there are remarks about the cost per unit of raw soda. The direc­ tors were well aware that production level and cost per unit were in inverse ratio: . . . this year we produced 448 000 d: more than the pre­ ceding year; therefore, the overheads for salaries and in­ terests contribute to the cost per unit proportionately less. Allocation of overhead. The allocation of overhead costs was discussed during four meetings of the Board of Directors: March 7 and 13, 1832; August 20, 1833; September 4, 1834.10 The members of the Board discussed the allocation of overheads between glass and chemical products. At the first meeting, on March 7, 1832, it was reported: The Administration (of the Company) has decided that the overheads accounts of every branch will be divided in accordance with the production as shown on the books; each product {produits speciaux) will be charged with its own direct expenses (frais speciaux). At the meeting the next week (March 13, 1832), the record indi­ cates that overhead cost allocation was again discussed: It has been pointed out to the Board of Directors by one of the members that the preceding decree, dividing over­ head expenses in accordance with each factory's produc­ tion stated by its books, could entail serious drawbacks; for example, in a year of very low sales, it we stop the production and only sell glass in stock, we should be obliged to make the chemical products bear all the over­ head expenses, which means a considerable increase in their cost prices and gives us a wrong image of them. He (the member of the B. of D.) thinks it much more conve­ nient to divide the overhead expenses in accordance with the fixed capital involved in each one of the two factories, as shown by the general inventory, capital to which we add the required working capital; with such a manner of distribution, each factory would bear its own part of overheads required by the supervision and administration of its capital. In the above-mentioned case of a factory's producing next to nothing, we would have to state a loss for that factory, which is quite normal.

2014 ◽  
pp. 260-260

information. How do produced quantities influence the costs per unit? How can costs, calculated at different times, be compared? What is the best way to distribute the overheads? etc.. .. After the setting up of the accounting system, a long process of maturation began. This is evident, on the one hand, from the discussions of the Board of Directors and, on the other hand from the differences between the two sets of accounts approved by the Board of Directors in 1832 and 1872. The structure of the Com­ pany evolved considerably between 1832 and 1880: two mergers occurred, the first one in 1858 with Saint-Quirin, a glass manufac­ turer, and the second one in 1872 with Perret-Olivier, whose fields of activity were mining and chemistry. After the second merger, the sales figures for chemistry outstripped the sales of glass and mirrors and during this time the Company had grown to include 16 branches in France and Germany. DISCUSSIONS ON INDUSTRIAL ACCOUNTING All the questions dealing with the setting up of a management accounting system were discussed by the Boards of Directors. In most cases, the solutions were only practical ones. There never seemed any intent or desire by the Company to make any theory or any generalization of those practical solutions. Direct and indirect costs. The distinction between direct and indirect cost was made first in 1829 with regards to labor charges.9 Salaries, of which a comprehensive list is given above, will be separated into two groups: 1) Those concerning directly and specially with the manufacturing process. 2) Those concerning administration. At the end of the year, the former will be divided and included in the suitable items of expenses; then the latter will be included in the overheads. However, direct labor is likely to have included only the wages of workers having a permanent job, and excluded those of the day laborer, which are by their very nature fluctuating. In the soda factory, the majority of workers were day laborers, thus making it difficult to estimate precisely the ratio between direct and indirect labor charges. Production level and cost per unit. In the previously quoted chief accountant’s report concerning the financial year 1827-1828,

2014 ◽  
pp. 259-259

After a long discussion on the advantages and drawbacks of each method (production or capital), it was decided that the decision would be made during the next meeting. On March 16, 1832, the Board opted for the capital method. However, the debate was re­ vived less than a year later when at the August 20, 1833 meeting the chief accountant was instructed to compare Saint-Gobain’s and Chauny's respective efficiencies. . . . we shall probably be told, with good reason, that if cost prices are charged with the mostly arbitrary distribu­ tion of overheads, those cost prices are an unreliable means of comparing the economical efficiency of differ­ ent methods of manufacturing. That is why we wish to propose a third way in which overhead expenses of the Headquarters are not charged to any production. For the last four months, Saint-Gobain has been costed at OF79 per square foot. At Chauny, both raw materials and labor are worked out at OF51 per square foot. If you add the depreciation of the building and the machinery of that factory, the cost rises to OF71, and if we wish to have figures that could be compared to those of Saint-Gobain, repair expenses for the machinery, the cost for slack peri­ ods or flawed glass must be added. The records in our accounts are not yet accurate enough and moreover too recent to allow us to give precise figures for these kinds of expenses. But no doubt they will go over OF80; conse­ quently, the question of economical efficiency is settled. The overhead expenses to be shared included traveling ex­ penses, tokens, salaries of administrators, a hypothetical rent for the Paris building, and operating expenses, but the fate of divi­ dends paid to shareholders was not sealed. It was raised on Sep­ tember 4, 1834 by the chief accountant: It has often been said that we should not include divi­ dends in the cost prices: this is a big mistake; a Limited Company must always be considered as a business which, thanks to its repute, can borrow funds for its ac­ tivity: those funds produce interests, which amount must be deducted from the profit ... if the interests were not included in the cost prices, we could not know the real profit of the soda factory. The Continuity of accounting methods. The Board of Directors of Saint-Gobain was also concerned about comparability of ac­ counting data over periods of time and under different variation methods. The following quotation may seem somewhat difficult to

2014 ◽  
pp. 261-261

2018 ◽  
Vol 2 (1) ◽  
pp. 5-5 ◽  
Author(s):  
Alexander Kostyuk

The recent issue of the journal Corporate Governance and Sustainability Review is devoted to the issues of the board of directors’ characteristics, working capital in emerging economy, corporate governance, price performance of IPOs, family firms etc.


2016 ◽  
Vol 31 (3) ◽  
pp. 314-336 ◽  
Author(s):  
Hafiza Aishah Hashim ◽  
Muneer Amrah

Purpose – The purpose of this study is to determine whether there is any difference in the association among the board of directors, audit committee effectiveness and the cost of debt between the family- and non-family-owned companies in the Sultanate of Oman. Design/methodology/approach – This study uses a panel data set that has multiple observations on the same economic units. Each element has two subscripts: the group identifier, i (68 companies listed on the Muscat Securities Market), and within the group index denoted by t, which identifies time (2005-2011). The regression model of this study is based on the random effects model, which, according to the Hausman and Breusch-Pagan (LM) (Breusch and Pagan, 1980) tests, is an appropriate model. Findings – This study finds that the association between a board of directors’ effectiveness and cost of debt is negative and significant for the full sample and non-family firms. This relationship, however, is weak and not significant for family firms. Additionally, this study indicates that audit committee effectiveness has a significant effect on the cost of debt based on the full sample and family firms, but is not significant for non-family firms. Originality/value – This study examines firms in the Sultanate of Oman, where family ownership control is common. Based on a framework conceptualized according to the agency theory, using data from Oman enables a comparison between family and non-family firms with respect to the effect of the board of directors’ and audit committee’s characteristics as a composite measure. This composite measure captures their combined effect on the propensity of the cost of debt.


Author(s):  
Mark E. Haskins ◽  
William Rotch

The Shun Electronics KL Radio division wants to expand its three departmental cost centers to eight, each with its own overhead cost allocation rate. As a result, it appears that the total costs for four of its six radios will increase, while two will decrease. The case puts students in the role of having to (a) understand why such a result would occur; (b) explain the specific changes made in the cost allocation system; and (c) evaluate whether the changes are an improvement.


2021 ◽  
Vol 13 (14) ◽  
pp. 7518
Author(s):  
Mariano González-Sánchez ◽  
Eva M. Ibáñez Jiménez ◽  
Ana I. Segovia San Juan

Most of the empirical studies on board remuneration have focused on finding explanatory performance measures. There are studies that analyze if the compensation contracts of directors reward managers in such a way that they strive to maximize firm performance and shareholders’ wealth; however, there are few studies on the social aspect of corporate governance, or agent–employee and principal–employee relationships. Thus, in this study, our aim is to test whether there is a causal relationship between the remuneration of the board of directors of listed companies and the personnel policies of the companies, expressed through the cost of personnel and layoffs. For that, we used a sample of Spanish listed companies, and we found that two performance measures (return on equity and earnings per share on market price) have a greater effect on the growth rate of board remuneration when layoffs occur. Additionally, we found that the sales revenue and cash flow on total assets subsequently influenced personnel management.


2000 ◽  
Vol 10 ◽  
pp. 73-82
Author(s):  
Elizabeth Merritt ◽  
Scott Lidgard

ALL MUSEUMS have limited resources, and all acquisitions use some of these resources, whether they be space, money, staff time or materials. When museums purchase collections objects, some “costs” are evident up front, and there are frequently mechanisms in place at a high level to monitor that use of museum resources. For example, in art museums this is often a committee of the board of directors empowered to approve or deny curatorial proposals for major (i.e., expensive) acquisitions. However when the object is “free,” as in most invertebrate paleontology collections where material is either donated or collected in the field by museum staff, the cost of acquiring the object is essentially hidden. Some acquisition costs may be fixed regardless of the size or nature of the acquisition, and some vary depending the amount of space the material will require, or the amount of cleaning or conservation needed.


2009 ◽  
Vol 7 (1) ◽  
pp. 250-264 ◽  
Author(s):  
Daniel Zéghal ◽  
Raef Gouiaa

The board of directors and the cost of capital play fundamental roles in the profitability and the perennity of any business organization. The objective of this research is to try to evaluate the effect of the board of directors’ characteristics on the cost of capital of the French companies. The results of this study, based on a sample of 87 French companies belonging to the French index SBF120 during 2005, show that the majority of the board of directors’ characteristics have an important and significant effect on the cost of equity capital, on the cost of debt and on the balanced average cost of capital of the French companies


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