Cost Management: A Strategic Emphasis 6th Edition PDF Download Ebook. Edward Blocher, David Stout and Gary Cokins provide the cost-management tools and techniques needed to support an organization’s competitiveness, improve its performance, and help the organization accomplish its strategy.
The text is written to help students understand the broader role of cost accounting in helping an organization succeed – and not just the measurement of costs. While the text does include coverage of traditional costing topics (e.g., job-order costing, process costing, service-department cost allocations, and accounting for joint and by-products), its primary strength is the linkage of these topics, as well as more contemporary topics, to an organization’s strategy.
This message is reinforced by a dynamic author team, all four of whom have close ties to current cost management practice. This text has reorganized the parts and sequence of chapters to follow the sequence used by our adopters. Thus, the process costing and cost allocation chapters were moved up, and capital budgeting is now included as a chapter in the section on planning and decision making. These two changes permit a more streamlined presentation.
There are now four major parts to the text: Part one, introduction to strategy, cost management and cost systems; Part two, planning and decision making; Part three, operational-level control; and Part four, management-level control. A new feature of the text is the inclusion of an introduction to each of the four parts to explain the learning objectives of the chapters in that part. Briefly, the objective of Part one is to introduce foundational concepts, including strategy, strategy implementation, and product-cost systems.
The coverage of cost systems begins with job costing and is followed by ABC, process costing, and joint product costing/cost allocation. Part two, planning and decision making, begins with cost estimation, since planning and decision making are guided by knowledge of cost drivers and cost behavior. Covered in part two is profit-planning (CVP), budgeting, decision making, capital budgeting, target costing, the theory of constraints, and pricing.
Parts three and four study performance measurement: Part three looks at this issue from the perspective of those who manage operations on a day-to-day basis, while Part four examines performance evaluation at a higher level: business-unit mangers who have responsibility for divisions, product lines, manufacturing plants, and whose units are evaluated as cost centers, profit centers, or investment centers.
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