1、Management Accounting管理會計,2014.09,Textbook,Management Accounting,15th Charles T Horngren Prentice 2013,Chapter 1,Managerial Accounting Business Organization Professional Ethics,Learning Objectives,users and uses of accounting information cost-benefit and behavioral issues role of budgets and perform

2、ance reports in planning and control the role accountants play in the companys value-chain functions why accounting is important in a variety of career paths current trends in management accounting,Objective 1,Users and uses of accounting information,Organizations,Goal,Organizations,Resources,People

3、,Activities,Management,Making decision 決策,Planning 計劃,Directing 指導,Controlling 控制,Marketing information,Technology Information,Managerial accounting Information,Financial accounting Information,Users of accounting information,The basic purpose of accounting information is to help decision makers. Bo

4、th internal users and external users use accounting information.,Users of Accounting Information,use information for short-term planning and controlling routine operations.,Internal managers,use information for making nonroutine decisions and formulating overall policies and long-range plans.,Users

5、of Accounting Information,External parties,use information for making decisions about the company.,Investors,Government authorities,Management Accounting 管理會計,It is the process of identifying, measuring, accumulating, analyzing, preparing, interpreting, and communicating information that managers us

6、e to fulfill organizational objectives.,What is Management Accounting,Financial Accounting 財務會計,It refers to accounting information developed for the use of external parties such as stockholders, suppliers, banks, and government regulatory agencies.,What is Financial Accounting,Management accounting

7、(管理會計）: provide information for managers within an organization. Financial accounting（財務會計）: produces information for external users, such as stockholder, banks and government departments.,Users of accounting information,Decision making support,Accounting information can help managers answer three t

8、ypes of questions. scorecard question 計分問題. Is the firm doing well or poorly? attention directing question 指引問題. Which areas require additional investigation? problem solving question 解決問題 . Of the alternative being considered, which is best?,Scorekeeping: the classification, accumulation and report

9、ing of data that help users understand and evaluate performance. Attention directing: involving routine reports that compare actual result and expected result.,Decision making support,Problem solving: involving analysis of the impacts of each alternative to identify the best course to follow (Assess

10、 Possible Courses of Action),Decision making support,Accounting information system,Accounting information system: formal mechanism for gathering, organizing, and communicating information about activities. There are three categories of requirements imposed on accounting systems designed to meet the

11、requirements of external users. Financial reporting rules 財務報告規(guī)則 Tax rules 稅務規(guī)則 Government regulations 政府管制,Objective 2,Cost-benefit and behavioral considerations,Cost-benefit balance,Accounting information systems are economic goods available at various costs. Managers should weigh estimated costs

12、against benefits from the information systems.,Behavioral implication,Manager should consider accounting information systems effect on the behavior of managers. Example: if system is too complex or difficult to use, manager would not like to use it.,Objective 3,Role of budgets and performance report

13、s in planning and control,Management process and accounting information,Accounting information helps managers plan and control the organizations operations. Planning: setting objectives and outline how it will attain them. Control: implementing plans and using feedback to evaluate the attainment of

14、objectives.,Budget and performance report,Budget（預算）: quantitative expression of a plan of action. Performance report（績效報告）: provide feedback by comparing results with plan and by highlighting variances. Performance report spur investigation of exceptions. Managers revise operations to conform with

15、the plans or revise the plans. This is management by exception（例外管理） .,Objective 4,Accountants role in value-chain functions,Product life cycles （產(chǎn)品壽命周期）,To effectively plan and control production of goods or services, accountants and managers must consider the product life cycle. Product life cycle

16、: various stages through which a product passes Conception and development Introduction into market Maturation of the market Withdrawal from the market,At each stage, managers face differing costs and potential Returns. Strategy would be changed at each stage.,The value chain （價值鏈）,The value chain:

17、the set of business functions or activities that add value to the products or services of an organization. Not all functions are of equal importance to the success of a firm. Manager must decide which of these functions enables the firm to gain and maintain a competitive edge. Accountants play a rol

18、e in supporting all the value-chain functions.,The value chain （價值鏈）,Each value chain function should focus on activities that create value for the customers. Successful business never lose sight of the importance of maintaining a focus on the needs of their customers.,Accountings position,The role

19、of management accountants in organizations has changed. Management accountant is becoming an internal consultant on information-related issues.,Prepares standardized reports,Collects and compiles information,Interprets and Analyzes information,Is Involved in decision making,Internal Consultant,Manag

20、ement,Line and staff authority,Line managers: directly involved with making and selling products or services. Staff managers: Advisory Support line managers.,Line and staff authority,Cross-functional teams: Found in modern, “flatter” organizations; Functional areas work together in decision-making p

21、rocess.,Planning for control Reporting and interpreting Evaluating and consulting Tax administration Government reporting Protection of assets Economic appraisal,Treasurer Functions,Provision of capital Investor relations Short-term financing Banking and custody Credits and collections Investments R

22、isk management,Controller Functions,Chief Financial Officer (CFO),Objective 5,Management Accountants and career,CMA,CMA（注冊管理會計師）: certified management accountant. The Institute of Management Accountants (IMA) oversees the CMA program.,Objective 6,Current trends in management accounting,Adaptation to

23、 change,Markets have become more competitive, and access to information has become more important. Many firms derive their competitive advantage from their information, not their physical facilities.,Adaptation to change,Four major trends are influencing management accounting. Shift from manufacture

24、d-based to service-based economy in the US Increased global competition Advances in technology Changes in business process management,Service sector,Many ideas of management accounting developed in manufacturing sector have evolved so that they apply to service sector and nonprofit organizations. Se

25、rvice sector includes following characteristics Labor is major component of costs. Output is usually difficult to measure. Service firms cannot store their major inputs and outputs.,Service sector,The service sector account for almost 80% of the employment in the US. Service industries are extremely

26、 competitive and their managers increasingly rely on accounting information.,Global competition,Global competition has increased as many nations have lowered international barriers to trade. To regain their competitive edge, many US firms redesigned their accounting systems to provide more accurate

27、and timely information about the cost of activities, products, or services.,Advances in technology,Technological changes have affected both the production and use of accounting information. In many cases, databases allow managers to access data directly and to generate their own reports and analyses

28、. Managers and accountants work together to assure the availability of the data needed for decisions.,Advances in technology,E-commerce: B2C; B2B ERP( enterprise resource planning ) integrated information systems that support all functional areas of a firm. Accounting is just one part of such a system.,Changes in business process management,Some firms implement sweeping changes in operations through business process reengineering（業(yè)務流程再造）. Rethinking and redesign of business processes to improve performance in areas such as Cost