《管理會計》課件全英文

Introduction:TheRole,History,andDirectionofManagementAccountingCHAPTERIntroduction:TheRole,HistoDiscusstheneedformanagementaccountinginformation.Differentiatebetweenmanagementaccountingandfinancialaccounting.Provideabriefhistoricaldescriptionofmanagementaccounting.Identifythecurrentfocusofmanagementaccounting.ObjectivesAfterstudyingthischapter,youshouldbeableto:ContinuedDiscusstheneedformanagemen5. Describetheroleofmanagementaccountantsinanorganization.6. Explaintheimportanceofethicalbehaviorformanagersandmanagementaccountants.7. Listthreeformsofcertificationavailabletomanagementaccountants.Objectives5. Describetheroleofmanage1.

LegalFirmwantstoknowCOSTPERHOURforeachtypeofLegalservicetoestablishaBillingrate2.

PlantManagerwantstoknowsupplierDEFECTRATESandtheeffectsonPRODUCTIONCOSTS3.

SoftwareConsultantwantstoknowwhyENGAGEMENTCOSTSranoverbudget,andwhatCORRECTIVEACTIONSareneededScenarios–Page2&31. LegalFirmwantstoknowCO4.CruiseLineCEOwantstoknowtheVARIABLE

COSTEFFECTonprofitsHospitalAdministratorwantstofurtherREDUCEWASTE(costs)withinthehospitalBankMangerwantstomakelong-termdecisionsaboutFEE-BASEDPRODUCTSScenarios–Page2&34.CruiseLineCEOwantstok1. Toprovideinformationforcostingoutservices,products,andotherobjectsofinteresttomanagement.2. Toprovideinformationforplanning,controlling,evaluating,andcontinuousimprovement.3. Toprovideinformationfordecisionmaking.Themanagerialaccountingsystemhasthreebroadobjectives:1. ToprovideinformationforOutputsProcessesInputsEconomicEventsCollectingMeasuringStoringAnalyzingReportingManagingSpecialReportsProductCostsCustomerCostsBudgetsPerformanceReportsPersonalCommunicationUsersManagementAccountingInformationSystemOutputsProcessesInputsEconomic

TheManagementProcessisdefinedbythefollowingactivities:PlanningControllingDecisionMakingPlanningrequiressettingobjectivesandidentifyingmethodstoachievethoseobjectives.ManagementProcess TheManagementProcessisdef

TheManagementProcessisdefinedbythefollowingactivities:Controllingisthemanagerialactivityofmonitoringaplan’simplementationandtakingcorrectiveactionasneeded.PlanningControllingDecisionMakingManagementProcess TheManagementProcessisdef

TheManagementProcessisdefinedbythefollowingactivities:PlanningControllingDecisionMakingControlisusuallyachievedwiththeuseoffeedback.ManagementProcess TheManagementProcessisdefFeedbackisinformationthatcanbeusedtoevaluateorcorrectthestepsbeingtakentoimplementaplan.ManagementProcessFeedbackisinformationthatc

TheManagementProcessisdefinedbythefollowingactivities:Decisionmakingistheprocessofchoosingamongcompetingalternatives.PlanningControllingDecisionMakingManagementProcess TheManagementProcessisdefNextClass–February28(Thursday)BringYourBUSINESSARTICLEHOMEWORK Page22–CompleteQuestions21,24,27,28,and30 Page25–Problem1-7,1,2,3 Page25–Problem1-9NextClass–February28(ThurDifferentiateBetweenManagementAccountingandFinancialAccountingDifferentiateBetweenManagemeManagementAccountingFinancialAccounting1. Internallyfocused1. ExternallyfocusedManagementAccountingFinancialManagementaccountingfocusesonprovidinginformationforinternalusers.TargetedUsersManagementaccountingfocuses-ProductionReportsCostReportsExpenseReportsSalesbyProductDepartmentalReports-Etc.,Etc.TargetedUsers-ProductionReportsTargetedUABCCompanyAnnualReportFinancialaccountingfocusesonprovidedinformationforexternalusers.TargetedUsersABCCompanyAnnualReportFinanABCCompanyAnnualReport-BalanceSheet,IncomeStatement,CashflowStmt-ForInvestors,Government,Banks,Etc.TargetedUsersABCCompanyAnnualReport-BalManagementAccountingFinancialAccounting1. Internallyfocused1. Externallyfocused2. Nomandatoryrules2. MustfollowexternallyimposedrulesManagementAccountingFinancialRestrictionsonInputsandProcessesManagementaccountingisnotsubjecttotherequirementsofgenerallyacceptedaccountingprinciples.FinancialaccountingreportingmustfollowtheaccountingproceduressetbytheSECandtheFASB.RestrictionsonInputsandProManagementAccountingFinancialAccounting1. Internallyfocused1. Externallyfocused2. Nomandatoryrules2. Mustfollowexternallyimposedrules3. Financialandnonfinancialinforma-tion;subjectiveinformationpossible3. ObjectivefinancialinformationManagementAccountingFinancialTypesofInformationTherestrictionsimposedonfinancialaccountingtendtoproduceobjectiveandverifiablefinancialinformation.Formanagementaccounting,thefinancialornonfinancialinformationmaybemuchmoresubjectiveinnature.TypesofInformationTherestriTypesofInformationTherestrictionsimposedonfinancialaccountingtendtoproduceobjectiveandverifiablefinancialinformation.Like,averageunitcost,overheadcosts,fixedorvariablecosts,salary/wagecosts,orwhateversubjectiveinformationmanagementneedsTypesofInformationTherestriManagementAccountingFinancialAccounting1. Internallyfocused1. Externallyfocused2. Nomandatoryrules2. Mustfollowexternallyimposedrules3. Financialandnonfinancialinforma-tion;subjectiveinformationpossible3. Objectivefinancialinformation4. Emphasisonthefuture4. HistoricalorientationManagementAccountingFinancialTime

OrientationManagementaccountingstronglyemphasizesprovidinginformationaboutfutureevents.TimeOrientationManagementaccFinancialaccountingrecordsandreportseventsthathavealreadyhappened.Time

OrientationFinancialaccountingrecordsaManagementAccountingFinancialAccounting1. Internallyfocused1. Externallyfocused2. Nomandatoryrules2. Mustfollowexternallyimposedrules3. Financialandnonfinancialinforma-tion;subjectiveinformationpossible3. Objectivefinancialinformation4. Emphasisonthefuture4. Historicalorientation5. Internalevaluationanddecisionsbasedonverydetailinformation5. InformationaboutthefirmasawholeManagementAccountingFinancialManagementaccountingprovidesmeasuresandinternalreportsusedtheevaluateperformanceofentities,productlines,departments,andmanagers.DegreeofAggregationManagementaccountingprovidesFinancialaccountingfocusesonoverallcompanyperformance.DegreeofAggregationFinancialaccountingfocusesoManagementAccountingFinancialAccounting1. Internallyfocused1. Externallyfocused2. Nomandatoryrules2. Mustfollowexternallyimposedrules3. Financialandnonfinancialinforma-tion;subjectiveinformationpossible3. Objectivefinancialinformation4. Emphasisonthefuture4. Historicalorientation5. Internalevaluationanddecisionsbasedonverydetailinformation5. Informationaboutthefirmasawhole6. Broad,multidisciplinary6. Moreself-containedManagementAccountingFinancialManagementaccountingismuchbroaderthanfinancialaccounting.Itincludesaspectsofmanagerialeconomics,industrialengineering,andmanagementscience.BreadthManagementaccountingismuchHistoricalDescriptionof

ManagementAccounting1880-1925 Mostoftheproduct-costingandinternalaccountingproceduresusedinthiscenturyweredeveloped1925 Emphasisofinventorycostingforexternalreporting1950s/60s Efforttoimprovethemanagerialusefulnessoftraditionalcostsystems1980s/90s Significanteffortshavebeenmadetoradicallychangethenatureandpracticeofmanagementaccounting;reducecostsHistoricalDescriptionof

ManaCurrentFocusofManagementAccountingActivity-BasedManagementActivity-basedmanagementisasystemwide,integratedapproachthatfocusesmanagement’sattentiononactivitieswiththeobjectiveofimprovingcustomervalueandtheresultingprofit.CurrentFocusofManagementAcCurrentFocusofManagementAccountingCustomerOrientationCustomervalueisthedifferencebetweenwhatthecustomerreceives(customersatisfaction)andwhatthecustomergivesup(customersacrifice).Whatisreceivediscalledthetotalproduct.CurrentFocusofManagementAcCurrentFocusofManagementAccountingStrategicPositioningStrategiccostmanagementistheuseofcostdatatodevelopandidentifysuperiorstrategiesthatwillproduceasustainablecompetitiveadvantage.Strategies:Costleadership–providelowestcostSuperiorproductsthroughdifferentiation-betterproductsCurrentFocusofManagementAcCurrentFocusofManagementAccountingValue-ChainFrameworkTheinternalvaluechainisthesetofactivitiesrequiredtodesign,develop,produce,market,anddeliverproductsandservicestocustomers.Theindustrialvaluechainisthelinkedsetofvalue-creatingactivitiesfrombasicrawmaterialstothedisposaltothefinalproductsbyend-usecustomers.CurrentFocusofManagementAcExample–InternalValueChainFederalExpressdeliveryversusUSPostalService.FEDEXcandeliverpackagesmuchfasterthanregularpostaldeliverybecauseoftheirinternalactivities(theFEDEXdeliverysystem).ThiscreatesVALUEforFEDEXandtheircustomers….Example–InternalValueChainIndustrialValueChainCreatesvaluefromRawMaterialtodisposaloffinalproducttoEndUser(customer).Focusesondifferentsegmentsofthechain(fromtheInternalChain–managedwithinoneCompanythroughtheExternalChaintosuppliersandcustomers).ThisalsocreatesVALUEfortheCompany(acompetitiveadvantage)andtheirCustomers.Example…..IndustrialValueChainCreatesSupermarketsValueChain:AppleIndustryPlantingandCultivatingHarvestingDistributionofApplesApplesauceProductionApplesauceDistributionFirmBFirmCFirmAProductDisposalEnd-UseCustomerSupermarketsValueChain:ApplManagingthevaluechainmeansthatamanagementaccountantmustunderstandmanyfunctionsofthebusiness…manufacturing,marketing,distribution,customerservice.ManagingthevaluechainmeansInotherwords,themanagementaccountant(you)mustunderstandalltheactivitiesofthecompany,fromstarttofinish.Inotherwords,themanagementThephilosophyoftotalqualitymanagementistomanufactureperfectproducts.Theemphasisonqualitycreatedademandformanagementaccountingsystemsthatprovidefinancial

AND

nonfinancialinformationaboutquality.ThephilosophyoftotalqualitThephilosophyoftotalqualitymanagementistomanufactureperfectproducts.Nonfinancialinformationcanincludenumberofhours,parts,customerresponses,floorspace,electricityusage,orANYvaluethatistryingtobemeasured.ThephilosophyoftotalqualitThephilosophyoftotalqualitymanagementistomanufactureperfectproducts.Qualityincludeseliminationofwastefulactivities.Thisincludeszerodefectmanufacturing.Italsoappliestoserviceindustries.ThephilosophyoftotalqualitTIMEasaCompetitiveAdvantageFasterisbetter!!Reducedesigntime,implementationtime,productioncycletime….EliminatethoseActivitiesthatarenotneeded,thatarewastefulFocusonEfficiency(domorewithless).Howtomeasure??MustknowourCosts,andtheirrelationshipstoeachotherCostsmustbeproperlydefined,measuredandassignedEliminateSalesPeopleandsellOnline!!TIMEasaCompetitiveAdvantagTheroleofmanagementaccountantsinanorganizationisoneofsupport.TheroleofmanagementaccountPartialOrganizationChart,ManufacturingCompanyPresidentProductionVicePresidentLineFunctionFinancialVicePresidentStaffFunctionProductionSupervisorMachiningForemanAssemblyForemanControllerTreasurerBudgetCostFinancialSystemsTaxPartialOrganizationChart,MaEthicalBehaviorMichaelJosephson’s*TenEthicalValues:HonestyIntegrityPromisekeepingFidelityFairnessCaringforothersRespectforothersResponsiblecitizenshipPursuitofexcellenceAccountability*MichaelJosephson,“TeachingEthicalDecisionMakingandPrincipledReasoning”EthicalBehaviorMichaelJosephCodeofEthics–IMA

(Page19)CompetenceConfidentialityIntegrityObjectivityResolutionofEthicalConflictCodeofEthics–IMA

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EthicalBehavior“TheIntegrityoftheHonestkeepsthemontrack;ButtheDeviousnessofCrooksbringsthemtoruin.”

Proverbs11Results