Cost Management Accounting and Control 5th Edition Don R.(Don R. Hansen) Hansen
Cost Management Accounting and Control 5th Edition Don R.(Don R. Hansen) Hansen
Cost Management Accounting and Control 5th Edition Don R.(Don R. Hansen) Hansen
Cost Management Accounting and Control 5th Edition Don R.(Don R. Hansen) Hansen
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5. Cost Management Accounting and Control 5th Edition
Don R.(Don R. Hansen) Hansen Digital Instant Download
Author(s): Don R.(Don R. Hansen) Hansen, Maryanne M. Mowen
ISBN(s): 9780324233100, 0324233108
Edition: 5
File Details: PDF, 13.87 MB
Year: 2005
Language: english
7. Cost Management
Accounting and Control
Don R. Hansen
Oklahoma State University
Maryanne M. Mowen
Oklahoma State University
Fifth Edition
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Over the past twenty years, changes in the business environment have profoundly af-
fected cost accounting and cost management. A few examples of these changes are an
increased emphasis on providing value to customers, total quality management, time as
a competitive element, advances in information and manufacturing technology, global-
ization of markets, service industry growth, deregulation, and heightened awareness of
ethical and environmental business practices. These changes are driven by the need to
create and sustain a competitive advantage. For many firms, the information required to
realize a competitive advantage can no longer be derived from a traditional cost manage-
ment information system. The traditional system relies on functional-based costing and
control. In a functional-based system, costing and control are centered on organizational
functions. Unfortunately, this functional-based approach often fails to provide information
that is detailed, accurate, and timely enough to support the requirements of this new envi-
ronment. This has resulted in the emergence of an activity-based cost management system.
Typically, an activity-based cost management system is more detailed and more accurate than
a functional-based cost management system and, thus, more costly to operate. Furthermore,
the need to add a formal guidance mechanism to the new activity-based system has created
a demand for strategic-based cost management. Thus, the new cost management system might
be more accurately referred to as an activity- and strategic-based cost management system. The
emergence and acceptance of activity- and strategic-based cost management therefore suggests
that in many cases the benefits of this more sophisticated system outweigh its costs. On the
other hand, the continued existence and reliance on functional-based systems suggests the op-
posite for other firms.
The coexistence of functional-based systems with activity- and strategic-based cost man-
agement systems necessitates the study of both systems, thus providing flexibility and depth
of understanding. In creating a text on cost management, we had to decide how to design
its structure. We believe that a systems approach provides a convenient and logical frame-
work. Using a systems framework allows us to easily integrate the functional- and activity-
based approaches in a way that students can easily grasp. Integration is achieved by
developing a common terminology—a terminology that allows us to define each system
and discuss how they differ. Then the functional and activity-based approaches can be com-
pared and contrasted as they are applied to costing, control, and decision making. We be-
lieve this integration will allow students to appreciate the differences that exist between
functional and activity-based approaches. This integration is especially useful in the
decision-making chapters, as it allows students to see how decisions change as the infor-
mation sets change. For example, how does a make-or-buy decision change as we move
from a functional-based, traditional cost management system to the richer, activity-based
cost management system?
This text has been streamlined by combining and eliminating some material. The
number of chapters totals 21, as opposed to 24. Notably, international cost manage-
ment has been eliminated as a separate chapter. Instead, important material has been
reorganized into decision-making chapters. More specific international cost topics are
left for international finance classes. Activity-based budgeting is now located in the
budgeting chapter, where it can be compared and contrasted with traditional bud-
geting topics. Activity-based costing is now located early in the text, in Chapter 4,
where it can include traditional plantwide overhead rates and applications.
Audience
This text is written primarily for students at the undergraduate level. The text pre-
sents a thorough treatment of traditional and contemporary approaches to cost
management, accounting, and control and can be used for a one- or two-semester
course. In our opinion, the text also has sufficient depth for graduate-level courses.
In fact, we have successfully used the text at the graduate level.
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Key Features
We feel that the text offers a number of distinctive and appealing features—features that
should make it much easier to teach students about the emerging themes in today’s busi-
ness world. One of our objectives was to reduce the time and resources expended by in-
structors so that students can be more readily exposed to today’s topics and practices. To
help you understand the text’s innovative approach, we have provided a detailed descrip-
tion of its key features.
Structure
The text’s organization follows a systems framework and is divided into four parts:
1. Part 1: Foundation Concepts. Chapters 1 through 4 introduce the basic concepts and
tools associated with cost management information systems.
2. Part 2: Fundamental Costing and Control. Chapters 5 through 10 provide thorough
coverage of product costing, planning, and control in both functional-based and activity-
based costing systems.
3. Part 3: Advanced Costing and Control. Chapters 11 through 16 present the key elements
of the new cost management approaches. Examples of the topics covered in this section
include activity-based customer and supplier costing, strategic cost management, activity-
based budgeting, activity-based management, process value analysis, target costing, kaizen
costing, quality costing, productivity, environmental cost management, and the Balanced
Scorecard.
4. Part 4: Decision Making. Chapters 17 through 21 bring the costing and control tools to-
gether in the discussion of decision making.
This edition’s structure permits integrated coverage of both the traditional and activity-based
costing systems. In this way, students can see how each system can be used for costing, con-
trol, and decision making and can evaluate the advantages and disadvantages of each system.
This approach helps students to see how cost management is applied to problems in today’s
world and to understand the richness of the approaches to business problems.
Contemporary Topics
The emerging themes of cost management are covered in depth. We have provided a
framework for comprehensively treating both functional-based and activity-based topics.
A common terminology links the two approaches; however, the functional- and activity-
based approaches differ enough to warrant separate and comprehensive treatments. The
nature and extent of the coverage of contemporary topics is described below. As this
summary reveals, there is sufficient coverage of activity- and strategic-based topics to
provide a course that strongly emphasizes these themes.
Historical Perspective
Chapter 1 provides a brief history of cost accounting. The historical perspective allows
students to see why functional-based cost management systems work well in some set-
tings but no longer work for other settings. The forces that are changing cost man-
agement practices are described. The changing role of the management accountant
is also covered with particular emphasis on why the development of a cross-functional
expertise is so critical in today’s environment.
Value Chain Analysis
The provision of value to customers is illustrated by the internal value chain, which
is first introduced in Chapter 1 and defined and illustrated more completely in
Chapter 2. Chapter 11 provides a detailed discussion of value chain analysis and
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introduces the industrial value chain. Value chain analysis means that managers must
understand and exploit internal and external linkages so that a sustainable competitive
advantage can be achieved. Exploitation of these linkages requires a detailed under-
standing of the costs associated with both internal and external factors. This edition ex-
pands the treatment of value chain analysis by introducing, defining, and illustrating
activity-based supplier costing and activity-based customer costing. The costing examples
developed show how the value chain concepts can be operationalized—a characteristic
not clearly described by other treatments. Thus, we believe that the operational examples
are a significant feature of the text.
Accounting and Cost Management Systems
In Chapter 2, the accounting information system and its different subsystems are defined.
Distinctions are made between the financial accounting and the cost management informa-
tion systems and the differing purposes they serve. The cost management information sys-
tem is broken down into the cost accounting information system and the operational control
system. The differences between functional-based and activity-based cost management systems
are defined and illustrated. The criteria for choosing an activity-based system over a functional-
based system are also discussed.
In Chapter 2, three methods of cost assignment are delineated: direct tracing, driver trac-
ing, and allocation. Activity drivers are also defined. Once the general cost assignment model
is established, the model is used to help students understand the differences between functional-
based and activity-based cost management systems. A clear understanding of how the two sys-
tems differ is fundamental to the organizational structure that the text follows.
Activity Costs Change as Activity Usage Changes
Chapter 3 is a comprehensive treatment of cost behavior. First, we define variable, fixed, and
mixed activity cost behavior. Then, we discuss the activity resource usage model and detail
the impact of flexible and committed resources on cost. Finally, we describe the methods of
breaking out fixed and variable activity costs. This text goes beyond the typical text in ex-
plaining to students how to use the computer spreadsheet programs to perform regression
analysis. The chapter on cost behavior analysis is more general than usual chapters that treat
the subject. Traditional treatment usually focuses on cost as a function of production vol-
ume. We break away from this pattern and focus on cost as a function of changes in ac-
tivity usage with changes in production activity as a special case. The activity resource
usage model is used to define activity cost behavior (in terms of when resources are ac-
quired) and is defined and discussed in Chapter 3. This resource usage model plays an
important role in numerous contemporary applications. It is used in value chain analy-
sis (Chapter 11), activity-based management (Chapter 12), and tactical decision and rel-
evant costing analysis (Chapter 18). The extensive applications of the activity resource
usage model represent a unique feature of the text.
Activity-Based Costing
Much has been written on the uses and applications of ABC. This text presents a
comprehensive approach to activity-based costing and management. The activity-
based product costing model is introduced in Chapter 2 and described in detail in
Chapter 4. In this chapter, the advantages of ABC over functional-based costing are
related. A completed discussion of how to design an ABC system is given. This in-
cludes identifying activities, creating an activity dictionary, assigning costs to activ-
ities, classifying activities as primary and secondary, and assigning costs to products.
We have added new material that explores methods on simplifying a complex ABC
system. The objectives of these methods are to reduce the number of drivers and
activities used without significant reductions in product-costing accuracy. To fully
understand how an ABC system works, students must understand the data needed
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to support the system. Thus, we show how the general ledger system must be un-
bundled to provide activity information. We also define and illustrate an ABC relational
database. This unique feature of the text helps the student understand the very practi-
cal requirements of an ABC system.
Activity-Based Budgeting
Activity-based budgeting is now combined with traditional budgeting concepts in Chap-
ter 8. This integrated treatment helps students to see how budgets can be extended with
the power of activity-based cost concepts. This chapter introduces the basics of activity-
based budgeting and gives an expanded example in a service setting. Flexible budgeting
and the behavioral impact of budgets are also included in this chapter.
Just-in-Time Effects
JIT manufacturing and purchasing are defined and their own cost management practices dis-
cussed in Chapters 11 and 21. JIT is compared and contrasted with traditional manufactur-
ing practices. The effects on areas such as cost traceability, inventory management, product
costing, and responsibility accounting are carefully delineated.
Life Cycle Cost Management
In Chapter 11, we define and contrast three different life cycle viewpoints: production life cy-
cle, marketing life cycle, and consumable life cycle. We then show how these concepts can be
used for strategic planning and analysis. In later chapters, we show how life cycle concepts are
useful for pricing and profitability analysis (Chapter 19). The use of life cycle costing for en-
vironmental cost management is also discussed (Chapter 16). The breadth, depth, and nu-
merous examples illustrating life cycle cost applications allow the student to see the power
and scope of this methodology.
Activity-Based Management and the Balanced Scorecard
There are three types of responsibility accounting systems: functional-based, activity-based,
and strategic-based. These three systems are compared and contrasted, and the activity-
and strategic-based responsibility accounting systems are discussed in detail. Activity-based
responsibility accounting focuses on controlling and managing processes. The mechanism
for doing this process value analysis is defined and thoroughly discussed in Chapter 12.
Numerous examples are given to facilitate understanding. Value-added and non-value-
added cost reports are described. Activity-based responsibility accounting also covers ac-
tivity measures of performance, which are thoroughly covered in Chapter 13. The
Balanced Scorecard is equivalent to what we are calling strategic-based responsibility ac-
counting. The basic concepts and methods of the Balanced Scorecard are presented in
Chapter 13.
Costs of Quality: Measurement and Control
Often, textual treatments simply define quality costs and present cost of quality re-
ports. We go beyond this simple presentation (in Chapter 14) and discuss cost of
quality performance reporting. We also describe quality activities in terms of their
value-added content. Finally, we introduce and describe ISO 9000, an important
quality assurance and reporting system that many firms must now follow.
Productivity: Measurement and Control
The new manufacturing environment demands innovative approaches to perfor-
mance measurement. Productivity is one of these approaches; yet it is either only
superficially discussed in most cost and management accounting texts or not
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treated at all. In Chapter 15, we offer a thorough treatment of the topic, including
some new material on how to measure activity and process productivity.
Strategic Cost Management
A detailed introduction to strategic cost management is provided in Chapter 11. Un-
derstanding strategic cost analysis is a vital part of the new manufacturing environment.
Strategic cost management is defined and illustrated. Strategic positioning is discussed.
Structural and executional cost drivers are introduced. Value chain analysis is described
with the focus on activity-based supplier and customer costing. The role of target costing
in strategic cost management is also emphasized.
Environmental Costs: Measurement and Control
Chapter 16 reflects the growing strategic importance of environmental cost management.
This chapter introduces and discusses the concept of ecoefficiency. It also defines, classifies,
and illustrates the reporting of environmental costs and how to assign those costs to prod-
ucts and processes. The role of life-cycle costing in environmental cost management is de-
tailed. Finally, we describe ways the Balanced Scorecard can be extended to include an
environmental perspective.
Theory of Constraints
We introduce the theory of constraints (TOC) in Chapter 21. A linear programming frame-
work is used to facilitate the description of TOC and provide a setting where students can see
the value of linear programming. In fact, our treatment of linear programming is motivated
by the need to develop the underlying concepts so that TOC can be presented and discussed.
This edition expands the coverage of TOC by adding a discussion of constraint accounting.
Service Sector Focus
The significance of the service sector is recognized in this text through the extensive appli-
cation of cost management principles to services. The text explains that services are not sim-
ply less complicated manufacturing settings but instead have their own characteristics. These
characteristics require modification of cost management accounting principles. Sections ad-
dressing services appear in a number of chapters, including product costing, pricing, and
quality and productivity measurement.
Professional Ethics
Strong professional ethics need to be part of every accountant’s personal foundation. We
are convinced that students are interested in ethical dimensions of business and can be
taught areas in which ethical conflicts occur. Chapter 1 introduces the role of ethics and
reprints the ethical standards developed by the Institute of Management Accountants.
To reinforce coverage of ethics, every chapter includes an ethics case for discussion. In
addition, many chapters include sections on ethics. For example, Chapter 19, on pric-
ing and revenue analysis, includes material on the ethical dimensions of pricing.
Behavioral Issues
Ethical behavior is just one aspect of human behavior that is affected by cost man-
agement systems. The systems used for planning, control, and decision making can
affect the way in which people act. Insights from behavioral decision theory are pre-
sented in appropriate sections of the text. For example, a discussion of the ways
profit measurement can affect people’s behavior is included in Chapter 19. Chap-
ter 8, on activity-based budgeting, includes a section on the behavioral impact of
budgets. We believe that an integration of behavioral issues with accounting is-
sues leads to a more complete understanding of the role of the accountant today.
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Real World Examples
Our years of experience in teaching cost and management accounting have convinced
us that students like and understand real world applications of accounting concepts.
These real world examples make the abstract accounting ideas concrete and provide
meaning and color. Besides, they’re interesting and fun. Therefore, real world examples
are integrated throughout every chapter. Use of color for company names that appear
in the chapters and the company index at the end of the text will help you locate these
examples.
Outstanding Pedagogy
We think of this text as a tool that can help students learn cost accounting and cost man-
agement concepts. Of paramount importance is text readability. We have tried to write a very
readable text and to provide numerous examples, real world applications, and illustrations of
important cost accounting and cost management concepts. Specific “student-friendly” features
of the pedagogy include the following:
• Whenever possible, graphical exhibits are provided to illustrate concepts. In our experience,
some students need to “see” the concept; thus, we have attempted to portray key concepts
to enhance understanding. Of course, many numerical examples are also provided.
• All chapters (except Chapter 1) include at least one review problem and solution. These
problems demonstrate the computational aspects of chapter materials and reinforce the stu-
dents’ understanding of chapter concepts before they undertake end-of-chapter materials.
• A glossary of key terms is included at the end of the text. Key terms lists at the end of each
chapter identify text pages for fuller explanation.
• All chapters include comprehensive end-of-chapter materials. These are divided into “Ques-
tions for Writing and Discussion,” “Exercises,” and “Problems.” The Questions for Writ-
ing and Discussion emphasize communication skill development. Exercises and Problems
to support every learning objective are included, and the relevant topics and learning ob-
jectives are noted in the text margins. The exercises and problems are graduated in diffi-
culty from easy to challenging. CMA exam problems are included to enable the student
to practice relevant problem material. Each chapter includes at least one ethics case. All
chapters also include a cyber research case to give students practice in doing research on
the Internet.
• This edition continues to offer cooperative learning exercises in the end-of-chapter ma-
terials in each chapter. These exercises encourage students to work in groups to solve
cost management problems.
• Spreadsheet template problems are identified in the end-of-chapter materials with an
appropriate icon. These problems are designed to help students use spreadsheet ap-
plications to solve cost accounting problems.
Comprehensive Supplements Package
Check Figures. Key figures for solutions to selected problems and cases are pro-
vided in the solutions manual as an aid to students as they prepare their answers.
Instructors may copy and distribute these as they see fit.
Study Guide, 0-324-23311-6 (Prepared by Al Chen, North Car-
olina State University). The study guide provides a detailed review of each
chapter and allows students to check their understanding of the material through
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review questions and exercises. Specifically, students are provided with learning objec-
tives, a chapter summary, a chapter review correlated to the learning objectives, self-
test questions and exercises, and a “Can You?” Checklist that helps test their knowledge
of key concepts in the chapter. Answers are provided for all assignment material.
Instructor’s Manual, 0-324-23321-3 (Prepared by Kim Foreman,
James Madison University). The instructor’s manual contains a complete set of
lecture notes for each chapter, a listing of all exercises and problems with estimated dif-
ficulty and time required for solution, and a set of transparency masters.
Solutions Manual, 0-324-23313-2 (Prepared by Don Hansen and
Maryanne Mowen). The solutions manual contains the solutions for all end-of-
chapter questions, exercises, and problems. Solutions have been error-checked to ensure
their accuracy and reliability.
Solutions Transparencies, 0-324-23314-0. Acetate transparencies for selected so-
lutions are available to adopters of the fifth edition.
Test Bank, 0-324-23315-9 (Prepared by Jane Stoneback, Central Con-
necticut State University). Extensively revised for the fifth edition, the test bank offers
multiple-choice problems, short problems, and essay problems. Designed to make exam prepa-
ration as convenient as possible for the instructor, each test bank chapter contains enough ques-
tions and problems to permit the preparation of several exams without repetition of material.
ExamView Testing Software. This supplement contains all of the questions in the
printed test bank. This program is an easy-to-use test creation software compatible with Mi-
crosoft Windows. Instructors can add or edit questions, instructions, and answers, and select
questions (randomly or numerically) by previewing them on the screen. Instructors can also
create and administer quizzes online, whether over the Internet, a local area network (LAN),
or a wide area network (WAN).
Spreadsheet Templates (Prepared by Michael Blue, Bloomsburg Uni-
versity). Spreadsheet templates using Microsoft Excel®
provide outlined formats of solu-
tions for selected end-of-chapter exercises and problems. These exercises and problems are
identified with a margin symbol. The templates allow students to develop spreadsheet and
“what-if” analysis skills.
PowerPoint Slides (Prepared by Peggy Hussey). Selected transparencies of
key concepts and exhibits from the text are available in PowerPoint presentation soft-
ware. These slides provide a comprehensive outline of each chapter.
Instructor’s Resource CD-ROM, 0-324-23317-5. Key instructor ancillar-
ies (solutions manual, instructor’s manual, test bank, and PowerPoint slides) are pro-
vided on CD-ROM, giving instructors the ultimate tool for customizing lectures
and presentations.
Web Site (http:/
/hansen.swlearning.com). A Web site designed specifi-
cally for Cost Management, fifth edition, provides online and downloadable resources
for both instructors and students. The Web site features an interactive study center
organized by chapter, with learning objectives, Web links, glossaries, and online
quizzes with automatic feedback.
Personal Trainer®
3.0, 0-324-31164-8. Instructors consistently cite
reading the text and completing graded homework assignments as a key to student
success in managerial accounting; however, finding time to grade homework is dif-
ficult. Personal Trainer solves this problem by allowing professors to assign text-
book exercises and problems. Personal Trainer will grade the homework and then
post the grade into a full-blown gradebook, all in real time! Personal Trainer is
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an Internet-based homework tutor where students can complete the textbook home-
work assignments, receive hints, submit their answers and then receive immediate feed-
back on their answers.
WebTutor™ Advantage with Personal Trainer®
. WebTutor Advantage com-
plements Cost Management, fifth edition, by providing interactive reinforcement. Web-
Tutor’s online teaching and learning environment brings together content management,
assessment, communication, and collaboration capabilities for enhancing in-class instruc-
tion or for delivering distance learning. For more information, including a demo, visit http:/
/
webtutor.swlearning.com/.
The Business & Company Resource Center. An easy way to give students ac-
cess to a dynamic database of business information and resources is offered by way of the
Business & Company Resource Center (BCRC). The BCRC provides online access to a wide
variety of global business information including current articles and business journals, de-
tailed company and industry information, investment reports, stock quotes, and much more.
The BCRC saves valuable time and provides students a safe resource in which to hone their
research skills and develop their analytical abilities. Other benefits of the BCRC include:
• Convenient access from anywhere with an Internet connection, allowing students to access
information at school, at home, or on the go.
• A powerful and time-saving research tool for students—whether they are completing a case
analysis, preparing for a presentation, creating a business plan, or writing a reaction paper.
• Serving as an online coursepack, allowing instructors to assign readings and research-based
assignments or projects without the inconvenience of library reserves, permissions, and printed
materials.
• Acts as a filter, eliminating the “junk” information often found when searching the Inter-
net, providing only high-quality, safe, and reliable news and information sources.
• Infomarks that make it easy to assign homework, share articles, create journal lists, and
save searches. Instructors can combine the BCRC with their favorite Harvard Business
School Publishing cases to provide students a case analysis research tool at no additional
cost. Contact your local Thomson South-Western representative to learn how to include
Business & Company Resource Center with your text.
Harvard Business Case Studies. The leader in business education publishing part-
ners with the leader in business cases to offer Harvard Business Case Studies. As part of
Thomson South-Western’s commitment to giving customers the greatest choice of teach-
ing and learning solutions possible, we are proud to be an official distributor of Harvard
Business School Publishing case collections and article reprints. The combination of pre-
eminent cases and articles from Harvard Business School Publishing with the unparal-
leled scope and depth of customizable content from Thomson Business & Professional
Publishing provides instructors and students with a wide array of learning materials. You
can draw from multiple resources and disciplines to match the unique needs of your
course. This bundling offers the following conveniences:
• For Instructors: Instructors can work with one source instead of multiple vendors,
allowing the local Thomson representative to manage the prompt delivery of teach-
ing resources and students materials.
• For Students: Pricing for cases is very affordable—and when packaged with the text-
book, students receive a significant discount on the text and coursepak.
• Ordering: Once you have identified the cases and articles you want to use, sim-
ply use an order form provided by your Thomson representative to indicate your
selections and packaging preferences. Once you return your form, you will be con-
tacted within 48 hours by a Thomson Custom representative to confirm your or-
der and walk you through the rest of the process.
Combine Harvard Business School cases and articles with the BCRC and take your
coursepak to the next level. Contact your sales representative for details.
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Many people have helped us to write this text. We appreciate the comments of re-
viewers and others who have helped make this a more readable text.
Jack Bailes, Oregon State University
Frank Collins, Schreiner College
Michael Cornick, University of North Carolina—Charlotte
Alan B. Czyzewski, Indiana State University
John B. Duncan, University of Louisiana at Monroe
Fara Elikai, University of North Carolina at Wilmington
Alan H. Friedberg, Florida Atlantic University
Donald W. Gribben, Southern Illinois University
Jeri W. Griego, Laramie County Community College
Jan Richard Heier, Auburn University at Montgomery
Eleanor G. Henry, State University of New York at Oswego
James Holmes, University of Kentucky
David R. Honodel, University of Denver
Dick Houser, Northern Arizona University
K. E. Hughes II, Louisiana State University
Bill Joyce, Eastern Illinois University
Leslie Kren, University of Wisconsin—Milwaukee
Ron Kucic, University of Denver
Amy Hing-Ling Lau, The Hong Kong Polytechnic University
Otto Martinson, Old Dominion University
William Ortega, Western Washington University
Joseph Weintrop, Baruch College
Special thanks are due to our verifiers, Judy Beebe of Western Oregon University, James Emig
of Villanova University, and Kim Richardson of James Madison University. They error-checked
the study guide, solutions manual, and test bank. Their efforts helped us to produce a higher-
quality text and supplement package.
To the many students at Oklahoma State University who have reacted to the material
in Cost Management: Accounting and Control, we owe special thanks. Students represent
our true constituency. The common sense and good humor of our student reviewers have
resulted in a clearer, more readable text.
We also want to express our gratitude to the Institute of Management Accountants
for its permission to use adapted problems from past CMA examinations and to reprint
the ethical standards of conduct for management accountants. We are also grateful to the
American Institute of Certified Public Accountants for allowing us to adapt selected ques-
tions from past CPA examinations.
Finally, we wish to acknowledge the exceptional efforts of our project team at South-
Western Publishing and Litten Editing and Production (LEAP). Allison Rolfes, devel-
opmental editor extraordinaire, consistently provided outstanding support. Her orga-
nizational and creative skills, not to mention flexibility and unflagging good humor,
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22. Fig. 84.—Auxerre, Cathedral.
even when comparatively deep as at Saint Denis[439] and Saint Maclou at
Pontoise (Plate III-h.), were treated as part of the ambulatory and an added
rib was introduced in vaulting them exactly in the manner described in
connection with the trapezoidal bays of Rouen and Coutances. Furthermore,
as the chapels were increased in size, more than one extra rib was added in
the severy of the trapezoidal vault which embraced them so that there were,
sometimes, two such ribs, as in the cathedral of Tournai (1240-1260) (Fig.
85).[440] Occasionally, also, as in the cathedral of Saint Quentin (after 1230)
(Plate III-i.), similar bays and vaults occur, with the addition of large
radiating chapels opening off of the more shallow curves of the ambulatory
bays, suggesting a combination of the Tournai type with that of Auxerre
(Plate III-f.). In some of the larger and deeper chapels there were even four
added ribs as, for example, in the cathedral
23. Fig. 85.—Tournai, Cathedral.
Fig. 86.—Bayonne, Cathedral.
of Bayonne (Fig. 86), where the ambulatory is further noteworthy because
the builders, in an attempt to equalize the vaulting severies, have moved the
keystones of the diagonals almost out to a point on the line of the outer
walls. As a matter of fact, it was moved out to such a point in a number of
instances (Plate III-j.), as, for example, in Soissons cathedral[441] where it
becomes the keystone of an arch directly across the entrance of the chapel
24. as well as being the center for all the ribs both of this chapel and the
ambulatory. Each trapezoidal bay is thus divided not into four but into three
triangular panels, the chapel itself being covered by a fully developed five-
part chevet vault for which the two ribs of the ambulatory bay act as
buttresses. A similar but more logical vault appears in the ambulatory and
two eastern chapels of Pamplona cathedral (begun 1397) (Plate III-k.). This
is a church with an axial eastern pier, and its radiating chapels are arranged
so as to form perfect hexagons with the bays of the ambulatory. The
keystone is then moved out, as at Soissons, to the crown of the chapel arch
where it lies in the exact center of each hexagonal bay and thus produces a
perfectly symmetrical vault.
Ambulatories with Alternate Square and Triangular Bays
Although the trapezoidal bay and its variants has been the only one thus
far considered in the discussion of ribbed vaulted ambulatories, it was not
by any means universally employed. The alternation of square and
triangular bays, which had been used as early as the Carolingian period in
the royal chapel at Aachen, and in the tenth century at Verona, in groined
vaulted ambulatories, also played a considerable rôle after the use of ribs
became general. This system afforded a number of structural advantages,
the chief one being, of course, that the major bays were square or nearly so,
and therefore presented no structural problems not already solved in other
portions of the church, while the triangular divisions were of comparatively
small size and could be covered in the same manner as in the Romanesque
period, with three-part groined vaults, provided the builders wished to avoid
attempting ribbed vaults over them.
Two general plans are noticeable in the use of this alternate ambulatory
system. In the first, which appears at an early date in Saint Martin of
Étampes (1165), Saint Remi at Reims (1170-1181), and Notre Dame
25. Fig. 87.—Reims, Saint Remi.
at Chalons-sur-Marne (end of twelfth century), the square bays alternate
with two triangular bays or, in other words, the ambulatory is first divided
into trapezoids by transverse arches and these in turn subdivided into a
square and two triangles. This system may be understood from the plan of
Saint Remi (Plate III-l.) and the interior view of the same church (Fig. 87).
Its most noticeable feature is the lack of ribs in the triangular bays, these
remaining of simple Romanesque groined type. Exactly the same
arrangement appears at Chalons-sur-Marne, except that here the arches into
the apse correspond to the flat sides of a polygon, while those opening into
the chapels are on a curve in order that the exterior wall of the triforium
above them may be a semicircle.[442] In both these churches, the radiating
chapels occupy all the space included beneath each group of three outer
arches in a manner similar to that described in connection with the cathedral
of Auxerre, but in Saint Martin at Étampes, the chapel is limited in width to
the span of the central arch, making possible a window in the exterior wall
of each of the triangular bays. A very similar arrangement appears in the
outer ambulatory of Bourges cathedral (cir. 1195-1215) (Plate IV-a.), except
that here the chapels are so narrow as to give a reversed trapezoidal
character to what would otherwise be a square bay like that at Étampes and
26. Saint Remi. Even though the triangular severies are thus increased in size,
the builders have left their vaults unribbed.
The second system of alternating square and triangular bays may be seen
in the outer ambulatory of the cathedral of Le Mans (Plate IV-b.) and in
both ambulatories of the cathedral at Toledo (1227-seventeenth century).
[443] It is the familiar early mediaeval system of a single triangular bay
between two squares with the addition of ribs beneath the vaults in all the
bays. The chief effect of this system upon the construction was to subdivide
the outer line of the ambulatory into twice as many parts as there were in
the apse. This created a certain difficulty in the adjustment of the buttresses,
for the lack of any transverse arch directly across the ambulatory from the
apsidal piers to the outer walls made necessary the subdivision of the
flying-buttresses into two parts. This subdivision must have added
considerably to the expense and difficulty of construction, though this was
somewhat offset by the reduced size of the buttress piers and their position
in the thickness of the chapel walls, where they in no way interfered with
the introduction of windows directly in the outer walls of the triangular
ambulatory bays. Though not extensively employed, this vaulting system
which is to be seen at Le Mans shared with all others the tendency of the
late Gothic period to add extra ribs to those forming the real framework of
the vaults. Such added ribs are to be seen in Saint Willibrord at Wesel and
Saint Lorenz at Nürnberg. Similar also to the
PLATE IV
27. Le Mans type, but with the entire omission of the transverse arches
between the triangular and trapezoidal bays, is the system at Saint Pierre-
sur-Dives (Calvados)[444] which is thus like the outer ambulatory of
Coutances cathedral (Plate III-e.), except that the chapels are not included
beneath the ambulatory vault and the portions containing the three half ribs
are more in proportion to the larger cross ribbed severies.
Ambulatories with Triangular Bays Only
28. Another method of ambulatory vaulting in the Gothic period consisted in
the subdivision of the apsidal aisles into triangles by adding intermediate
supports between each pier forming the outside corners of trapezoidal bays.
This method, never had a wide popularity. It was used at a comparatively
early date and on a large scale in the cathedral of Notre Dame at Paris
(begun 1163) (Plate IV-c.), where the triangular bays have no ribs beneath
their masonry. It appears with the addition of three half ribs or even a still
greater number, in a number of late Gothic churches, especially in
Germany,[445] and was also used at Saint Eustache (1532-1637)[446] and
Saint Severin[447] in Paris, whose builders may very probably have been
influenced by the cathedral church of Notre Dame. In Notre Dame, where
there are two ambulatories the doubling of the piers did not do away with
the possibility of a central eastern chapel or window in the exterior wall.
But in most cases, where there is but one aisle, as, for example, in the
Marienkirche at Stargarde (end of fourteenth century) (Plate IV-d.) or the
old cathedral of Heidelberg,[448] an axial pier prevents this arrangement.
Perhaps to avoid this the builders of Saint Steven at Nymwegen and of the
cathedral at Brandenburg left the eastern bay trapezoidal so that there might
be a central Lady chapel. At Kolin[449] where there is an axial pier in the
apse a central chapel off the ambulatory naturally follows.
Ambulatories with Multiple Ribbed Vaults
As has been noted, the late Gothic passion for multiple ribs affected the
ambulatory as it did the remainder of the church, and vaults of most
complex character are to be found especially in certain German churches.
Of these, Güben (Plate IV-e.) and the cathedral of Freiburg (second half of
the fifteenth century) (Fig. 88) are among the most elaborate.[450] In them,
the structural purpose of the rib is totally subordinated to decorative
principles and to a desire on the part of the builders to show their
knowledge of the intricate problems of stereotomy. With such vaults as
these, marking the decline of Gothic architecture, it is not surprising that
there was such a complete reaction in vault construction on the part of the
succeeding Renaissance builders.
29. Fig. 88.—Freiburg, Cathedral.
With this discussion of the ambulatory, the study of mediaeval church
vaulting is practically complete, but a few paragraphs should be added to
give a short account of some unusual eastern terminations and a brief
reference to the radiating chapels. Both of these, while presenting no great
structural accomplishments, at least show the skill of the builders in
meeting any and all requirements imposed by the plan.
Exceptional Eastern Terminations
Of the eastern terminations, a number are especially interesting. One is
in the church of Saint Yved at Braisne (Aisne) (1180-1216) (Plate IV-f.),
where there is no ambulatory and yet two chapels have been so arranged
with their axes at an angle of forty-five degrees to that of the choir aisle as
to form a veritable series of four radiating chapels, two on either side of the
principal apse. To cover the triangular bays immediately preceding these
chapels, a two-part vault corresponding to one of the diagonal halves of a
simple four-part vault, is employed, while the chapel itself is covered with a
three-part chevet whose crown is abutted by the half rib of the preceding
bay.[451] Occasionally, too, a similar arrangement of chapels is found even
where there is an ambulatory as in the church of Saint Nicaise at Reims
(now destroyed) and at Upsala. Another termination of interest is that in the
church of Vigan (Lot)[452] (fifteenth century) where the apse with its chevet
vault is west of the transept, into which it opens through its farthest bay
30. while from the transept itself open five small chapels, a unique
arrangement.
A third eastern termination of especial interest is that of the church of the
Jacobins at Toulouse (Haute-Garonne) (Fig. 89 and Plate IV-g). Here there
is a row of central piers the length of the church and the apse embraces the
double nave thus formed. This apse the builders have subdivided into a
series of triangular bays by arches springing from a pier at the center of its
diameter. Each of these is again subdivided like the triangular ambulatory
bays of Le Mans cathedral. This completes a vault of very beautiful
character. It is not, however, an original product in Toulouse, for the crypt
of Canterbury cathedral (1175-1184) affords a similar vault of earlier date
and others on a circular plan may be seen in a number of English Chapter
Houses.
The Vaulting of Radiating Chapels
Fig. 89.—Toulouse, Church of the
Jacobins.
As for the radiating chapels, they were added to the ambulatory with the
evident purpose of affording more space for altars especially in the great
pilgrimage churches.[453] At the beginning of the eleventh century, three
such chapels had already been built off the ambulatory of Saint Martin at
Tours and only slightly later in date are those in La Couture at Le Mans
followed by those of a great number of churches of the eleventh and twelfth
31. centuries.[454] Nor are such chapels found only in churches with
ambulatories. They frequently open directly off the apse, sometimes being
merely recesses in the thickness of the outer wall[455] but more often
extending beyond it.[456] Ordinarily, however, churches with radiating
chapels have an ambulatory as well; but even so, there are occasional
examples of chapels lying entirely within the thickness of the exterior
wall[457] in which cases they are merely half-domed niches.
Whenever these radiating chapels are found there is considerable
variance both in their number and ground plan. Sometimes there is but one,
[458] sometimes two,[459] in the majority of cases three,[460] very seldom
four,[461] but frequently five.[462] In plan, the chapels are generally
semicircular with or without one or more preceding rectangular bays.[463]
Naturally they are vaulted exactly in the manner used for the principal apse
of the church or the minor apses of the transept at the time the chapels were
built. The usual Romanesque form is the simple half dome like that in Saint
Nicolas at Blois, which is especially interesting because it still retains its
painted decoration. As the ribbed half dome came in in apse vaulting it
appeared in a number of radiating chapels, at Domont and Saint Martin of
Étampes, for example, but the usual Gothic form was the chevet vault
which corresponds exactly with that over the major apse, except when it is
combined with the ambulatory vault in the manner already described,[464]
or is of square,[465] circular, polygonal, or irregular plan.[466] In such cases
the vaulting is adapted to the plan without any great structural changes from
the types found in the remainder of the church. The cathedral of Auxerre
(Fig. 84 and Plate III-f), for example, shows the use of a ten-part vault over
a square chapel, while Saint Germain also at Auxerre and Saint Remi at
Reims (Fig. 87 Plate III-l) have chapels of almost circular plan covered with
a vault which is virtually a double Gothic chevet like that of the transept
chapels of Soissons and Laon cathedrals already described. [467]
32. BIBLIOGRAPHY
This bibliography contains in large measure only titles referred to in the
text. For further references see bibliography in Porter, Medieval
Architecture. The abbreviations listed in the first column are those used in
the notes.
Baum Julius Baum Romanesque Architecture in France
Baudot and
Perrault-
Dabot
A. de Baudot
and A. Perrault-
Dabot
Archives de la Commission des
Monuments Historiques
Bond Francis Bond Gothic Architecture in England
Borrmann
and Neuwirth
Richard
Borrmann und
Joseph Neuwirth
Geschichte der Baukunst. 2 vols.
Bumpus T. Francis
Bumpus
A Guide to Gothic Architecture
Butler Howard Crosby
Butler
Abbeys of Scotland
Cattaneo Raphael
Cattaneo
l’Architecture en Italie du VIe au XIe
Siècle
Caumont Arcis de
Caumont
Abecedaire ou Rudiment d’Archaeologie
Choisy Auguste Choisy Histoire de l’Architecture. 2 vols.
Cummings Charles A.
Cummings
A History of Architecture in Italy. 2 vols.
C. M. H. Archives de la Commission des
Monuments Historique. 1855-72
Dartein Fernand de
Dartein
Etude sur l’Architecture Lombarde et sur
les origines de l’Architecture Romano-
Byzantine. 2 vols.
Dehio and
von Bezold
G. Dehio und G.
von Bezold
Die kirchliche Baukunst des Abendlandes.
2 vols., text and 360 plates
33. Enlart Camille Enlart Manuel d’Archaeologie Française. 2 vols.
Gosset Alphonse
Gosset
Les Coupoles d’Orient et d’Occident
Gaudet Julien Gaudet Elements et Theorie de l’Architecture
Gurlitt Cornelius
Gurlitt
Die Baukunst Frankreichs. 8 vols.
Madrazo-
Gurlitt
D. Pedro de
Madrazo
(Spanish text)
Die Baukunst Spaniens
Madrazo-
Gurlitt
Cornelius
Gurlitt (German
text)
Gwilt Joseph Gwilt,
F.S.A. F.R.S.A.
An Encyclopaedia of Architecture.
Revised by Wyatt Angelicus van Sandau
Papworth
Hamlin A. D. F. Hamlin A Text-book of the History of Architecture
Hartung Hugo Hartung Motive der Mittelalterlichen Baukunst in
Deutschland
Isabelle Charles Edouard
Isabelle
Les Edifices circulaires et les Domes
Joseph D. Joseph Geschichte der Architektur Italiens
Kugler Franz Theodor
Kugler
Geschichte der Baukunst
Lasteyrie R. de Lasteyrie l’Architecture Religieuse en France a
l’Epoque Romane. Ses origines, son
developpement
Lenoir Albert Lenoir Architecture Monastique in Collection des
Documents inedits sur Histoire de France
Lefevre-
Pontalis
Eugène Lefevre-
Pontalis
l’Architecture Religieuse dans l’Ancien
Diocèse de Soissons au XIe et au XIIe
Siècle
Lubke Wilhelm Lubke Outlines of the History of Art. 2 vols.
Edited and revised by Russell Sturgis
34. M. H. Archives de la Commission des
Monuments Historique
Michel André Michel Histoire de l’Art depuis les premiers temps
Chrétiens jusqu’á nos jours. Published
under direction of André Michel by a
number of collaborators
Moore Charles Herbert
Moore
Development and Character of Gothic
Architecture
Moore Charles Herbert
Moore
Mediaeval Church Architecture of
England
Moore Charles Herbert
Moore
Character of Renaissance Architecture
Mothes Oscar Mothes Die Baukunst des Mittelalters in Italien
Nesfield W. Eden
Nesfield
Specimens of Medieaval Architecture.
Drawings
Osten Friedrich Osten Die Bauwerke in der Lombardei vom 7ten
bis zum 14ten Jahrhundert
Porter Arthur Kingsley
Porter
Mediaeval Architecture. Its Origins and
Development. 2 vols.
Porter Arthur Kingsley
Porter
The Construction of Lombard and Gothic
Vaults
Prior Edward
Schröder Prior
The Cathedral Builders in England
Prioux Stanislas Prioux Monographie de St. Yved de Braine
Pugin Augustus Pugin Specimens of the Architecture of
Normandy. New Edition edited by Richard
Phené Spiers
Ramée Daniel Ramée Histoire Générale de l’Architecture. 3
vols.
Reber Franz von Reber History of Mediaeval Art
Revoil Henry Revoil Architecture du Midi de la France
Rickman Thomas
Rickman
Gothic Architecture, or An Attempt to
Discriminate the Styles of Architecture in
35. England from the Conquest to the
Reformation
Rivoira G. Teresio
Rivoira
Lombardie Architecture, translated by G.
McN. Rushforth
Ross Frederick Ross The Ruined Abbeys of Britain
Ruprich-
Robert
V. Ruprich-
Robert
L’Architecture Normande aux XIe et XIIe
Siècles. En Normandie et en Angleterre
Sharpe Edmund Sharpe The Seven Periods of English Architecture
Simpson F. M. Simpson A History of Architectural Development. 3
vols.
Strange Edward F.
Strange
The Cathedral Church of Worcester. A
description of the Fabin and a brief history
of the Episcopal See
Street Geo. Edmund
Street
Gothic Architecture in Spain
Sturgis Russell Sturgis A History of Architecture
Uhde Constantin Uhde Baudenkmaeler in Grossbrittannien. 2
vols. Plates
Uhde Constantin Uhde Baudenkmaeler in Spanien und Portugal
Viollet-de-
Duc
Eugène
Emmanuel
Viollet-le-Duc
Dictionnaire Raisonné de l’Architecture
Française du XIe au XVIe Siècle. 10 vols.
Willis R. Willis On the construction of the vaults of the
Middle Ages (in the Transactions of the
Royal Institute of British Architects, Vol. I,
Part II).
36. INDEX
Abbreviations.—Ch., Church; Cath., Cathedral; Ab. Ch., Abbey Church; N.
D., Notre Dame; S. M., Santa Maria, Saint Mary, etc.
A, B, C, D, E, F, G, H, I, J, K, L, M, N, O, P, Q, R, S, T, U, V, W, X, Y, Z
Aachen—Royal Chapel, 26, 36, 160, 161, 176.
Agliate—Ch., 16 note 35.
Aigues-Vives—Ch., 21.
Airaines—Ch., 48 note 160, 161, 49.
Aisles—vaults of, 96 et seq.
Albi—Ch., 80, 81 note 221, 143 note 35, Fig. 34.
Almeno-San-Salvatore—San Tommaso, 161.
Alternate Supports—system of, 47.
Ambert—Saint Jean, 148.
Ambroise—Saint Florentin, 104.
Ambulatory—vaulting of, 158 et seq.
—— origin of vaulting of, 159.
—— with annular tunnel vaults, 161.
—— with half tunnel vaults, 160.
—— with transverse tunnel vaults, 161.
—— with groined vaulted trapezoidal bays, 162.
—— with ribbed vaults, 163 et seq.
—— with vaults with added ribs, 171.
—— with multiple ribbed vaults, 181.
Amiens—Cath., 79, 80, 86, 100, 123, 137 note 29, 145, Fig. 69.
Anclam—Ch., 182 note 50.
Angers—Cath. Saint Maurice, 48, 51 57, 123 note 54, 155, Figs. 19, 74.
—— La Trinité, 70, 71, Fig. 30.
—— Saint Serge, 51, 55, 104, Fig. 21.
Angoulême—Cath. of Saint Pierre, 5, 6, 7, 8, 105, 106, Figs. 3, 4.
Anjou—Churches of, 49 et seq.
Antwerp—Saint Jacques, 150.
Anzy-le-Duc—Ch., 39.
Apse—vaults of, 124 et seq.
—— vaulted with half domes, 124.
37. —— with ribbed half-domes, 125.
—— with “groined” half-domes, 128.
—— with four-part ribbed vaults, 129.
—— with a central pier, 152.
Arbona—Ch., 122.
Arles—17.
—— Saint Trophime, 20, 146, 180 note 44.
—— Saint Honorat in Les Alyscamps, 125, 126.
—— Saint Jean-de-Moustier, 126 note 3.
Assisi—San Francesco, 52, 57.
Auvergne—School of, 16, 25 et seq.
Auxerre—Cath., 123, 142 note 34, 152, 156, 173, 174, 178, 184, Figs. 75,
84.
—— Saint Germain, 173, 184.
—— Saint Pierre, 152.
Aversa—Cath., 166.
Avesnières—Ch., 49.
Avignon—chapel of the Pont Saint-Benezet, 99 note 275.
—— Cath. N. D. des Doms, 115, 126.
Azy—Chapel, 34 note 101, 132.
Barcelona—Cath., 104 note 279, 147, 148.
Barletta—Cath., 26 note 74.
Bath—Ab. Ch., 92, 123.
Bayeux—Cath., 122 note 53, 148, 153.
—— Seminaire, Chapel of, 148 note 48.
Bayonne—Cath., 123, 148, 176, Fig. 86.
Beaugency—Saint Étienne, 113.
Beaulieu—Ab. Ch., 127.
Beauvais—Basse-Oeuvre, 74.
—— Cath., 69 note 190, 86, 101, Fig. 46.
—— Saint Étienne, 67, 69, 74, 96, 99, Figs. 32, 44.
—— Saint Lucien, 110 note 15.
Beeskow—Ch., 180 note 44.
Belem—Ab. Ch., 104 note 279.
Bénévent-l’Abbaye—Ch., 36, 115.
Bernay—Ch., 42 note 138.
54. FOOTNOTES:
[1] Rivoira I, p. 29, et seq.; also Lasteyrie, p. 272, et seq.
[2] Lasteyrie, p. 274, and Fig. 268.
[3] Lasteyrie, p. 270.
[4] Early ex., Umm es-Zeitun illustrated in Rivoira, I, p. 35, Fig. 51.
[5] Rivoira, I, p. 193, Fig. 273.
[6] Rivoira, I, p. 57, Fig. 82.
[7] Rivoira, I, p. 33, Fig. 46.
[8] Rivoira, I, p. 35, Fig. 50.
[9] Lasteyrie, p. 465 et seq.
[10] Lasteyrie, p. 470.
[11] Lasteyrie, p. 472, Fig. 489.
[12] Exception to this at Fontevrault, see Reber, p. 358.
[13] See Choisy, I, p. 20.
[14] See Fig. 4.
[15] Other examples, all in Cyprus:
1) Peristeroma. 2) Hieroskypos. 3) Saint Barnabas. 4) Larnaca. Enlart, I, p. 210,
and p. 286, note 3.
[16] Lasteyrie, pp. 473, 474.
[17] Lasteyrie, Figs. 491 and 498. Also cathedral of Cahors (original state) Fig.
495.
[18] See Lasteyrie, p. 473 and Enlart, I, p. 211, note 1.
[19] Lasteyrie, p. 474, Fig. 490.
[20] See Lasteyrie, p. 475.
[21] Among them, Cahors (Lot) Cath. (consecrated 1119); Souillac (Lot) Ch., Plan,
Lasteyrie, Fig. 493; Fontevrault (Maine et Loire) Ab. Ch., Plan, Lasteyrie, Fig. 494;
Gensac (Charente) Ch. (wooden roof over dome), Plan, Lasteyrie, Fig. 356. Section
Lasteyrie, Fig. 496; Solignac (Haute-Vienne) Ch., (consecrated 1143).
[22] See also Gensac, Lasteyrie, Fig. 496, and Solignac, Fig. 264.
[23] Also Cahors Cath.,—Périgueux Saint Étienne, etc.
[24] See comparison of Périgueux, Saint Front, and Venice, San Marco in
Lasteyrie, p. 470, Fig. 486 and p. 471, Fig. 487.
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