Fundamentals of Cost Accounting
Author: Shannon Anderson
A direct, realistic, and efficient way to learn cost accounting. Fundamentals is short (608 pages) making it easy to cover in one semester. The authors have kept the text concise by focusing on the key concepts students need to master. Opening vignettes and In Action boxes show realistic applications of these concepts throughout. Comprehensive end-of-chapter problems plus Homework Manager provide students with all the practice they need to fully learn each concept.
Table of Contents:
Brief Table of Contents
Chapter 1: Cost Accounting: Information for Decision Making
Chapter 2: Cost Concepts and Behavior
Chapter 3: Fundamentals of Cost-Volume-Profit Analysis
Chapter 4: Fundamentals of Cost Analysis for Decision Making
Chapter 5: Cost Estimation
Chapter 6: Fundamentals of Product and Service Costing
Chapter 7: Job Costing
Chapter 8: Process Costing
Chapter 9: Activity-Based Costing
Chapter 10: Fundamentals of Cost Management
Chapter 11: Service Department and Joint Cost Allocation
Chapter 12: Fundamentals of Management Control Systems
Chapter 13: Planning and Budgeting
Chapter 14: Business Unit Performance Measurement
Chapter 15: Transfer Pricing
Chapter 16: Fundamentals of Variance A nalysis
Chapter 17: Additional Topics in Variance Analysis
Chapter 18: Nonfinancial and Multiple Measures of Performance
Appendix: Capital Investment Decisions: An Overview
Chapter 2: Cost Concepts and Behavior
Chapter 3: Fundamentals of Cost-Volume-Profit Analysis
Chapter 4: Fundamentals of Cost Analysis for Decision Making
Chapter 5: Cost Estimation
Chapter 6: Fundamentals of Product and Service Costing
Chapter 7: Job Costing
Chapter 8: Process Costing
Chapter 9: Activity-Based Costing
Chapter 10: Fundamentals of Cost Management
Chapter 11: Service Department and Joint Cost Allocation
Chapter 12: Fundamentals of Management Control Systems
Chapter 13: Planning and Budgeting
Chapter 14: Business Unit Performance Measurement
Chapter 15: Transfer Pricing
Chapter 16: Fundamentals of Variance A nalysis
Chapter 17: Additional Topics in Variance Analysis
Chapter 18: Nonfinancial and Multiple Measures of Performance
Appendix: Capital Investment Decisions: An Overview
Chapter 4: Fundamentals of Cost Analysis for Decision Making
Chapter 5: Cost Estimation
Chapter 6: Fundamentals of Product and Service Costing
Chapter 7: Job Costing
Chapter 8: Process Costing
Chapter 9: Activity-Based Costing
Chapter 10: Fundamentals of Cost Management
Chapter 11: Service Department and Joint Cost Allocation
Chapter 12: Fundamentals of Management Control Systems
Chapter 13: Planning and Budgeting
Chapter 14: Business Unit Performance Measurement
Chapter 15: Transfer Pricing
Chapter 16: Fundamentals of Variance A nalysis
Chapter 17: Additional Topics in Variance Analysis
Chapter 18: Nonfinancial and Multiple Measures of Performance
Appendix: Capital Investment Decisions: An Overview
Chapter 6: Fundamentals of Product and Service Costing
Chapter 7: Job Costing
Chapter 8: Process Costing
Chapter 9: Activity-Based Costing
Chapter 10: Fundamentals of Cost Management
Chapter 11: Service Department and Joint Cost Allocation
Chapter 12: Fundamentals of Management Control Systems
Chapter 13: Planning and Budgeting
Chapter 14: Business Unit Performance Measurement
Chapter 15: Transfer Pricing
Chapter 16: Fundamentals of Variance A nalysis
Chapter 17: Additional Topics in Variance Analysis
Chapter 18: Nonfinancial and Multiple Measures of Performance
Appendix: Capital Investment Decisions: An Overview
Chapter 8: Process Costing
Chapter 9: Activity-Based Costing
Chapter 10: Fundamentals of Cost Management
Chapter 11: Service Department and Joint Cost Allocation
Chapter 12: Fundamentals of Management Control Systems
Chapter 13: Planning and Budgeting
Chapter 14: Business Unit Performance Measurement
Chapter 15: Transfer Pricing
Chapter 16: Fundamentals of Variance A nalysis
Chapter 17: Additional Topics in Variance Analysis
Chapter 18: Nonfinancial and Multiple Measures of Performance
Appendix: Capital Investment Decisions: An Overview
Chapter 10: Fundamentals of Cost Management
Chapter 11: Service Department and Joint Cost Allocation
Chapter 12: Fundamentals of Management Control Systems
Chapter 13: Planning and Budgeting
Chapter 14: Business Unit Performance Measurement
Chapter 15: Transfer Pricing
Chapter 16: Fundamentals of Variance A nalysis
Chapter 17: Additional Topics in Variance Analysis
Chapter 18: Nonfinancial and Multiple Measures of Performance
Appendix: Capital Investment Decisions: An Overview
Chapter 12: Fundamentals of Management Control Systems
Chapter 13: Planning and Budgeting
Chapter 14: Business Unit Performance Measurement
Chapter 15: Transfer Pricing
Chapter 16: Fundamentals of Variance A nalysis
Chapter 17: Additional Topics in Variance Analysis
Chapter 18: Nonfinancial and Multiple Measures of Performance
Appendix: Capital Investment Decisions: An Overview
Chapter 14: Business Unit Performance Measurement
Chapter 15: Transfer Pricing
Chapter 16: Fundamentals of Variance A nalysis
Chapter 17: Additional Topics in Variance Analysis
Chapter 18: Nonfinancial and Multiple Measures of Performance
Appendix: Capital Investment Decisions: An Overview
Chapter 16: Fundamentals of Variance A nalysis
Chapter 17: Additional Topics in Variance Analysis
Chapter 18: Nonfinancial and Multiple Measures of Performance
Appendix: Capital Investment Decisions: An Overview
Chapter 18: Nonfinancial and Multiple Measures of Performance
Appendix: Capital Investment Decisions: An Overview
Books about marketing: Stepping up to Supervisor or Marketing Strategy
Program Evaluation and Performance Measurement: An Introduction to Practice
Author: James C McDavid
Program Evaluation and Performance Measurement: An Introduction to Practice offers a conceptual, as well as practical, introduction to program evaluation and performance measurement for public and non-profit organizations. This introductory text discusses topics in a detailed fashion, making it a useful guide for practitioners who are constructing and implementing performance measurement systems, as well as for students. Authors James C. McDavid and Laura R. L. Hawthorn guide readers through conducting quantitative and qualitative program evaluations and needs assessments, as well as constructing and implementing performance measurement systems.
Key Features:
- Highlights the importance of sound professional judgment throughout the book and the final chapter offers ways that evaluation professionals can develop their professional judgment
- Integrates performance measurement into evaluation practi ce to demonstrate how these skills are important foundations for performance measurement and essential for building program evaluation expertise
- Discusses the realities of organizational politics and balances the importance of good evaluation methods with the resource and organizational constraints that almost always affect the choices evaluators make as they do their work
- Provides reader friendly checklists to underscore key points
Program Evaluation and Performance Measurement is designed for advanced undergraduate and graduate courses in program evaluation, performance measurement, and performance management. The book does not assume a thorough understanding ofresearch methods and design, making it an ideal text for students in Public Administration and Management, Social Work, the health professions, and other disciplines where research methods are not a central focus.
Table of Contents:
| 1 | Key concepts and issues in program evaluation and performance measurement | 1 |
| 2 | Understanding and applying program logic models | 39 |
| 3 | Research designs for program evaluations | 79 |
| 4 | Measurement in program evaluation | 129 |
| 5 | Applying qualitative evaluation methods | 165 |
| 6 | Assessing the need for programs | 201 |
| 7 | Concepts and issues in economic evaluation | 241 |
| 8 | Performance mea surement as an approach to evaluation | 281 |
| 9 | Design and implementation of performance measurement systems | 305 |
| 10 | Using and sustaining performance measurement systems | 337 |
| 11 | Program evaluation and program management : joining theory and practice | 373 |
| 12 | The nature and practice of professional judgment in program evaluation | 401 |
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