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1、(本科）会计专业英语教案Chapter 9教学目标知识目标：Define management accounting and describe its role in the management process.Explain the difference between management accounting and financial accounting.能力目标：Understand where management accountants are located in an organization.Understand the ethical responsibilities
2、 of a management accountant.素质目标：Identify the objectives of management accounting in value-creation.Describe the process and major themes in management accounting.教学重点Define management accounting and describe its role in the management process.Explain the difference between management accounting and
3、 financial accounting.教学难点Identify the objectives of management accounting in value-creation.教学手段结合理论与案例小组讨论教学学时2课时教 学 内 容 与 教 学 过 程 设 计注 释Chapter 9 Introduction to Management Accounting理论知识Topic 1: An overview of Management Accounting 1.Nature of Management AccountingWe can consider management acco
4、unting as the process of identifying, measuring, analyzing, interpreting, and communication information in pursuit of an organizations goal. Management accounting provides an information system that enables persons throughout an organization to make informed decisions, to be more effective at their
5、job, and to improve the organizations performance.2.Role of Management AccountingNowadays, managerial accountants serve as intema1 business consultants, working side-by-side in cross-functiona1 teams with managers from all areas of the organization.Managerial accountants take on leadership roles on
6、their teams and are sought out for the valuable information they provide. The role of the accountant in leading-edge companies “has been transformed from number cruncher and financial historian to being business partner and trusted advisor.”3.Financial Accounting and Management AccountingFinancial a
7、ccounting reports are prepared for external parties such as shareholders and creditors whereas management accounting reports are prepared for managers inside the organization. This contrast in orientation results in a number of major differences between financial and management accounting, even thou
8、gh they often rely on the same underlying financial data. Exhibit 9-1 summarizes these differences.Exhibit 9-1 Differences between Financial accounting and Management accounting Financial accountingManagement accountingReports to those outside the organization: Owners Lenders Tax authorities Regulat
9、orsReports to those inside the organization for: Planning Performing Evaluating CommunicatingEmphasizes financial consequences of past activities.Emphasizes decisions affecting the future.Emphasizes objectivity and verifiability. Emphasizes relevance.Emphasizes precision.Emphasizes timeliness.Emphas
10、izes summary data concerning the entire organization.Emphasizes detailed segment reports about departments, products, customers, and employees.Must follow GAAP.Need not follow GAAP.Mandatory for external reports.Not mandatory.4.Organization Structure and the Management AccountantWe focus first on br
11、oad management functions and then look at the accounting and finance functions in more detail.(1) Line and Staff RelationshipsMost organizations distinguish between line management and staff management. Line management, such as production, marketing, and distribution management, is directly responsi
12、ble for attaining the goals of the organization. (2) The Chief Financial Officer and the ControllerThe Chief Financial Officer (CFO)-also called the finance director in many countries is the executive responsible for overseeing the financial operations of an organization. The responsibilities of the
13、 CFO vary among organizations, but they usually include the following areas: Controllership Treasury Risk management Taxation Investor relations Internal auditExhibit 9-2 is an organization chart of the CFO and the corporate controller at Nike, the leading footwear and apparel company.Exhibit 9-2 Re
14、porting relationships for the CFO and Corporate controllerBoard of DirectorsChairpersonChief Executive OfficerPresidentChief Operating OfficerChief Financial Officer Internal AuditControllerFinancial PlanningInvestor RelationsRisk ManagementTaxTreasuryExamples of FunctionsGlobal Financial Planning/B
15、udgetingOperations AdministrationProfitability ReportingInventoryRoyalties5.Professional EthicsAccountants have special obligations regarding ethics, given that they are responsible for the integrity of the financial information provided to internal and external parties. (1) Ethical GuidelinesThe IM
16、A has issued a Standards of Ethical Conductor Management Accountants. Exhibit 9-3 presents the IMAs guidance on issues relating to competence, confidentiality integrity, and objectivity.Exhibit 9-3 Standards of Ethical Conduct for Management AccountantsCompetencePractitioners of management accountin
17、g and financial management have a responsibility to: Maintain an appropriate level of professional competence by ongoing development of their knowledge and skills. Perform their professional duties in accordance with relevant laws, regulations, and technical standards. Prepare complete and clear rep
18、orts and recommendations airer appropriate analysis of relevant and reliable information.ConfidentialityPractitioners of management accounting and financial management have a responsibility to: Refrain from disclosing confidential information acquired in the course of their work except when authoriz
19、ed, unless legally obligated to do so. Inform subordinates as appropriate regarding the confidentiality of information acquired in the course of their work and monitor their activities to assure the maintenance of that confidentiality Refrain from using or appearing to use confidential information a
20、cquired in the course of their work for unethical or illegal advantage either personally or thraugh third parties.IntegrityPractitioners of management accounting and financial management have a responsibility to: Avoid actual or apparent conflicts of interest and advise all appropriate parties of an
21、y potential conflict. Refrain from engaging in any activity that would prejudice their ability to carry out their duties ethically. Refuse any gift, favor, or haspitality that would influence or would appear to influence their actions. Refrain from either actively or passively subverting the attainm
22、ent of the organizations legitimate and ethical objectives. Recognize and communicate professional limitations or other constraints that would preclude responsible judgment or successful performance of an activity. Communicate unfavorable as well as favorable information and professional judgments o
23、r opinions. Refrain from engaging in or supporting any activity that would discredit the profession,ObjectivityPractitioners of management accounting and financial management have a responsibility to: Communicate information fairly and objectively. Disclose fulfy all relevant information that could
24、reasonably be expected to influence an intended users understanding of the reports, comments, and recommendations presented.(2) Typical Ethical ChallengesEthical issues can confront management accountants in many ways. Here are two examples.Case A: A management accountant, knowing that reporting a l
25、oss for a software division will result in yet another “rightsizing initiative” (a gentler term than “layoffs”), has concerns about the commercial potential of a software product for which development costs are currently being capitalized as an asset rather than being shown as an expense for interna
26、l reporting purposes. The division manager argues that showing development costs as an asset is justified because the new product will generate prof its. However he presents little evidence to support his argument. The last two products from this division have been unsuccessful. The management accou
27、ntant has many friends in the division and wants to avoid a personal confrontation with the division manager.Case B: A packaging supplier, bidding for a new contract, offers the managementaccountant of the purchasing company an all-expenses-paid weekend to the Super Bowl. The supplier does not menti
28、on the new contract when giving the invitation, The accountant is not a personal friend of the supplier. He knows cost issues are critical in approving the new contract and is concerned that the supplier will ask for details about bids by competing packaging companies.(3) Resolution of Ethical Confl
29、ictIn applying the standards of ethical conduct, practitioners of management accounting and financial management may encounter problems in identifying unethical behavior or in resolving an ethical conflict.Topic 2: Management Accounting in Value-Creation1. The Objectives of Management Accounting in
30、Value-CreationManagerial accountant add value to an organization by pursuing five major objectives: (1) Providing information for decision making and planning, and proactively participating as part of the management team in the decision-making and planning processes. (2) Assisting managers in direct
31、ing and controlling operational activities.(3) Motivating managers and other employees toward the organizations goals. (4) Measuring the performance of activities, subunits, managers and other employees within the organization. (5) Assessing the organizations competitive position, and working with o
32、ther managers to ensure the organizations long-run competitiveness in its industryTo illustrate the objectives of managerial accounting activity, let us take Disneys Animal kingdom for an example. (1) Providing information for Decision Making and Planning, and Proactively Participating as Part of th
33、e Management Team in the Decision-Making and Planning Processes.(2) Assisting Managers in Directing and Controlling Operational Activities(3) Motivating Managers and Other Employees toward the Organizations Goals.(4) Measuring the performance of Activities, Subunits, Managers, and other Employees wi
34、thin the Organization.(5) Assessing the Organizations Competitive Position, and Working with other managers to ensure the Organizations Long-Run Competitiveness in its industry.2. The Process of Management AccountingThe four stages of this process are planning, performing, evaluating, and communicat
35、ing. Management accounting supports each stage of the process.(1)PlanningThe overriding goal of a business is to increase the value of the stakeholders interest in the business. A companys mission statement describes the fundamental way in which the company will achieve its goal of increasing stakeh
36、olders value. The mission statement is essential to the planning process, which must consider how to add value through strategic objectives, tactical objectives, and operating objectives.(2)PerformingPlanning alone does not guarantee satisfactory operating results. Management must implement the busi
37、ness plan in ways that make optimal use of available resources Smooth operations require one or more of the following: Hiring and training personnel. Matching human and technical resources to the work that must be done. Purchasing or leasing facilities. Maintaining an inventory of products for sale.
38、 Identifying operating activities, or tasks, that minimize waste and improve the quality of products or services. (3) Evaluating When managers evaluate operating results, they compare the organizations actual performance with the performance levels they established in the planning stage. They earmar
39、k any significant variations for further analysis so that they can correct the problems. (4)Communicating Whether accounting reports are prepared for internal or external use, they must provide accurate information and clearly communicate this information to the reader. 3. Major Themes of Management
40、 Accounting in Value-CreationThree major themes help management accountants provide the most value to their companies in planning and control activities: Employ a cost-benefit approach, give full recognition to behavioral considerations as well as technical considerations, and use different costs fo
41、r different purposes.(1) Cost-Benefit ApproachManagement accountants continually face resource-allocation decisions, such as whether to purchase a new software package or hire a new employee. The cost-benefit approach should be used in making these decisions: Resources should be spent if they are ex
42、pected to better attain company goals in relation to the expected costs of those resources. The expected benefits from spending should exceed the expected costs. The expected benefits and costs may not be easy to quantify. Nevertheless, the cost-benefit approach is useful for making resource-allocat
43、ion decisions.(2) Behavioral and Technical ConsiderationsConsider the human (the behavioral) side of why budgeting is used. Budgets induce a different set of decisions within an organization because of better collaboration, planning, and motivation. A management accounting system has two simultaneou
44、s missions, one technical and one behavioral. The technical considerations help manager make wise economic decisions by providing them with the desired information (for example, costs in various value-chain categories) in an appropriate format (for example, actual results versus budgeted amounts) an
45、d at the preferred frequency (for example, weekly versus monthly). The behavioral considerations motivate managers and other employees to aim for goals of the organization.(3) Different Costs for Different PurposesA cost concept used for the external-reporting purpose of accounting may not be an app
46、ropriate concept for internal, routine reporting to managers.小结1. Management accounting as the process of identifying, measuring, analyzing, interpreting, and communication information in pursuit of an organizations goal. 2. There are several differences between management accounting and financial a
47、ccounting such as the users, objectivities and so on. 3. The IMA has issued a Standards of Ethical Conductor Management Accountants including competence, confidentiality integrity, and objectivity.4. Managerial accountant add value to an organization by pursuing five major objectives.5. The four stages of this management accounting process are planning, performing, evaluating, and communicating.