Professional Documents
Culture Documents
Twelfth Edition
Ronald W. Hilton
Cornell University
David E. Platt
University of Texas at Austin
MANAGERIAL ACCOUNTING: CREATING VALUE IN A DYNAMIC BUSINESS ENVIRONMENT,
12TH EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2020 by McGraw-Hill
Education. All rights reserved. Printed in the United States of America. Previous editions © 2017, 2014, and 2011.
No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or
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ISBN 978-1-259-96951-5
MHID 1-259-96951-7
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We are grateful to the American Institute of Certified Public Accountants for allowing the use of adapted mate-
rial from the Uniform CPA Examination (1978–1984, 1987, 1990–1991) as well as to the Institute of Management
Accountants for allowing the use of adapted material from the Certificate in Management Accounting Examinations
(1977–1984, 1987, 1990–2000).
All credits appearing on page or at the end of the book are considered to be an extension of the copyright page.
Library of Congress Cataloging-in-Publication Data
The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does not
indicate an endorsement by the authors or McGraw-Hill Education, and McGraw-Hill Education does not guarantee
the accuracy of the information presented at these sites.
mheducation.com/highered
Ronald W. Hilton:
To Meg, Brad, Molly, Tim, Kerry, and Liliana.
David E. Platt:
To Nancy, for her love and patience.
Praise for MANAGERIAL ACCOUNTING
Hilton is a comprehensive managerial accounting text that incorporates a wide variety of applications and examples.
You are certain to find the examples and problems to fit your style. The emphasis of management of the firm and
depth of coverage makes this text worthy of consideration.”
—Todd Jensen, Sierra College
The Hilton 11e text is a fantastic resource for an Introductory Managerial Accounting course. It covers all of the nec-
essary topics in a logical order and with an appropriate level of rigor.”
—Laura Zellers, Wichita State University
“Extremely comprehensive, easy to read managerial accounting textbook that provides well-designed integrated
examples along with coverage of service-based companies.”
—Angela Sandberg, Jacksonville State University
“I am loving the book, and I see the students learning the concepts a lot quicker than my previous experience.”
—Patti Brown, The University of Texas at Austin
“This is an excellent text—well balanced, well organized, and up to date with current topics, including service
industries and state-of-the-art manufacturing environments. I highly recommend it also for the excellent examples
and illustrations through focus companies and contrasting companies.”
—John C. Anderson, San Diego State University
“I’ve been using this text since its second edition, and it gets better each year with continuous improvement.”
—Steve G. Green, United States Air Force Academy
“Major strength is how it relates managerial accounting to the general management function and reveals the
managerial accountant as an important member of the management team.”
—Linda C. Bowen, University of North Carolina–Chapel Hill
“The book goes beyond covering the basics and organizes and integrates contemporary topics nicely.”
—Harrison McCraw, State University of West Georgia
“The technology supplements and instructor resources are top-notch and very appropriate for our students.”
—Marilyn Okleshen, Minnesota State University–Mankato
“The book is very thorough, well written, and still remains student-friendly. The supplements are outstanding.”
—Ben Baker, Davidson College
iv
Preface V
Keeping pace with the speed of modern business, the authors combine their experience and expertise to make
sure Managerial Accounting is the most relevant, accurate, and up-to-date textbook in the field. Managerial
Accounting continues to focus and update content to bridge accounting and management practices.
VI Preface
viii
the depreciation rules (including the Modified them fresh and relevant for today’s students.
Accelerated Cost Recovery System, or MACRS) Many of the quotations are new in this edition.
under the TCJA. Moreover, the lower tax rates These quotes from practicing managers and
under the TCJA extend to Chapter 16’s end-of- managerial accountants portray the important role
chapter assignment material. managerial accounting plays in today’s dynamic
business environment.
Updated Pedagogy
In addition to the specific examples above, many Management Accounting Practice (MAPs)
chapters include streamlined and condensed Many of these real-world examples have been
explanations, and the addition of more current revised and updated to make them more current,
examples and references from the popular busi- and several new examples have been added.
ness press. While some of the MAPs are completely new,
to address the data analytics theme mentioned
Service Industry Examples
above, many of the existing MAPs have been
The service industry continues to play a
updated as well to keep them relevant and accu-
dominant role in the U.S. economy, despite
rate. For example, in the Chapter 1 MAP “Using
continuing emphasis on the importance of manu-
Managerial Accounting to Monetize the Internet,”
facturing. The authors have continued their track
the authors have added a discussion of various
record of finding and integrating examples from
efforts to return journalism to profitability. And
service industry organizations, while making
in Chapter 2, the MAP “Managing Health Care
service industry examples featured in focus and
Costs Through Cost Behavior” has been updated
contrast companies increasingly relevant for
for the current state of the debate over the
students. Widely acknowledged as having the
Affordable Care Act.
most service industry focus of any managerial
Your feedback is crucial in improving each
accounting text, the 12th edition widens the mar-
new edition of Managerial Accounting and has
gin even further.
been the motivation for many changes in this 12th
In Their Own Words edition, including new themes, revised coverage
The authors continually work to update many of of key topical areas, and new pedagogy for the
the quotations in this popular feature, keeping most challenging topics.
ix
X Preface
Flexible.
Managerial Accounting is written in a modular format allowing topics to be covered in
the order you want. For example, some instructors prefer to cover contribution-margin
approaches to decision making and/or relevant costs early in the course. So Chapter 6
(cost behavior and estimation), Chapter 7 (CVP), and Chapter 14 (relevant costs) are written
so they can be covered immediately after Chapter 2, which introduces basic cost concepts.
A table showing the text’s flexibility is in the Introduction to the Instructor’s Manual.
XII Preface
Ron Hilton and Dave Platt use their years COMPANY is The Walt Disney
Company. This entertainment services company is
a giant in the industry with theme parks, feature film
key concepts, and students immediately gerial accounting and its major
themes. Some of you are excited
©Eye Ubiquitous/Superstock
about studying accounting. But
see the significance of the material and even more of you are asking, “Why do I need to
study managerial accounting? I’m not going to be an
sented in the chapter, its logo is shown so and tools to make their deci-
sions. Along the way, we will
quent chapters are not
real companies, but they
are realistic scenarios
©Parinya Suwanitch/123RF
also explore how managerial built on actual company
the student sees its application to the text accountants work in partner-
practices. Whenever
the focus company is
discussed in the chapter,
ship with managers to add
the company logo
value to the organization.
topic. appears in the margin.
<<<INCONTRAST
In contrast to the entertainment
services setting of The Walt
A Contrast Company is also introduced in house food retailer has over 400 stores around
North America and Europe. Historically a
leader in the area of corporate social responsi-
each chapter. In most cases these highlight bility, Whole Foods Market is frequently faced
with challenging decisions that require them
an industry different from that of the Focus to balance the need to run a profitable busi-
ness, and generate a satisfactory return for
Amazon.com, against the cost of their much-
Company. This feature allows even greater publicized commitment to organic foods and
sustainable produc-
Each chapter also
tion. We will explore
emphasis on service-industry firms and includes a contrast
company. In most
cases, the contrast
managerial accounting’s
company will present contribution to Whole
p g g y
Real-World Examples payment due date, and so on. Now imagine these data for all of the company’s 400-plus
stores around North America and Europe, every day of the year. That’s an intimidating
amount of data! Because of that, companies historically concentrated their efforts on
simply recording this huge volume of data efficiently and accurately. The goal was to
The Hilton & Platt text provides a variety of thought- ©Ed Endicott/Alamy
keep suppliers, customers, and employees happy, and to know what products are on the
shelves and be able to display and price them accurately and effectively.
Today, however, the power and relatively low cost of technology have allowed com-
provoking, real-world examples to focus students panies to move from just recording these data to analyzing them, with the goal of generat-
ing insights about the company’s suppliers, customers, and employees, indeed about their
entire value chain. And as they have put these data to work, and combined them with
on managerial accounting tools and professionals other data that they can collect or acquire, companies have uncovered insights that help
them to operate more effectively and profitably. For example, Whole Foods Market
knows that their customers are 67% more likely to spend recreational time outdoors than
the average grocery customer, and 154% more likely to earn over $200,000 per year.15
as an essential part of the management process. Knowing this helps Whole Foods Market managers, and their parent company Amazon,
to better manage the operations, marketing, and strategy in their value chain. For exam-
ple, they might choose to promote the kinds of foods that appeal to outdoorsy consumers.
Featured organizations include Amazon, Gold’s But even more significantly, they might also try out new product assortments and pricing
strategies to attract more shoppers from the very large population of people who earn less
than $200 000 per year
Gym, Southwest Airlines, Whole Foods Market,
General Electric, FedEx, and many others. These
“Great graphics, exhibits, and illustrations to keep
companies are highlighted in blue in the text. the computer generation interested.”
—Kathy Sevigny, Boston University
In Their Own Words
Quotes from both practicing managers and manage- Florida operations, which entailed choosing among the available alternatives.
ate point in the References. Many references have, Directing Operational Activities
and then “analyze profitability and validate yield assumptions [standards] for complicated d
these boxes. They stimulate student interest and product flows.”
Global biopharmaceutical company AstraZeneca certainly has challenges related to
provide a springboard for classroom discussion. data volume as well. But they also had to tackle a particularly tough problem relating
to the worldwide summarization of financial results, called “the close” by accountants, to
provide standardized information for variance analysis and other purposes. With “facili-
ties in more than 100 countries and $26.1 billion sales . . . [from] thousands of accounts
Focus on Ethics spread across all its global legal entities . . . [and] a total workforce of more than 57,000
people ” doing this efficiently is hard By using cloud-based data analytics and accounting
Practice, which is presented in the Focus on Ethics of an airplane. And, as this chapter discusses, supply chain
management and production controls also play an important
for Boeing’s airplanes in a strong economy flew head-
on into a disrupted production environment caused by
part in managing and controling production costs. But, try as efforts to modernize manufacturing processes, leading
At the end of each Focus on Ethics segment, Corporation, whose board of directors was reluctant to
approve a deal. Finally, the deal went through, and the
drop in Boeing’s stock price would not jeopardize the
McDonnell-Douglas deal.
world’s largest aerospace company was born, a company Moreover, the BusinessWeek article reports that, “Boe-
we link to videos from the well-respected Ethics that could compete in both the commercial and defense
aeronautics markets and even in more speculative flight
ing did more than simply fail to tell investors about its pro-
duction disaster. It also engaged in a wide variety of
ventures like space shuttles and rockets. aggressive accounting techniques that papered over the
118 Chapter 3 Product Costing and Cost Accumulation in a Batch Production Environment
Several exercises and problems in each Each of these inventory balances was 10 percent higher at the end of the year.
Manufacturing Cost Flows Reimel Furniture Company, Inc., incurred the following costs during 20x2.
(LO 3-2, 3-6)
Raw material used................................................................................................................................................ $174,000
Direct labor ........................................................................................................................................................... 324,000
“Good description of managerial accounting During 20x2, manufacturing overhead of $180,000 was applied to production. Products costing
$120,000 were finished, and products costing $132,000 were sold on account for $195,000. There were
tools. Easy to read and understand. Strength is no purchases of raw material during the year. The beginning balances in the firm’s inventory accounts
are as follows:
in the end-of-chapter problems—good variety Raw material ......................................................................................................................................................... $227,000
Management 1 Prepare T-accounts to show the flow of costs through the company’s manufacturing accounts
®
Problems All applicable Problems are available in Connect.
Many problems can be solved using the The following data refer to Twisto Pretzel Company for the year 20x1. Problem 3–42
Schedule of Cost of Goods
Work-in-process inventory, 12/31/x0 ..................... $ 8,100 Utilities for sales and administrative offices .......... 2,500 Manufactured and Sold;
Excel spreadsheet templates found in Selling and administrative salaries ........................ 13,800 Other selling and administrative expenses ........... 4,000 Income Statement
Insurance on factory and equipment ..................... 3,600 Indirect-labor cost incurred .................................... 29,000 (LO 3-6)
Work-in-process inventory, 12/31/x1 ..................... 8,300 Depreciation on factory building ............................ 3,800
Connect. An Excel logo appears in the Finished-goods inventory, 12/31/x0 ...................... 14,000 Depreciation on cars used by sales personnel ..... 1,200
Cash balance, 12/31/x1 ......................................... 6,000 Direct-labor cost incurred ....................................... 79,000
margin next to these problems for easy Indirect material used .............................................
Depreciation on factory equipment .......................
4,900
2,100
Raw-material inventory, 12/31/x1 ..........................
Accounts receivable, 12/31/x1 ..............................
11,000
4,100
1. Total manufacturing
costs: $175,100
Raw-material inventory, 12/31/x0 .......................... 10,100 Rental for warehouse space to store raw material .... 3,100 3. Net income: $7,100
identification. Property taxes on factory .......................................
Finished-goods inventory, 12/31/x1 ......................
2,400
15,400
Rental of space for company president’s office ....
Applied manufacturing overhead ...........................
1,700
58,000
Purchases of raw material in 20x1 ........................ 39,000 Sales revenue ......................................................... 205,800
Utilities for factory ................................................... 6,000 Income tax expense ............................................... 5,100
Required:
1. Prepare Twisto Pretzel Company’s schedule of cost of goods manufactured for 20x1.
2. Prepare the company’s schedule of cost of goods sold for 20x1. The company closes overapplied
or underapplied overhead into Cost of Goods Sold.
3. Prepare the company’s income statement for 20x1.
Problem 3–43
Burlington Clock Works manufactures fine, handcrafted clocks. The firm uses a job-order costing sys-
Basic Job-Order Costing;
tem, and manufacturing overhead is applied on the basis of direct-labor hours. Estimated manufacturing
Journal Entries
Excel Simulations Simulated Excel questions, assignable within Connect, allow students to practice
their Excel skills—such as basic formulas and formatting—within the context of managerial accounting.
These questions feature animated, narrated Help and Show Me tutorials (when enabled), as well as
automatic feedback and grading for both students and professors.
Icons identify key business areas in the Problems and Cases in each chapter:
No surprises.
The Connect Calendar and Reports tools keep you on track with the
work you need to get done and your assignment scores. Life gets busy;
Connect tools
ools help you keep learning through it all.
Top: Jenner Images/Getty Images, Left: Hero Images/Getty Images, Right: Hero Images/Getty Images
Acknowledgments
We Are Grateful
We would like to express our appreciation to the many people who have provided assistance in the
development of this textbook. First, our gratitude goes to the thousands of managerial accounting
students we have had the privilege to teach over many years. Their enthusiasm, comments, and
questions have challenged us to clarify our thinking about many topics in managerial accounting.
Second, we express our sincere thanks to the following professors who provided extensive
reviews and contributions for this and prior editions:
John C. Anderson, San Diego State William J. Callahan, CPA, St. Joseph’s Harrison McCraw, State University of
University University West Georgia
Jeffrey Archambault, Marshall University Richard Campbell, University of Rio Metzger Sanjay Mehrotra, Northwestern
Florence Atiase, University of Texas at Grande University
Austin Gyan Chandra, Miami University Jamshed Mistry, Worcester Polytechnic
Rowland Atiase, University of Texas at Marilyn Ciolino, Delgado Community Institute
Austin College Morgan Hamid Mohammadi, St. Xavier
Ben Baker, Davidson College Paul Copley, James Madison University University
K. R. Balachandran, Stern School of Maureen Crane, California State Cynthia Nye, Bellevue University
Business, New York University University, Fresno Marilyn Okleshen, Minnesota State
Frederick Bardo, Shippensburg University Stephen Dempsey, University of Vermont University
Joseph Beams, University of New Orleans Patricia Derrick, George Washington Mohamed Onsi, Syracuse University
Michael Blue, Bloomsburg University University Putnam Michael Thomas Paz, Cornell
Linda Bowen, University of North Carolina Martha Doran, San Diego State University University
Richard Brody, University of New Haven Allan Drebin, Northwestern University Samuel Phillips, Shenandoah University
Wayne Bremser, Villanova University Barbara Durham, University of Central Kamala Raghavan, Texas Southern
Dr. Kathie J. Shaffer, CMA, Frostburg State Florida University
University James Emig, Villanova University Thomas H. Ramsey, Wake Forest
Linda Brown, St. Ambrose University Robert Eskew, Purdue University University
Russell Calk, New Mexico State University Andrew Felo, Pennsylvania State Frederick Rankin, Washington University
Chiaho Chang, Montclair State University University at Great Valley Roy Regel, University of Montana at
Anna Cianci, Drexel University Michael Flores, Wichita State University Missoula
Deb Cosgrove, University of Nebraska Kimberly Frank, University of Nevada at Laura Rickett, Kent State University
at Lincoln Las Vegas Don Samelson, Colorado State
William Eichenauer, Northwest State Alan Friedberg, Florida Atlantic University University
Community College Steve G. Green, United States Air Force Angela Sandberg, Jacksonville State
Amanda Farmer, University of Georgia Academy University
Leslie Fletcher, Georgia Southern University Edward Goodhart, Shippensburg Rebecca Sawyer, University of North
Waqar Ghani, Saint Joseph’s University University Carolina at Wilmington
Marybeth Govan, Sinclair Community Denise Guithues Amrhein, Saint Louis Pamela Schwer, St. Xavier University
College University Shaffer Thomas Selling, Thunderbird,
Ralph Greenberg, Temple University Sueann Hely, West Kentucky The Garvin School of International
Rochelle Greenberg, Florida State Community & Technical College Management
University Susan B. Hughes, University of Vermont Lanny Solomon, University of Missouri
Maggie Houston, Wright State University Todd Jensen, CPA, Sierra College at Kansas City
Melvin Houston, Wayne State University Paul Juras, Wake Forest University Wendy Tietz, Kent State University
Dennis Hwang, Bloomsburg University Sherrie Koechling, Lincoln University Ralph Tower, Wake Forest University
Mike Metzcar, Indiana Wesleyan University Stacey Konesky, Kent State University Mark Turner, Stephen F. Austin State
Christa Morgan, Georgia Perimeter Wikil Kwak, University of Nebraska at University
College Omaha Michael Tyler, Barry University
Karl Putnam, University of Texas at El Christy Larkin, Bacone College Bill Wempe, Texas Christian University
Paso James Lasseter, Jr. University of South James Williamson, San Diego State
Theodore Rodgers, Emory University Florida University
Casey Rowe, Purdue University, West Angelo Luciano, Columbia College Priscilla Wisner, Thunderbird, The Garvin
Lafayette Lois Mahoney, Eastern Michigan University School of International Management
Angela Sandberg, Jacksonville State Ana Marques, University of Texas at Jia Wu, University of Massachusetts,
University Austin Dartmouth
Kathleen Sevigny, Boston College Scott Martens, University of Minnesota Jennifer Yin, University of Texas at San
Lynda Thoman, Purdue University Maureen Mascha, Marquette University Antonio
Michael Thomas, Humboldt State Michele Matherly, University of North Richard Young, Ohio State University
University Carolina at Charlotte Laura Zellers, Wichita State University
xix
We want to thank Beth Woods and Helen Roybark for their thorough checking of the content and solutions
manual for accuracy and completeness.
The supplements are a great deal of work to prepare. We appreciate the efforts of those who developed
them, since these valuable aids make teaching the course easier for everyone who uses the text. Thank
you to Luann Bean, Florida Institute of Technology; Beth Kobylarz, Julie Hankins, James Emig, Villanova
University; Patricia Plumb, User Euphoria; Patti Lopez, Valencia College; Dr. Kay Poston, Francis Marion
University; and Dr. Helen Roybark, Ph.D., CPA, CFE, Radford University for their contributions to the ancillary
products.
We are indebted to Professors Roland Minch and Michael Maher for allowing the use of their case materi-
als in the text. The source for the actual company information in Chapters 1 and 2 regarding The Walt Disney
Company, Whole Foods Market, Procter & Gamble, Walmart, Southwest Airlines, and Gold’s Gym is the com-
panies’ published annual reports and other public materials available on their company websites.
Finally, we wish to express our gratitude to the fine people at McGraw-Hill who so professionally guided
this book through the publication process. In particular, we wish to acknowledge Tim Vertovec, Elizabeth
Eisenhart, Erin Quinones, Pat Frederickson, Allie Kukla, Brian Nacik, Michele Janicek, Katherine Wheeler, and
Matt Diamond.
Ronald W. Hilton
David E. Platt
xx
Focus Company and Contrast Company Used in Each Chapter
Focus Company Focus Company Contrast
Chapter Title Focus Company Logo Industry Company
1. The Crucial Role of Managerial The Walt Disney Company Entertainment Whole Foods
Accounting in a Dynamic Busi- Market, Inc
ness Environment (grocery retailer)
2. Basic Cost Management Concepts Comet Computer Computer manufacturer, Gold’s Gym
Internet sales (fitness service
company)
3. Product Costing and Cost Ac- Blue River Paddle Boards Blue River Manufacturer, stand-up Small World
cumulation in a Batch Production PADDLE BOARDS paddle boards Advertising
Environment (ad agency)
4. Process Costing and Hybrid MVP Sports, Wisconsin Manufacturer, baseball MVP Sports, Minnesota
Product-Costing Systems Div’n gloves Div’n (manufacturer)
8. Variable Costing and Measurement FitDat.com Designer and manufacturer, FitDat.com (designer/
of ESG and Quality Costs smart watches manufacturer)
9. Financial Planning and Analysis: Snowcap Music Festivals Producer of music festivals FestiChair.com
The Master Budget (manufacturer and
Internet retailer)
xxi
Focus Company and Contrast Company Used in Each Chapter
Focus Company Focus Company Contrast
Chapter Title Focus Company Logo Industry Company
10. Standard Costing and Analysis DCdesserts.com Wholesale food service Forest Home
of Direct Costs National Bank
(financial services)
11. Flexible Budgeting and Analysis DCdesserts.com Wholesale food service Upstate Auto
of Overhead Costs Rentals (vehicle
rental services)
12. Responsibility Accounting Aloha Hotels and Resorts Resort hotel chain FLIT FinTech
and the Balanced Scorecard (online financial
services startup)
13. Investment Centers and Suncoast Food Centers Retail grocery chain Suncoast
Transfer Pricing Food Processing
Division
(manufacturing)
15. Target Costing and Cost Analysis Sydney Sailing Supplies Manufacturer, sailboats Sydney Sailing
for Pricing Decisions Marine Services
(contractor)
16. Capital Expenditure Decisions City of Mountainview City government High Country
Department
Stores (retailer)
17. Allocation of Support Activity Riverside Clinic Health care provider International
Costs and Joint Costs Chocolate
Company
(manufacturer)
xxii
Brief Contents
xxiii
Contents
Review Questions 28
Exercises 28
Problems 29
Case 31
Managerial Accounting and the Ethical Climate Review Problems on Cost Classifications 62
of Business 24 Key Terms 63
Review Questions 64
Focus on Ethics: IMA Statement of Ethical
Professional Practice 25 Exercises 65
Focus on Ethics: Conflict of Interest: Ethical Review Problems on Cost Behavior and Estimation 261
Challenges In Making Product Changes 198 Key Terms 262
Chapter Summary 199 Appendix to Chapter 6: Least-Squares Regression Using
Review Problem on Cost Drivers and Product-Cost Microsoft® Excel 262
Distortion 200 Review Questions 264
Contents xxvii
Cost Structure and Operating Leverage 303 Focus on Ethics: Incentive to Overproduce
Operating Leverage 304 Inventory 353
Chapter Summary 354
M.A.P. Operating Leverage Helps Some Web
Companies to be Profitable 305 Review Problem on Absorption and
Variable Costing 355
Cost Structure and Operating Leverage: A Cost-
Benefit Issue 306 Key Terms 356
xxviii Contents
Note: Entries printed in blue denote topics that emphasize contemporary issues in managerial accounting and
cost management.
Design Elements: (mouse): ©Image Source, all rights reserved; (globe): ©Doug Armand/Getty Image; (scale): ©DNY59/Getty Images;
(tablet): ©McGraw-Hill Education; (pen): ©Shutterstock/wrangler
Chapter Openers: (Disney): ©Eye Ubiquitous/Superstock; (tablet): ©Robert Mora/Alamy; (paddle): ©Alexey_Ulyanov/Shutterstock; (baseball glove):
©Photodisc/Getty Images; (drone controller): ©IM_VISUALS/Shutterstock; (donuts): ©Photodisc/PunchStock; (masks): ©Ingram Publishing/Alamy; (watch):
©scanrail/123RF; (mixer): ©mrgarry/123RF; (dessert): ©Elena Veselova/Shutterstock; (hat): ©Shutterstock/Madlen; (snorkel): ©Andrew Paterson/Getty Images;
(grocerys): ©Brand X Pictures/PunchStock; (airplane): ©Ilene MacDonald/Alamy; (sailboat): ©tonobalaguer/123RF; (flowers): ©NPS Photo by Robb Hannawacker;
(blood pressure): ©Siede Preis/Getty Images
Managerial
Accounting
Creating Value in a
Dynamic Business Environment
1 The Crucial Role of
Managerial Accounting in a
Dynamic Business Environment
FOCUSCOMPANY>>>
1-1 Define managerial accounting and describe its role in the management process.
1-2 Explain four fundamental management processes that help organizations attain
their goals.
1-4 Explain the major differences between managerial and financial accounting.
Learning Objectives high- 1-5 Describe the accounting and finance structure in an organization.
light the key topics to be
covered in the chapter. 1-6 Describe the roles of an organization’s chief financial officer (CFO) or controller,
They are repeated in the treasurer, and internal auditor.
margin of the text where
they are discussed. Also, 1-7 Understand and explain the value chain concept.
each end-of-chapter
assignment lists its 1-8 Explain how investments in capacity affect managerial decision making.
learning objectives
in the margin. 1-9 Understand and explain big data and data analytics and how they interact with
managerial accounting.
1-10 Discuss the professional organizations and certifications in the field of managerial
accounting.
1-11 Describe the ethical responsibilities and ethical standards that apply to managerial
accounting.
Many different kinds of organizations affect our daily lives. Manufacturers, retailers, ser-
vice industry firms, agribusiness companies, nonprofit organizations, and government
agencies provide us with a vast array of goods and services. All of these organizations
have two things in common. First, every organization has a set of goals or objectives.
An airline, such as Qantas or Southwest Airlines, might specify profitability and cus-
tomer service as its goals. The New York Police Department’s goals would include public
safety and security coupled with cost minimization. Second, in pursuing an organiza-
tion’s goals, managers need information. The information needs of management range
across financial, production, marketing, legal, and environmental issues. Generally, the
larger the organization, the greater management’s need for information.
In this chapter, we will explore the role of managerial accounting within the overall
management process. In the remaining chapters, we will expand our study by exploring
the many concepts and tools used in managerial accounting.
managerial accounting. That is why you are here—even if you are not planning to be an
accountant! “As their role moves from
An organization’s management team seeks to create value for the organization by governance to guidance,
managing resources, activities, and people to achieve the organization’s goals effec- [managerial accountants
tively and efficiently. Managerial accounting provides tools and perspectives that help are] turning complex data
managers accomplish this, and for that reason it is important that every business student into actionable insight,
study it. implementing digitally-
Managerial accountants are specialists in using the tools of managerial accounting. enabled business models,
They help the organization and support its managers in running the operation effectively. measuring new KPIs [key
Their knowledge builds from the material in this textbook to include advanced tools as performance indicators] to
well as knowledge and techniques specific to a company and its industry. measure value, managing
The role of managerial accounting is very different now than it was years ago. In rising levels of risk, and
the past, managerial accountants were organized into support departments, often physi- supporting their rapidly
cally separated from the managers for whom they provided reports and information. Now, expanding customer
rather than isolate managerial accountants in a separate department, companies usually bases.” (1a)1
locate them in the operating departments where they are working with other managers to Oracle
make decisions and resolve operational problems. Managerial accountants, often carry-
ing the job title of “analyst,” take on leadership roles on their teams and are sought out
for the valuable information they provide. The role of the accountant in leading-edge
companies “has been transformed from number cruncher and financial historian to being
business partner and trusted advisor.”2 And the tools of managerial accounting can add
value for all managers.
1
In Their Own Words Throughout the text, you will find these quotes from both practicing managers and managerial
accountants. Collectively they portray the important role managerial accounting plays in today’s dynamic business
environment. The references for these quotes appear at the end of the text. The references are organized by chapter;
thus reference (1a) relates to the first quote in Chapter 1, and so forth.
2
Gary Siegel, “The Image of Corporate Accountants,” Strategic Finance 82, no. 2 (August 2000), p. 71.
3
The Walt Disney Company, which is discussed in this chapter, is, of course, a real company, and information about
its mission, structure and leadership can be found at www.thewaltdisneycompany.com/about/. However, the focus
organizations around which subsequent chapters are built are not real organizations. They are instead realistic set-
tings in which to discuss business and managerial accounting issues, and in most cases are based on real organiza-
tions. Similarly, each chapter includes a discussion of a contrast company. Some of these contrast companies, such
as food retailer Whole Foods Market in this chapter, are real companies. Others are fictitious companies that are
based on real organizations. These realistic illustrations and scenarios are intended to help students connect the
business and managerial accounting issues discussed in this book to everyday life.
6 Chapter 1 The Crucial Role of Managerial Accounting in a Dynamic Business Environment
Decision Making
Recently, Disney’s management and board of directors decided that one of the company’s
growth objectives would be to expand guest and hotel capacity in its Walt Disney World
Resort in Florida. It was not immediately clear, however, how best to do this. Should they
build a new hotel facility on the scarce available land near one of the company’s four
existing Florida theme parks—the Magic Kingdom, Epcot, Disney’s Hollywood Studios,
and Disney’s Animal Kingdom? Or should they build a new type of theme park with its
own hotels, a substantial investment? Should they build new attractions in one or more
of the existing parks, and renovate and expand one of the existing hotel properties? Or
should the company branch out in a new direction with an entirely different type of facil-
ity? How would each of these alternative courses of action mesh with the company’s
mission to provide “creative, innovative and profitable entertainment?” Disney’s top
management team had to make a decision about the best way to expand the company’s
Florida operations, which entailed choosing among the available alternatives.
Planning
Disney’s top management team decided on an aggressive, and expensive, plan to expand the
“What I need is someone company’s Florida operations and profitability by building on the Star Wars brand franchise
who can analyze data, see that the company owns. Their plan included a large expansion of the Disney’s Hollywood
problems and figure out Studios theme park, dedicated to a new attraction called Star Wars: Galaxy’s Edge, with
solutions . . . [just doing] a new “immersive” Star Wars Hotel resort connected to it. Created and designed by Walt
debits and credits and Disney’s Imagineering Division, the 14-acre park expansion would offer guests a chance to
financial statements doesn’t inhabit a planet in the Star Wars galaxy, both visiting it and staying there in the hotel.
really help me.” (1b) Next came the detailed planning phase. How would the rides and simulations
Tente Casters Inc designed by the Imagineering Division be laid out and organized? What food and bever-
age operations would be appropriate? What characters would be present in the attraction,
and how many employees of all types would be needed on a day-to-day basis? What sup-
plies would be required to run the park and hotel? How much would electricity and other
utilities cost for the new attraction? How should the hotel’s rooms be priced? And finally,
what other incremental sales opportunities could be created to help pay for the expensive
project? Disney’s management team had to plan for running Star Wars: Galaxy’s Edge
and the Star Wars Hotel, which meant developing a detailed financial and operational
description of anticipated operations.
Controlling
As the new attraction and the hotel operate, the company can begin to observe the results
of operations. Are Disney’s goals for the attraction and hotel being accomplished? Is the
new attraction “creative, innovative, and profitable?” How do we measure that? Gen-
erally, and most importantly, have operations adhered to the plans developed by man-
agement for achieving the goals? In seeking to answer these questions, management is
engaged in control, which means ensuring that the organization operates in the intended
manner and achieves its goals.
Chapter 1 The Crucial Role of Managerial Accounting in a Dynamic Business Environment 7
Providing Information for Decision Making and Planning For virtually all major
decisions, Disney’s management team would rely heavily on managerial accounting infor-
mation. For example, the decision to establish the new attraction and hotel would be influ-
enced by estimates of the costs of designing the rides and simulations and maintaining them
throughout the attraction’s life. The theme park’s managers also would rely on managerial
accounting data in formulating plans for the attraction’s operations. Prominent in those plans
would be a budget detailing the projected revenues and costs of operating the attraction.
Because of the complexity and importance of this decision, Disney’s managers and
accountants would work together on teams as decisions were made and plans formulated “What we’re seeing is less
for the new attraction’s operations. transactional and more
decision support type of
work. More analytical,
Assisting Managers in Directing and Controlling Operational Activities Direct-
more . . . option analysis.
ing and controlling day-to-day operations require a variety of data about the process of
Looking at the whole
providing entertainment services. For example, in directing operational activities, the
spectrum of options in
park’s management team would need data about customer food-service demand patterns
helping management make
in order to make sure appropriate staffing was provided in the theme park’s various food
decisions.” (1d)
venues. In controlling operations, management would compare actual costs incurred with
Boeing
those specified in the budget.
Managerial accounting information often assists management through its attention-
directing function. Managerial accounting reports do not necessarily solve a decision
problem. Most often, they direct managers’ attention to an issue that requires their skills
and then, ideally, provide the data that is relevant in helping them to solve the problem. To
illustrate, suppose Star Wars: Galaxy’s Edge incurred electricity costs that significantly
exceeded the budget. This fact does not explain why the budget was exceeded, nor does
8 Chapter 1 The Crucial Role of Managerial Accounting in a Dynamic Business Environment
it tell management what action to take, but it does direct management’s attention to the
situation. Suppose that upon further investigation, the accounting records reveal that the
rate Disney pays for electricity has increased substantially. This information will help man-
agement in framing the decision problem. Should steps be taken to conserve electricity?
Should they seek out a different electric power provider? Perhaps management should con-
sider investing in a more sophisticated air conditioning system to manage the Florida heat.
M anagement For any company operating online, monetizing the Internet means finding a way to gener-
F
a revenues from users in order to make a profit after the costs of providing the Internet
ate
A ccounting
s
service or content. Creating a successful revenue model is one of the biggest challenges
P ractice
f
faced by Internet companies, and managerial accounting information and techniques are
Facebook, Walmart, a crucial part of finding and managing the correct model. Here are some examples of how
REI, Amazon, Fox c
companies are trying to monetize the Internet.
News, The New
York Times, The Targeted Content
T
Wall Street Journal, F
Four months after Facebook’s initial public offering (IPO) of its stock on May 18, 2012, with its
LinkedIn sshares trading more than 50% below their $38 per share initial offering price, investors
w
were demanding answers to a question they had begun asking soon after the IPO: “How
w
will [Facebook] continue to monetize its more than 900 million users on a consistent
basis?”4 Many changes in Facebook’s site during the following months and years have
been intended to do exactly that, with managerial accountants analyzing the costs and
The managerial account- benefits of different courses of action. For example, design changes in March 2013 were
ing practices of well intended to “help the company increase monetization by improving its ability to target con-
known, real-world organi- tent to users with increased precision based on ‘likes.’”5 In subsequent years, Facebook
zations are highlighted in seems to have solved the Internet monetization problem, becoming highly profitable with
these boxes. You will see its stock trading by mid-2018 at five to six times the IPO price.
how topics in the chapter
are actually used. Actual Competing with Amazon
companies are indicated Walmart was slow to embrace Internet sales because of their investment in bricks-and-
in blue whenever they mortar stores. But they and other companies that invest in physical stores, such as REI, see
are referenced. an opportunity to monetize the Internet in conjunction with their stores by providing what
competitor Amazon cannot. “Walmart touches 90% of all Americans within 10 miles of a store
[and] has demand to justify third-party sellers on its marketplace to ship products to ‘for-
ward deployed’ warehouses (read: ‘stores’).”6 By offering customers the opportunity to have
purchases shipped free of charge to its stores, Walmart could see cost efficiencies from
using its existing supply chain to bring products to consumers. And when consumers visit a
store to pick up their purchases, they are likely to purchase other products, an incremental
profit opportunity not available to Amazon. Moreover, stores can deliver services to con-
sumers along with the packages they have ordered online. “Stores are fighting back with
what has always defined specialty retail: service and community . . . REI has offered events,
skills clinics [and] last summer it created 1,000 more aimed squarely at women.”7 But when
services are provided free of charge, they must demonstrate that they drive increased sales
to result in an overall net profit. Managerial accounting tools help provide that insight.
(continues)
4
Steven Russolillo and Kaitlyn Kiernan, “MarketBeat: Facebook Shares Fall Below $30,” Wall Street Journal,
May 29, 2012.
5
Andrew Tonner, “What Does Facebook’s Redesign Mean for Investors?” The Motley Fool, March 7, 2013, http://
www.fool.com/investing/general/2013/03/07/what-does-facebook-redesign-mean-for-investors.aspx.
6
Alex Moazed, “Walmart is Coming for Amazon–and Winning,” Inc., October 11, 2017.
7
Mya Frazier, “Amazon’s War on Gear,” Outside, July 11, 2018.
Chapter 1 The Crucial Role of Managerial Accounting in a Dynamic Business Environment 9
8
Pete Brown, “Platforms and Publishers: No Sign of Retreat,” Columbia Journalism Review, February 23, 2017;
Deepa Seetharaman and Lukas I. Alpert, “Facebook Nears Deals on News Shows for Video Platform ‘Watch’,” The
Wall Street Journal, May 31, 2018.
10 Chapter 1 The Crucial Role of Managerial Accounting in a Dynamic Business Environment
The activities that make an enterprise successful today may no longer be sufficient next year.
A crucial role of managerial accounting is to continually assess how an organization stacks
up against the competition, with an eye toward continuously improving. Among the ques-
tions asked in assessing an organization’s competitive position are the following:
“Accounting was always
an analytical profession
ģ How well is the organization doing in its internal operations and business processes?
[but] the kinds of numbers ģ How well is the organization doing in the eyes of its customers? Are their needs
you’re analyzing has being served as well as possible?
changed from strict debits ģ How well is the organization doing from the standpoint of innovation, learning,
and credits to analyzing and continuously improving operations? Is the organization a trendsetter that
your processes.” (1e) embraces new products, new services, and new technology? Or is it falling behind?
Koch Industries ģ How well is the organization doing financially? Is the enterprise viable as a con-
tinuing entity?
9
The balanced scorecard concept was developed by Robert S. Kaplan and David P. Norton. See Robert S. Kaplan
and David P. Norton, The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New
Business Environment (Boston: Harvard Business School Press, 2001).
Chapter 1 The Crucial Role of Managerial Accounting in a Dynamic Business Environment 11
ģ Disney’s management team must be concerned with the quality of the company’s
business processes as well as its entertainment services.
ģ Management must continually monitor the needs of its customers and assess
their level of satisfaction with the services provided.
ģ The company’s overall financial strength also must be prominent in manage-
ment’s thinking.
ģ Management must ask if the company possesses the skills it needs to continually
adapt as the entertainment industry changes.
The balanced scorecard is an important managerial accounting concept. We will pro-
vide an extensive discussion of the balanced scorecard in Chapter 12.
Exhibit 1–3
Differences between Managerial Accounting Financial Accounting
Managerial and Financial
Accounting Users of Information Managers, within the organization. Interested parties, outside the organization.
Regulation Not required and unregulated, since it is Required and must conform to generally
intended only for management. accepted accounting principles. Regulators
include the International Accounting Standards
Board, the Financial Accounting Standards
Board (U.S.), and the U.S. Securities and
Exchange Commission.
Source of Data The organization’s core accounting system, Almost exclusively drawn from the organi-
plus various other sources, provide financial zation’s core accounting system, which accu-
data as well as nonfinancial data such as mulates financial information.
product defect rates, quantities of material
and labor used in production, occupancy
rates in hotels, and average take-off delays
in airlines.
Nature of Reports Reports often focus on subunits within the Published reports focus on the enterprise in
and Procedures organization, such as departments, divisions, its entirety. Generally consolidated from the
geographical regions, or product lines. reports of geographic or business segment
Based on a combination of historical data, divisions, and based almost exclusively on
estimates, and projections of future events. historical transaction data.
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So far as the land extended, bird life prevailed; the species being
the snowy owl, the snow-bunting, and the ptarmigan. Full collections
were made of all the birds frequenting Smith Sound; and our
naturalists had the satisfaction of discovering the long-sought-for
breeding-haunts of the knott and sanderling.[13]
Few species of marine fish were obtained, but “an interesting
small salmonoid” was met with in fresh-water lakes as far north as
lat. 82° 35’. A fine collection of marine invertebrates was secured by
dredging and trawling; and the character of the sea-bottom from
Baffin Bay up to lat. 83° 19’ N. was accurately ascertained by a
series of careful soundings.
In the department of botany our naturalists were rewarded by the
discovery of between twenty and thirty species of phanerogamic
plants between the parallels of 82° and 83°. Much richer and more
varied results were obtained in the cryptogamic flora.
Geologically, the facts arrived at were of the utmost value. “The
whole west coast of Smith Sound, from Cape Isabella to Cape
Union, has been fully surveyed and mapped, and large collections
have been made both of fossils and rock-specimens; while the
sledge-parties which explored the shore of the Polar Basin, both to
east and west, brought back sufficient material to determine the
geological character of the country. Silurian limestones, richly
fossiliferous, were the prevailing rocks along Smith Sound. Miocene
deposits, including a twenty-foot seam of coal, were found as far
north as lat. 81° 44’. From the shales and sandstones of this
formation a beautiful series of leaf-impressions were collected,
illustrating the characteristic flora of the epoch, and presenting a
remarkable demonstration of the existence of a temperate climate
within five hundred miles of the present Pole at a comparatively
recent geological time. Not less important are the indications of great
recent changes in the elevation of the land afforded by the discovery
of thick post-pliocene deposits, lying at a considerable elevation
above the sea-level, and containing fossils similar to the existing
marine fauna. Lastly, very interesting and suggestive observations
have been made on glaciation and ice-action in general.”
This, of course, is but a summary, and a very brief and
condensed one, of researches which have evidently been of the
highest importance. And it might almost be said of the late
expedition, that even had its geographical discoveries been less
valuable, its scientific results would have entitled it to a foremost
place in the annals of Arctic Enterprise.
Our record of Arctic expeditions will fitly close with a sketch of the
cruise of the Pandora, a screw-yacht commanded by Captain Allen
Young, which left England in the summer of 1876, in order to open
up communications with the Admiralty expedition.
CHART
SHOWING THE DISCOVERIES
OF THE
BRITISH POLAR EXPEDITION
1875–76.
[From Map accompanying Official Report published in “Nature.”]
Captain Young left Upernavik on the evening of the 19th of July,
and stood away to the northward—in bad weather, and with the wind
blowing a gale. Through vast fields of ice he threaded his way,
sometimes under sail, sometimes under steam, until, on the morning
of the 24th, he found his ship completely surrounded, in lat. 75° 10’
N.
No time was lost in endeavouring to effect an escape by charging
the ice at full speed,—again and again returning to the onset; and a
slow but steady progress was being made, when the field in which
they were held fast, drifting before the gale, “collided” with a group of
grounded bergs, and exposed the little vessel to such severe
pressure, that preparations were made for abandoning her.
Provisions, ammunition, camping and travelling gear, all were made
ready, and the boats were lowered as far as possible at the davits.
Meantime, heavy charges of gunpowder were used to blast the ice
where it pressed the ship most severely; and the bergs taking a
different direction, the Pandora began to recover herself, and before
night settled down nearly to her usual level. In the darkness of the
night, with the wind howling, and the snow and sleet driving in heavy
showers, she moved ahead with the pack; and in this way continued
her progress until the 27th, when the weather cleared, and Captain
Young discovered that he had advanced right into the heart of
Melville Bay, with no water in sight. Full in view were Capes Walker
and Melville, the Peaked Hill, and huge glacier-streams embedded in
the intervening valleys. All around was one vast monotonous sheet
of rugged ice. It was not until the 29th that the Pandora, after many
hairbreadth escapes, got into open water, in lat. 75° 50’ N., and long.
64° 55’ W. While thus imprisoned in the grasp of the floe, the
explorers killed only one Polar bear, four seals, and a few little auks.
In a clear sea they now stood away to the westward, passing
Capes Dudley, Digges, and Athol, and other headlands familiar in
the records of Arctic adventure. At noon on the 31st, when off
Wolstenholm Island, another gale overtook them, increasing rapidly
to almost hurricane fury. This was an unpleasant experience; for the
deck was washed by heavy seas, and it was with the greatest
difficulty they avoided coming into collision with the icebergs which
drifted rapidly through the snow and spray.
Reaching Cary Island, they landed to examine Captain Nares’
depôt of provisions, and found it in good preservation. The cairn had
not been visited since Young’s call at the island on the 10th of
September in the previous year. Afterwards they made for
Sutherland Island, where they found a record of the American
explorer, Captain Hartstene, dated August 16, 1855. It is with a
curious feeling that, in these regions of almost perpetual winter, the
voyager comes upon such faint memorials of men who, like him,
have dared all the perils of ice-floes and icebergs, and adventured
into seas far beyond the track of ordinary commercial enterprise.
On Littleton Island, a record of the expedition was found. The
document was dated July 28, 1875, and signed by Captain Nares;
and it indicated the course about to be taken by the ships under his
orders. Owing to the ice-encumbered condition of the straits,
however, Captain Young could not follow it up; and instead of
crossing to Cape Isabella, he resolved to examine the coast in
Hartstene Bay, in order to seek a harbour for the relief-ship which the
Admiralty had intended to send out in 1877, in case of the non-return
of the Polar Expedition. This was found on the 4th of August, not far
from the Eskimo settlement of Etah, and named after the Pandora. It
would seem to offer every advantage as winter quarters for Arctic
discovery-ships; the surrounding hills are “dotted with Arctic hares,
appearing like snow-balls on the luxurious vegetation.” The little auk
breeds in thousands on the cliffs, eider fowl and guillemots haunt the
waters, and the adjacent valleys and pastures are frequented by
reindeer.
Captain Young next made for Cape Isabella, which he reached
on the 6th of August. Watchful eyes soon discovered a large cairn on
the summit of this headland. A boat was lowered, and the contents
of the cairn soon obtained, while despatches and letters for Captain
Nares’ expedition were left in their stead. Then the Pandora steamed
to the northward; but, owing to the adverse winds and the
accumulated ice, could make no way, and was forced back to Cape
Isabella. Another attempt was made to the eastward, and for several
days the gallant little ship crossed and recrossed the straits, through
the pack, always beset with ice, and frequently enshrouded in
impenetrable fogs. No fewer than three times was she compelled to
take shelter in Pandora Harbour. On the 19th she was driven back to
the northward of Littleton Island, and Captain Young and some of his
officers took the opportunity of visiting the Polaris camp. Nothing
remained of the house erected by Captain Buddington except a few
broken boards. The rocks were strewn with pieces of metal,
fragments of clothing, and other waifs and strays. The cache in
which the retreating party had deposited their books and instruments
was also examined; but the only relics were a brass bowl of a seven-
inch compass, a tin tube, and parts of a telescope. Some cases and
casks, containing records for the use of Captain Nares, were
securely placed among the rocks on the western point of the island;
and Captain Young then returned to Cape Isabella.
Finding nothing here of any interest, and convinced that no
travelling or boat party had reached that position from the Polar
ships, the Pandora bore away to the northward under canvas. “It was
very dark and thick,” says Captain Young, “but sufficiently clear to
enable us to avoid the heavy ice. By nine a.m. we were up to
Lecomte Island, when we were stopped by a fog until eleven o’clock,
when I could see from aloft that the main pack extended across the
straits into Rosse Bay. We were in a lake of land water, with close-
packed and heavy ice all round, from south to north, and again
closing on the land from the eastward. Our only chance of moving
seemed to be through a narrow lead or slack place, running first to
the east-north-east, and then again apparently towards the east
coast. We entered the pack, and succeeded by five p.m. in again
escaping into the land water in Hartstene Bay.” Such are the
experiences of twelve hours in the ice-clogged waters of the North!
But we need not delay the reader with these minute particulars,
notwithstanding their interest as illustrative of the nature of the
struggle waged with so much persistency of purpose by the Arctic
explorer. The sea was now covered everywhere with ice and bergs.
Storms were of frequent occurrence; and the wind and wave beaten
Pandora was forced back into Baffin Bay.
Here, on the 28th of August, her captain could see that the solid
ice had filled the straits and the head of the bay right across to Cape
Alexander. The way north being thus obstructed, Captain Young
resolved on proceeding towards Upernavik, in North Greenland,
hoping to find that the last ship had not already sailed for Denmark,
and in that case to send an officer home with despatches, while the
Pandora returned to Smith Strait.
On the 29th she was off Hakluyt Island, and steered for Bardin
Bay in Whale Sound. On entering the bay, a summer tent could be
seen, and some Eskimos, with their dogs, running to and fro,
evidently with the view of attracting the attention of the visitors.
Captain Young accordingly landed, with some of his officers, and
accompanied by Christian, his Eskimo interpreter. The natives met
them with the utmost confidence and fearlessness, assisting to haul
their boat up on the shore. They were ten in number, and all
members of one family. Food appeared to be plentiful with them, but
they were profuse in their thanks for some walrus-flesh given by
Captain Young. Their manners were frank and communicative, and
they showed considerable vivacity, rejoicing over the results of a
very good hunting season. Neither European ships nor white men
had they seen for years; but they said that an old man, who, with his
family, inhabited Northumberland Island, told of two ships which had
passed to the northward “last summer.” How lonely must be the life
led by these poor savages! Never gladdened by the sight of a sail;
but, year after year, shut up in their frozen solitudes, and without any
other object or purpose before them than to obtain just enough food
to avoid a premature and miserable death!
Among their treasures Captain Young observed a ship’s bucket,
half the top of a mahogany table, the paddle of a Greenlander’s
kayack, much ice-worn, and a piece of packing-case marked “Lime
juice—Leith;” all of which, they said, had drifted into the bay at
different times from the southward. These people seemed to Captain
Young of a kind and simple disposition, while they were evidently
robust and healthy. All that they had—and it was little enough—they
freely pressed upon their visitor; and when asked what present they
would like, their chief selected only some gimlets and a fifteen-foot
ash oar. The latter, he said, would split up into spear-shafts; the
former he wanted for boring bone and ivory. Captain Young,
however, gave them several other useful articles; accepting in return
some narwhal horns, specimens of their pot-stone cooking-kettles,
and of the iron pyrites which they used for striking fire. An exchange
of dogs also took place; five of the dogs belonging to the Pandora
being given for three of the finest bear-hunting and tame dogs of the
Eskimos.
At Upernavik, the Pandora, after a stormy and dangerous
passage, arrived on the evening of September the 7th, but found that
the last ship had sailed for Europe. As there were no means,
therefore, of communicating with England, and as, without such
communication, Captain Young did not feel authorized to winter in
the North, a supply of fresh water wars taken on board, and the ship
steered for home. From the 15th to the 21st she tarried at
Goodhav’n, in Disco Island. In Davis Strait she encountered large
quantities of heavy Spitzbergen drift-ice, and weathered a severe
south-easterly gale. On the 16th of October, in lat. 54° 38’ N., and
long. 44° 30’ W., she sighted the Arctic ships, Alert and Discovery,
and hastened to communicate with them. They kept together until
the 19th. On the following day, the Pandora was buffeted by another
hurricane; but the rest of her voyage was accomplished in safety,
and was marked by no incidents of importance.
Here, for the present, terminates the record of British enterprise
and adventure in the Arctic World. It is difficult to believe, however,
that the nation will rest until the “heart of the mystery has been
plucked out,” the Secret finally mastered, and the British flag hoisted
on that remote point which is conventionally known as the North
Pole.
INDEX.
Jacobshav’n, 168.
Jakut merchants, the, enterprise of, 217.
Jakuts, the, as bear-hunters, 212;
manners and customs of, 216, 217.
James, Captain Thomas, voyage of, 228.
Joe the Eskimo, with Captain Tyson, 278, et sqq.
Osborn, Admiral Sherard, quoted, 44, 81, 84, 85, 87, 146, 151,
232, 236, 237.
Ostiaks, the, manners and customs of, 211, 212.
Ostrownoje, trade at, 220.
Oxyria, the, uses of, 141.
Transcriber’s Notes:
Language: English
VOL. VIII.
MATHEMATICAL PROBLEMS
LECTURE DELIVERED BEFORE THE INTERNATIONAL
CONGRESS OF MATHEMATICIANS AT PARIS IN 1900.
Who of us would not be glad to lift the veil behind which the
future lies hidden; to cast a glance at the next advances of our
science and at the secrets of its development during future
centuries? What particular goals will there be toward which the
leading mathematical spirits of coming generations will strive? What
new methods and new facts in the wide and rich field of
mathematical thought will the new centuries disclose?
History teaches the continuity of the development of science.
We know that every age has its own problems, which the following
age either solves or casts aside as profitless and replaces by new
ones. If we would obtain an idea of the probable development of
mathematical knowledge in the immediate future, we must let the
unsettled questions pass before our minds and look over the
problems which the science of to-day sets and whose solution we
expect from the future. To such a review of problems the present
day, lying at the meeting of the centuries, seems to me well adapted.
For the close of a great epoch not only invites us to look back into
the past but also directs our thoughts to the unknown future.
The deep significance of certain problems for the advance of
mathematical science in general and the important rôle which they
play in the work of the individual investigator are not to be denied. As
long as a branch of science offers an abundance of problems, so
long is it alive; a lack of problems foreshadows extinction or the
cessation of independent development. Just as every human
undertaking pursues certain objects, so also mathematical research
requires its problems. It is by the solution of problems that the
investigator tests the temper of his steel; he finds new methods and
new outlooks, and gains a wider and freer horizon.
It is difficult and often impossible to judge the value of a problem
correctly in advance; for the final award depends upon the gain
which science obtains from the problem. Nevertheless we can ask
whether there are general criteria which mark a good mathematical
problem. An old French mathematician said: "A mathematical theory
is not to be considered complete until you have made it so clear that
you can explain it to the first man whom you meet on the street."
This clearness and ease of comprehension, here insisted on for a
mathematical theory, I should still more demand for a mathematical
problem if it is to be perfect; for what is clear and easily
comprehended attracts, the complicated repels us.
Moreover a mathematical problem should be difficult in order to
entice us, yet not completely inaccessible, lest it mock at our efforts.
It should be to us a guide post on the mazy paths to hidden truths,
and ultimately a reminder of our pleasure in the successful solution.
The mathematicians of past centuries were accustomed to
devote themselves to the solution of difficult particular problems with
passionate zeal. They knew the value of difficult problems. I remind
you only of the "problem of the line of quickest descent," proposed
by John Bernoulli. Experience teaches, explains Bernoulli in the
public announcement of this problem, that lofty minds are led to
strive for the advance of science by nothing more than by laying
before them difficult and at the same time useful problems, and he
therefore hopes to earn the thanks of the mathematical world by
following the example of men like Mersenne, Pascal, Fermat, Viviani
and others and laying before the distinguished analysts of his time a
problem by which, as a touchstone, they may test the value of their
methods and measure their strength. The calculus of variations owes
its origin to this problem of Bernoulli and to similar problems.
Fermat had asserted, as is well known, that the diophantine
equation