加里森管理会计第一章课件

加里森管理会计第一章,1,ManagerialAccounting:AnOverview,Chapter1,FinancialandManagerialAccounting:SevenKeyDifferences,加里森管理会计第一章,3,WorkofManagement,Planning,DecisionMaking,Controlling,加里森管理会计第一章,4,Planning,EstablishGoals.,Controlling,Thecontrolfunctiongathersfeedbacktoensurethatplansarebeingfollowed.,Feedbackintheformofperformancereportsthatcompareactualresultswiththebudgetareanessentialpartofthecontrolfunction.,DecisionMaking,Decisionmakinginvolvesmakingaselectionamongcompetingalternatives.,Whatshouldwebeselling?,Whoshouldwebeserving?,Howshouldweexecute?,ManagerialAccountingActivities:MarketingMajors,Howmanysalespeopleshouldweplantohiretoserveanewterritory?,HowmuchshouldwebudgetforTV,print,andinternetadvertising?,Planning,ManagerialAccountingActivities:MarketingMajors,Areweaccumulatingtoomuchinventoryduringtheholidayshoppingseason?,Isthebudgetedpricecutincreasingunitsalesasexpected?,Controlling,ManagerialAccountingActivities:MarketingMajors,Shouldweselldirectlytocustomersoruseadistributor?,Shouldwesellourservicesasonebundleorsellthemseparately?,DecisionMaking,ManagerialAccountingActivities:OperationsManagementMajors,Howmuchshouldwebudgetfornextperiodsutilityexpense?,Howmanyunitsshouldweplantoproducenextperiod?,Planning,ManagerialAccountingActivities:OperationsManagementMajors,Areweachievingourgoalofreducingthenumberofdefectiveunitsproduced?,Didwespendmoreorlessthanexpectedfortheunitsweactuallyproduced?,Controlling,ManagerialAccountingActivities:OperationsManagementMajors,Shouldweredesignourmanufacturingprocesstolowerinventorylevels?,Shouldwebuyanewpieceofequipmentorupgradeourexistingmachine?,DecisionMaking,ManagerialAccountingActivities:HumanResourceManagementMajors,Howmuchshouldweplantospendonemployeerecruitmentadvertising?,Howmuchshouldweplantospendforoccupationalsafetytraining?,Planning,ManagerialAccountingActivities:HumanResourceManagementMajors,Arewemeetingourgoalofcompletingtimelyperformanceappraisals?,Isouremployeeretentionrateexceedingourgoals?,Controlling,ManagerialAccountingActivities:HumanResourceManagementMajors,Shouldwehiretemporaryworkersorfull-timeemployees?,Shouldwehireanon-sitemedicalstafftolowerourhealthcarecosts?,DecisionMaking,AccountingMajors,Manyaccountinggraduatesbeginworkingforpublicaccountingfirms.However,mostleaveatsomepointtoworkinotherorganizations.,TheIMAestimatesthat80%ofprofessionalaccountantsintheU.S.workinnon-publicaccountingenvironments.,80%,CertifiedManagementAccountant,AmanagementaccountantwhohasthenecessaryqualificationsandwhopassesarigorousprofessionalexamearnstherighttobeknownasaCertifiedManagementAccountant(CMA).,CMAExam,InformationaboutbecomingaCMAandtheCMAprogramcanbeaccessedontheIMAswebsiteatorbycalling1-800-638-4427.,Part1FinancialPlanning,PerformanceandControlExternalFinancialReportingDecisionsPlanning,budgeting,andforecastingPerformancemanagementCostmanagementInternalcontrolsPart2FinancialDecisionMakingFinancialstatementanalysisCorporatefinanceDecisionanalysisriskmanagementInvestmentdecisionsProfessionalethics,StrategicManagementSkills,Astrategyisa“gameplan”thatenablesacompanytoattractcustomersbydistinguishingitselffromcompetitors.,Thefocalpointofacompanysstrategyshouldbeitstargetcustomers.,CustomerValuePropositions,EnterpriseRiskManagement,Aprocessusedbyacompanytoproactivelyidentifyandmanagerisk.,Onceacompanyidentifiesitsrisks,perhapsthemostcommonriskmanagementtacticistoreducerisksbyimplementingspecificcontrols.,EnterpriseRiskManagement,ProcessManagement,Abusinessprocessisaseriesofstepsthatarefollowedinordertocarryoutsometaskinabusiness.,LeanProduction,Customerplacesanorder,CreateProductionOrder,Generatecomponentrequirements,Productionbeginsaspartsarrive,Goodsdeliveredwhenneeded,Componentsareordered,LeanProductionisoftencalledJust-In-Time(JIT)production.,LeanProduction,ProducegoodsinanticipationofSales,MakeSalesfromFinishedGoodsInventory,TraditionalManufacturing,LeanProduction,Becauseleanthinkingonlyallowsproductioninresponsetocustomerorders,thenumberofunitsproducedtendstoequalthenumberofunitssold.,Theleanapproachalsoresultsinfewerdefects,lesswastedeffort,andquickercustomerresponsetimesthantraditionalproductionmethods.,TheoryofConstraints,Aconstraint(alsocalledabottleneck)isanythingthatpreventsyoufromgettingmoreofwhatyouwant.TheTheoryofConstraints(TOC)isbasedontheobservationthateffectivelymanagingtheconstraintisthekeytosuccess.,Theconstraintinasystemisdeterminedbythestepthathasthesmallestcapacity.,4.Recognizethattheweakestlinkisstronger.,1.Identifytheweakestlink.,2.Allowtheweakestlinktosetthetempo.,3.Focusonimprovingtheweakestlink.,Onlyactionsthatstrengthentheweakestlinkinthe“chain”improvetheprocess.,TheoryofConstraints,MeasurementSkills,Agoodmanagercomplementsanunderstandingofstrategy,risks,andbusinessprocesseswithdata-drivenanalysis.,Thekeytoeffectiveanalysisistounderstandthatthequestionyouareaddressingdefineswhatyoumeasureandhowyouanalyzethedata.,MeasurementSkills,Whatnetincomeshouldmycompanyreporttoitsstockholders?,Measureandreporthistoricaldatathatcomplieswithapplicablerules.,Howwillmycompanyserveitscustomers?,Measureandanalyzemostlynon-financial,process-orienteddata.,Willmycompanyneedtoborrowmoney?,Measureandanalyzeestimatedfuturecashflows.,MeasurementSkills,Controlling,Planning,DecisionMaking,Theprimarypurposeofthiscourseistoteachmeasurementskillsthatmanagersusetosupportplanning,controlling,anddecisionmakingactivities.,加里森管理会计第一章,32,LeadershipSkills,SixSkillsofanEffectiveLeaderTechnicalcompetenceHighintegrityUnderstandhowtoimplementorganizationalchangeStrongcommunicationskillsCapableofmotivatingandmentoringotherpeopleEffectivelymanageteam-baseddecisionprocesses,加里森管理会计第一章,33,CodeofConductforManagementAccountants,TheInstituteofManagementAccountants(IMA)StatementofEthicalProfessionalPracticeconsistsoftwopartsthatofferguidelinesfor:Ethicalbehavior.Resolutionforanethicalconflict.,加里森管理会计第一章,34,Competence,Followapplicablelaws,regulationsandstandards.,Maintainprofessionalcompetence.,Provideaccurate,clear,concise,andtimelydecisionsupportinformation.,IMAGuidelinesforEthicalBehavior,Recognizeandcommunicateprofessionallimitationsthatprecluderesponsiblejudgment.,加里森管理会计第一章,35,Confidentiality,Donotdiscloseconfidentialinformationunlesslegallyobligatedtodoso.,Ensurethatsubordinatesdonotdiscloseconfidentialinformation.,Donotuseconfidentialinformationforunethicalorillegaladvantage.,IMAGuidelinesforEthicalBehavior,加里森管理会计第一章,36,Mitigateconflictsofinterestandadviseothersofpotentialconflicts.,Abstainfromactivitiesthatmightdiscredittheprofession.,Refrainfromconductthatwouldprejudicecarryingoutdutiesethically.,Integrity,IMAGuidelinesforEthicalBehavior,加里森管理会计第一章,37,Communicateinformationfairlyandobjectively.,Discloseallrelevantinformationthatcouldinfluenceausersunderstandingofreportsandrecommendations.,Credibility,IMAGuidelinesforEthicalBehavior,Disclosedelaysordeficienciesininformationtimeliness,processing,orinternalcontrols.,加里森管理会计第一章,38,IMAGuidelinesforResolutionofanEthicalConflict,Followemployersestablishedpolicies.Foranunresolvedethicalconflict:Discusstheconflictwithimmediatesupervisorornexthighestuninvolvedmanageriallevel.IfimmediatesupervisoristheCEO,considertheboardofdirectorsortheauditcommittee.Contactwithlevelsabovetheimmediatesupervisorshouldonlybeinitiatedwiththesupervisorsknowledge,assumingt