Unit15IntroductiontoManagerialAccounting2ManagerialAccountingisafieldofaccountingthatprovideseconomicandfinancialinformationformanagersandotherinternalusers.Acompanymayuseittoanalyzepast,controlpresent,planfutureandparticipateindecision-makingforthepurposeofachievingthegoalofprofitmaximizationbasedonsoundinternalmanagement.3SimilarityEachfieldofaccountingdealswiththeeconomiceventsofanenterprise.Forexample,cost.

Unitcostofmanufacturingaproduct;TotalcostofgoodsmanufacturedandsoldBothmanagerialaccountingandfinancialaccountingrequirethattheresultsofanentity’seconomiceventsshouldbequantifiedandbecommunicatedtointerestedparties.Ⅰ.ManagerialAccountingvsFinancialAccounting4Ⅰ.ManagerialAccountingvsFinancialAccountingFinancialAccountingManagerialAccountingMainusersExternalusers,suchasstockholders,creditors,customers,andregulatoryagenciesInternaluserssuchasmanagersandemployees.PurposesGeneralinformationforallusersaboutthepasthistoricaltransactionsSpecificallyforinternaldecision-makingandforecasting,etc.PrincipleFollowingGAAPGobeyondGAAPandmeetinternalneedsInformationHighlycondensedinformationofcompanyasawholeRelevantlyaccurateinformation.Timeliness,pertinence,applicabilityarestressed.FrequencyGenerallypreparedregularlyattheendofeachaccountingperiodFrequentinternalreportssuitableformanagementneedsAuditingIndependentauditbyCPAInternalauditwithinthebusiness5Ⅱ.ManagerialAccountingandDecision-makingManagementaccountanthasawiderangeofresponsibilityinvolvingprofessionalknowledgeandskillinthepreparationandthepresentationofinformationtoalllevelsofmanagementintheorganizationstructure.6ManagementaccountingPlanning

DirectingMonitoring&ControllingStrategy

PositioningBudgetingCostingProduction

Specialanalysis71.PlanningPlanningStrategy

Positioning

BudgetingPlanningrequiresmanagementtolookintothefuturetoestablishobjectives.8(1)StrategyAbusinessusuallyspendsagreatdealofmanagementtimeandefforttodevelopitsstrategybecauseofitsimportance.Specificstrategygenerallyincludedthreecategories:mission,goal,objective.Theyarebasedoncorevalue.PlanningStrategy

Positioning

Budgeting9MissionGoalObjectiveCorevaluesCorevaluesMission:organization’spurposeanddirection.Amissionisaverybig,long-termend-resultorachievement.Goals:Theyaretheendstowardwhicheffortandactionaredirectedorcoordinated.Objectives:Specificobjectivesmakesurestrategiesareachievedguidedandcorrectly.SMARTRuleCorevalues:thekeyrulesthatthebusinesswillapplywithincludefairtrade,ethics,customerservice,employment,environmentalawareness,etc.10UniversityofWashingtonSchoolofPublicHealth(SPH)

Mission:Topromotepopulationhealth,preventillness,disability,andinjury,andensureefficient,effective,andequitablehealthcaresystemsthrougheducation,research,andservice.Goals:Educateinnovative,effective,andculturallycompetentpublichealthresearchers,faculty,andpractitioners.Advanceknowledgeinthepublichealthsciencesthroughresearchanddiscovery.Contributetosoundpublichealthpoliciesandincreasetherecognitionoftheimportanceofpublichealththroughdisseminationandcommunitycollaboration.11Objectivesa.Educateinnovative,effective,andculturallycompetentpublichealthresearchers,faculty,andpractitioners.RecruitandretainoutstandingfacultyintherangeofdisciplinesandspecialitiesconsistentwithSPH’smission.Recruitgraduateandundergraduatestudentsofthehighestacademiccapabilitieswhoarecommittedtopublichealth.Provideamulticulturalsettingforpublichealthlearning.Provideexcellenteducationalprogramsandopportunities.Applyinnovativepedagogicalmethodstoenhanceteachingandlearning.Promotelifelonglearning.12Value:Objectivityandprofessionalintegrityinresearch,education,andserviceCreativityandinterdisciplinaryapproachesinsolvinglocal,national,andglobalpublichealthproblemsPursuitofknowledgetobetterunderstandhumanhealth,environmentalhealth,andtheirinterconnectionsScientificallyrigorousevaluationofevidencetoinformpublichealthrecommendationsBuildingpartnershipsbetweenacademicpublichealthandcommunitiestoimprove

humanandenvironmentalhealthCompassion,equity,andsocialjusticeindefiningandaddressinghealthExpandedopportunitiesforlearningbeyondtheclassroomtoindividualmentorship

andappliedexperienceinthecommunityEducationaloutreachtothepublichealthworkforceRespectforandinclusionofdiversevalues,beliefs,andculturesinresearchandteachingVigilancetorecognizeandforecastthreatstopublichealth

13XYZcompanyMission-TomaketheXYZcompanylargestsellerofpremiumcandyObjectives/Goals-Achieveshareofmarketleadershipinthepremiumcandysegment.

-Beknownasthemostexpensivecandy,butworthit.Strategy-ConvinceconsumersthatXYZcandyisthebestpremiumcandybyassociatingwithhigh-endpeopleandentities.14(2)PositioningIthelpsputtheorganizationinanoptimalplacetoachieveandrealizeitsgoals.Positioningisasophisticatedstepwhichwilldependonthegatheringandevaluatingaccountinginformation.PlanningStrategy

Positioning

Budgeting15Identifyingamarketnicheforabrand,productorserviceutilizingtraditionalmarketingplacementstrategies(i.e.price,promotion,distribution,packaging,andcompetition).(1)Cost/Volume/ProfitAnalysis(2)Globaltradeandtransportation(3)Branding/Pricing/Sensitivity/Competition16(3)BudgetingItisalsoacriticalelement.Itoutlinesthefinanciallimitwithinwhichanorganizationcanoperate.PlanningStrategy

Positioning

Budgeting17彈性預(yù)算

指在成本習(xí)性分析的基礎(chǔ)上，以業(yè)務(wù)量、成本和利潤之間有規(guī)律的依存關(guān)系為依據(jù)，按照預(yù)算期可預(yù)見的各種業(yè)務(wù)量水平編制能夠適應(yīng)多種情況的預(yù)算方法。Fixedbudget

Abudgetwhichisdesignedtoremainunchangedregardlessofthevolumeofoutputorsalesachieved.BudgetingFlexiblebudgetAbudgetwhichisdesignedtochangeasvolumesofoutputchange,byrecognizingdifferentcostbehaviorpatterns.固定預(yù)算

指以預(yù)算期內(nèi)正常的，可能實(shí)現(xiàn)的某一業(yè)務(wù)量（如生產(chǎn)量，銷售量）水平為固定基礎(chǔ)，不考慮可能發(fā)生的變動因素來編制預(yù)算的方法。182.DirectingDirectinginvolvescoordinatingacompany’sdiverseactivitiesandhumanresourcestoproduceasmooth-runningoperation.19(1)CostingManagementmustknowhowmuchcostsareidentifiedandallocatedtospecificgoodsandservices.Costingaccountingisanintegralpartofmanagementaccounting.Itinvolvesacomprehensivesetofprinciples,methodsandtechniquesinthedeterminationandappropriateanalysisofcoststomeettheneedsofmanagerialaccounting.

20(2)ProductionManagerialaccountingprovidesnumeroustoolsformanagerstouseinsupportofproductionandproductionlogistics.21(3)AnalysisAlltheaccountinginformationneedstobeanalyzedbythemanagerialaccountantstogivebetterdirectiontothebusiness.223.Monitoring&ControllingMonitoring&Controllingisaprocessofkeepingthefirmsactivitiesintherighttrack,ameanstocheckifthecompanymeetstheexpectedgoal.23Ⅲ.ManagerialcostingconceptAnaccountingsystemmeasurescostswhicharelaterusedforanumberofpurposessuchas:(1)profitdetermination(2)performanceevaluation(3)inventoryvaluation(4)costcontrolItisveryessentialtounderstandwhatcostmeansandhowitcalculated.24Whatisthiscostfor?CostissegregatedintoManufacturingCostsandnon-manufacturingcosts(Selling,AdministrationandFinancialexpenses.)Themanufacturingcostsarefurthercategorizedintodirectmaterial,directlaborandoverheads.25CostbehaviorItreferstohowacostwouldrespondorreacttochangesinproduction.FIXEDCOST:Acostwhichisnotrelatedtoproductioniscalledfixedcosts.Inotherwords,itisacostthatremainsunchangedevenwithvariationinoutput.VARIABLECOSTAnycostwhichvariesexactlyinproductiontothechangeinactivity(productionorsale)wouldbetermasvariablecost.26SummaryⅠ.ManagerialAccountingvsFinancialAccountingⅡ.ManagerialAccountingandDecision-makingⅢ.ManagerialcostingconceptManagementaccountingPlanning

DirectingMonitoring&ControllingStrategy

PositioningBudgetingCostingProduction

Specialanalysis27ManagementaccountingPlanning

DirectingMonitoring&ControllingStrategy