationships
92. Equation Method
93. Contribution Margin Method
94. Graph Method
95. Cost–Volume–Profit Assumptions
96. Breakeven Point and Target Operating Income
97. Breakeven Point
98. Target Operating Income
99. Income Taxes and Target Net Income
100. Using CVP Analysis for Decision Making
101. Decision to Advertise
102. Decision to Reduce the Selling Price
103. Determining Target Prices
104. Sensitivity Analysis and Margin of Safety
105. Cost Planning and CVP
106. Alternative Fixed-Cost/Variable-Cost Structures
107. Operating Leverage
108. Effects of Sales Mix on Income
109. CVP Analysis in Service and Not-for-Profit Organizations
110. Contribution Margin Versus Gross Margin
112. Solution
113. Decision Points
114. Appendix Decision Models and Uncertainty2
115. Role of a Decision Model
116. Expected Value
117. Good Decisions and Good Outcomes
118. Terms to Learn
120. Questions
122. Exercises
123. Problems
124. 4 Job Costing
126. No one likes to lose money
127. Job Costing and the World’s Tallest Building1
128. Building-Block Concepts of Costing Systems
129. Job-Costing and Process-Costing Systems
130. Job Costing: Evaluation and Implementation
131. Time Period Used to Compute Indirect-Cost Rates
132. Normal Costing
133. General Approach to Job Costing Using Normal Costing
134. The Role of Technology
135. Actual Costing
136. A Normal Job-Costing System in Manufacturing
137. General Ledger
138. Explanations of Transactions
139. Subsidiary Ledgers
140. Materials Records by Type of Material
141. Labor Records by Employee
142. Manufacturing Department Overhead Records by Month
143. Work-in-Process Inventory Records by Jobs
144. Finished Goods Inventory Records by Jobs
145. Other Subsidiary Records
146. Nonmanufacturing Costs and Job Costing
147. Budgeted Indirect Costs and End-of-Accounting-Year Adjustments
148. Underallocated and Overallocated Indirect Costs
149. Adjusted Allocation-Rate Approach
150. Proration Approach
151. Write-off to Cost of Goods Sold Approach
152. Choosing Among Approaches
153. Variations from Normal Costing: A Service-Sector Example
155. Solution
157. Terms to Learn
159. Questions
161. Exercises
162. Problems
163. 5 Activity-Based Costing and Activity-Based Management
165. A good mystery never fails to capture the imagination
166. General Motors and Activity-Based Costing1
167. Broad Averaging and Its Consequences
168. Undercosting and Overcosting
169. Product-Cost Cross-Subsidization
170. Simple Costing System at Plastim Corporation
171. Design, Manufacturing, and Distribution Processes
172. Simple Costing System Using a Single Indirect-Cost Pool
173. Applying the Five-Step Decision-Making Process at Plastim
174. Refining a Costing System
175. Reasons for Refining a Costing System
176. Guidelines for Refining a Costing System
177. Activity-Based Costing Systems
178. Plastim’s ABC System
179. Cost Hierarchies
180. Implementing Activity-Based Costing
181. Implementing ABC at Plastim
182. Comparing Alternative Costing Systems
183. Considerations in Implementing Activity-Based Costing Systems
184. Benefits and Costs of Activity-Based Costing Systems
185. Behavioral Issues in Implementing Activity-Based Costing Systems
186. Activity-Based Management
187. Pricing and Product-Mix Decisions
188. Cost Reduction and Process Improvement Decisions
189. Design Decisions
190. Planning and Managing Activities
191. Activity-Based Costing and Department Costing Systems
192. ABC in Service and Merchandising Companies
194. Solution
196. Terms to Learn
198. Questions
200. Exercises
201. Problems
202. 6 Master Budget and Responsibility Accounting
204. No one likes to run out of cash
205. “Scrimping” at the Ritz: Master Budgets
206. Budgets and the Budgeting Cycle
207. Strategic Plans and Operating Plans
208. Budgeting Cycle and Master Budget
209. Advantages and Challenges of Implementing Budgets
210. Promoting Coordination and Communication
211. Providing a Framework for Judging Performance and Facilitating Learning
212. Motivating Managers and Other Employees
213. Challenges in Administering Budgets
214. Developing an Operating Budget
215. Time Coverage of Budgets
216. Steps in Preparing an Operating Budget
217. Financial Planning Models and Sensitivity Analysis
218. Budgeting and Responsibility Accounting
219. Organization Structure and Responsibility
220. Feedback
221. Responsibility and Controllability
222. Human Aspects of Budgeting
223. Budgetary Slack
224. Stretch Targets
225. Ethics
226. Kaizen Budgeting
227. Budgeting for Reducing Carbon Emissions
228. Budgeting in Multinational Companies
230. Solution
232. Appendix The Cash Budget
233. Preparation of Budgets
234. Sensitivity Analysis and Cash Flows
235. Terms to Learn
237. Questions
239. Exercises
240. Problems
241. 7 Flexible Budgets, Direct-Cost Variances, and Management Control
243. Every organization, regardless of its profitability or growth, has to maintain
control over its expenses
244. Dell Goes Green to Reduce Standard Costs for Packaging1
245. Static Budgets and Variances
246. The Use of Variances
247. Static Budgets and Static-Budget Variances
248. Flexible Budgets
249. Flexible-Budget Variances and Sales-Volume Variances
250. Sales-Volume Variances
251. Flexible-Budget Variances
252. Standard Costs for Variance Analysis
253. Obtaining Budgeted Input Prices and Budgeted Input Quantities
254. Price Variances and Efficiency Variances for Direct-Cost Inputs
255. Price Variances
256. Efficiency Variance
257. Journal Entries Using Standard Costs
258. Journal Entry 1A
259. Journal Entry 1B
260. Journal Entry 2
261. Implementing Standard Costing
262. Standard Costing and Information Technology
263. Wide Applicability of Standard Costing
264. Management’s Use of Variances
265. Multiple Causes of Variances
266. When to Investigate Variances
267. Using Variances for Performance Measurement
268. Organization Learning
269. Continuous Improvement
270. Financial and Nonfinancial Performance Measures
271. Benchmarking and Variance Analysis
273. Solution
275. Appendix Mix and Yield Variances for Substitutable Inputs
276. Terms to Learn
278. Questions
280. Exercises
281. Problems
282. 8 Flexible Budgets, Overhead Cost Variances, and Management Control
284. What do this week’s weather forecast and an organization’s performance
have in common?
285. Tesla Motors Gigafactory1
286. Planning of Variable and Fixed Overhead Costs
287. Planning Variable Overhead Costs
288. Planning Fixed Overhead Costs
289. Standard Costing at Webb Company
290. Developing Budgeted Variable Overhead Rates
291. Developing Budgeted Fixed Overhead Rates
292. Variable Overhead Cost Variances
293. Flexible-Budget Analysis
294. Variable Overhead Efficiency Variance
295. Variable Overhead Spending Variance
296. Journal Entries for Variable Overhead Costs and Variances
297. Fixed Overhead Cost Variances
298. Production-Volume Variance
299. Interpreting the Production-Volume Variance
300. Journal Entries for Fixed Overhead Costs and Variances
301. Integrated Analysis of Overhead Cost Variances
302. 4-Variance Analysis
303. Combined Variance Analysis
304. Production-Volume Variance and Sales-Volume Variance
305. Variance Analysis and Activity-Based Costing
306. Flexible Budget and Variance Analysis for Direct Materials-Handling Labor
Costs
307. Flexible Budget and Variance Analysis for Fixed Setup Overhead Costs
308. Overhead Variances in Nonmanufacturing Settings
311. Solution
313. Terms to Learn
315. Questions
317. Exercises
318. Problems
319. 9 Inventory Costing and Capacity Analysis
321. Few numbers capture the attention of managers and shareholders more than
operating profits
322. Lean Manufacturing Helps Boeing Work Through Its Backlog1
323. Variable and Absorption Costing
324. Variable Costing
325. Absorption Costing
326. Comparing Variable and Absorption Costing
327. Variable vs. Absorption Costing: Operating Income and Income Statements
328. Comparing Income Statements for One Year
329. Comparing Income Statements for Multiple Years
330. Variable Costing and the Effect of Sales and Production on Operating Income
331. Absorption Costing and Performance Measurement
332. Undesirable Buildup of Inventories
333. Proposals for Revising Performance Evaluation
334. Comparing Inventory Costing Methods
335. Throughput Costing
336. A Comparison of Alternative Inventory-Costing Methods
337. Denominator-Level Capacity Concepts and Fixed-Cost Capacity Analysis
338. Absorption Costing and Alternative Denominator-Level Capacity Concepts
339. Theoretical Capacity and Practical Capacity
340. Normal Capacity Utilization and Master-Budget Capacity Utilization
341. Effect on Budgeted Fixed Manufacturing Cost Rate
342. Choosing a Capacity Level
343. Product Costing and Capacity Management
344. Pricing Decisions and the Downward Demand Spiral
345. Performance Evaluation
346. Financial Reporting
347. Tax Requirements
348. Planning and Control of Capacity Costs
349. Difficulties in Forecasting Chosen Denominator-Level Concept
350. Difficulties in Forecasting Fixed Manufacturing Costs
351. Nonmanufacturing Costs
352. Activity-Based Costing
354. Solution
356. Appendix Breakeven Points in Variable Costing and Absorption Costing
357. Terms to Learn
359. Questions
361. Exercises
362. Problems
363. 10 Determining How Costs Behave
365. What is the value of looking at the past?
366. UPS Uses “Big Data” to Understand Its Costs While Helping the Environment1
367. Basic Assumptions and Examples of Cost Functions
368. Basic Assumptions
369. Linear Cost Functions
370. Review of Cost Classification
371. Choice of Cost Object
372. Time Horizon
373. Relevant Range
374. Identifying Cost Drivers
375. The Cause-and-Effect Criterion
376. Cost Drivers and the Decision-Making Process
377. Cost Estimation Methods
378. Industrial Engineering Method
379. Description of Method
380. Advantages and Challenges
381. Conference Method
384. Account Analysis Method
387. Quantitative Analysis Method
390. Estimating a Cost Function Using Quantitative Analysis
391. High-Low Method
392. Regression Analysis Method
393. Evaluating and Choosing Cost Drivers
394. Cost Drivers and Activity-Based Costing
395. Nonlinear Cost Functions
396. Learning Curves
397. Cumulative Average-Time Learning Model
398. Incremental Unit-Time Learning Model
399. Incorporating Learning-Curve Effects into Prices and Standards
400. Data Collection and Adjustment Issues
402. Solution
404. Appendix Regression Analysis
405. Estimating the Regression Line
406. Goodness of Fit
407. Significance of Independent Variables
408. Specification Analysis of Estimation Assumptions
409. Using Regression Output to Choose Cost Drivers of Cost Functions
410. Multiple Regression and Cost Hierarchies
411. Multicollinearity
412. Terms to Learn
414. Questions
416. Exercises
417. Problems
418. 11 Decision Making and Relevant Information
420. How many decisions have you made today?
421. Relevant Costs and Broadway Shows1
422. Information and the Decision Process
423. The Concept of Relevance
424. Relevant Costs and Relevant Revenues
425. Qualitative and Quantitative Relevant Information
426. One-Time-Only Special Orders
427. Potential Problems in Relevant-Cost Analysis
428. Short-Run Pricing Decisions
429. Relevant Costs for Short-Run Pricing Decisions
430. Strategic and Other Factors in Short-Run Pricing
431. Insourcing-Versus-Outsourcing and Make-or-Buy Decisions
432. Outsourcing and Idle Facilities
433. Strategic and Qualitative Factors
434. International Outsourcing
435. The Total Alternatives Approach
436. The Opportunity-Cost Approach
437. Carrying Costs of Inventory
438. Product-Mix Decisions with Capacity Constraints
439. Bottlenecks, Theory of Constraints, and Throughput-Margin Analysis
440. Customer Profitability and Relevant Costs
441. Relevant-Revenue and Relevant-Cost Analysis of Dropping a Customer
442. Relevant-Revenue and Relevant-Cost Analysis of Adding a Customer
443. Relevant-Revenue and Relevant-Cost Analysis of Closing or Adding Branch
Offices or Business Divisions
444. Irrelevance of Past Costs and Equipment-Replacement Decisions
445. Decisions and Performance Evaluation
447. Solution
449. Appendix Linear Programming
450. Steps in Solving an LP Problem
451. Trial-and-Error Approach
452. Graphic Approach
453. Sensitivity Analysis
454. Terms to Learn
456. Questions
458. Exercises
459. Problems
460. 12 Strategy, Balanced Scorecard, and Strategic Profitability Analysis
462. Olive Garden wants to know
463. Barclays Turns to the Balanced Scorecard
464. What Is Strategy?
465. Building Internal Capabilities: Quality Improvement and Reengineering at
Chipset
466. Strategy Implementation and the Balanced Scorecard
467. The Balanced Scorecard
468. Strategy Maps and the Balanced Scorecard
469. Strategy Maps
470. Structural Analysis of Strategy Maps
471. Four Perspectives of the Balanced Scorecard
472. Implementing a Balanced Scorecard
473. Different Strategies Lead to Different Scorecards
474. Environmental and Social Performance and the Balanced Scorecard
475. Features of a Good Balanced Scorecard
476. Pitfalls in Implementing a Balanced Scorecard
477. Evaluating the Success of Strategy and Implementation
478. Strategic Analysis of Operating Income
479. Growth Component of Change in Operating Income
480. Revenue Effect of Growth
481. Cost Effect of Growth
482. Price-Recovery Component of Change in Operating Income
483. Revenue Effect of Price Recovery
484. Cost Effect of Price Recovery
485. Productivity Component of Change in Operating Income
486. Further Analysis of Growth, Price-Recovery, and Productivity Components
487. Applying the Five-Step Decision-Making Framework to Strategy
488. Downsizing and the Management of Processing Capacity
489. Engineered and Discretionary Costs
490. Identifying Unused Capacity for Engineered and Discretionary Overhead
Costs
491. Managing Unused Capacity
493. Solution
495. Appendix Productivity Measurement
496. Partial Productivity Measures
497. Evaluating Changes in Partial Productivities
498. Total Factor Productivity
499. Calculating and Comparing Total Factor Productivity
500. Using Partial and Total Factor Productivity Measures
501. Terms to Learn
503. Questions
505. Exercises
506. Problems
507. 13 Pricing Decisions and Cost Management
509. Most companies carefully analyze their input costs and the prices of their
products
510. Extreme Pricing and Cost Management at IKEA1
511. Major Factors that Affect Pricing Decisions
512. Customers
513. Competitors
514. Costs
515. Weighing Customers, Competitors, and Costs
516. Costing and Pricing for the Long Run
517. Calculating Product Costs for Long-Run Pricing Decisions
518. Alternative Long-Run Pricing Approaches
519. Market-Based Approach: Target Costing for Target Pricing
520. Understanding Customers’ Perceived Value
521. Competitor Analysis
522. Implementing Target Pricing and Target Costing
523. Value Engineering, Cost Incurrence, and Locked-in Costs
524. Value-Chain Analysis and Cross-Functional Teams
525. Achieving the Target Cost per Unit for Provalue
526. Cost-Plus Pricing
527. Cost-Plus Target Rate of Return on Investment
528. Alternative Cost-Plus Methods
529. Cost-Plus Pricing and Target Pricing
530. Life-Cycle Product Budgeting and Costing
531. Life-Cycle Budgeting and Pricing Decisions
532. Managing Environmental and Sustainability Costs
533. Customer Life-Cycle Costing
534. Non-Cost Factors in Pricing Decisions
535. Price Discrimination
536. Peak-Load Pricing
537. International Pricing
538. Antitrust Laws and Pricing Decisions
539. The Supreme Court has not specified the “appropriate measure of costs.”9
540. Dumping
541. Collusive Pricing
543. Solution
545. Terms to Learn
547. Questions
549. Exercises
550. Problems
551. 14 Cost Allocation, Customer-Profitability Analysis, and Sales-Variance
Analysis
553. Companies desperately want to make their customers happy
554. Delta Flies from Frequent Flyers to Big Spenders1
555. Customer-Profitability Analysis
556. Customer-Revenue Analysis
557. Customer-Cost Analysis
558. Customer-Level Costs
559. Customer-Profitability Profiles
560. Presenting Profitability Analysis
561. Using the Five-Step Decision-Making Process to Manage Customer
Profitability
562. Cost-Hierarchy-Based Operating Income Statement
563. Criteria to Guide Cost Allocations
564. Fully Allocated Customer Profitability
565. Implementing Corporate and Division Cost Allocations
566. Issues in Allocating Corporate Costs to Divisions and Customers
567. Using Fully Allocated Costs for Decision Making
568. Sales Variances
569. Static-Budget Variance
570. Flexible-Budget Variance and Sales-Volume Variance
571. Sales-Mix Variance
572. Sales-Quantity Variance
573. Market-Share and Market-Size Variances
574. Market-Share Variance
575. Market-Size Variance
577. Solution
579. Terms to Learn
581. Questions
583. Exercises
584. Problems
585. 15 Allocation of Support-Department Costs, Common Costs, and Revenues
587. How a company allocates its overhead and internal support costs—costs
related to information systems, production control, and other internal services—
among its various production departments or projects can have a big impact on the
profitability of those departments or projects
588. Cost Allocation and “Smart Grid” Energy Infrastructure1
589. Allocating Support Department Costs Using the Single-Rate and Dual-Rate
Methods
590. Single-Rate and Dual-Rate Methods
591. Allocation Based on the Demand for (or Usage of) Materials-Handling
Services
592. Single-Rate Method
593. Dual-Rate Method
594. Allocation Based on the Supply of Capacity
595. Advantages and Disadvantages of Single-Rate Method
596. Advantages and Disadvantages of Dual-Rate Method
597. Budgeted Versus Actual Costs and the Choice of Allocation Base
598. Budgeted Versus Actual Rates
599. Budgeted Versus Actual Usage
600. Fixed-Cost Allocation Based on Budgeted Rates and Budgeted Usage
601. Fixed-Cost Allocation Based on Budgeted Rates and Actual Usage
602. Allocating Budgeted Fixed Costs Based on Actual Usage
603. Allocating Costs of Multiple Support Departments
604. Direct Method
605. Step-Down Method
606. Reciprocal Method
607. Overview of Methods
608. Calculating the Cost of Job WPP 298
609. Allocating Common Costs
610. Stand-Alone Cost-Allocation Method
611. Incremental Cost-Allocation Method
612. Cost Allocations and Contract Disputes
613. Bundled Products and Revenue Allocation Methods
614. Bundling and Revenue Allocation
615. Stand-Alone Revenue-Allocation Method
616. Incremental Revenue-Allocation Method
618. Solution
620. Terms to Learn
622. Questions
623. Exercises
624. Problems
625. 16 Cost Allocation: Joint Products and Byproducts
627. Many companies, such as petroleum refiners, produce and sell two or more
products simultaneously
628. Joint-Cost Allocation and the Wounded Warrior Project1
629. Joint-Cost Basics
630. Allocating Joint Costs
631. Approaches to Allocating Joint Costs
632. Sales Value at Splitoff Method
633. Physical-Measure Method
634. Net Realizable Value Method
635. Constant Gross-Margin Percentage NRV Method
636. Choosing an Allocation Method
637. Not Allocating Joint Costs
638. Why Joint Costs Are Irrelevant for Decision Making
639. Sell-or-Process-Further Decisions
640. Decision Making and Performance Evaluation
641. Pricing Decisions
642. Accounting for Byproducts
643. Production Method: Byproducts Recognized at Time Production Is Completed
644. Sales Method: Byproducts Recognized at Time of Sale
646. Solution
648. Terms to Learn
650. Questions
652. Exercises
653. Problems
654. 17 Process Costing
656. Many companies use mass-production techniques to produce identical or
similar units of a product or service:
657. Haynes Suffers as Nickel Prices Drop1
658. Illustrating Process Costing
659. Case 1: Process Costing with No Beginning or Ending Work-in-Process
Inventory
660. Case 2: Process Costing with Zero Beginning and Some Ending Work-in-
Process Inventory
661. Summarizing the Physical Units and Equivalent Units (Steps 1 and 2)
662. Calculating Product Costs (Steps 3, 4, and 5)
663. Journal Entries
664. Case 3: Process Costing with Some Beginning and Some Ending Work-in-
Process Inventory
665. Weighted-Average Method
666. First-In, First-Out Method
667. Comparing the Weighted-Average and FIFO Methods
668. Transferred-In Costs in Process Costing
669. Transferred-In Costs and the Weighted-Average Method
670. Transferred-In Costs and the FIFO Method
671. Points to Remember About Transferred-In Costs
672. Hybrid Costing Systems
673. Overview of Operation-Costing Systems
674. Illustrating an Operation-Costing System
677. Solution
679. Appendix Standard-Costing Method of Process Costing
680. Benefits of Standard Costing
681. Computations Under Standard Costing
682. Accounting for Variances
683. Terms to Learn
685. Questions
687. Exercises
688. Problems
689. 18 Spoilage, Rework, and Scrap
691. When a product doesn’t meet specification but is subsequently repaired and
sold, it is called rework.
692. Airbag Rework Sinks Honda’s Record Year1
693. Defining Spoilage, Rework, and Scrap
694. Two Types of Spoilage
695. Normal Spoilage
696. Abnormal Spoilage
697. Spoilage in Process Costing Using Weighted-Average and FIFO
698. Count All Spoilage
699. Five-Step Procedure for Process Costing with Spoilage
700. Weighted-Average Method and Spoilage
701. FIFO Method and Spoilage
703. Inspection Points and Allocating Costs of Normal Spoilage
704. Job Costing and Spoilage
705. Job Costing and Rework
706. Accounting for Scrap
707. Recognizing Scrap at the Time of Its Sale
708. Scrap Attributable to a Specific Job
709. Scrap Common to All Jobs
710. Recognizing Scrap at the Time of Its Production
711. Scrap Attributable to a Specific Job
712. Scrap Common to All Jobs
714. Solution
716. Appendix Standard-Costing Method and Spoilage
717. Terms to Learn
719. Questions
721. Exercises
722. Problems
723. 19 Balanced Scorecard: Quality and Time
725. To satisfy ever-increasing customer expectations, managers at companies
such as General Electric, Sony, Texas Instruments, and Toyota find cost-effective
ways to continuously improve the quality of their products and services and shorten
response times.
726. Toyota Plans Change After Millions of Defective Cars Are Recalled1
727. Quality as a Competitive Tool
728. The Financial Perspective: The Costs of Quality
729. Using Nonfinancial Measures to Evaluate and Improve Quality
730. The Customer Perspective: Nonfinancial Measures of Customer Satisfaction
731. The Internal-Business-Process Perspective: Analyzing Quality Problems and
Improving Quality
732. Control Charts
733. Pareto Diagrams
734. Cause-and-Effect Diagrams
735. Six Sigma Quality
736. Nonfinancial Measures of Internal-Business-Process Quality
737. The Learning-and-Growth Perspective: Quality Improvements
738. Weighing the Costs and Benefits of Improving Quality
739. Evaluating a Company’s Quality Performance
740. Time as a Competitive Tool
741. Customer-Response Time and On-Time Performance
742. Bottlenecks and Time Drivers
743. Relevant Revenues and Costs of Delays
744. Balanced Scorecard and Time-Based Measures
746. Solution
748. Terms to Learn
750. Questions
752. Exercises
753. Problems
754. 20 Inventory Management, Just-in-Time, and Simplified Costing Methods
756. Suppose you could receive a large quantity discount for a product that you
regularly use, but the discount requires you to buy several month’s supply of it and
make a large up-front payment.
757. Walmart Uses Big Data to Better Manage Its Inventory1
758. Inventory Management in Retail Organizations
759. Costs Associated with Goods for Sale
760. The Economic-Order-Quantity Decision Model
761. When to Order, Assuming Certainty
762. Safety Stock
763. Estimating Inventory-Related Relevant Costs and Their Effects
764. Cost of a Prediction Error
765. Conflicts Between the EOQ Decision Model and Managers’ Performance
Evaluation
766. Just-in-Time Purchasing
767. JIT Purchasing and EOQ Model Parameters
768. Relevant Costs of JIT Purchasing
769. Supplier Evaluation and Relevant Costs of Quality and Timely Deliveries
770. JIT Purchasing, Planning and Control, and Supply-Chain Analysis
771. Inventory Management, MRP, and JIT Production
772. Materials Requirements Planning
773. Just-in-Time (JIT) Production
774. Features of JIT Production Systems
775. Costs and Benefits of JIT Production
776. JIT in Service Industries
777. Enterprise Resource Planning (ERP) Systems4
778. Performance Measures and Control in JIT Production
779. Effect of JIT Systems on Product Costing
780. Backflush Costing
781. Simplified Normal or Standard-Costing Systems
782. Accounting for Variances
783. Special Considerations in Backflush Costing
784. Lean Accounting
785. Problems for Self-Study
786. Problem 1
787. Solution
788. Problem 2
789. Solution
791. Terms to Learn
793. Questions
795. Exercises
796. Problems
797. 21 Capital Budgeting and Cost Analysis
799. Should Honda open a new plant in China or India?
800. Changing NPV Calculations Shake Up Solar Financing1
801. Stages of Capital Budgeting
802. Discounted Cash Flow
803. Net Present Value Method
804. Internal Rate-of-Return Method
805. Comparing the Net Present Value and Internal Rate-of-Return Methods
806. Sensitivity Analysis
807. Payback Method
808. Uniform Cash Flows
809. Nonuniform Cash Flows
810. Accrual Accounting Rate-of-Return Method
811. Relevant Cash Flows in Discounted Cash Flow Analysis
812. Relevant After-Tax Flows
813. Categories of Cash Flows
814. Project Management and Performance Evaluation
815. Post-Investment Audits
816. Performance Evaluation
817. Strategic Considerations in Capital Budgeting
818. Investment in Research and Development
819. Customer Value and Capital Budgeting
821. Part A
822. Solution
823. Part B
824. Solution
826. Appendix Capital Budgeting and Inflation
827. Net Present Value Method and Inflation
828. Terms to Learn
830. Questions
832. Exercises
833. Problems
834. Answers to Exercises in Compound Interest (Exercise 21-21)
835. 22 Management Control Systems, Transfer Pricing, and Multinational
Considerations
837. Transfer pricing is the price one subunit of a company charges for the
services it provides another subunit of the same company.
838. Google’s U.K. Tax Settlement1
839. Management Control Systems
840. Formal and Informal Systems
841. Effective Management Control
842. Decentralization
843. Benefits of Decentralization
844. Costs of Decentralization
845. Comparing Benefits and Costs
846. Decentralization in Multinational Companies
847. Choices About Responsibility Centers
848. Transfer Pricing
849. Criteria for Evaluating Transfer Prices
850. Calculating Transfer Prices
851. An Illustration of Transfer Pricing
852. Market-Based Transfer Prices
853. Perfectly-Competitive-Market Case
854. Distress Prices
855. Imperfect Competition
856. Cost-Based Transfer Prices
857. Full-Cost Bases
858. Variable-Cost Bases
859. Hybrid Transfer Prices
860. Prorating the Difference Between Maximum and Minimum Transfer Prices
861. Negotiated Pricing
862. Dual Pricing
863. A General Guideline for Transfer-Pricing Situations
864. How Multinationals Use Transfer Pricing to Minimize Their Taxes
865. Transfer Prices Designed for Multiple Objectives
867. Solution
869. Terms to Learn
871. Questions
872. Exercises
873. Problems
874. 23 Performance Measurement, Compensation, and Multinational
Considerations
876. When you complete this course, you’ll receive a grade that represents a
measure of your performance in it.
877. Executive Compensation at Viacom1
879. Accounting-Based Measures for Business Units
880. Return on Investment
881. Residual Income
882. Economic Value Added
883. Return on Sales
884. Comparing Performance Measures
885. Choosing the Details of the Performance Measures
886. Alternative Time Horizons
887. Alternative Definitions of Investment
888. Alternative Asset Measurements
889. Current Cost
890. Long-Term Assets: Gross or Net Book Value?
891. Target Levels of Performance and Feedback
892. Choosing Target Levels of Performance
893. Choosing the Timing of Feedback
894. Performance Measurement in Multinational Companies
895. Calculating a Foreign Division’s ROI in the Foreign Currency
896. Calculating the Foreign Division’s ROI in U.S. Dollars
897. Distinguishing the Performance of Managers From the Performance of Their
Subunits10
898. The Basic Tradeoff: Creating Incentives versus Imposing Risk
899. Intensity of Incentives and Financial and Nonfinancial Measurements
900. Benchmarks and Relative Performance Evaluation
901. Performance Measures at the Individual Activity Level
902. Performing Multiple Tasks
903. Team-Based Compensation Arrangements
904. Executive Performance Measures and Compensation
905. Strategy and Levers of Control13
906. Boundary Systems
907. Belief Systems
908. Interactive Control Systems
910. Solution
912. Terms to Learn
914. Questions
916. Exercises
917. Problems
918. Appendix A Notes on Compound Interest and Interest Tables
919. Interest Tables
920. Table 1—Future Amount of $1
921. Table 2—Present Value of $1
922. Table 3—Compound Amount (Future Value) of Annuity of $1
923. Table 4—Present Value of an Ordinary Annuity of $1
924. Glossary
925. Index
Another random document with
no related content on Scribd:
“‘Yours truly,
“‘Sarabella Brande.’
“Now, what do you think of that?” inquired Jessie, looking
alternately at her two staring sisters.
“I say that it is a hoax, of course! Some joke of yours, Jessie,”
returned Honor, with a playful snatch at the letter. “What is all that
gibberish about Uncle Pelham being a mother to one, and mother
not being a blind horse, and the climatological condition of the hills,
not to mention the snakes and the beaux? You ought to be ashamed
—I could have done it better myself.”
“Read it—examine the post-mark,” said Jessie, now flinging it on
the table.
Yes, there was no room for doubt; it was a bona-fide Indian
epistle. As Honor turned it over critically, she suddenly exclaimed—
“Have you seen this—the gem of the whole production—the
postscript?”
Both sisters bent forward eagerly, and there, just at the top of the
last and otherwise blank sheet, was scribbled as a hasty afterthought
—
“P.S.—Be sure you send the pretty one.”
“She must be a most original old person,” said Honor, with
sparkling eyes. “And, in the name of Dr. Johnson, what is a
‘tamasha’?”
“Ask me something easier,” rejoined Jessie.
“Then what does mother say to this remarkable invitation?”
“You might know better than to ask that!” broke in Fairy, who had
been listening with evident impatience. “In this family it is, ‘What
does Jessie say?’ What do you say, Jess?”
“I say, never refuse a good offer. It is only for twelve months; and,
of course, one of us must go!”
“Then, will you go?” inquired Fairy, with elevated brows.
“Am I the pretty one?” Jessie demanded sarcastically. “I should be
bundled back by the next steamer.”
“No, of course; I never thought of that,” rejoined her sister,
meditatively. “I am the pretty one; there has never been any question
of that—has there, girls?”
“No, never,” returned Jessie, in her most matter-of-fact tone, and
she and Honor exchanged stealthy glances.
For some seconds Fairy seemed buried in thought, as she drew
patterns on the table-cloth with a fork. At last she looked up, and
exclaimed—
“It is only for twelve months as you say, Jess; twelve months soon
fly round.” And she threw back her shawl, and leant her elbows on
the table. “Never refuse a good offer—such as a pony, a rickshaw—
whatever that is—the new dresses, the best society, the best beaux!”
and she burst into a peal of shrill laughter, as she exclaimed, “Do
you know, girls, that I think I shall go!”
A pause, the result of utter stupefaction, followed this unexpected
announcement.
“Yes,” she continued, with increased animation, “I believe I should
like it, of all things. The idea grows on me. I am thrown away here.
What is the use of a pretty face if it is never seen? Did she say thirty-
five pounds for outfit? I can make that go a long way. I don’t take
yards of stuff, like you two giantesses. My tailor-made and my spring
dress are new. I’ll just run up and talk it over with the mater.” And she
pushed back her chair, and bustled out of the room.
Jessie and Honor remained gazing at one another across the
table, in dead suggestive silence, which was at last broken by
Jessie, who said in a tone of quiet despair—
“I wish that ridiculous letter had never come. At first I thought it a
capital thing. I thought you ought to accept.”
“I!” cried Honor; “and, pray, why should you select me?”
“For half a dozen excellent reasons; you are pretty, young, bright,
and popular. You have a knack of making friends. All the people
about here and in the village would rather have your little finger than
the rest of us put together. You walk straight into their hearts, my
love, and therefore you are the most suitable member of this family
to be despatched to India to ingratiate yourself with our rich
relations.”
“Your fine compliments are wasted, Jess—your ‘butter’ thrown
away—for I am not going to India.”
“No; and Fairy has ere this selected her steamer and travelling
costume; if she has made up her mind to go, nothing will stop her—
and Uncle Pelham and Aunt Sally have never been told that Fairy is
—is—so small. What will they say?” regarding her sister with
awestruck eyes and a heightened colour.
What, indeed, would Mrs. Brande—who was already boasting of
her niece from England, and loudly trumpeting the fame of the lovely
girl she expected—say to Fairy? What would be her feelings when
she was called upon to welcome a remarkably pretty little dwarf?
“It must be prevented,” murmured Honor. “She cannot be allowed
to go.”
“Is Fairy ever prevented from doing what she wishes?” asked
Jessie, with a solemn face.
To this pertinent question her sister could find no adequate reply.
After a pause she rose and said—
“Let us go upstairs, and hear what she is saying to mother.”
Mrs. Gordon was sitting up in bed with a flushed face and anxious
expression, listening to the brilliant description of Fairy’s future
career in India.
Fairy, with both elbows on the bed, and her pointed chin in her
hands, was rapidly enumerating her new dresses, and wondering
how soon they would be ready, declaring how fortunate it was that
she had a quantity of patterns in the house, and that if her mother
would only advance twenty pounds she could do wonders. She
talked so incessantly, and so volubly, that no one had a chance of
advising, objecting, or putting in one single word. Her mother and
sisters listened in enforced, uneasy silence, to the torrent of this little
creature’s almost impassioned eloquence.
“It will take a fortnight to get ready,” she said. “This is the fifteenth
of March; what a scurry there will be! You two girls will have to sew
your fingers to the bone—won’t they, mother?”
Her mother faltered a feeble assent.
“I shall want at least twelve gowns and half a dozen hats. I must
go into Hastings to-morrow.” She paused at last, with scarlet cheeks,
and quite breathless.
“There is nearly a week before the mail goes out,” ventured
Jessie; “and it is rather too soon to decide yet. The letter only came
an hour ago, and there is much to be considered, before mother can
make up her mind as to which of us she can spare, and——”
“The whole thing is quite settled,” interrupted Fairy in her sharpest
key—Jessie was not her favourite sister—“only you are always so
fond of interfering and managing every one, from mother down. Aunt
Sara expressly asked for the pretty one; you saw it in black and
white, and mother says I am to please myself—did you not, mother?”
appealing to her parent, whose eyes sank guiltily before the
reproachful gaze of her eldest daughter. Nevertheless she bravely
sighed out—
“Yes, Fairy, I suppose so.”
“There!” cried Fairy, triumphantly. “You see mother has decided,
and I have decided. I am not like some people, who take weeks to
make up their minds, especially when moments are precious. I must
write a quantity of letters for the early post. Honor, do you remember
the name of Mrs. Travers’ dressmaker? and do you think I should get
a habit and riding-boots?”
CHAPTER VI.
“ROWENA”—FULL LIFE SIZE.
The astonishing news that had come to Merry Meetings, was soon
shared by the entire village, thanks to Susan’s sister, who filled the
post of messenger and charwoman. The letter was warmly
discussed, in the sanded parlour of The Cause is Altered inn, over
the counter at Hogben’s the grocer, at the rectory, at Dr. Banks’, and
also by the Trevors—the family at the hall—a family to whom the
Misses Gordon were indebted for most of their trivial gaieties.
Opinion, whether in hall or tap-room, was for once unanimous. Of
course one of the Gordons must accept her rich uncle’s offer, and
that without any foolish or unnecessary delay. Although it was a wet
afternoon, Cara and Sophy Trevor, Mrs. Banks, the rector, and Mrs.
Kerry, arrived almost simultaneously at Merry Meetings, and half
filled the drawing-room; which was of moderate size, with a southern
aspect, and deep comfortable window-seats. The furniture was old-
fashioned, and the carpet threadbare, but a few wicker chairs, a
couple of Persian rugs, a quantity of pictures, books, flowers, and
needlework, covered many deficiencies; it was the general sitting-
room of the family, and if not always perfectly tidy, was at any rate
delightfully home-like, vastly different to so many of its name-sakes,
which have a fire on stated days; gaunt, formal apartments, solely
devoted to visitors. Mrs. Gordon’s friends dropped in at all hours, but
chiefly at five o’clock, and the tea and hot cakes, dispensed at Merry
Meetings, were considered unequalled in those parts.
Behold a selection of Mrs. Gordon’s nearest neighbours gathered
eagerly round her hearth, whilst Honor made tea in thin, old shallow
cups.
“We all met at the gate!” explained Cara Trevor, “and have come,
as you see, to call on you in a body, to hear your news with our very
own ears. Is it true, dear lady, that one of the girls is going out to
India immediately?”
“Yes,” replied Mrs. Gordon. “I heard from my sister-in-law this
morning, she and my brother are most anxious to have one of their
nieces on a visit; they give us very short notice—only a fortnight.
Honor, my love, Cara will take another cake.”
“No, no, thank you,” cried Miss Trevor, impatiently. “Pray do go on,
and tell me all about this delightful invitation, Honor. Where is your
uncle; in what part of India?”
“He is at Shirani, a hill station, most of the year. I believe he has
rather a good appointment, something to do with the revenue.”
“I know all about Shirani,” answered Sophy Trevor, with an air of
unusual importance. “We had a cousin quartered there once; it is a
capital place for shooting, dancing, picnics, and tennis-parties—so
different to this dead and alive Hoyle. It really ought to be spelt
without the y. I wish some one would ask me to India. I would be
ready to start to-night, with just a couple of basket-trunks and a
dressing-bag. Which of you is going? I suppose you have not
thought of it yet?” but she looked straight at Honor.
“Oh, it is quite settled,” rejoined Fairy, in her clear shrill voice. “It
was decided at once, as there is not a second to spare. You are to
lose me,” and she laughed affectedly. She had an extraordinarily
loud laugh for such a little woman.
But there was no responding echo—no, not even a smile; on the
contrary, an expression of blank consternation settled down on every
countenance.
Mrs. Banks was the first to recover the power of speech, as with a
somewhat hysterical giggle, she remarked to the company the self-
evident fact—
“I suppose the Indian mail came in to-day?”
“Yes,” responded Jessie, adding significantly, “and goes out on
Thursday, so we have not sent an answer to Uncle Pelham as yet.”
“He does not know what is in store for him,” murmured Mrs. Kerry
to Mrs. Banks, as she rose and put her tea-cup on a table beside
her. Meanwhile Fairy had produced a number of bundles of patterns
of dress materials, and requested the two Miss Trevors to give an
opinion of their merits. This created a merciful diversion. Most
women enjoy turning over patterns, even patterns for mourning, and
in desultory talk about dressmakers and chiffons, the visit came to a
close.
“Did you ever hear such an utterly crazy notion?” cried Mrs.
Banks, as soon as she and the two Miss Trevors were outside the
hall door. “I could scarcely believe my senses.”
“And no wonder,” said Sophy Trevor. “She should not be allowed
to go; but she is so desperately obstinate, that if she has made up
her mind to start, all England will not stop her.”
“My husband shall stop her,” returned Mrs. Banks, emphatically.
“He shall put it on her health, and say that she is too delicate, and
that the climate will kill her!”
“I doubt if even that would keep her at home,” said Cara, who
knew Fairy well. “How wretched Mrs. Gordon looked. Fairy is her
idol, and turns her round her little finger, and I like Fairy the least of
the family—she is so selfish and so vain. Poor Honor is her slave,
and indeed they all give in to her far too much; but if they allow her to
go out to India, they will never see a penny of their rich uncle’s
money. He is expecting a nice, comely, ordinary girl, not a little
monster!”
“Oh, Cara!” protested her sister, in a deeply shocked voice.
“Well, you know she is a monster of selfishness and vanity,”
retorted Cara with unabashed persistence.
The Rev. James Kerry, who was trudging behind with his wife,
displayed an unusually elongated upper lip—sure sign of excessive
mental perturbation.
“Preposterous!” he exclaimed. “That child exercises a most
baneful influence over her parent. I must see Mrs. Gordon alone,
and reason her out of this insane project.”
“And so you will, no doubt, in five minutes,” assented his partner
briskly, “and as soon as you have left, Fairy will reason her back
again. Surely, my dear, you know Mrs. Gordon? The whole matter
rests in Fairy’s hands, and our only hope is that she may change her
mind, or get the influenza, and there is but little chance of either.”
It was now the turn of the Rev. James to expostulate angrily with
his companion.
The next three days were a period of unexampled misery to most

of the inmates at Merry Meetings. Fairy was feverishly gay and
feverishly busy. Though a severe cold kept her at home, she was
never separated from her beloved patterns, no, not even when in
bed. Most of her time was spent in writing to shops, making
calculations in pencil, trimming hats, and searching through fashion-
plates. She now had but two topics of conversation, India and dress.
Meanwhile her mother and sisters looked on, powerless, and in a
manner paralyzed by the sturdy will of this small autocrat. In these
days there was considerable traffic to and fro from Merry Meetings,
and an unusual amount of knocks and rings at Mrs. Gordon’s
modest little green hall door. The postman, instead of bringing one
paper and a meagre envelope as of yore, now staggered under a
load of large brown-paper parcels, and an immense variety of card-
board boxes. Telegrams were an every-day arrival, and letters
poured in by the dozen. Fairy’s preparations were advancing
steadily, though her sisters whispered gravely to one another, that
“she must not be allowed to go.” Who was to prevent her? Not her
mother, who sat in her usual armchair, looking harassed and woe-
begone, and now and then heaved heartrending sighs and applied a
damp pocket-handkerchief to her eyes.
Not the rector. He had reasoned with Fairy long and, as he
believed, eloquently; but in vain. He pointed out her mother’s grief,
her great reluctance to part with her favourite child, her own
uncertain health, but he spoke to deaf ears; and Dr. Banks, despite
his wife’s proud boast, fared but little better. He solemnly assured
Fairy that she was not fit to go to India, to undertake the long journey
alone; and, whatever her aunt might say, the climate was only suited
to people with robust constitutions. “Was she robust?” he demanded
with asperity.
“He knew best,” she retorted in her pertest manner. “One thing she
did know, she was going. Her aunt had especially invited her, and
why should she not have some amusement and see something of
the world? instead of being buried alive at Hoyle. It was not living, it
was mouldering.”
“At any rate she would live longer at Hoyle than in India,” the
doctor angrily assured her. He was furious with this selfish,
egotistical scrap of humanity, who had always secured the best of
everything that fell to the lot of her impoverished family.
“As for amusement,” he continued, “she would not find it very
amusing to be laid up perhaps for weeks. She was a feverish
subject, had she thought of the sicknesses that periodically scourged
the East—cholera and small-pox?” Fairy, who was constitutionally
nervous, shuddered visibly. “Had she thought of long journeys on
horse-back, she who shrieked if the donkey cocked his ears! She
was, in his opinion, much too delicate and too helpless to think of
leaving home.”
Her determination was somewhat shaken by Dr. Banks’ visit, and
by a feverish cold; was it a foretaste of India already? But where filial
duty and fear had failed to move her, vanity stepped in, and secured
a complete surrender!
The spoiled child of the family was sitting alone in the drawing-
room late one afternoon, sewing pleasant anticipations and serious
misgivings, alternately, into a smart silk blouse, when her thoughts
were suddenly scattered by a loud and unfamiliar double knock. She
heard a man’s voice in the hall, and had barely time to throw off her
shawl, and give her hair a touch before the glass, when Susan
announced, “Mr. Oscar Crabbe.” He was a rising artist who had been
staying in the neighbourhood at Christmas, and had made no secret
of his profound admiration for Miss Fairy Gordon, from a purely
professional standpoint.
Oscar Crabbe was a good-looking man, with a pleasant voice, a
luxuriant brown beard, and an off-hand, impetuous manner.
“Pray excuse my calling at this unceremonious hour,” he said as
he advanced with a cold, outstretched hand. “I believe it is long after
five o’clock; but, as I was passing, I thought I would drop in on
chance of finding some one at home. How are your mother and
sisters?”
“My mother is lying down with a nervous headache; my sisters are
shopping in Hastings, so you will have to put up with me,” said Fairy,
coquettishly.
“And you are the very person I most wish to see,” returned Mr.
Crabbe, drawing his chair closer as he spoke. “I want to ask you to
do me a tremendous favour—I want to paint your portrait for next
year’s academy.”
“My portrait?” she echoed tremulously.
“Yes; I said something to you at Christmas, you may remember.”
“I thought you were joking.”
“No, indeed! I was simply feeling my way; and, if you will honour
me with a few sittings, I shall be deeply grateful. I propose to paint
you as Rowena—full life size. You are an ideal Rowena.”
“And when?”
“Oh, not for some months—not before autumn. But I always take
time by the forelock; and as I was down here at the Trevors” (had
Cara Trevor instigated this visit? History is silent, and the true facts
will never be divulged) “I thought I would seize the opportunity of
bespeaking a model for next season. I will only ask you to sit to me
for the head and hands; the dress and figure I can work at in town.
What do you say?”
“Oh, Mr. Crabbe,” clasping her tiny hands rapturously, “I should
have liked it beyond anything in the whole wide world. I am so sorry,
but——”
“But your mother would not approve?”
“Not at all. She would be enchanted; but I am going to India
immediately.”
“To India?” he repeated, after an expressively long pause.
“Yes; my aunt and uncle have invited one of us—it was most
unexpected—and I am going.”
Mr. Crabbe looked grave; then he gave a sort of awkward laugh,
and said—
“Well, Miss Gordon, I enroll myself among the number of friends
who deeply deplore your departure. I am extremely sorry—indeed, I
have a double reason for regret, for I shall never find such a
Rowena!”
“And I am extremely sorry too. There will be no one in India who
will want to paint my picture.”
“I am not so sure of that. A young fellow, a friend of mine, went out
there last October globe-trotting. He is the cleverest portrait painter I
know, though he calls himself an amateur and only paints for
amusement, and in interludes of hunting and polo-playing. He has
not to work for his daily bread, like the rest of us; but, if he had to do
so, he would make his fortune if he studied and put his shoulder to
the wheel. He has a genius for catching a true likeness, a natural
attitude, a characteristic expression, and he does it all so easily and
so quickly. A few rapid dashes, and the canvas seems to live. It is a
pity he does not take to our profession seriously and study; but his
uncle abhors ‘painting chaps,’ as he calls them; and his uncle,
whose heir he is, is a millionaire.”
“How nice! And what is the name of this fortunate young man?”
“Mark Jervis.”
“I must try and remember. Perhaps I may come across him, and
he may paint my picture; but it will be nothing in comparison to
having it done by you and hung in the Royal Academy.”
She turned her face upon her visitor with an expression of dreamy
ecstasy. A delicate colour, a brilliant sparkle in her eyes, the
becoming background of a red lamp-shade, which set off her perfect
profile, all combined to heighten the effect of Fairy’s transcendent
beauty; and Oscar Crabbe frankly assured himself that he was then
and there gazing upon the face of the most lovely girl in England. As
he gazed, he lost his head, and stammered out rapturously—
“Oh, if I could only paint you as you are now, my reputation would
be assured; you would make me famous!”
“You mean that you would make me famous,” she returned,
dropping her eyes bashfully. “Do you know that you almost tempt me
to abandon India and remain at home?”
“I wish you would. You are of far too delicate clay for the fierce
tropical sun, and India plays the devil—I mean,” picking himself up,
“it is the grave of beauty. If anything should happen to prevent your
carrying out your trip, will you let me know without fail?”
“You may be certain that I shall.”
“I wonder that one of your sisters——” he began, when the door
opened and admitted the two ladies in question. They were cold,
tired, longing for tea, and offered no serious resistance to Mr.
Crabbe’s immediate departure. He held Fairy’s hand in his for
several seconds, as if reluctant to release it, and he gave it a faint
but distinctly perceptible pressure as he said, “I will not say, ‘Bon
voyage,’ but, ‘Au revoir.’ Remember your promise,” and hurried
away.
It was noticed by her relations that Fairy was unusually silent all
that evening. She seemed buried in thought, and her pretty white
forehead was actually knit into wrinkles, as she stitched with deft and
rapid fingers. To tell the truth, the young lady was carefully weighing
the pros and cons respecting her Eastern trip. She lay awake for
hours that night, revolving various questions in her busy little brain.
On one hand, she would escape from Hoyle and enjoy a gay and
novel existence. She would be taken to balls and parties, and be the
cynosure of all eyes; she would have plenty of pocket-money, plenty
of pretty dresses, plenty of luxuries—that was one side of the shield.
On the reverse, she mentally saw a hateful journey by sea, an
unaccustomed life and climate, an ever-haunting dread of fever,
cholera, snakes; she would probably have to accustom herself to
riding wild ponies, to being borne along the brinks of frightful
precipices; she would have no one to pet her and hunt up her things,
and do her hair and mend her gloves—yes, she would miss Honor
dreadfully. Mr. Crabbe had assured her that India was the grave of
beauty. Supposing she became a fright! Dr. Banks had hinted at
shattered health. No, after all, she would remain at home; her aunt
and uncle would be in England in a year’s time, she would pay them
a nice long visit without risking either health or looks; then there
would be Rowena, a lasting and substantial triumph! She had visions
of her picture hanging on the line in the Royal Academy, and
guarded by police in order to keep the surging mob of admirers at
bay, of crowds gazing spell-bound at her portrait, of notices in the
society papers, of photographs in shop windows, of wide celebrity,
and the acknowledgment of her beauty in the face of all England.
The prospect was intoxicating. Towards dawn she fell asleep, and
enjoyed delightful dreams.
The next morning, ere descending to breakfast, she called her
sisters into her room, and said, in an unusually formal manner—
“Jessie and Honor, I may as well tell you that I have changed my
mind, and given up all idea of going to India, so I thought you ought
to know at once.”
“I am delighted to hear it,” replied Jessie, with unaffected relief.
“But why?” surveying her with questioning eyes. “Why have you so
suddenly altered your plans?”
“I have been lying awake all night, thinking of mother,” was the
mendacious reply. “I see she is fretting dreadfully; it would break her
heart to part with me, and I shall never leave her, or at least,”
correcting herself, “never leave England.”
“It is unfortunate that you did not think of mother a little sooner!”
said Jessie, glancing round the room, which was blocked up with
boxes and parcels containing purchases in the shape of hats and
shoes and jackets, and many articles “on approval.” “I think you are
very wise to stay at home; but it is a pity that you have made such
great preparations. Is it not, Honor?”
“No doubt you think so,” retorted Fairy, sarcastically. “Of course it
seems a pity that none of my pretty new things will fit either of you.”
CHAPTER VII.
FAIRY RELENTS.
Now that, to every one’s intense relief, Fairy had changed her
mind and withdrawn her claim, the question remained, Who was to
go? Public opinion, her mother, Jessie—in short, every voice save
one, said Honor. But Honor was indisposed to visit the East. She
was not an enterprising young woman, and she was fond of home;
and Fairy, when alone with her, shed showers of crocodile tears
every time the subject was mentioned. She could not bear to part
with her favourite sister; no, it was too cruel of people to suggest
such a thing. Who, she asked herself, would dress her hair, and
button her boots, and read her to sleep? And many of Honor’s
hateful tasks would fall to her, such as arranging the flowers, dusting
the drawing-room, housekeeping, going messages, for Jessie’s time
meant money, and must be respected. Aloud, in the family circle, she
said in authoritative tones, “Let Jessie go! As to looks, any looks are
good enough for India; even Jessie will seem handsome there. After
all, why should any of them accept the invitation? England was a
free country. She (Fairy) would send a nice, grateful little letter, and
keep the cheque. Uncle Pelham would never be so mean as to take
it back, and they would buy a pony instead of that maddening
donkey, and make a tennis-ground, and take a fortnight’s trip to
London, and enjoy themselves for once in their lives.”
A week elapsed. The mail had gone out without an answer to Mr.
Brande. Jessie and her mother had both talked seriously to Honor,
and she had listened with her pleasantest smile, whilst they pointed
out the advantages she would personally reap from her Eastern trip.
She made no attempt to argue the point, only asked in a playful way
who was to drive the donkey? Who was to play the harmonium in
church? for she flattered herself that she was the only person in the
parish who could do either. And there was the garden and the poultry
—the hens would be lost without her!
“We shall all be lost without you,” rejoined Jessie; “but we can
spare you for your own good.”
“I don’t want to be spared for my own good,” she answered. “I
prefer staying at home. You think that I shall carry all before me out
there! You are greatly mistaken. All your geese are swans. I am a
goose, and not a swan. I am just a country cousin, with a bad
complexion and uncouth manners.”
“Honor! you have a beautiful skin, only not much colour; and as for
your manners, they are as good as other people’s.”
“You have often said that mine are alarmingly abrupt, and that I
have the habits of a savage or a child in the way I blurt out home-
truths.”
“Oh, but only at home; and you must not always mind what I say.”
“Then what about the present moment? When you say that I ought
to go out to Uncle Pelham—how am I to know that I ought to mind
what you say now?”
“Upon my word, Honor, you are really too provoking!”
Little did Mrs. Gordon and her friends suspect how their weighty
reasons and arguments were nullified by Fairy, who nightly, with
arms wound tightly round her sister’s neck, and face pressed to hers,
whispered, “You won’t go; promise me, you won’t go.”
Jessie, the clear-sighted, at last began to suspect that Fairy was at
the bottom of her sister’s reluctance to acquiesce. Fairy was so
demonstratively affectionate to Honor. This was unusual. It was too
bad, that Fairy should rule her family, and that her wishes should be
law. Jessie conferred with her mother, and they agreed to try another
plan. They would drop the subject, and see if feminine contrariness
would be their good friend? The word “India” was therefore not
uttered for three whole precious days; patterns and passages, etc.,
were no longer discussed, matters fell back into their old
monotonous groove, save that Mrs. Gordon frequently gazed at her
youngest daughter, and heaved unusually long and significant sighs.
One afternoon, ten days after the letter had been received which
still lay unanswered in Mrs. Gordon’s desk, Honor met the rector as
she was returning from practising Sunday hymns on the wheezy old
harmonium.
“This will be one of your last practices,” he said. “I am sure I don’t
know how we are to replace you.”
“Why should you replace me?” she asked. “I am not going away.”
“Not going away,” he repeated. “I understood that it was all settled.
Why have you changed your mind?”
“I never made up my mind to go.”
“Why not? Think of all the advantages you will gain.”
“Yes, advantages; that is what Jessie is always drumming into my
head. I shall see the world, I shall have pretty dresses, and a pony,
and plenty of balls and parties, and new friends.”
“And surely you would enjoy all these—you are only nineteen,
Honor?”
“Yes, but these delights are for myself; there is nothing for them,”
nodding towards “Merry Meetings.” “I am the only person who will
benefit by this visit, and I am sure I am more wanted at home than
out in India. Jessie cannot do everything, her writing takes up her
time; and I look after the house and garden. And then there is Fairy;
she cannot bear me to leave her.”
“You have spoiled Fairy among you,” cried the rector, irritably.
“Only the other day she was crazy to go to India herself. She must
learn to give up, like other people. It is very wrong to sacrifice
yourself to the whims and fancies of your sister; in the long run they
will become a yoke of dreadful bondage. Remember that you are not
a puppet, nor an idiot, but a free, rational agent.”
“Yes,” assented the girl. She knew she was now in for one of Mr.
Kerry’s personal lectures. It might be over in two or three minutes,
and it might continue for half an hour.
“Now listen to me, Honor. I know you are a good, honest young
woman, and think this plan will only benefit yourself. You are wrong.
Your mother is in poor health; her pension dies with her. If you offend
your only near relative, how are you to exist?”
“I suppose we can work. Every woman ought to be able to earn
her bread—even if it is without butter.”
“Honor, I did not know that you held these emancipated views. I
hope you won’t let any other man hear you airing them. As for work!
Can Fairy work? Jessie, I know, can earn a few pounds, but she
could barely keep herself; and if you fall sick, what will you do? It is
best to survey matters from every standpoint. Your aunt and uncle
have practically offered to adopt you. You will return in a year’s time;
you will have made many friends for yourself and sisters, developed
your own at present limited views of the world, and bring many new
interests into your life. Your absence from home will be a
considerable saving. Have you thought of that?”
“A saving!” she echoed incredulously.
“Of course! Don’t you eat? A healthy girl like you cannot live on air;
and there is your dress.”
“I make my own dresses.”
“Nonsense!” with an impatient whirl of his stick. “You don’t make
the material. How can you be so stubborn, so wilfully blind to your
own interests. If another girl had your chances, Honor Gordon would
be the very first to urge her to go; and that in her most knock-me-
down style. You have a much keener view where other people’s
affairs are concerned than your own.”
“Of course, it is only for a year,” said Honor. “I shall be back
among you all within twelve months.”
“Yes, if you are not married,” added the rector, rashly.
“It appears to be the general impression in Hoyle, that going to
India means going to be married,” said the girl, firing up and looking
quite fierce. “Please put that idea quite at one side, as far as I am
concerned.”
“Very well, my dear, I will,” was the unexpectedly meek response.
Touched by his humility, she continued, “Then you really think I
ought to go?”
“My good child, there can be no two opinions. Every one thinks
you ought to go.”
“Except Fairy.”
“Fairy has no right to stand in your way, and your absence will be
an excellent lesson for her. She will learn to be independent and
useful. Now, here is my turn, and I must leave you. Go straight home
and tell them that you are ready to start, and that the sooner your
mother sees about your escort and passage the better.”
And he wrung her hand and left her. Honor walked home at a
snail’s pace, thinking hard. If Fairy would but give her consent, she
would hold out no longer against every one’s wishes. She would go
—yes, without further hesitation. After all, it was only for one year.
But, although she did not know it, Fairy had already yielded. Jessie
and Mrs. Banks had been talking to her seriously in Honor’s
absence, and she had been persuaded to listen to the voice of
reason—and interest.
If she had gone to India, as she intended, she would have been
parted from Honor, and of her own accord.
This fact, brusquely placed before her by Mrs. Banks, she was
unable to deny, and sat dumb and sullen.
“Uncle Pelham is sure to take to Honor,” added Jessie, “and he will
probably do something for us all, thinking that we are all as nice as
Honor, which is not the case. She will be home in a year, and there
will be her letter every week.”
“Yes, and presents,” put in Mrs. Banks, significantly. “She will have
plenty of pocket-money, and will be able to send you home no end of
nice things.”
Fairy sniffed and sighed, dabbed her eyes with her handkerchief,
and finally suffered herself to be coaxed and convinced, and when
her sister opened the drawing-room door, with rather a solemn face,
she ran to her and put her arms round her and said—
“Honor, darling, I have promised to let you go!”
That very day the important epistle was despatched to Shirani,
and Fairy, to show that she did nothing by halves, actually dropped it
into the letter-box with her own hand. And during the evening she
once more produced the bundles of patterns, and threw herself heart
and soul into the selection of her sister’s outfit.

Horngrens Cost Accounting A Managerial Emphasis 16th Edition Datar Test Bank download pdf full chapter

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Horngrens Cost Accounting A Managerial Emphasis 16th Edition Datar Test Bank download pdf full chapter

Uploaded by

Copyright:

Available Formats

Horngrens Cost Accounting A

Managerial Emphasis 16th Edition

Horngrens Cost Accounting A Managerial Emphasis Global

Horngrens Cost Accounting A Managerial Emphasis

Test Bank for Horngren’s Cost Accounting: A Managerial

Test Bank for Horngren’s Cost Accounting: A Managerial

Test bank for Cost Accounting: A Managerial Emphasis

Test Bank for Horngren’s Cost Accounting A Managerial

Cost Accounting A Managerial Emphasis Canadian 15th

Cost Accounting A Managerial Emphasis Canadian 7th

Full download chapter at: https://testbankbell.com/product/horngrens-

1. Prepare, Apply, and Confirm with MyAccountingLab®

The next three days were a period of unexampled misery to most

You might also like