CHAPTER1TheManagerandManagementAccounting

Copyright?2015PearsonEducationChapter1LearningobjectivesDistinguishfinancialaccountingfrommanagementaccountingUnderstandhowmanagementaccountantshelpfirmsmakestrategicdecisionsDescribethesetofbusinessfunctionsinthevaluechainandidentifythedimensionsofperformancethatcustomersareexpectingofcompaniesCopyright?2015PearsonEducationChapter1Learningobjectives,concludedExplainthefive-stepdecision-makingprocessanditsroleinmanagementaccountingDescribethreeguidelinesmanagementaccountantsfollowinsupportingmanagersUnderstandhowmanagementaccountingfitsintoanorganization’sstructureUnderstandwhatprofessionalethicsmeantomanagementaccountantsCopyright?2015PearsonEducationAccountingDisciplineOverviewManagementaccounting—measures,analyzes,andreportsfinancialandnonfinancialinformationtohelpmanagersmakedecisionstofulfillorganizationalgoals.ManagementaccountingneednotbeGAAPcompliant.Financialaccounting—focusesonreportingtoexternalusersincludinginvestors,creditors,banks,suppliers,andgovernmentalagencies.FinancialstatementsmustbebasedonGAAP.Copyright?2015PearsonEducationAccountingDisciplineOverview,concludedCostaccounting–measures,analyzesandreportsfinancialandnonfinancialinformationrelatedtothecostsofacquiringorusingresourcesinanorganization.Today,mostaccountingprofessionalstakethepositionthatcostinformationispartofmanagementaccounting;therefore,thedistinctionbetweenthetwoisnotclear-cutandinthisbook,weoftenusethetermsinterchangeably.Copyright?2015PearsonEducationMajordifferencesbetweenmanagementandfinancialaccountingCopyright?2015PearsonEducationStrategyandManagementAccountingStrategyspecifieshowanorganizationmatchesitsowncapabilitieswiththeopportunitiesinthemarketplace. Therearetwobroadstrategies:cost leadershiporproductdifferentiationStrategiccostmanagement—describescostmanagementthatspecificallyfocusesonstrategicissues.Copyright?2015PearsonEducationStrategyandManagementAccounting,concludedManagementaccountinghelpsanswerimportantquestionssuchas:Whoareourmostimportantcustomers,andhowcanwebecompetitiveanddelivervaluetothem?Whatsubstituteproductsexistinthemarketplace,andhowdotheydifferfromourown?Whatisourmostcriticalcapability?Willadequatecashbeavailabletofundthestrategyorwilladditionalfundsneedtoberaised?Copyright?2015PearsonEducationManagementAccountingandValueCreatingvalueisanimportantpartofplanningandimplementingstrategy.Valueistheusefulnessacustomergainsfromacompany’sproductorservice.Theentirecustomerexperiencedeterminesthevalueacustomerderivesfromaproduct.Copyright?2015PearsonEducationManagementAccountingandValue,concludedTheValuechainisthesequenceofbusinessfunctionsinwhichaproductismadeprogressivelymoreusefultocustomers.TheValuechainconsistsof:Research&developmentDesignofProductsandProcessesProductionMarketingDistributionCustomerserviceCopyright?2015PearsonEducationTheValueChainIllustratedCopyright?2015PearsonEducationAValueChainImplementationCopyright?2015PearsonEducationSupply-chainanalysisProductionandDistributionarethepartsofthevaluechainassociatedwithproducinganddeliveringaproductorservice.ThesetwofunctionstogetherareknownastheSupply-ChainThesupplychaindescribestheflowofgoods,servicesandinformationfromtheinitialsourcesofmaterials,services,andinformationtotheirdeliveryregardlessofwhethertheactivitiesoccurinoneorganizationorinmultipleorganizations.Copyright?2015PearsonEducationKeySuccessFactorsCustomerswantcompaniestousethevaluechainandsupplychaintodeliverever-improvinglevelsofperformancewhenitcomestoseveral(orevenall)ofthefollowing:CostandefficiencyQualityTimeInnovationSustainabilityCopyright?2015PearsonEducationAFive-StepDecisionMakingProcessinPlanningandControlIdentifytheproblemanduncertainties.Obtaininformation.Makepredictionsaboutthefuture.Makedecisionsbychoosingbetweenalternatives.Implementthedecision,evaluateperformance,andlearn..Copyright?2015PearsonEducationPlanningandControlSystemsPlanningselectsgoalsandstrategies,predictsresults,decideshowtoattaingoals,andcommunicatesthistotheorganization.Budget—themostimportantplanningtool-isthequantitativeexpressionofaplanofactivitybymanagementandisanaidtocoordinatingwhatneedstobedonetoexecutethatplan.Controltakesactionsthatimplementtheplanningdecision,evaluatesperformance,andprovidesfeedbackandlearningtotheorganization..Copyright?2015PearsonEducationManagementAccountingGuidelinesThreeguidelineshelpmanagementaccountantsprovidethemostvaluetothestrategicandoperationaldecision-makingoftheircompanies:Cost–benefitapproach:benefitsofanaction/purchasegenerallymustexceedcostsasabasicdecisionrule.Behavioralandtechnicalconsiderations:peopleareinvolvedindecisions,notjustdollarsandcents.DifferentCostsforDifferentPurposes:Managersusealternativewaystocomputecostsindifferentdecision-makingsituations.Copyright?2015PearsonEducationATypicalOrganizationalStructureandtheManagementAccountant.Copyright?2015PearsonEducationProfessionalEthicsThefourstandardsofethicalconductformanagementaccountantsasadvancedbytheInstituteofManagementAccountantsare:CompetenceConfidentialityIntegrityObjectivityCopyright?2015PearsonEducationSarbanes-oxleyact(sox) TheSarbanes-Oxleylegislationwaspassedin2002inresponsetoaseriesofcorporatescandals.Theactfocusesonimproving:InternalcontrolsCorporategovernanceMonitoringofmanagersDisclosurepracticesofpubliccompaniesCopyright?2015PearsonEducationTermstolearnTERMStoLEARNPageNumberReferenceBudgetPage11ChiefFinancialOfficerPage14ControlPage11ControllerPage14CostAccountingPage4Cost-BenefitapproachPage12CostManagementPage4CustomerRelationshipManagement(CRM)Page7CustomerServicePag