管理会计英文版ppt课件.pptx

Management ManagerialAccounting 691097 Grade Attendance10 Quiz1 3 MCQs Calculation 30 Quiz1onWeek5Oct 14 30points Quiz2onWeek9Nov 11 40points Quiz3onWeek13Dec 9 30points Finalexam MCQs Calculation 60 Total100 Forfinalexam15MCQs30points5 6Calculationquestions70points MainContentsofMA1 BackgroundEnvironmentandnature purposeofmanagementinformation chap1 2 Costconceptandcostclassification chap2 Lesson1Costbehavior CVPanalysis chap3 4 chap14 Lesson2 3and10Accountingmethodandsystem chap5 9 Lesson4 6Budgeting profitplanningandStandardcosting chap10 12 Lesson7 8Performancemeasurement chap13 Lesson9 StructureofMA1 Background LESSON1 Accounting business andcompetitiveness PART1 Basicconceptsofmanagementaccounting Topicoutlineandrequiredreading 1 1Informationneedsofmanagersandotherusers Level2 Chapter1 pages8 111 2Comparingfinancialandmanagerialaccounting Level2 Chapter1 pages1 81 3Organizationstructure Level2 Norequiredreading1 4Processmanagement Level2 Chapter1 pages11 171 5Internationalethicalstandards Level2 Chapter1 pages17 28 IFACCodeofEthicsforProfessionalAccountants Learningobjectives Describetheroleofmanagementaccountantsinanorganization Identifymajordifferencesandsimilaritiesbetweenfinancialandmanagerialaccounting Identifyjobdescriptionsaseitherlineorstaffpositions Explaintheconceptsofleanproduction SixSigma e commerce enterprisesystems andenterpriseriskmanagement Explaintheimportanceofethicalstandardsinanadvancedeconomy ManagementAccounting OneofthecorefunctionsofbusinessesRelatestotheprovisionofappropriateinformation includingcostinformationfordecision making planning control andperformanceevaluationTimelybasisBerelevantObtainedefficientlyandeffectively Costaccounting DefinescostsandvaluatesinventoriestohelpmanagerstorunbusinessesCostaccountingandmanagementaccountingaresometimesinterchangeableTheirfunctionsTohelpcompaniesmakebetterdecisions 1 1Informationneedsofmanagersandotherusers 1 BackgroundGlobalization Morecompetition Timely uptodate andrelevantinformationneededTheinternetusage Fuelsglobalization WorldMerchandiseTradeVolumeByMajorProductGroup 1950 2009 VolumeIndices 1950 100 Source WorldTradeOrganization InternationalTradeStatistic2010 RegionalSharesInWorldMerchandiseExports 2009 DistributionofFortuneGlobal500companiesbetween2005and2010 Top10CompaniesofFortuneGlobal500 rankedbyrevenue Whatinformationdomanagementneed Toachieveorganizationalobjectives themanagementteamisresponsibleforplanning directing motivating andcontrollingtheactivitiesofthebusiness Managersneedinformationtohelpthemmanagetheorganization Thisinformationcanbeobtainedfromthefinancialaccountingsystem Insomeorganizations completelynewsystemsaredesignedtomeettheneedsofthemanagers 2 Strategy A gameplan thatenablesacompanytoattractcustomersbydistinguishingitselffromcompetitors Thefocalpointofacompany sstrategyshouldbeitstargetcustomers Apossiblecourseofactionthatmightenableanorganizationtoachieveitsobjectives CustomerValuePropositions 3 WorkofManagement Planning Controlling DirectingandMotivating Planning UsuallyinvolvesEstablishingabasicstrategySelectingacourseofactionSpecifyinghowtheactionwillbeimplemented Planning Identifyalternatives Whethertoopennewstore Selectalternativethatdoesthebestjoboffurtheringorganization sobjectives Developbudgetstoguideprogresstowardtheselectedalternative Usually Planninginvolvesthefollowing EstablishingobjectivesSelectingappropriatestrategiestoachievethoseobjectivesForcesmanagementtothinkaheadsystematicallyinboththeshorttermandthelongterm Long termStrategicPlanning CorporateplanningInvolvesselectingappropriatestrategiessoastopreparealong termplantoattainobjectivesAdetailed lengthyprocessTheassessmentstage theexternalenvironment theorganization thefuture expectations TheobjectivestageTheevaluationstage alternativewaysofachievingobjectives Thecorporateplan Short termTacticalPlanning ForoperationalpurposesUsuallycoveringoneyearRelatingtosections functions ordepartmentsTheannualprocessshouldbeseenasstagesintheprogressivefulfillmentofthecorporateplanaseachshort termplansteerstheorganizationtowardsitslong termobjectives ProductionplanningResourceplanningProductplanningResearchanddevelopmentplanningDetailedoperationalplanswhichimplementthecorporateplanonamonthly quarterlyorannualbasisIncludeshort termbudges standardsandobjectives DirectingandMotivating Directingandmotivatinginvolvesmanagingday to dayactivitiestokeeptheorganizationrunningsmoothly Employeeworkassignments Routineproblemsolving Conflictresolution Effectivecommunications Manager sjobthatdealswiththeroutineandthehereandnow Controlling TwostagesComparisonTheperformancesetoutinthedetailedoperationalplansVSTheactualperformanceReviewthecorporateplantoassesswhethertheobjectivesoftheplancanbeachieved Modifytheplanasnecessarybeforeanyseriousdamagetotheorganization sfuturesuccessoccurs Thecontrolfunctionensuresthatplansarebeingfollowed Feedbackintheformofperformancereportsthatcompareactualresultswiththebudgetareanessentialpartofthecontrolfunction Oneofthecentralpurposesofmanagerialaccountingistoprovidesuchfeedbacktomanagers Decision making Managementisdecision making AlwaysinvolvesachoicebetweenalternativesTheroleofthemanagementaccountanttoprovideinformationsothatmanagementcanreachaninformeddecision PlanningandControlCycle DecisionMaking Formulatinglong andshort termplans Planning Measuringperformance Controlling Implementingplans DirectingandMotivating Comparingactualtoplannedperformance Controlling Begin Exhibit2 1 1 2ComparisonofFinancialandManagerialAccounting 1 3OrganizationalStructure Someformofdecentralizationcanbefoundinallbutthesmallestorganizations ReasonsofdecentralizationTospeedupdecisionsToprovidemoredecisioncapacitythanonepersoncanprovideTotrainreplacementsforexecutivepositionsinheadoffice Decentralizationisthedelegationofdecision makingauthoritythroughoutanorganizationbygivingmanagerstheauthoritytomakedecisionsrelatingtotheirareaofresponsibility OrganizationChart Anorganizationchartshowshowresponsibility orchainofcommand isdividedwithinanentity Afunctionalview LineandStaffRelationships Linepositionsaredirectlyrelatedtoachievementofthebasicobjectivesofanorganization Example Productionsupervisorsinamanufacturingplant Staffpositionssupportandassistlinepositions Example Costaccountantsinthemanufacturingplant TheChiefFinancialOfficer CFO Amemberofthetopmanagementteamresponsiblefor Providingtimelyandrelevantdatatosupportplanningandcontrolactivities Preparingfinancialstatementsforexternalusers IntheUSA acontrolleroftenrunstheaccountingdepartmentandreportsdirectlytotheCFO 1 4ProcessManagement TremendouslychangedbusinessenvironmentTosucceedinthiscompetitiveenvironment companiesusethefollowingmajorapproaches Improvethequalityoftheproductsorservicesoffered Reducethecostsofprovidingtheseproductsorservices Businessprocessmanagementisastrategythatfocusestheseapproachesoninternaloperations Businessprocessandvaluechain AbusinessprocessAseriesofstepsthatarefollowedinordertocarryoutsometaskinabusiness AvaluechainConsistingofthemajorbusinessfunctionsthataddvaluetoacompany sproductsandservices ProcessManagement Therearethreeapproachestoimprovingbusinessprocesses LeanProduction TheoryofConstraints TOC SixSigma Traditional Push ManufacturingCompany ForecastSales Ordercomponents ProducegoodsinAnticipationofSales MakeSalesfromFinishedGoodsInventory StoreInventory Traditional push manufacturing Traditional Push ManufacturingCompany Largeinventories Finishedgoods Rawmaterials Workinprocess Materialswaitingtobeprocessed Completedproductsawaitingsale Partiallycompletedproductsrequiringmoreworkbeforetheyarereadyforsale LeanProduction Exhibit1 6 Theleanthinkingmodelisafivestepapproach Identifyvalueinspecificproducts services Identifythebusinessprocessthatdeliversvalue Organizeworkarrangementsaroundtheflowofthebusinessprocess Createapullsystemthatrespondstocustomerorders Continuouslypursueperfectioninthebusinessprocess CustomerPlacesanOrder CreateProductionOrder GenerateComponentRequirements ProductionBeginsasPartsArrive GoodsDeliveredwhenneeded ComponentsareOrdered LeanProduction Thefivestepprocessresultsina pull manufacturingsystemthatreducesinventories decreasesdefects reduceswastedeffort andshortenscustomerresponsetimes LeanProduction Leanthinkingmaybeusedtoimprovebusinessprocessesthatlinkcompaniestogether SupplychainmanagementThecoordinationofbusinessprocessesacrosscompaniestobetterserveendconsumers Aconstraint alsocalledabottleneck isanythingthatpreventsyoufromgettingmoreofwhatyouwant TheTheoryofConstraintsisbasedontheobservationthateffectivelymanagingtheconstraintisthekeytosuccess Theconstraintinasystemisdeterminedbythestepthathasthesmallestcapacity TheoryofConstraints 4 Recognizethattheweakestlinkisnolongerso 1 Identifytheweakestlink 2 Allowtheweakestlinktosetthetempo 3 Focusonimprovingtheweakestlink Onlyactionsthatstrengthentheweakestlinkinthe chain improvetheprocess TheoryofConstraints SixSigma Aprocessimprovementmethodrelyingoncustomerfeedbackandfact baseddatagatheringandanalysistechniquestodriveprocessimprovement Referstoaprocessthatgeneratesnomorethan3 4defectspermillionopportunities Sometimesassociatedwiththetermzerodefects SixSigma Exhibit1 8 1 5Internationalethicalstandards TheInstituteofManagementAccountant s IMA StandardsofEthicalConductforPractitionersofManagementAccountingandFinancialManagementhavetwomajorparts whichofferguidelinesfor Ethicalbehavior Resolutionforanethicalconflict Competence Followapplicablelaws regulationsandstandards Maintainprofessionalcompetence Provideaccurate clear concise andtimelydecisionsupportinformation IMAGuidelinesforEthicalBehavior Recognizeandcommunicateprofessionallimitationsthatprecluderesponsiblejudgment Confidentiality Donotdiscloseconfidentialinformationunlesslegallyobligatedtodoso Ensurethatsubordinatesdonotdiscloseconfidentialinformation Donotuseconfidentialinformationforunethicalorillegaladvantage IMAGuidelinesforEthicalBehavior Mitigateconf