CH 10

Managerial Accounting
Eighth Edition
Weygandt Kimmel Kieso
Chapter 10
Budgetary Control and
Responsibility Accounting
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Chapter Outline
Learning Objectives
LO 1 Describe budgetary control and static budget reports.
LO 2 Prepare flexible budget reports.
LO 3 Apply responsibility accounting to cost and profit
centers.
LO 4 Evaluate performance in investment centers.
Copyright ©2018 John Wiley & Sons, Inc. 2

Budgetary Control and Static Budget Reports
LEARNING OBJECTIVE 1
Describe budgetary control and static budget reports.
Use of budgets in controlling operations is known as

budgetary control.
• Budget reports compare actual results with planned
objectives
• Provides management with feedback on operations
• Budget reports prepared as frequently as needed
• Management analyzes differences between actual and
planned results and determines causes
LO 1 Copyright ©2018 John Wiley & Sons, Inc. 3

Budgetary Control (1 of 5)

Works best when a company has a formalized reporting
system which:
1. Identifies the name of the budget report
2. States the frequency of the report
3. Specifies the purpose of the report
4. Indicates the primary recipient(s) of the report

Name of Report Frequency Purpose Primary Recipient(s)
Sales Weekly Determine whether Top management and
sales goals are met sales manager
Labor Weekly Control direct and Vice president of
indirect labor costs production and
production department
managers
Scrap Daily Determine efficient use Production manager
of materials
Departmental Weekly Control overhead costs Department manager
overhead costs
Selling expenses Monthly Control selling expenses Sales manager
Income statement Monthly and Determine whether Top management
quarterly income goals are met

Budgetary control involves all but one of the following:
a. Modifying future plans
b. Analyzing differences
c. Using static budgets
d. Determining differences between actual and planned
results

Budgetary control involves all but one of the following:
a. Modifying future plans
b. Analyzing differences
c. Answer: Using static budgets
d. Determining differences between actual and planned
results

Static Budget Reports (1 of 7)
A Static budget is a projection of budget data at one level
of activity
• When used in budgetary control, each budget included
in the master budget is considered to be static
• Ignores data for different levels of activity
• Compares actual results with budget data at the activity
level used in the master budget

Illustration: Budget and actual sales data for the
Rightride product in the first and second quarters of 2020
are as follows.
Blank Blank
Sales First Second Blank

Total
Quarter Quarter
Budgeted $180,000 $210,000 $390,000
Actual 179,000 199,500 378,500
Difference $ 1,000 $ 10,500 $ 11,500



Uses and Limitations
• Appropriate for evaluating a manager’s effectiveness
in controlling costs when:
o Actual level of activity closely approximates master budget
activity level, and/or
o Behavior of costs is fixed in response to changes in activity
• Appropriate for fixed costs
• Not appropriate for variable costs

A static budget is useful in controlling costs when cost
behavior is:
a. Mixed
b. Fixed
c. Variable
d. Linear

A static budget is useful in controlling costs when cost
behavior is:
a. Mixed
b. Answer: Fixed
c. Variable
d. Linear

DO IT! 1: Static Budget Reports (1 of 2)
Lawler Company expects to produce 5,000 units of product
CV93 during the current month. Budgeted variable
manufacturing costs per unit are direct materials $6, direct
labor $15, and overhead $24. Monthly budgeted fixed
manufacturing overhead costs are $10,000 for depreciation
and $5,000 for supervision. In the current month, Lawler
actually produced 5,500 units and incurred the following costs:
direct materials $33,900, direct labor $74,200, variable
overhead $120,500, depreciation $10,000, and supervision
$5,000.
Prepare a static budget report.
DO IT! 1: Static Budget Reports (2 of 2)

Flexible Budget Reports
Prepare flexible budget reports.
Flexible budget projects budget data for various levels of

activity.
• Essentially a series of static budgets at different
activity levels
• Budgetary process more useful if it is adaptable to
changes in operating conditions
• Can be prepared for each type of budget in the master
budget
Why Flexible Budgets? (1 of 5)
Illustration: Barton Robotics static overhead budget.

Overhead Static Budget report assuming 12,000 units were actually produced,
rather than 10,000 units.

• Over budget in three of six overhead costs
o Unfavorable difference of $132,000 – 12% over budget
• Budget data for 10,000 units, not relevant
o Meaningless to compare actual variable costs for 12,000
units with budgeted variable costs for 10,000 units
o Variable costs increase with production

Analyzing budget data for costs at 10,000 units, you arrive at the following
per unit results.
Blank Blank
Item Total Cost Per Unit
Indirect materials $250,000 $25
Indirect labor 260,000 26
Utilities 190,000 19
$700,000 $70
Blank
Item Computation Total

Indirect materials $25 × 12,000 $300,000
Indirect labor 26 × 12,000 312,000
Utilities 19 × 12,000 228,000
$840,000

Prepare the budget report based on the flexible budget for 12,000 units of production.

Developing the Flexible Budget
1. Identify activity index and relevant range of activity
2. Identify variable costs, and determine budgeted
variable cost per unit of activity for each cost
3. Identify fixed costs, and determine budgeted amount
for each cost
4. Prepare budget for selected increments of activity
within relevant range

Flexible Budget—A Case Study (1 of 7)
Fox Company’s management uses a flexible budget for monthly
comparisons of actual and budgeted manufacturing overhead costs
of the Finishing Department. The master budget for the year ending
December 31, 2020, shows expected annual operating capacity of
120,000 direct labor hours and the overhead costs.
Variable Costs Fixed Costs

Indirect materials $180,000 Depreciation $180,000
Indirect labor 240,000 Supervision 120,000
Utilities 60,000 Property taxes 60,000
Total $480,000 Total $360,000

Four steps for developing the flexible budget.
1. Identify activity index and relevant range of activity.
• Activity index is direct labor hours
• Relevant range is 8,000 – 12,000 direct labor hours per month

2. Identify variable costs and determine budgeted variable
cost per unit of activity for each cost.
Variable Cost per
Variable Costs Blank Computation Blank Direct Labor Hour
Indirect materials $180,000 ÷ 120,000 $1.50
Indirect labor $240,000 ÷ 120,000 2.00
Utilities $ 60,000 ÷ 120,000 0.50
Total $4.00

3. Identify fixed costs and determine budgeted amount for
each cost.
• Three fixed costs per month:
o Depreciation $15,000
o Supervision $10,000
o Property taxes $5,000
4. Prepare budget for selected increments of activity within
the relevant range.
• Prepared in increments of 1,000 direct labor hours


Fox uses the formula below to determine total budgeted
costs at any level of activity.
Fixed + Variable = Total Budgeted
Cost Costs * Costs
*Total variable cost per unit of activity × Activity level.
Determine total budgeted costs for Fox Company with

fixed costs of $30,000 and total variable cost $4 per direct
labor hour:
• 9,000 direct labor hours: $30,000 + ($4 × 9,000) = $66,000
• 8,622 direct labor hours: $30,000 + ($4 × 8,622) = $64,488
Illustration 10.15
Graphic flexible
budget data
highlighting 10,000
and 12,000 activity
levels

Flexible Budget Reports (1 of 2)
• Widely used in production and service departments
• A type of internal report
• Consists of two sections:
o Production data for a selected activity index, such as
direct labor hours
o Cost data for variable and fixed costs
• Widely used in production and service departments to
evaluate a manager’s performance

Flexible Budget Reports (2 of 2)

Flexible Budgets (1 of 2)
At 9,000 direct labor hours, the flexible budget for
indirect materials is $27,000. If $28,000 of indirect
materials costs are incurred at 9,200 direct labor hours, the
flexible budget report should show the following
difference for indirect materials:
a. $1,000 unfavorable
b. $1,000 favorable
c. $400 favorable
d. $400 unfavorable

Flexible Budgets (2 of 2)
At 9,000 direct labor hours, the flexible budget for
indirect materials is $27,000. If $28,000 of indirect
materials costs are incurred at 9,200 direct labor hours, the
flexible budget report should show the following
difference for indirect materials:
a. $1,000 unfavorable
b. $1,000 favorable
c. $400 favorable
d. Answer: $400 unfavorable

DO IT! 2: Flexible Budgets (1 of 2)
In Strassel Company’s
flexible budget graph, the
fixed cost line and the total
budgeted cost line intersect
the vertical axis at $36,000.
The total budgeted cost line
is $186,000 at an activity
level of 50,000 direct labor
hours. Compute total
budgeted costs at 30,000
direct labor hours.

DO IT! 2: Flexible Budgets (2 of 2)
Compute total budgeted costs at 30,000 direct labor
hours.
Variable costs:
Total budgeted cost line $186,000
Fixed costs − 36,000
Variable costs at 50,000 hours 150,000
Activity level at intersect (hours) ÷ 50,000
Variable costs per direct labor hour $3
Direct labor hours × 30,000
Total variable costs 90,000
Total fixed costs + 36,000
Total budgeted costs $126,000

Responsibility Accounting and Responsibility Centers
Apply responsibility accounting to cost and profit
centers.
Accumulating and reporting costs (and revenues) on basis of the

manager who makes decisions about the items.
Conditions:
1. Costs and revenues can be directly associated with specific level
of management responsibility
2. Costs and revenues can be controlled by employees at level of
responsibility with which they are associated
3. Budget data can be developed for evaluating the manager’s
effectiveness in controlling costs and revenues
Responsibility Accounting (1 of 3)
Illustration 10.17
Responsibility for controllable costs at varying levels of
management

• Responsibility center - any individual who has control
and is accountable for activities
• May extend to any level of management
• Especially valuable in a decentralized company
o Control of operations delegated to many managers
throughout the organization
o Segment – area of responsibility for which reports are
prepared

• Two differences from budgeting in reporting costs and
revenues:
1. Distinguishes between controllable and
noncontrollable costs
2. Emphasizes or includes only items controllable by the
individual manager in performance reports
• Applies to both profit and not-for-profit entities
o Profit entities: maximize net income
o Not-for-profit: minimize cost of providing services

Controllable versus Noncontrollable Revenues and
Costs
A cost over which a manager has control is called a
controllable cost.
1. All costs are controllable by top management
2. Fewer costs are controllable as one moves down to each
lower level of managerial responsibility
Costs incurred indirectly and allocated to a responsibility
level are noncontrollable costs.

Principles of Performance Evaluation (1 of 2)
• Management function that compares actual results with

budget goals
• Includes both behavioral and reporting principles

Principles of Performance Evaluation (2 of 2)
Management by Exception
Management by exception means that top management’s
review of a budget report is focused primarily on differences
between actual results and planned objectives.
• Materiality - Without quantitative guidelines, management
would have to investigate every budget difference regardless
of the amount
• Controllability of the Item - Exception guidelines are more
restrictive for controllable items than for items the manager
cannot control
Behavioral Principles
1. Managers of responsibility centers should have direct input
into the process of establishing budget goals
2. Evaluation of performance should be based entirely on
matters that are controllable by the manager being
evaluated
3. Top management should support evaluation process
4. Evaluation process must allow managers to respond to their
evaluations
5. Evaluation should identify both good and poor performance

Reporting Principles
1. Contain only data that are controllable by manager of
responsibility center
2. Provide accurate and reliable budget data to measure
performance
3. Highlight significant differences between actual results
and budget goals
4. Be tailor-made for intended evaluation by ensuring only
controllable costs are included
5. Be prepared at reasonable time intervals

Responsibility Reporting System (1 of 6)
• Preparation of a report for each level of responsibility in
company's organization chart
• Begins with lowest level of responsibility and moves
upward to higher levels
• Permits management by exception at each level of
responsibility
• Each higher level can obtain detailed report for each lower
level

Report A
President sees summary
data of vice presidents.
Report B
Vice president sees summary
of controllable costs in his/her
functional area.
Report C
Plant manager sees summary
of controllable costs for each
department in the plant.
Report D
Department manager sees
controllable costs of his/her
department.



• Permits comparative evaluations
• Plant manager can rank each department manager’s
effectiveness in controlling manufacturing costs
• Comparative rankings provide incentive for a
manager to control costs

Types of Responsibility Centers (1 of 12)
Three basic types:
• Cost center
o Incurs costs, does not generate revenues
o Managers have authority to incur costs
o Managers evaluated on ability to control costs
o Usually a production or service department
• Profit center
• Investment center

Three basic types:
• Cost center
• Profit center
o Incurs costs and generates revenues
o Managers judged on profitability of center
o Examples include individual departments of a retail
store or branch bank offices

Three basic types:
o Incurs costs, generates revenues, and has investment
funds available for use
o Manager evaluated on profitability and rate of return
earned on funds
o Often a subsidiary company or a product line
o Manager able to control or significantly influence
investment decisions
Cost Center Profit Center
Expenses Expenses and Revenues
Expenses and
Investment Revenues and
Center Return on
Investment
Under responsibility accounting, the evaluation of a
manager’s performance is based on matters that the
manager:
a. Directly controls
b. Directly and indirectly controls
c. Indirectly controls
d. Has shared responsibility for with another manager

Under responsibility accounting, the evaluation of a
manager’s performance is based on matters that the
manager:
a. Answer: Directly controls
b. Directly and indirectly controls
c. Indirectly controls
d. Has shared responsibility for with another manager

Responsibility Accounting for Cost Centers
• Based on manager’s ability to meet budgeted goals for
controllable costs
• Results in responsibility reports which compare actual
controllable costs with flexible budget
o Include only controllable costs in reports
o No distinction between variable and fixed costs

Illustration: The report shown is adapted from the flexible budget report for Fox
Company in Illustration 10.16.

Illustration: This report assumes:
• Finishing Department manager is able to control all
manufacturing overhead costs except depreciation, property
taxes, and his own monthly salary of $6,000
• Remaining $4,000 ($10,000 − $6,000) of supervision costs
are assumed to apply to other supervisory personnel within
the Finishing Department, whose salaries are controllable by
the manager

Responsibility Accounting for Profit Centers
• Based on detailed information about both controllable
revenues and controllable costs
• Manager controls operating revenues earned, such as
sales
• Manager controls all variable costs incurred by center
because they vary with sales

Responsibility Accounting for Profit
Centers (1 of 3)
Direct and Indirect Fixed Costs
• Direct fixed costs
o Relate specifically to one responsibility center
o Incurred for sole benefit of the center
o Called traceable costs since they can be traced directly to
one center
o Most direct fixed costs are controllable by profit center
manager

Direct and Indirect Fixed Costs
• Indirect fixed costs
o Pertain to company's overall operating activities
o Incurred for benefit of more than one profit center
o Called common costs since they apply to more than
one center
o Most are not controllable by profit center manager

Responsibility Accounting for
Profit Centers (2 of 3)
Responsibility Report
• Budgeted and actual controllable revenues and costs
• Uses cost-volume-profit income statement format:
o Deduct controllable fixed costs from contribution margin
o Controllable margin - excess of contribution margin
over controllable fixed costs
o Noncontrollable fixed costs are not reported

Responsibility Accounting for Profit Centers
(3 of 3)
Report does not show noncontrollable fixed costs of $60,000. These costs would be
included in a report on the profitability of the profit center.
In a responsibility report for a profit center, controllable
fixed costs are deducted from contribution margin to
show:
a. Profit center margin
b. Controllable margin
c. Net income
d. Income from operations

In a responsibility report for a profit center, controllable
fixed costs are deducted from contribution margin to
show:
a. Profit center margin
b. Answer: Controllable margin
c. Net income
d. Income from operations

DO IT! 3: Profit Center Responsibility Report
(1 of 2)
Midwest Division operates as a profit center. It reports the

following for the year:
Blank
Budget Blank
Actual
Sales $1,500,000 $1,700,000
Variable costs 700,000 800,000
Controllable fixed costs 400,000 400,000
Noncontrollable fixed costs 200,000 200,000
Prepare a responsibility report for the Midwest Division for

December 31, 2020.
DO IT! 3: Profit Center Responsibility
Report (2 of 2)
Prepare a responsibility report for the Midwest Division for December 31, 2020.

Investment Centers
Evaluate performance in investment centers.
Return on investment (ROI) is the primary basis for

evaluating the performance of a manager of an investment
center.
• Shows effectiveness of manager in using assets at
his/her disposal
• Factors in ROI formula are controllable by manager

Return on Investment (ROI)
Controllable ÷ AverageOperating = Return on

Margin Assets Investment (ROI)
$1,000,000 ÷ $5,000,000 = 20%
• Operating assets include current assets and plant assets used

in operations by center and controlled by manager
• Base average operating assets on beginning and ending cost
or book values of assets

Responsibility Report (1 of 2)
• Scope of manager’s responsibility affects content
• Investment center is an independent entity for operating
purposes
• All fixed costs are controllable by center manager
• Shows budgeted and actual ROI below controllable
margin

Responsibility Report (2 of 2)

Judgmental Factors in ROI
1. Valuation of operating assets
o Acquisition cost, book value, appraised value, or fair
value
o Each provides a reliable basis for evaluating performance
2. Margin (income) measure

o Controllable margin, income from operations, or net
income
o Only controllable margin is a valid basis for evaluating
performance of manager
Improving ROI
Improve ROI by increasing controllable margin, and/or
reducing average operating assets.
Sales $2,000,000
Variable costs 1,100,000
Contribution margin 900,000
Controllable fixed costs 300,000
Controllable margin (a) $ 600,000
Average operating assets (b) $5,000,000
Return on investment (a) ÷ (b) 12%

Increasing Controllable Margin (1 of 2)
Improve ROI by increasing sales or by reducing variable
and controllable fixed costs.
1. Increase sales by 10%.
o Sales increase $200,000 and contribution margin
increases $90,000 ($200,000 × .45)
o Controllable margin increases to $690,000 ($600,000 +
$90,000)
Controllable margin $690, 000
ROI = = = 13.8%
Average Operating assets $5, 000, 000

Increasing Controllable Margin (2 of 2)
Improve ROI by increasing sales or by reducing variable
and controllable fixed costs.
2. Decrease variable and fixed costs 10%.
o Total costs decrease $140,000 [($1,100,000 + $300,000) ×
10%]
o Controllable margin becomes $740,000.

ROI = = = 14.8%
Average Operating assets $5, 000, 000

Reducing Average Operating Assets
• Assume that average operating assets are reduced 10% or
$500,000 ($5,000,000 × .10)
• Average operating assets become $4,500,000
• Controllable margin remains unchanged at $600,000

ROI = = = 13.3%
Average Operating assets $4,500, 000

Improving ROI (1 of 2)
In the formula for return on investment (ROI), the factors
for controllable margin and operating assets are,
respectively:
a. Controllable margin percentage and total operating assets
b. Controllable margin dollars and average operating assets
c. Controllable margin dollars and total assets
d. Controllable margin percentage and average operating
assets

Improving ROI (2 of 2)
In the formula for return on investment (ROI), the factors
for controllable margin and operating assets are,
respectively:
a. Controllable margin percentage and total operating assets
b. Answer: Controllable margin dollars and average operating
assets
c. Controllable margin dollars and total assets
d. Controllable margin percentage and average operating
assets

DO IT! 4: Performance Evaluation (1 of 4)
The service division of Metro Industries reported the following
results for 2020.
Sales $400,000
Variable costs 320,000
Average operating assets 280,000
Management is considering the following independent courses of

action in 2021 in order to maximize the return on investment.
1. Reduce average operating assets by $80,000, with no change in
controllable margin.
2. Increase sales $80,000, with no change in the contribution margin
percentage.
The service division reported the following results for 2020.
Sales $400,000
a. Compute controllable margin and return on investment for 2020.

Sales $400,000
Controllable margin (a) $39,200
Average operating assets (b) $280,000
Return on investment (a) ÷ (b) 14%

Sales $400,000
b. Compute expected return on investment for alternative 1.
$39, 200
= 19.6%
$280, 000 - $80, 000

Sales $400,000
b. Compute controllable margin and expected return on investment

for alternative 2. Sales ($400,000 + $80,000) $480,000
Variable costs ($320,000/$400,000 × $480,000) 384,000
Controllable margin (a) $55,200
Average operating assets (b) $280,000
Return on investment (a) ÷ (b) 19.7%

Appendix 10A ROI vs. Residual Income
(1 of 2)
Controllable ÷ AverageOperating = Return on

Margin Assets Investment (ROI)
$1,000,000 ÷ $5,000,000 = 20%
Illustration: Electronics Division of Pujols Company has an

ROI of 20%. Pujols is considering producing a new product, a
GPS device (Tracker) for its boats. Operating assets will
increase $2,000,000. Tracker is expected to generate an
additional $260,000 of controllable margin.

Appendix 10A ROI vs. Residual Income
(2 of 2)
How Tracker will effect ROI.

Without Tracker With Tracker
Tracker
Contribution margin (a) $1,000,000 $260,000 $1,260,000
Average operating assets (b) $5,000,000 $2,000,000 $7,000,000
Return on investment [(a) ÷ (b)] 20% 13% 18%
The problem with ROI analysis is that it ignores minimum rate

of return on a operating assets.
Assuming a minimum rate of return of 10%, it should invest
in Tracker because its ROI of 13% is greater than 10%.
Residual Income Compared to ROI
To evaluate performance using the minimum rate of return,
companies use the residual income approach.
Controllable Minimum Rate of Return
Margin - × = Residual Income
Average Operating Assets
$260,000 - 10% × $2,000,000 = $60,000
Blank Blank Blank
Without Tracker With Tracker
Tracker
Contribution margin (a) $1,000,000 $260,000 $1,260,000
Average operating assets × 10% (b) 500,000 200,000 700,000
Residual income [(a) − (b)] $ 500,000 $ 60,000 $ 560,000

Residual Income Weakness
To evaluate performance using the minimum rate of return,
companies use the residual income approach.
Blank
Tracker
Blank
SeaDog
Contribution margin (a) $260,000 $460,000

Average operating assets × 10% (b) 200,000 400,000
Residual income [(a) − (b)] $ 60,000 $ 60,000
If these two investments were evaluated using residual income, they

would be considered equal.
This ignores the fact that SeaDog required twice as many operating
assets to achieve the same level of residual income.
Copyright
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from the use of the information contained herein.
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Managerial Accounting

Weygandt Kimmel Kieso

Copyright ©2018 John Wiley & Sons, Inc. 2

Describe budgetary control and static budget reports.

Use of budgets in controlling operations is known as

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Sales First Second Blank

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Prepare flexible budget reports.

Flexible budget projects budget data for various levels of

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Item Computation Total

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Variable Costs Fixed Costs

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Determine total budgeted costs for Fox Company with

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Accumulating and reporting costs (and revenues) on basis of the

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• Management function that compares actual results with

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