Answer each question as if you were the managerial accountant for the company and are presenting to the company vice-president regarding the information requested in the case study. You must not only give the correct numbers but also explain to management what variable costing is, why variable costing is useful and why the net income is different for absorption vs variable costing and also why net income is different for LIFO vs FIFO. Then follow the explanation up with a recommendation for management reporting.
For each answer explain the terminology and concepts used. For example, rather than just give theproduct cost/net income, explain the calculation - this is a professional report from a managerial accountant to the company vice-president.
Use outside sources when necessary BUT MAKE SURE YOU CITE THEM!
When giving a recommendation, back it up with numbers. Make sure you address the original dilemma - lowest bid in different situations.
This particular answer should be managerial accounting report to the company president that is no more than 2 pages in length.
Case Studies will be graded using the SOSU MBA Rubric which will be made available with the case study assignments
MBA ORAL COMMUNICATION RUBRIC Fair Did Not Meet Expectations Limited Accomplishment 1 2 3 Good Met Expectations Some Problems Needs Improvement 4 5 6 Exemplary Exceeds Expectations Considerable Expertise Shown With Project 7 8 9 Score Organization No opening statement or irrelevant statement. Leaves listener wondering where the presentation is headed Has opening statement relevant to topic, and gives outline of speech. Mostly organized, provides an adequate “road map” for the listener. Has a clear opening statement that catches audience’s interest. Stays focused throughout. Voice Quality Often hard to understand what is being said. Voice is too soft, or too loud. Pace is often too quick or too slow. Can easily understand -- appropriate pace and volume. Excellent delivery. Modulates voice, projects enthusiasm, interest, confidence. Mannerisms Demonstrates one or more distracting mannerisms. No distracting mannerisms. Uses body language effectively to maintain audience’s interest. Use of Media Relies heavily on slides or notes. Makes little eye contact. Slides contain too much text. Looks at slides to keep on track with presentation. Appropriate number of slides. Slides are used effortlessly to enhance speech. Speech could be effectively delivered without them. Quality of conclusion Missing or poor. Not tied to analysis. Does not summarize points that brought the speaker to this conclusion. Summarizes presentation's main points, and draws conclusions based upon these points Goes beyond "average" in delivering a conclusion that is very well documented and persuasive. Eye Contact Reads all or most of report with little or no audience eye contact. Maintains eye contact most of the time but frequently returns to notes. Maintains eye contact with audience, seldom returning to notes. Elocution Mumbles, speaks too low for audience to hear, and incorrectly pronounces terms. Voice is clear. Most words are pronounced correctly and audience can hear presentation. Clear voice. Correct, precise pronunciation of terms and audience easily hears presentation. MBA WRITTEN COMMUNICATION RUBRIC Fair Did Not Meet Expectations Limited Accomplishment 1 2 3 Good Met Expectations Some Problems Needs Improvement 4 5 6 Exemplary Exceeds Expectations Considerable Expertise Shown With Project 7 8 9 Score Executive Summary Topic, organizational issues, and recommendations not presented in a clear, concise, and informative manner. Topic, organizational issues, and recommendations presented but with minor deficiencies in clarity, conciseness, or content. Topic, organizational issues, and recommendations presented clearly, concisely, and in an informative manner. Introduction Fails to engage and/or provide the reader with a clear map of the organizational structure of the manuscript. Moderately engages the reader and provides a clear map to the organizational structure of the manuscript. Engages the reader and provides a clear map to the organizational structure of the manuscript. Background Provides limited overview and background information of the relevant literature. Provides adequate overview and background information of relevant literature. Provides extensive overview and background information of relevant literature. Analysis of Issue Analysis is incomplete and/or does not apply appropriate theories/concepts/meth ods. Provides analysis of chosen issue using most of the appropriate theories/concepts/methods. Thorough analysis of chosen issue using appropriate theories/concepts/method s. Recommendation s Recommendations encompass less than four of the following five characteristics: relevant, feasible, high quality, considers limitations, and based on solid theoretical foundation. Recommendations encompass four of the following five characteristics: relevant, feasible, high quality, considers limitations, and based on solid theoretical foundation. Recommendations are relevant, feasible, high quality, considers limitations, and based on solid theoretical foundation. Conclusion Fails to summarize results and clearly convince reader recommendations are valid. Summarizes results and convinces reader recommendations are valid. Summarizes results and reinforces validity of recommendations. References Incomplete with multiple errors. Complete with minor errors. Complete and accurate. Style Structure is not easy to follow and significant errors with respect to writing fundamentals. Structure is easy to follow with minor spelling, typographical, and/or grammatical errors. Structure is easy to follow with no spelling, typographical, and/or grammatical errors. MBA ANALYSIS RUBRIC Fair Did Not Meet Expectations Limited Accomplishme nt 1 2 3 Good Met Expectations Some Problems Needs Improvement 4 5 6 Exemplary Met Expectations Considerable Expertise Shown With Project 7 8 9 Score Identifies the corporate strategy Does not identify and summarize the corporate strategy, is confused or identifies a different or inappropriate strategy Identifies the main strategy(ies) and subsidiary, embedded, or implicit aspects of the strategy Identifies not only the basics of the strategy, but recognizes nuances of the strategy Key assumptions Does not surface the assumptions that underlie the strategy Identifies most of the key assumptions Identifies and questions the validity of the key assumptions that underlie the strategy Evidence of strategy Simply lists examples of actions or behaviors that represent the strategy. Does not discuss the relevance of these actions or behaviors. Discusses the relevance of actions and behaviors representing the strategy(ies) Discusses nuances of the examples in some detail Conclusions, implications, and consequences Fails to identify conclusions, implications, and consequences of the strategy Identifies and discusses conclusions, implications, and consequences Objectively reflects upon own analysis of the corporate strategy MBA CRITICAL THINKING RUBRIC. Fair Did Not Meet Expectations Limited Accomplishment 1 2 3 Good Met Expectations Some Problems Needs Improvement 4 5 6 Exemplary Met Expectations Considerable Expertise Shown With Project 7 8 9 Score Identifies and Summarizes problem at issue Does not identify and summarize the problem, is confused or identifies a different or inappropriate problem Identifies the main problem and subsidiary, embedded, or implicit aspects of the problem Identifies not only the basics of the issue, but recognizes nuances of the issue Personal perspective and position Addresses a single source or view of the argument and fails to clarify presented position relative to one’s own Identifies, appropriately, one’s own position on the issue Draws support from experience and information not available from assigned sources Other salient perspectives and positions Deals only with a single perspective and fails to discuss other salient perspectives Identifies other salient perspectives drawn from outside information Addresses and analyzes salient perspectives drawn from outside information Key assumptions Does not surface the assumptions and ethical issues that underlie the issue Identifies some of the key assumptions and ethical issues Identifies and questions the validity of the key assumptions and addresses the ethical dimensions that underlie the issue Quality of evidence Merely repeats information provided, taking it as truth or denies evidence without adequate justification Examines the evidence and source of evidence, questions its accuracy, precision, relevance, and completeness Observes cause and effect and addresses existing or potential consequences. Clearly distinguishes between fact, opinion, and acknowledges value judgments Conclusions, implications, and consequences Fails to identify conclusions, implications, and consequences of the issue Identifies and discusses conclusions, implications, and consequences Objectively reflects upon own assertions