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1、YCF正版可修改PPT(本科）会计专业英语chapter 9教学课件Chapter 9 Introduction to Management Accounting2Learning ObjectivespDefine management accounting and describe its role in the management process.pExplain the difference between management accounting and financial accounting.pUnderstand where management accountants a
2、re located in an organization.pUnderstand the ethical responsibilities of a management accountant.pIdentify the objectives of management accounting in value-creation.pDescribe the process and major themes in management accounting.3Mini Case Alex is the manager of the Daily News.His desk is regularly
3、 papered with more than just the morning news.For example,he receives monthly performance reports containing strategic cost information that helps direct her attention to critical issues facing the newspaper operation.During one mornings reporting review,he hears a knock at his door from Dennis,the
4、management accountant.Dennis:“Hi,Alex.Got o minute?Id like to discuss some new initiatives Im undertaking that you might find useful.”Alex:“Sure.I was just reviewing the latest round of performance reports,so your timing is perfect.Youve certainly done a good job of streamlining the reports so that
5、I can see how well we are doing relative to our strategic plans.The way the reports direct my attention to critical areas is a real time-saver.”Dennis:“Glad you like them.Ive recently started collecting data on how we spend money in the different business functions here of the paper-design and layou
6、t,production,marketing,distribution,and customer service-to get a better idea of how each function adds value to the company.Im also trying to measure how well were doing with our cost-reduction program and with the initiatives dealing with efficiency,quality,and innovation.”Alex:“Thats great.Would
7、you be able to odd in a survey of the functional line managers youre working with to get their reactions?Im guessing they will be as excited as I am with the information you uncover.”Identify:(1)What is the daily work of management accountant?(2)What is the difference between management accounting a
8、nd financial accounting?(3)The objectives of management accounting in value-creation.4ContentpTopic 1:An overview of Management Accounting pTopic 2:Management Accounting in Value-Creation5Topic 1:An overview of Management Accounting 1.Nature of Management AccountingpWe can consider management accoun
9、ting 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 job,and
10、to improve the organizations performance.6Topic 1:An overview of Management Accounting 2.Role of Management AccountingpNowadays,managerial accountants serve as intema1 business consultants,working side-by-side in cross-functiona1 teams with managers from all areas of the organization.pManagerial acc
11、ountants take on leadership roles on 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.”7Topic 1:An overview of
12、Management Accounting 3.Financial Accounting and Management AccountingpFinancial accounting 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 n
13、umber of major differences between financial and management accounting,even though they often rely on the same underlying financial data.Exhibit 9-1 summarizes these differences.8Topic 1:An overview of Management Accounting Exhibit 9-1 Differences between Financial accounting and Management accounti
14、ng Financial accountingManagement accountingReports to those outside the organization:Owners Lenders Tax authorities RegulatorsReports to those inside the organization for:Planning Performing Evaluating CommunicatingEmphasizes financial consequences of past activities.Emphasizes decisions affecting
15、the future.Emphasizes objectivity and verifiability.Emphasizes relevance.Emphasizes precision.Emphasizes timeliness.Emphasizes summary data concerning the entire organization.Emphasizes detailed segment reports about departments,products,customers,and employees.Must follow GAAP.Need not follow GAAP.
16、Mandatory for external reports.Not mandatory.9Topic 1:An overview of Management Accounting 4.Organization Structure and the Management AccountantpWe focus first on broad management functions and then look at the accounting and finance functions in more detail.p(1)Line and Staff RelationshipspMost or
17、ganizations distinguish between line management and staff management.Line management,such as production,marketing,and distribution management,is directly responsible for attaining the goals of the organization.10Topic 1:An overview of Management Accounting p(2)The Chief Financial Officer and the Con
18、trollerpThe 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 CFO vary among organizations,but they usually include the following areas:ControllershipTrea
19、suryRisk managementTaxationInvestor relationsInternal auditpExhibit 9-2 is an organization chart of the CFO and the corporate controller at Nike,the leading footwear and apparel company.11Topic 1:An overview of Management Accounting Exhibit 9-2 Reporting relationships for the CFO and Corporate contr
20、oller12Topic 1:An overview of Management Accounting 5.Professional EthicspAccountants have special obligations regarding ethics,given that they are responsible for the integrity of the financial information provided to internal and external parties.p(1)Ethical GuidelinespThe IMA has issued a Standar
21、ds of Ethical Conductor Management Accountants.pExhibit 9-3 presents the IMAs guidance on issues relating to competence,confidentiality integrity,and objectivity.13Topic 1:An overview of Management Accounting CompetencePractitioners of management accounting and financial management have a responsibi
22、lity 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 reports and recommendations airer appropriate analys
23、is 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 authorized,unless legally obligated to do so.Inform subord
24、inates as appropriate regarding the confidentiality of information acquired in the course of their work and monitor their activities to assure the maintenance of that confidentialityRefrain from using or appearing to use confidential information acquired in the course of their work for unethical or
25、illegal advantage either personally or thraugh third parties.Exhibit 9-3 Standards of Ethical Conduct for Management Accountants14Topic 1:An overview of Management Accounting Exhibit 9-3 Standards of Ethical Conduct for Management AccountantsIntegrityPractitioners of management accounting and financ
26、ial management have a responsibility to:Avoid actual or apparent conflicts of interest and advise all appropriate parties of any 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 w
27、ould influence or would appear to influence their actions.Refrain from either actively or passively subverting the attainment of the organizations legitimate and ethical objectives.Recognize and communicate professional limitations or other constraints that would preclude responsible judgment or suc
28、cessful performance of an activity.Communicate unfavorable as well as favorable information and professional judgments or opinions.Refrain from engaging in or supporting any activity that would discredit the profession,ObjectivityPractitioners of management accounting and financial management have a
29、 responsibility to:Communicate information fairly and objectively.Disclose fulfy all relevant information that could reasonably be expected to influence an intended users understanding of the reports,comments,and recommendations presented.15Topic 1:An overview of Management Accounting p(2)Typical Et
30、hical ChallengespEthical issues can confront management accountants in many ways.Here are two examples.pCase A:A management accountant,knowing that reporting a loss for a software division will result in yet another“rightsizing initiative”(a gentler term than “layoffs”),has concerns about the commer
31、cial potential of a software product for which development costs are currently being capitalized as an asset rather than being shown as an expense for internal reporting purposes.The division manager argues that showing development costs as an asset is justified because the new product will generate
32、 prof its.However he presents little evidence to support his argument.The last two products from this division have been unsuccessful.The management accountant has many friends in the division and wants to avoid a personal confrontation with the division manager.16Topic 1:An overview of Management A
33、ccounting pCase B:A packaging supplier,bidding for a new contract,offers the management accountant of the purchasing company an all-expenses-paid weekend to the Super Bowl.The supplier does not mention the new contract when giving the invitation,The accountant is not a personal friend of the supplie
34、r.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.17Topic 1:An overview of Management Accounting p(3)Resolution of Ethical ConflictpIn applying the standards of ethical conduct,practit
35、ioners of management accounting and financial management may encounter problems in identifying unethical behavior or in resolving an ethical conflict.18Topic 2:Management Accounting in Value-Creation1.The Objectives of Management Accounting in Value-Creationp(1)Managerial accountant add value to an
36、organization by pursuing five major objectives:p(2)Providing information for decision making and planning,and proactively participating as part of the management team in the decision-making and planning processes.p(3)Assisting managers in directing and controlling operational activities.p(4)Motivati
37、ng managers and other employees toward the organizations goals.p(5)Measuring the performance of activities,subunits,managers and other employees within the organization.p(6)Assessing the organizations competitive position,and working with other managers to ensure the organizations long-run competiti
38、veness in its industry19Topic 2:Management Accounting in Value-CreationpTo 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 the Management T
39、eam 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 within the Organizatio
40、n.(5)Assessing the Organizations Competitive Position,and Working with other managers to ensure the Organizations Long-Run Competitiveness in its industry.20Topic 2:Management Accounting in Value-Creation2.The Process of Management AccountingpThe four stages of this process are planning,performing,e
41、valuating,and communicating.Management accounting supports each stage of the process.p(1)PlanningpThe 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 g
42、oal of increasing stakeholders 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.21Topic 2:Management Accounting in Value-Creationp(2)PerformingpPlanning alone does not guara
43、ntee satisfactory operating results.Management must implement the business 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
44、 leasing facilities.Maintaining an inventory of products for sale.Identifying operating activities,or tasks,that minimize waste and improve the quality of products or services.22Topic 2:Management Accounting in Value-Creationp(3)Evaluating p When managers evaluate operating results,they compare the
45、organizations actual performance with the performance levels they established in the planning stage.They earmark any significant variations for further analysis so that they can correct the problems.p(4)Communicatingp Whether accounting reports are prepared for internal or external use,they must pro
46、vide accurate information and clearly communicate this information to the reader.23Topic 2:Management Accounting in Value-Creation3.Major Themes of Management Accounting in Value-CreationpThree major themes help management accountants provide the most value to their companies in planning and control
47、 activities:Employ a cost-benefit approach,give full recognition to behavioral considerations as well as technical considerations,and use different costs for different purposes.24Topic 2:Management Accounting in Value-Creationp(1)Cost-Benefit ApproachpManagement accountants continually face resource
48、-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 expected to better attain company goals in relation to the expected costs of those resources.The ex
49、pected 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-allocation decisions.25Topic 2:Management Accounting in Value-Creationp(2)Behavioral and Technical Considera
50、tionspConsider 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 simultaneous missions,one technical and one behavioral.The technical