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1 | | The manager of an investment center is responsible not only for the profit of the investment center, but also for the capital invested to earn that profit. |
| | A) | True |
| | B) | False |
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2 | | The price at which products or services are transferred between two subunits within an organization is called inter-transfer price. |
| | A) | True |
| | B) | False |
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3 | | Goal congruence is obtained when managers throughout an organization strive to achieve the goals set by top management. |
| | A) | True |
| | B) | False |
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4 | | A management approach where managers at all levels participate in setting goals, which they then will strive to achieve, is called management by objectives. |
| | A) | True |
| | B) | False |
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5 | | Obtaining goal congruence is inconsistent with the broad managerial approach known as management by objectives (MBO). |
| | A) | True |
| | B) | False |
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6 | | Return on Investment = Income/Invested Capital. |
| | A) | True |
| | B) | False |
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7 | | Return on investment (ROI) for an investment center can be determined by dividing net income of the investment center by total invested capital of the investment center. |
| | A) | True |
| | B) | False |
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8 | | Capital Turnover = Sales revenue/Invested capital. |
| | A) | True |
| | B) | False |
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9 | | Sales margin is equal to income divided by sales revenue. |
| | A) | True |
| | B) | False |
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10 | | Return on investment (ROI) can be expressed as: Sales margin x Capital turnover. |
| | A) | True |
| | B) | False |
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11 | | If sales margin improves from 3% to 5% and the capital turnover remains at 4, the new return on investment will be 8%, or 2% x 4. |
| | A) | True |
| | B) | False |
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12 | | If capital turnover improves from 4 times to 5 times and the sales margin remaines at 6%, the new return on investment will be 30%. |
| | A) | True |
| | B) | False |
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13 | | To improve the return on investment (ROI) for an investment center, a manager must increase sales and profits while maintaining the same level of invested capital, or increase invested capital while maintaining the same level of sales and profits. |
| | A) | True |
| | B) | False |
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14 | | One major drawback to using return on investment (ROI) as a measurement of management performance is that a manager may be reluctant to make additional capital investments even when the capital investment may generate profits in excess of the firm's cost of capital. |
| | A) | True |
| | B) | False |
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15 | | Profit minus an imputed interest charge, which is equal to the invested capital multiplied by an imputed interest rate, is called residual income. |
| | A) | True |
| | B) | False |
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16 | | Residual income is an amount in excess of the break-even point of the firm. |
| | A) | True |
| | B) | False |
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17 | | Residual income is a good measurement for comparing performance between different-size investment centers. |
| | A) | True |
| | B) | False |
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18 | | In computing the residual income, the factor called imputed interest rate refers to the current market rate of interest on investments of similar risk. |
| | A) | True |
| | B) | False |
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19 | | Shareholder value analysis calculates the residual income for a major product line. |
| | A) | True |
| | B) | False |
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20 | | Using residual income as an investment-center performance measure facilitates goal congruence, but using return on investment (ROI) does not. |
| | A) | True |
| | B) | False |
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21 | | A contemporary measure of investment center performance is economic value added (EVA). |
| | A) | True |
| | B) | False |
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22 | | Economic value added (EVA) differs from residual income since the EVA subtracts the investment center's current liabilities. |
| | A) | True |
| | B) | False |
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23 | | The weighted-average cost of capital is defined as: [(After-tax cost of debt capital x Market value of debt) + (Cost of equity capital x Market value of equity)] / (Market value of debt + Market value of equity). |
| | A) | True |
| | B) | False |
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24 | | The weighted-average cost of capital is .088. |
| | A) | True |
| | B) | False |
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25 | | The method of depreciation chosen to be applied to capital assets will have no effect on ROI when gross book value is used to measure invested capital. |
| | A) | True |
| | B) | False |
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26 | | Using total assets in making ROI, residual-income, and EVA calculations is appropriate when the division manager has considerable authority in making decisions about all of the division's assets, including nonproductive assets. |
| | A) | True |
| | B) | False |
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27 | | One advantage of using net assets as a measure of invested capital is that net book value maintains consistency with the balance sheet prepared for external reporting purposes. |
| | A) | True |
| | B) | False |
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28 | | One of the advantages of using net assets as a measure of invested capital is that it provides a more accurate measure of ROI, residual income, and EVA across time. |
| | A) | True |
| | B) | False |
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29 | | Since using net book value will produce a misleading increase in ROI over time, this phenomenon can produce serious effects on the incentives of investment center managers. |
| | A) | True |
| | B) | False |
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30 | | The key to choosing a measure of investment-center income is controllability. |
| | A) | True |
| | B) | False |
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31 | | The profit margin controlled by investment center managers, rather than an investment center's profit, can be used when computing the ROI or residual income as a method of measuring the performance of the investment center's manager, rather than the performance of the investment center. |
| | A) | True |
| | B) | False |
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32 | | A one-time cash payment to an investment center manager as a reward for meeting predetermined criterion on a specified performance measure is called a cash bonus. |
| | A) | True |
| | B) | False |
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33 | | A postaudit involves an evaluation of an investment center's investment decisions. |
| | A) | True |
| | B) | False |
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34 | | Measurements of investment center performance are focused solely on financial data. |
| | A) | True |
| | B) | False |
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35 | | The amount charged when one division sells goods or services to another division is called the transfer price. |
| | A) | True |
| | B) | False |
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36 | | A general rule for determining a transfer price that will ensure goal congruence is:"Additional outlay cost per unit incurred because goods are transferred + Opportunity cost per unit to the organization because of the transfer." |
| | A) | True |
| | B) | False |
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37 | | The transfer prices of products or services of a selling subunit that are offered to a buying subunit can create goal incongruence within a firm. |
| | A) | True |
| | B) | False |
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38 | | Opportunity costs exist in the determination of a transfer price when the selling subunit has no excess capacity to produce its products or services. |
| | A) | True |
| | B) | False |
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39 | | Excess capacity exists only when more goods can be produced than the producer is able to sell, due to low demand for a product or products. |
| | A) | True |
| | B) | False |
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40 | | Using the general transfer-pricing rule, and assuming no excess capacity, the transfer price is $10.00. |
| | A) | True |
| | B) | False |
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41 | | When there is excess capacity, the opportunity costs are zero in the general rule for determining the transfer price. |
| | A) | True |
| | B) | False |
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42 | | Using the general transfer-pricing rule, and assuming there is excess capacity, the transfer price is $8.35. |
| | A) | True |
| | B) | False |
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43 | | Assuming there is excess capacity, the company should accept a special-offer price of $9.00. |
| | A) | True |
| | B) | False |
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44 | | Implementing the general rule for determining a transfer price is relatively easy to implement because opportunity costs are easily measured. |
| | A) | True |
| | B) | False |
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45 | | The condition in which a single producer or group of producers can affect the market price is called perfect competition. |
| | A) | True |
| | B) | False |
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46 | | If the producing division has excess capacity or the external market is imperfectly competitive (a single producer or group of producers can affect the market price), the general transfer-pricing rule and the external market will yield the same transfer price. |
| | A) | True |
| | B) | False |
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47 | | When the transfer price is set at the market price, the producing division should have to option of either producing goods for internal transfer or selling in the external market. |
| | A) | True |
| | B) | False |
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48 | | Basing transfer prices on low distress market prices is always in the best interests of the company. |
| | A) | True |
| | B) | False |
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49 | | When no external market exists for a product, a negotiated transfer price may be used. |
| | A) | True |
| | B) | False |
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50 | | Setting the transfer price at the variable cost of the product will provide an incentive for the producing division to produce and transfer the product, especially when the producing department has excess capacity. |
| | A) | True |
| | B) | False |
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51 | | Another term for full cost is absorption cost. |
| | A) | True |
| | B) | False |
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52 | | Using a full-cost approach to setting transfer prices will cause fixed costs of the selling subunit to become variable costs of the buying subunit. |
| | A) | True |
| | B) | False |
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53 | | Transfer prices should not be based on full cost. |
| | A) | True |
| | B) | False |
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54 | | A buying division would prefer the use of standard prices over actual prices for determining the transfer price of a product it receives from a producing division. |
| | A) | True |
| | B) | False |
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55 | | The two issues that arise for multinational firms setting transfer prices between divisions in different countries are income-tax rated and import duties. |
| | A) | True |
| | B) | False |
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56 | | A system that ensures that an organization's employees act in a legal, ethical, and responsible manner is called an internal control system. |
| | A) | True |
| | B) | False |
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57 | | Transfer prices are seldom used in the service industry. |
| | A) | True |
| | B) | False |
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58 | | Financial performance measures provide incentives for managers to act in the best interest of the organization as a whole, but they also impose risk on a manager. |
| | A) | True |
| | B) | False |
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59 | | Activities such as bribery, deceit, illegal campaign contributions, and kickback constitute fraud. |
| | A) | True |
| | B) | False |
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60 | | Theft or misuse of an organization's resources constitutes fraud. |
| | A) | True |
| | B) | False |
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61 | | Intentionally misstating an organization's financial records constitutes corruption. |
| | A) | True |
| | B) | False |
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