About Roger Silvers
Truthfully, I never really liked some of the accounting courses I took as a student. So I try to be sure that I make accounting as engaging as possible for students. I always enjoyed the decision making and resource allocation aspects of cost and managerial accounting. So after college, I worked as a cost accountant in a small manufacturing company and as a business analyst at DuPont. It is easy to misunderstanding information if you don't know what to look for. In a manufacturing environment, it's really important to understand what a product costs, and how those costs change when the level of production changes. If your costing system is inaccurate, you risk losing business if you set prices too high, and you risk having small or even negative margins if you set prices too low.
At DuPont, I was in charge of allocating common corporate costs to individual business units. I learned that allocations are difficult to perform, inherently arbitrary, and invariably create winners and losers. Some departments or products will end up bearing more costs than they should, while others will experience the opposite.
The undergraduate course currently includes topics like cost-volume-profit analysis, operating leverage, activity-based costing, full-absorption vs. variable costing, variance analysis, inventory valuation, performance measurement, and capital budgeting.
My graduate level courses add basic statistical analyses and cases to the managerial economics framework.
Truthfully, I never really liked some of the accounting courses I took as a student. So I try to be sure that I make accounting as engaging as possible for students. I always enjoyed the decision making and resource allocation aspects of cost and managerial accounting. So after college, I worked as a cost accountant in a small manufacturing company and as a business analyst at DuPont. It is easy to misunderstanding information if you don't know what to look for. In a manufacturing environment, it's really important to understand what a product costs, and how those costs change when the level of production changes. If your costing system is inaccurate, you risk losing business if you set prices too high, and you risk having small or even negative margins if you set prices too low.
At DuPont, I was in charge of allocating common corporate costs to individual business units. I learned that allocations are difficult to perform, inherently arbitrary, and invariably create winners and losers. Some departments or products will end up bearing more costs than they should, while others will experience the opposite.
The undergraduate course currently includes topics like cost-volume-profit analysis, operating leverage, activity-based costing, full-absorption vs. variable costing, variance analysis, inventory valuation, performance measurement, and capital budgeting.
My graduate level courses add basic statistical analyses and cases to the managerial economics framework.