(b) Managerial-accounting reports are not required and are unregulated, whereas financial-accounting reports are required and must conform to generally accepted accounting principles. (c) The primary source of data for managerial-accounting information is the organization's basic accounting system, plus various other sources. Accounting Ethics Case Study Accounting Ethics Case Study Becky Hoger the controller of the company was aware of the new standards issued by FASB and that they are usually implemented 12 months after their issuance date, but early implementation is encouraged. She discusses the new standards with the financial vice president and the need to implement these standards early. The following teaching cases were developed by members of the Centre for Accounting Ethics. These cases are available to and may be reproduced for use in Canadian classrooms. Funding for these cases were provided by the Alberta Accounting and Auditing Development Fund. Example: Textbook in Accounting. Tacit Knowledge: is knowledge gained through experience, practice and insight. Example: To parallel park our car. What are Data, Information and Knowledge M 19 Knowledge Work: Work that involves the discovery, transformation, analysis, synthesis, and communication of data, information, and knowledge. This ethics case was designed for an undergraduate introductory financial accounting course that includes all types of business majors, not just accounting. To complete case requirements successfully, students will need foundational understanding of accounting.
Accounting Mini-Cases
Solution Manual For Ethics Accounting Case Study Answers
A table of synopses is here.
= Link to Case Study = Link to Teaching Notes
Unethical Accounting Cases
1. Rusty and Dusty Slow Movers (Asset valuation/write downs)
2. Conflicting Clients (Auditing--confidentiality, misrepresentation of fact)
3. Bidding on an Audit Engagement Proposal (Client/engagement acceptance)
4. Irrevocable Election (Client services)
5. Don't Play Games! (Fraud; financial reporting systems)
6. Psych Me Out (Leadership--Communication, power, motivation)
7. Uncharged Hours (Performance appraisal)
8. Booking the Budget (Revenue recognition)
9. Damage Expense (Internal control)
10. Cash in Hand (Revenue recognition/misrepresentation of fact by client)
11. The Right Data (Variance reporting)
12. Browning’s Budget (Budgeting/forecasting/standard setting)
13. Survive the Year (Asset valuation/write-downs)
14. ZZ Cinema (Internal control--Segregation of duties)
15. Truth or Consequence (Internal reporting)
16. Whatever Happened to All Those Credit Slips? (Violations of internal control)
17. Ignore the Error? (Auditing/materiality)
18. Apel Manufacturing (Accounting for Leases)
19. Filling the Pool (Government--cost allocation on government contracts)
20. Independence (Confidentiality of information)
21. Plant Automation (Capital Budgeting)
22. Recycling Equipment (ROI/residual income)
23. Budgetary Slack (Budgeting/standards setting)
24. To Go or Not To Go (Staffing/training and development)
25. Family Plans (Staffing)