VARIABLE AND FIXED COSTS IN COMPANY MANAGEMENT

The cost absorbs all the expenses of production for a company at acertain level of the activity. For eliminating the influence of the fixed costs’sabsorbtion and for a better supervision of other causes of digressions, the managerscan apply the method of rational imputation of the fixed costs. The managers should,in some cases, take into consideration the total costs and not the unit costs. Variablecosts, fixed costs and unit costs should be taken into consideration at all times. Whenmanagers decide on the products to be manufactured, they have to know how theincome and expenses vary along with the changes in the production volume. That iswhy they have to separate the fixed and the variable costs. The identification of avariable or fixed cost helps the manager to forecast the total costs and to take thedecisions based on an existent situation.fixed costs, variable costs, the cost of the under-activity

COST VOLUME PROFIT MODEL, THE BREAK -EVEN POINT AND THE DECISION MAKING PROCESS IN THE HOSPITALITY INDUSTRY

Management accounting and cost calculation in the hospitality industry is a pathless land. The prezent article is a starting point of a long scientific approach on the domain of the hospitality industry and on the managerial accounting in this area. Our intention is to put the spot light back on the thorny problem of applying Financial Accounting and specifically its implementation in the hospitality industry. One aim of this article is to provide a picture of CVP analysis in decision making with customizing the hospitality industry. To cope with the crisis period, the competition and to achieve the expected profits of the hospitality industry ,managers have the possibility to apply CVP analysis, one of the most simple and useful analytical tools. This paper will address the basic version of the CVP model, exemplifying the main indicators of the particular model for the hospitality industry that can help guide decision-making.CVP model, Break-even point, hospitality industry

ASPECTS REGARDING THE APPLICATION OF DIRECT-COSTING IN TAKING THE MANAGERIAL DECISIONS

Direct-costing represents a method of calculation which, although can not be used in financial reporting, represents a very strong instrument of analysis within reach of enterprise's management. The method direct-costing requires the delimitation between the variable and fixed costs and including in the cost of production of the variable costs, the fixed costs being considered costs of the period. Another important aspect is the difference between the methods of absorbent costs and the method direct costing. The making of rational decisions that can permit the obtaining of optimum results can be made only if it is taken into account the correlation between the fixed costs, the variable costs, the volume of activity and the price of selling of the products, correlation given by the specific indicators of the method direct-costing.Direct-costing, variable cost, fixed cost, cost of sub activity

THE CRISIS AND THE COST MANAGEMENT

The aim of the present study is the analysis of the phenomenon of contemporary crisisand its unfavourable effects upon the global economy, in general, and the developing countries, inparticular. It also has in view the most appropriate decisions that the management of an entityshould take under recession conditions. The reduction of prices becomes a priority for the entities,and the first anti-crisis measure in the present economic context. More attention should be paid tothe reduction of fixed and variable costs, taking into account the aim of maintaining theprofitability and financial equilibrium into an instable and unpredictable business environment.economic crisis, reduction of fixed and variable costs, the descending spiral of demand, sub-activity cost.

THE PROFIT TARGET IN A RESTAURATION UNIT

The hospitality industry represents one of the most dynamic sectors of the contemporary society, with an emphasised role in the process of globalization. Currently, the hospitality industry does not only face the challenges of the economic crisis but the changes in the market, the consumers' behaviour and the technological trends, too. That is why, in this time, it is extremely important to apply the management accounting and the cost calculation in any entity in the hospitality industry in order to cope with the market challenges. The main services are performed through the hospitality industry: the accommodation and the restauration. These services satisfy the vital needs of the tourists, but this industry must meet other needs or requests such as the acknowledgement of the social status, the desire to know other cultures or traditions, to spend free time in a pleasant manner etc. Our intention and goal in the current article is to approach an image of the CVP analysis in the decision making process with an emphasis on the restauration in the hospitality industry. In order to cope with this critical time, the competition and to achieve the profits estimated, the managers in the hospitality industry can apply the CVP analysis, one of the simplest and most useful analytical instruments. The paper will tackle with the problem of the break even point in a restaurant, one of the main indicators of the CVP model and also the possibility of the decision making process orientation.Prag de rentabilitate, Industria ospitalităţii, Restaurant, Profit ţintit

EFFECTIVE COST ANALYSIS TOOLS OF THE ACTIVITY-BASED COSTING (ABC) METHOD

This article focuses on cost analysis and specific tools of Activity-Based Costing(ABC) method. After presenting the main categories of operating costs of ABC method it isswitching to presenting the most important tools for monitoring and measuring performance, suchas the dashboard, balanced scorecard, benchmarking etc. Components and benefits and thepresentation of these situations are highlighted. The article ends with the conclusions of authorsabout analysis of these instruments also the advantages of them, the authors advocating the use ofthese types, since they represent advanced cases of analysis of performance derived from an assetthat unit would be successfully applied in Romania.dashboard, balanced scorecard, benchmarking, Activity-Based Costing, performance.

THE INCREASE OF PERFORMANCE OF AN ENTITY BY THE CONVERSION OF THE HIDDEN COSTS

This article offers an intrinsic image of the hidden and identified costs at thelevel of an entity, including the causes and their ways of control. The main researchinstrument used here was the questionnaire and the results determined a better knowledge ofthe theoretical and methodological aspects necessary in order to identify the hidden costs atthe level of an entity. Several aspects of the hidden costs are discussed, as well as theircharacteristics, evaluation, causes and generating sources. The connections betweendisfunctionalities, the generating factors of the hidden costs and their financial componentsare presented in theory and represented in graphics. The article closes with the authors‘conclusions on the identification, determination, conversion and presentation in a situation ofsynthesis of the hidden costs of an entity, as well as the importance managers should grant toit.hidden costs, Activity-Based Costing, control, performance, opportunity costs.

The results account of the ABC method. The main source of underlining the performances of an entity

This paper presents a model of the results account specific for the method of Activity Based Costing (ABC), starting from its definition, component and typology. There are also described the defining elements of the results account in its quality of instrument of measuring and monitoring the performances of an entity. We also describe the role of this instrument in the formation of a “whole picture” that allows the visualization of some general tendencies pursued by the entity which help the managers to take corresponding measures. The paper closes with the authors’ conclusions related to the advantages of this synthesis document specific to the ABC method in using it as a main source in the rapid, correct and in due time substantiation of managerial decisions.Activity-Based Costing; dashboard; balanced scorecard; benchmarking; synthesis documents; dissociative organization; pilotating indicators

INTERNATIONAL FINANCIAL REPORTING STANDARD (IFRS) WILL SUPPORT MANAGEMNET ACCOUNTING SYSTEM FOR SMALL AND MEDIUM ENTREPRISE (SME)?"

The problem of reporting financial data useful for readers in most of the countries andlanguages is receiving considerable attention with the implementation of the new financialreporting standards in the United States, Canada, Australia, Europe and Japan. The theoreticalmodel of the new standard forms that would be produced in a particular country and especially forpublic and world companies will expedite the search and analyses of usefulness of this reporting.The characteristic formulation of IFRS is implemented to obtain a common language in reportingfinancial data, capable to be interpreted by readers in the same meaning. There are a lot ofinterferences, convergences and divergences between accounting and financial reporting that stillshould be resolved for SMEs. Using a comparative method between management accounting in twocountries, Canada and Romania, it will be enable to show how IFRS can solve some of thosedifferences.IFRS ,Management Accounting. SWOT

AN ANALYSIS OF THE SEPA CARDS FRAMEWORK (SINGLE EURO PAYMENTS AREA) ADOPTION IN ROMANIA

The study examines the actual status and the future application of Single Euro Payments Area SEPA Cards Framework, based on Romanian experience. The paper highlights the fact that there is no national card scheme in Romania and that the local cards marketSingle Euro Payments Area (SEPA) Cards Framework SCF, National card scheme, Challenges of the SCF implementation in Romania