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,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,(c) 2009 Pearson Prentice Hall. All rights reserved.,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,(c) 2009 Pearson Prentice Hall. All rights reserved.,The Accountants Role,in the Organization,CHAPTER 1,LEARNING OBJECTIVES,Describe how cost accounting supports management accounting and financial accounting,Understand how management accountants affect strategic decisions,Describe the set of business functions in the value chain and Identify the dimensions of performance that customers are expecting of companies,Explain the five-step decision making process and its role in management accounting,Describe three guidelines management accountants follow in supporting managers,Understand how management accounting fits into an organizations structure,Understand what professional ethics means to management accountants,LEARNING OBJECTIVE 1,Describe how cost accounting supports management accounting and financial accounting,Accounting Discipline Overview,Managerial Accounting measures, analyzes and reports financial and nonfinancial information to help managers make decisions to fulfill organizational goals. Managerial accounting need not be GAAP compliant.,Financial Accounting focus on reporting to external users including investors, creditors, and governmental agencies. Financial statements must be based on GAAP.,Financial and Managerial Accounting,Financial Accounting,focus on external users and GAAP rules P4,Managerial Accounting,focus on internal users and is not necessarily GAAP-driven. Also provides data for financial accounting. This includes:,Cost Accounting,Cost Management,Cost Accounting,Provides,information for both management accounting and financial accounting.,It,measures,and,reports,financial and non-financial data that relates to the cost of a,c,quiring or con,s,uming resources by an organisation.,Cost management,The approaches and activities of managers to use resources to increase value to customers and to achieve organizational goals,Amounts and kinds of material used,Changes in plant processes,Changes in product designs,.,Linked with revenue and profits,Cost management,continuous reduction in costs,Major Differences Between Financial & Managerial Accounting,Managerial Accounting,Financial Accounting,Purpose,Decision making,Communicate financial position to outsiders,Primary Users,Internal managers,External users,Focus/Emphasis,Future-oriented,Past-oriented,Rules,Do not have to follow GAAP; cost vs. benefit,GAAP compliant;,CPA audited,Time Span,Ultra current to very long,time horizons,Historical monthly, quarterly reports,Behavioral Issues,Designed to influence employee behavior,Indirect effects on,employee behavior,LEARNING OBJECTIVE 2,Understand how management accountants affect strategic decisions,StrategyandManagementAccounting,Strategy, specifieshowanorganization,matches,itsown,capabilities,with the,opportunities,inthemarketplacetoaccomplishitsobjectivesP5,Generic Strategies,Therearethreegeneric(primary)strategies:,Differentiation,Focus(nichemarketing),Cost leadership,StrategyandManagementAccounting ,conts.,Management accountinghelpsanswer importantquestionssuchas:,Whoare ourmost importantcustomers, andhowdowedelivervaluetothem?,What substituteproductsexistinthe marketplace,andhow do theydiffer fromour own?,Whatisourcriticalcapability?,Willwehaveenoughcashtosupportourstrategyorwillweneedtoseekadditionalsources?,StrategyandManagementAccounting,conts.,StrategicCostManagement,focusesspecificallyonthecostdimensionwithinafirm,soverallstrategy,StrategyandManagementAccounting,conts.,Cantbeallthingstoallpeople.Bebestatdoingafewthings.,Thenexpandonthosecorecompetencies.,Apple,Google,细分,市,市场,（,（先,锋,锋石,油,油）,马路型,16%,收入较高的男性，他们每年驾驶,2.5,万到,5,万英里,用信用卡购买高级汽油,在便利店购买三明治和饮料,中心型,16%,中高收入男女,他们喜欢一个品牌,有时认定一个加油站,经常购买高级汽油,用现金支付,3,型,27%,拥有,F3,特质,FUELFOODFAST,力争上游的男女,年龄一般不到,25,岁,行色匆匆,购买汽油时喜欢购买大量零食,居家型,21%,家庭主妇,接送孩子上学,价格型,20%,只购买便宜的汽油,对加油站和品牌没有偏好,LEARNINGOBJECTIVE3,DescribethesetofbusinessfunctionsinthevaluechainandIdentifythedimensionsofperformancethatcustomersareexpectingofcompanies,ManagementAccountingandValue,CreatingvalueisanimportantpartofplanningandimplementingstrategyP6,Valueistheusefulnessacustomergainsfromacompanysproductorservice,ValueChainisthesequenceofbusinessfunctionsinwhichcustomerusefulnessisaddedtoproductsorservices,TheValue-Chainconsistsof:,Research&Development,Design,Production,Marketing,Distribution,CustomerService,2009PearsonPrenticeHall.Allrightsreserved.,ManagementAccountingandValue,conts.,TheValueChainIllustrated,ManagementAccountingandValue,conts.,TheValueChain:P6,ResearchandDevelopment,involvesgeneratingandexperimentingwithnewideasrelatedtonewproducts,services,orprocesses.,The,Design,functionundertakesdetailedplanningandengineeringofproducts,services,orprocesses.,ManagementAccountingandValue,conts.,TheValueChain:P6,Production,isacquiring,coordinating,andassemblingresourcestoproduceaproductordeliveraservice.,Marketing,involvespromotingandsellingproductsorservicestocustomers.,Distribution,istheprocessofdeliveringtheproductsorservicestocustomers.,CustomerService,providesafter-salesupporttocustomers.,Reducecostsineachcategory,Improveefficiency,Helpmanagersmakecost-benefittradeoffs,ManagementAccountingandValue,conts.,VC,重构,ValueChainComponents,R&D,Design,Production,Marketing,Distribution,Service,Supplier,Value,Chain,Firm Z,Value,Chain,Distribution,Value,Chain,Buyer,Value,Chain,Disposal,Value,Chain,End-Use Consumer Pays for Profit Margins Throughout the Value Chain,Primary,Activities,Support,Activities,Service,Service,Service,Service,ASupplyChainImplementation,KeySuccessFactors,Thedimensionsofperformancethat customersexpect, andthat arekeytothe successofacompany include:P7,Cost andefficiency,Determinewhatcustomersare willingtopay fora productorserviceandset a,“,“targetprice.,”,” By subtracting thedesired profit,the companycan thenworktoaccomplish it “targetcost.,”,”,Quality,Customersexpect highlevels of quality. Total QualityManagement(TQM)isa philosophythatseekstoimprove operationsthroughoutthecompanyandexceed customer expectations.,2022/12/11,28,KeySuccessFactors,conts.,Time,Newproductdevelopmenttimeandcustomerresponsetimearetwo elements of thisfactor.Intoday,s time-conscious society, thecustomerwantstheproductorservice now.Any delay is unacceptable.Acompany thatcan competeonthe basis of time, whetherindevelopmentordeliveryisone thathas an edgeintoday,s market.,Innovation,A constant flowofnew products or services is thebasisforongoingcompany success.,LEARNINGOBJECTIVE 4,Explain thefive-stepdecisionmaking processand itsrole in managementaccounting,F,ive-,S,tep,D,ecision,P,rocess,F,ive-,S,tep,D,ecision,P,rocess, conts.,Identifytheproblemsand uncertainties,. Whatare thechoices thatare being faced andwheredotheuncertaintieslie?,Obtaininformation.,Gatherinformationbefore makinga decision helps themanager to makeamore informed decision.,Make predictions about thefuture.,Onthebasisofthe information obtained attempttopredicttheoutcomeofeach courseofaction.,F,ive-,S,tep,D,ecision,P,rocess, conts.,Make decisionsbychoosingamongalternatives.,Theinformationhas beengathered, andprojectionsmade.Selectanalternative.,A,budget,hasbeendescribedasthe quantitativeexpression of aproposedplanofaction. It is aplanningtool.,Control,istheaction taken to implementtheplanningdecisions represented by thebudget.,F,ive-,S,tep,D,ecision,P,rocess, conts.,Implementthe decision,evaluateperformance,and learn.,Allthe effortexpendedinsteps1-4isuselessunlessthe decision is putinto action.,Once implemented,thedecisionmustbe,monitore,d.This is performance evaluation. Onewayofdoingthisisbycomparingthe budgetwith theactualresults.Thismakesbudgetingacontrol toolinadditiontoaplanningtool.Oftenthis is accomplishedbytheuse of aperformancereport.,Learn,.Iftheresultswerenotasplanned,findoutwhy.Usethisinformationtoimprovethedecision-makingprocessforfuturedecisions.,PlanningandControlSystems,Collectivelythefourprecedingstepsareknownas,planning,Planning,：,selectsgoals,predictsresults,decideshowtoattaingoals,andcommunicatesthistotheorganization,Budget,themostimportantplanningtool,Control,：,takesactionsthatimplementtheplanningdecision,decideshowtoevaluateperformance,andprovidesfeedbacktotheorganization,LEARNINGOBJECTIVE5,Describethreeguidelinesmanagementaccountantsfollowinsupportingmanagers,ManagementAccountingRoles,ProblemSolver,Scorekeeper,AttentionDirector,ManagementAccountingGuidelines,Cost-benefitapproach.,Alwaysaskifthebenefitsfromundertakingtheactivityexceedthecostsofdoingso.P12,Behavioralconsiderations.,Considerthemotivationalaspectofthedecision.,Willthemanagersandemployeesbemotivatedtoworktowardthegoalsoftheorganization?,Technicalconsiderations.,Thisprovides managers with appropriateinformation atappropriate intervals toassist indecision making.,ManagementAccounting Guidelines ,conts.,Differentcostsfordifferentpurposes.,Muchof this book isabout alternative ways to computecosts.,In determiningthe cost,the firstquestion that shouldbe askedis “What is thepurpose of this cost number?”,Performance evaluation, external reporting, internal decision making are three different purposes that might require a different view of cost.,成本对象,举例,成本种类,产品,洗衣机,产品成本,劳务,洗衣服务,劳务成本,作业,检验产品质量,作业成本,质量,废品,质量成本,工作计划,部门发展计划,计划成本,Differentcostsfordifferentpurposes,LEARNINGOBJECTIVE6,Understandhowmanagementaccounting fits into anorganizationsstructure,OrganizationalStructureand the Management Accountant,Mostorganizations distinguishbetween,line,and,staff,relationships.P13,Linemanagement,is directly responsible for attaining the goals oftheorganization. Productionis alinefunction.,Staffmanagement,supports line managementwithadvice andassistance.,Accountingandhumanresourcesaretwo examples ofstaff management functions.,Lineand StaffRelationships,Linepositions,are directly relatedto achievementof the basic objectivesof anorganization.,Example:Productionsupervisors ina manufacturing plant.,Staffpositions,provide adviceand assistanceto line management,Example: Cost accountantsin the manufacturing plant.,P14,OrganizationalStructureand the Management Accountant,conts.,The,ChiefFinancialOfficer,or,CFO,(alsocalled the financedirector)is the executive responsible for overseeing the financial operations of anorganization. Included among the responsibilitiesof the CFOareseveral functions:,Controller,provides financial informationto managers and shareholdersand oversees the overalloperationsof the accounting system.,OrganizationalStructureand the Management Accountant, conts.,The,Treasury,function includes banking, financing, investments,andcashmanagement.,RiskManagement,includes managing the financial risk ofinterest rate and exchange rate changesas well asderivatives management.,Taxation,includes incometaxes, sales taxes,andinternational tax planning.,OrganizationalStructureand the Management Accountant,conts.,Investor Relations,responds to andinteractswithshareholders.,The scopeand importanceof,Internal Audit,has increased in recent yearsand now includes reviewing andanalyzingfinancialandotherrecords to attest to theintegrityof the organization,s financial reportsandadherenceto policies andprocedures.,LEARNINGOBJECTIVE7,Understandwhatprofessional ethicsmeans tomanagementaccountants,Abandoning ethical standards in business would lead to a lower quality of life with lessdesirable goods and services at higher prices.,Why Have Ethical Standards?,Without ethical standards in business, theeconomy, and all of us who depend on it forjobs, goods, and services, would suffer.,Ethical standards inbusinessare essential for asmooth functioning advanced marketeconomy.,Professional Ethics,Accountants have a special obligation regarding ethics,as they are responsiblefor the integrity ofthefinancialinformation providedto external and internalusers.,Sarbanes-Oxleyfocuses onimprovinginternalcontrol, corporate governance,monitoring ofmanagers,and disclosurepracticesof publiccorporations.,Thislegislation broughtan increase inthe ethical standards ofmanagers and accountants.,The Sarbanes-Oxley Act of2002,The Sarbanes-Oxley Act of2002wasintended to protecttheinterests of those who invest in publiclytraded companies byimprovingthereliability andaccuracyof corporate financialreportsanddisclosures. Six key aspectsof the legislation include:,The Act requires both theCEOand CFO tocertify in writingthattheir companys financial statements and disclosuresfairly represent theresults of operations.,The Act establishesthe PublicCompany AccountingOversightBoard toprovide additional oversight of theaudit profession.,The Act placesthe powerto hire, compensateand terminatepublic accounting firms in thehands ofthe auditcommittee.,The Act placesrestrictions onaudit firms, such as prohibitingpublic accounting firms from providing avariety of non-auditservices toan audit client.,The Sarbanes-Oxley Act of2002,The Act requires that a companys annualreport containaninternal controlreport that isaccompanied byan opinion fromthecompanysaudit firm about the fairnessof that report.,The Act establishessevere penalties forcertain behaviors,suchas:,Up to20 yearsin prisonfor altering ordestroying anydocumentsthatmayeventuallybe used in anofficialproceeding.,Up to10 yearsin prisonfor retaliatingagainst a,“,“whistleblower.”,Professional Ethics, conts.,The,Instituteof Management Accountants(IMA),is the largestassociation ofin management accountantsin the UnitedStates.,The IMA offersprofessional certification inthe form of the,CMA,designation ,CertifiedManagementAccountant.,Thiscertification representsa demonstrationof technical competencyin financial and managerial accounting and holds the CMA tohighethical standards.,ProfessionalEthics,conts.,TheIMA,Standards for Ethical Conduct for Practitionersof Management AccountingandFinancial Management,presentsguidelineson issues relating to,competence,confidentiality,integrity,andcredibility,or Objectivity.P14,In additionto the,Standards,theIMAhasan ethics hotline toassistmembersin resolvingtheir ethical dilemmas.,Thefourstandards of ethical conduct for managementaccountantsasadvancedbytheInstitute ofManagementAccountants:,Competence,Confidentiality,Integrity,CredibilityorObjectivity,ProfessionalEthics, conts.,55,Competence,Follow applicablelaws,regulationsandstandards.,Maintainprofessional competence.,Provideaccurate, clear,concise, and timelydecision support information.,IMAGuidelines for Ethical Behavior,Recognize and communicate professional limitations thatprecluderesponsiblejudgment.,Confidentiality,Do not discloseconfidentialinformationunlesslegallyobligated todoso.,Ensure thatsubordinatesdonotdiscloseconfidential information.,Do not use confidentialinformationforunethical orillegaladvantage.,IMAGuidelines for Ethical Behavior,Mitigateconflicts of interest and advise othersofpotential conflicts.,Abstainfromactivitiesthatmight discredittheprofession.,Refrainfromconductthat wouldprejudice carrying out duties ethically.,Integrity,IMAGuidelines for Ethical Behavior,Communicateinformationfairly and objectively.,Discloseallrelevant information that couldinfluence ausersunderstanding ofreportsand recommendations.,Credibility,IMAGuidelines for Ethical Behavior,Disclosedelaysor deficienciesin information timeliness, processing, or internal controls.,TypicalEthicalChallenges,CaseAA management accountant, knowing that reportinga lossfora software divisionwillresultin yet another rightsizinginitiativehasconcernsabout the commercial potentialof asoftware product for whichdevelopmentcosts are currentlybeing capitalized asanasset ratherthan beingshown asanexpenseforinternalreporting purposes.Thedivision manager arguesthat showing development costsas an assetis justifiedbecausethenewproductwill generate profit. However,thedivisionmanagerpresents littleevidence tosupporthisargument. The lasttwoproductsfrom this divisionhavebeen unsuccessful.Themanagement accountant has many friends in the division and wantstoavoid apersonalconfrontation withthedivisionmanager.,TypicalEthicalChallenges,CaseB,Apackagingsupplier,biddingforanewcontract,offersthemanagementaccountantofthepurchasingcompanyanall-expenses-paidweekendtotheSuperBowl.Thesupplierdoesnotmentionthenewcontractwhengivingtheinvitation.Theaccountantisnotapersonalfriendofthesupplier.Heknowscostissuesarecriticalinapprovingthenewcontractandisconcernedthatthesupplierwillaskfordetailsaboutbidsbycompetingpackagingcompanies.,TypicalEthicalChallenges,CaseA,Competence,credibilityandintegrity,CaseB,Confidentialityandintegrity,Followemployersestablishedpolicies.,Forunresolvedethicalconflicts:,Discusstheconflictwithimmediatesupervisorornexthighestuninvolvedmanager.,IfimmediatesupervisoristheCEO,considertheboardofdirectorsortheauditcommittee.,Contactwithlevelsabovetheimmediatesupervisorshouldonlybeinitiatedwiththesupervisorsknowledge,assumingthesupervisorisnotinvolved.,IMAGuidelinesforResolutionofanEthicalConflict,Followemployersestablishedpolicies.,Forunresolvedethicalconflicts:,Exceptwherelegallyprescribed,maintainconfidentiality.,Clarifyissuesinaconfidentialdiscussionwithanobjectiveadvisor.,Consultanattorneyastolegalobligations.,IMAGuidelinesforResolutionofanEthicalConflict,Exercises1-23,MillerisdivisioncontrollerandTomMaloneyisdivisionmanageroftheRamsesShoeCompany.,MillerhaslineresponsibilitytoTom,butshealsohasstaffresponsibilitytothecompanycontroller.,Tomisunderseverepressuretoachievethebudgeteddivisionincomefortheyear.HehasaskedMillertobook$200,000ofrevenuesonDecember31.,Thecustomersordersarefirm,buttheshoesarestillintheproductionprocess.TheywillbeshippedonoraboutJanuary4.Tomsay,”,”thekeyeventisgettingthesalesorder,notshippingtheshoes.Youshouldsupportme,notob,s,tructmyreachingdi,v,isiongoals”,Question:,1.describeMillersethicalresponsibilities.,2.WhatshouldMillerdoifTomgivesheradirectordertobookthesales?,ANSWER,1.MillersethicalresponsibilitiesarewellsummarizedintheIMAs,“,“StandardsofEthicalConductforManagementAccountants,”,”(Exhibit1-7oftext).Areasofethicalresponsibilityincludethefollowing:,competence,confidentiality,integrity,objectivity,TheethicalstandardsrelatedtoMillerscurrentdilemmaareintegrity,competenceandobjectivity.Usingtheintegritystandard,Millershouldcommunicateunfavorableaswellasfavorableinformationandprofessionaljudgmentsoropinions.CompetencedemandsthatMillerperformherprofessionaldutiesinaccordancewithrelevantlaws,regulations,andtechnicalstandards.ObjectivityrequiresthatMillerreportinformationfairlyandobjectively.Millershouldrefusetobookthe$200,000ofsalesuntilthegoodsareshipped.Bothfinancialaccountingandmanagementaccountingprinciplesmaintainthatsalesarenotcompleteuntilthetitleistransferredtothebuyer.,ANSWER,2.Millershould refusetofollowMaloneys orders.IfMaloneypersists,the incident shouldbereportedtothecorporate controller. Supportfor linemanagementshouldbewholehearted,butitshould notrequire unethicalconduct.,THEEND!,演讲完,毕,毕，谢,谢,谢观看,！,！,
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