The article focuses on joint variance in cost accounting. A number of recent cost accounting texts discuss a three-variance standard cost analysis consisting of a pure price variance, a pure quantity variance and a joint variance, which is due to the interaction of price and quantity differentials. The explicit treatment of the joint variance facilitates understanding of variance analysis generally; and is particularly useful in explaining why, in a two-variance analysis, the quantity or usage variance usually is based on standard price and the price or spending variance usually is based on actual quantity. Conditions, which produce a favorable or unfavorable joint variance, are not as apparent as with the other variances; and students often have difficulty with this point. Purposes of the paper note are to list these conditions for the joint variance and to present a graphical analysis, which can be useful in demonstrating relationships involved. Since the relationship between the joint variance and the price and quantity variances is multiplicative, the sign of the joint variance is independent of magnitudes of the price and quantity variances.

Contemporary problem of concern to all technology-rich industrialized societies is that of continuing to provide a high level of motivation for private enterprise while ensuring that its aggregate impact upon society is consistent with social goals and aspirations. This is an exceedingly complex problem for several reasons. Traditional performance criteria for private enterprise have emphasized results which may be in conflict with societal priorities. There are many divergent views as to the most desired social goals and aspirations. The qualitative dimensions of social goal formulation and evaluation add further to the complexity. Yet, the problem is of such significance that there is a pressing need to explore its many dimensions and find ways of formulating solutions. The nature of the problem can be related further to performance as it is typically viewed from a management perspective. A corporate management's attention, decisions and actions are focused more on those components of the firm's performance which are included in the firm's formal measurement system. To the extent that a firm's social impacts are not subjected to formal measurement process, these aspects are not likely to enter into the firm's planning decisions or performance evaluation.

Reviews the book "Information Systems for Operations and Management," by Dan Voich, Homer J. Mottice and William A. Shrode.

Discusses the report of the Committee on Accounting for Social Performance of the American Accounting Association which explored the state of social accounting in the United States in 1975. Analysis of the practices in accounting and the reporting of corporate social performance; Investigation of corporate charitable contributions; Issues concerning the place of social accounting in accounting education.