成本与管理会计亨格瑞第13版英文版CA01ppt课件

1、The Accountants Role in the OrganizationCHAPTER 1LEARNING OBJECTIVESDescribe how cost accounting supports management accounting and financial accountingUnderstand how management accountants affect strategic decisionsDescribe the set of business functions in the value chain and Identify the dimension

2、s of performance that customers are expecting of companiesExplain the five-step decision making process and its role in management accountingDescribe three guidelines management accountants follow in supporting managersUnderstand how management accounting fits into an organizations structureUndersta

3、nd what professional ethics means to management accountantsLEARNING OBJECTIVE 1Describe how cost accounting supports management accounting and financial accountingAccounting Discipline OverviewManagerial Accounting measures, analyzes and reports financial and nonfinancial information to help manager

4、s make decisions to fulfill organizational goals. Managerial accounting need not be GAAP compliant.Financial Accounting focus on reporting to external users including investors, creditors, and governmental agencies. Financial statements must be based on GAAP.Financial and Managerial AccountingFinanc

5、ial Accounting focus on external users and GAAP rules P4Managerial Accounting focus on internal users and is not necessarily GAAP-driven. Also provides data for financial accounting. This includes:Cost AccountingCost ManagementCost AccountingProvides information for both management accounting and fi

6、nancial accounting.It measures and reports financial and non-financial data that relates to the cost of acquiring or consuming resources by an organisation.Cost managementThe approaches and activities of managers to use resources to increase value to customers and to achieve organizational goalsAmou

7、nts and kinds of material usedChanges in plant processes Changes in product designs.Linked with revenue and profitsCost management continuous reduction in costsMajor Differences Between Financial & Managerial AccountingManagerial AccountingFinancial AccountingPurposeDecision makingCommunicate financ

8、ial position to outsidersPrimary UsersInternal managersExternal usersFocus/EmphasisFuture-orientedPast-orientedRulesDo not have to follow GAAP; cost vs. benefitGAAP compliant; CPA auditedTime SpanUltra current to very long time horizonsHistorical monthly, quarterly reportsBehavioral IssuesDesigned t

9、o influence employee behaviorIndirect effects on employee behaviorLEARNING OBJECTIVE 2Understand how management accountants affect strategic decisionsStrategy and Management AccountingStrategy specifies how an organization matches its own capabilities with the opportunities in the marketplace to acc

10、omplish its objectives P5Generic StrategiesThere are three generic (primary) strategies:DifferentiationFocus (niche marketing)Cost leadershipStrategy and Management Accounting , conts.Management accounting helps answer important questions such as:Who are our most important customers, and how do we d

11、eliver value to them?What substitute products exist in the marketplace, and how do they differ from our own?What is our critical capability?Will we have enough cash to support our strategy or will we need to seek additional sources?Strategy and Management Accounting , conts.Strategic Cost Management

12、 focuses specifically on the cost dimension within a firms overall strategyStrategy and Management Accounting , conts.Cant be all things to all people. Be best at doing a few things.Then expand on those core competencies.AppleGoogle细分市场先锋石油马路型16%收入较高的男性，他们每年驾驶2.5万到5万英里,用信用卡购买高级汽油,在便利店购买三明治和饮料中心型16%中

13、高收入男女,他们喜欢一个品牌,有时认定一个加油站,经常购买高级汽油,用现金支付3型27%拥有F3特质,FUELFOODFAST,力争上游的男女,年龄一般不到25岁,行色匆匆,购买汽油时喜欢购买大量零食居家型21%家庭主妇,接送孩子上学价格型20%只购买便宜的汽油,对加油站和品牌没有偏好LEARNING OBJECTIVE 3Describe the set of business functions in the value chain and Identify the dimensions of performance that customers are expecting of comp

14、aniesManagement Accounting and ValueCreating value is an important part of planning and implementing strategy P6Value is the usefulness a customer gains from a companys product or serviceValue Chain is the sequence of business functions in which customer usefulness is added to products or servicesTh

15、e Value-Chain consists of:Research & DevelopmentDesignProductionMarketingDistributionCustomer Service 2021 Pearson Prentice Hall. All rights reserved.Management Accounting and Value, conts.The Value Chain IllustratedManagement Accounting and Value, conts.The Value Chain:P6Research and Development in

16、volves generating and experimenting with new ideas related to new products, services, or processes.The Design function undertakes detailed planning and engineering of products, services, or processes.Management Accounting and Value , conts.The Value Chain:P6Production is acquiring, coordinating, and

17、 assembling resources to produce a product or deliver a service.Marketing involves promoting and selling products or services to customers.Distribution is the process of delivering the products or services to customers. Customer Service provides after-sale support to customers.Reduce costs in each c

18、ategoryImprove efficiencyHelp managers make cost-benefit tradeoffsManagement Accounting and Value , conts.VC重构 Value Chain Components R&DDesignProductionMarketingDistributionServiceSupplierValueChainFirm ZValueChainDistribution ValueChainBuyer Value ChainDisposalValue ChainEnd-Use Consumer Pays for

19、Profit Margins Throughout the Value ChainPrimaryActivitiesSupportActivitiesServiceServiceServiceServiceA Supply Chain ImplementationKey Success FactorsThe dimensions of performance that customers expect, and that are key to the success of a company include:P7Cost and efficiency Determine what custom

20、ers are willing to pay for a product or service and set a “target price. By subtracting the desired profit, the company can then work to accomplish it “target cost.QualityCustomers expect high levels of quality. Total Quality Management (TQM) is a philosophy that seeks to improve operations througho

21、ut the company and exceed customer expectations.2022/7/1728Key Success Factors, conts.Time New product development time and customer response time are two elements of this factor. In todays time-conscious society, the customer wants the product or service now. Any delay is unacceptable. A company th

22、at can compete on the basis of time, whether in development or delivery is one that has an edge in todays market.InnovationA constant flow of new products or services is the basis for ongoing company success. LEARNING OBJECTIVE 4 Explain the five-step decision making process and its role in manageme

23、nt accounting Five-Step Decision Process Five-Step Decision Process , conts.Identify the problems and uncertainties. What are the choices that are being faced and where do the uncertainties lie?Obtain information. Gather information before making a decision helps the manager to make a more informed

24、decision.Make predictions about the future. On the basis of the information obtained attempt to predict the outcome of each course of action.Five-Step Decision Process , conts.Make decisions by choosing among alternatives. The information has been gathered, and projections made. Select an alternativ

25、e.A budget has been described as the quantitative expression of a proposed plan of action. It is a planning tool.Control is the action taken to implement the planning decisions represented by the budget.Five-Step Decision Process , conts.Implement the decision, evaluate performance, and learn. All t

26、he effort expended in steps 1-4 is useless unless the decision is put into action.Once implemented, the decision must be monitored. This is performance evaluation. One way of doing this is by comparing the budget with the actual results. This makes budgeting a control tool in addition to a planning

27、tool. Often this is accomplished by the use of a performance report.Learn. If the results were not as planned, find out why. Use this information to improve the decision-making process for future decisions. Planning and Control SystemsCollectively the four preceding steps are known as planningPlanni

28、ng：selects goals, predicts results, decides how to attain goals, and communicates this to the organizationBudget the most important planning toolControl：takes actions that implement the planning decision, decides how to evaluate performance, and provides feedback to the organizationLEARNING OBJECTIV

29、E 5Describe three guidelines management accountants follow in supporting managersManagement Accounting RolesProblem SolverScorekeeperAttention DirectorManagement Accounting GuidelinesCost-benefit approach. Always ask if the benefits from undertaking the activity exceed the costs of doing so. P12Beha

30、vioral considerations. Consider the motivational aspect of the decision. Will the managers and employees be motivated to work toward the goals of the organization?Technical considerations. This provides managers with appropriate information at appropriate intervals to assist in decision making.Manag

31、ement Accounting Guidelines , conts.Different costs for different purposes. Much of this book is about alternative ways to compute costs. In determining the cost, the first question that should be asked is “What is the purpose of this cost number? Performance evaluation, external reporting, internal

32、 decision making are three different purposes that might require a different view of cost. 成本对象举例成本种类产品洗衣机产品成本劳务洗衣服务劳务成本作业检验产品质量作业成本质量废品质量成本工作计划部门发展计划计划成本Different costs for different purposesLEARNING OBJECTIVE 6Understand how management accounting fits into an organizations structureOrganizational

33、Structure and the Management AccountantMost organizations distinguish between line and staff relationships. P13Line management is directly responsible for attaining the goals of the organization. Production is a line function. Staff management supports line management with advice and assistance. Acc

34、ounting and human resources are two examples of staff management functions.Line and Staff RelationshipsLine positions are directly related to achievement of the basic objectives of an organization.Example: Production supervisors in a manufacturing plant.Staff positions provide advice and assistance

35、to line managementExample: Cost accountants in the manufacturing plant.P14Organizational Structure and the Management Accountant, conts.The Chief Financial Officer or CFO (also called the finance director) is the executive responsible for overseeing the financial operations of an organization. Inclu

36、ded among the responsibilities of the CFO are several functions:Controller provides financial information to managers and shareholders and oversees the overall operations of the accounting system.Organizational Structure and the Management Accountant , conts.The Treasury function includes banking, f

37、inancing, investments, and cash management.Risk Management includes managing the financial risk of interest rate and exchange rate changes as well as derivatives management.Taxation includes income taxes, sales taxes, and international tax planning.Organizational Structure and the Management Account

38、ant, conts.Investor Relations responds to and interacts with shareholders.The scope and importance of Internal Audit has increased in recent years and now includes reviewing and analyzing financial and other records to attest to the integrity of the organizations financial reports and adherence to p

39、olicies and procedures.LEARNING OBJECTIVE 7Understand what professional ethics means to management accountantsAbandoning ethical standards in business would lead to a lower quality of life with lessdesirable goods and services at higher prices.Why Have Ethical Standards?Without ethical standards in

40、business, theeconomy, and all of us who depend on it forjobs, goods, and services, would suffer.Ethical standards in business are essential for asmooth functioning advanced market economy.Professional EthicsAccountants have a special obligation regarding ethics, as they are responsible for the integ

41、rity of the financial information provided to external and internal users.Sarbanes-Oxley focuses on improving internal control, corporate governance, monitoring of managers, and disclosure practices of public corporations.This legislation brought an increase in the ethical standards of managers and

42、accountants.The Sarbanes-Oxley Act of 2002The Sarbanes-Oxley Act of 2002 was intended to protect theinterests of those who invest in publicly traded companies byimproving the reliability and accuracy of corporate financialreports and disclosures. Six key aspects of the legislation include: The Act r

43、equires both the CEO and CFO to certify in writing that their companys financial statements and disclosures fairly represent the results of operations. The Act establishes the Public Company Accounting Oversight Board to provide additional oversight of the audit profession. The Act places the power

44、to hire, compensate and terminate public accounting firms in the hands of the audit committee. The Act places restrictions on audit firms, such as prohibiting public accounting firms from providing a variety of non-audit services to an audit client.The Sarbanes-Oxley Act of 2002 The Act requires tha

45、t a companys annual report contain aninternal control report that is accompanied by an opinion fromthe companys audit firm about the fairness of that report.The Act establishes severe penalties for certain behaviors,such as:Up to 20 years in prison for altering or destroying anydocuments that may ev

46、entually be used in an officialproceeding.Up to 10 years in prison for retaliating against a“whistle blower.Professional Ethics , conts.The Institute of Management Accountants (IMA) is the largest association of in management accountants in the United States.The IMA offers professional certification

47、 in the form of the CMA designation Certified Management Accountant. This certification represents a demonstration of technical competency in financial and managerial accounting and holds the CMA to high ethical standards.Professional Ethics, conts.The IMA Standards for Ethical Conduct for Practitio

48、ners of Management Accounting and Financial Management presents guidelines on issues relating to competence, confidentiality, integrity, and credibility or Objectivity.P14In addition to the Standards, the IMA has an ethics hotline to assist members in resolving their ethical dilemmas.The four standa

49、rds of ethical conduct for management accountants as advanced by the Institute of Management Accountants:CompetenceConfidentialityIntegrityCredibility or ObjectivityProfessional Ethics , conts.55CompetenceFollow applicablelaws, regulationsand standards. Maintain professional competence. Provide accu

50、rate, clear, concise, and timely decision support information. IMA Guidelines for Ethical BehaviorRecognize and communicate professional limitations that preclude responsible judgment.ConfidentialityDo not disclose confidential information unless legally obligated to do so. Ensure that subordinates

51、do not disclose confidential information. Do not use confidential information for unethical or illegal advantage. IMA Guidelines for Ethical BehaviorMitigate conflicts of interest and advise others of potential conflicts. Abstain from activities that might discredit the profession.Refrain from condu

52、ct that would prejudice carrying out duties ethically.IntegrityIMA Guidelines for Ethical BehaviorCommunicate information fairly and objectively.Disclose all relevant information that could influence a users understanding of reports and recommendations.CredibilityIMA Guidelines for Ethical BehaviorD

53、isclose delays or deficiencies in information timeliness, processing, or internal controls.Typical Ethical ChallengesCase A A management accountant, knowing that reporting a loss for a software division will result in yet another rightsizing initiative has concerns about the commercial potential of

54、a software product for which development costs are currently being capitalized as an asset rather than being shown as an expense for internal reporting purposes. The division manager argues that showing development costs as an asset is justified because the new product will generate profit. However,

55、 the division manager presents little evidence to support his argument. The last two products from this division have been unsuccessful. The management accountant has many friends in the division and wants to avoid a personal confrontation with the division manager.Typical Ethical ChallengesCase B A

56、 packaging supplier, bidding for a new contract, offers the management accountant of the purchasing company an all-expenses-paid weekend to the Super Bowl. The supplier does not mention the new contract when giving the invitation. The accountant is not a personal friend of the supplier. He knows cos

57、t issues are critical in approving the new contract and is concerned that the supplier will ask for details about bids by competing packaging companies.Typical Ethical ChallengesCase ACompetence, credibility and integrityCase BConfidentiality and integrity Follow employers established policies.For u

58、nresolved ethical conflicts: Discuss the conflict with immediate supervisor or next highest uninvolved manager.If immediate supervisor is the CEO, consider the board of directors or the audit committee.Contact with levels above the immediate supervisor should only be initiated with the supervisors k

59、nowledge, assuming the supervisor is not involved.IMA Guidelines for Resolution of an Ethical ConflictFollow employers established policies.For unresolved ethical conflicts: Except where legally prescribed, maintain confidentiality.Clarify issues in a confidential discussion with an objective advisor.Consult an attorney as to legal obligations.I