Fifth edition Alnoor Bhimani Charles T. Horngren Srikant M. Datar Madhav V. Rajan Farah Ahamed


Ethics, manager’s performance evaluation



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19.14 Ethics, manager’s performance evaluation.
(25 min)
1
Sales 1,800,000 x €2
€3,600,000 Cost of goods sold Variable costs 1,800,000 x €0.50 900,000 Fixed costs (1,800,000 x €0.78*)
1,404,000
Gross margin
1,296,000 Selling and administrative costs
650,000 Operating income
€ 646,000 Bonus at 15% of €646,000
€96,900
*€1,950,000 ÷ 2,500,000 = €0.78

2
No. Pirelli did not do as good a job as the numbers in requirement 1 suggest. For example, had he produced only 1,800,000 cups (the quantity of cups sold, fixed costs included as part of cost of goods sold would have increased to €1,950,000. Currently €0.78
×
700,000 units = €546,000 of fixed-overhead costs are stocked,


Bhimani, Horngren, Datar and Rajan, Management and Cost Accounting, 5
th
Edition, Instructor’s Manual
© Pearson Education Limited 2012 which has the effect of increasing operating income. Note that since there was no opening stock, the fixed cost in stock can also be calculated as €1,950,000 –
€1,404,000 (included in cost of goods sold) = €546,000. If the operating income is adjusted by this amount, 2005 profits would be €646,000 – €546,000 = €100,000 and Pirelli’s bonus would be 15% of 100,000 = €15,000, not €96,900.
3
Pirelli’s behaviour is not ethical. Professional managers are expected to take actions that are in the best interests of their shareholders. Pirelli’s action benefited himself at the cost of shareholders. Pirelli’s actions are equivalent to cooking the books, even though he achieved this by producing more stock than was needed, rather than through fictitious accounting. Some students might argue that Pirelli’s behaviour was not unethical – he simply took advantage of the faulty contract the board of directors had given him when he was hired.

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