成本与管理会计亨格瑞第13版英文版CA01课件.pptx

1、The Accountants Role in the OrganizationCHAPTER 1LEARNING OBJECTIVES1.Describe how cost accounting supports management accounting and financial accounting2.Understand how management accountants affect strategic decisions3.Describe the set of business functions in the value chain and Identify the dim

2、ensions of performance that customers are expecting of companies4.Explain the five-step decision making process and its role in management accounting5.Describe three guidelines management accountants follow in supporting managers6.Understand how management accounting fits into an organizations struc

3、ture7.Understand what professional ethics means to management accountantsuLEARNING OBJECTIVE 1uDescribe how cost accounting supports management accounting and financial accountingAccounting Discipline OverviewuManagerial Accounting measures,analyzes and reports financial and nonfinancial information

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

5、ountingFinancial 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 accoun

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

7、al goalsAmounts and kinds of material usedChanges in plant processes Changes in product designs.uLinked with revenue and profitsuCost management continuous reduction in costsMajor Differences Between Financial&Managerial AccountingManagerial AccountingFinancial AccountingPurposeDecision makingCommun

8、icate financial 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 IssuesDe

9、signed to influence employee behaviorIndirect effects on employee behavioruLEARNING OBJECTIVE 2uUnderstand how management accountants affect strategic decisionsStrategy and Management AccountingStrategy specifies how an organization matches its own capabilities with the opportunities in the marketpl

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

11、 we deliver 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 Manageme

12、nt 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.AppleGoogleu细分市场（先锋石油）细分市场（先锋石油）马路型马路型 16%收入较高的男性，他们每年驾驶收入较高的男性，他们每年驾驶2.52.5万到万到

13、5 5万英里万英里,用信用信用卡购买高级汽油用卡购买高级汽油,在便利店购买三明治和饮料在便利店购买三明治和饮料中心型中心型 16%中高收入男女中高收入男女,他们喜欢一个品牌他们喜欢一个品牌,有时认定一个加油站有时认定一个加油站,经常购买高级汽油经常购买高级汽油,用现金支付用现金支付3 3型型27%拥有拥有F3F3特质特质,FUELFOODFAST,FUELFOODFAST,力争上游的男女力争上游的男女,年龄一年龄一般不到般不到2525岁岁,行色匆匆行色匆匆,购买汽油时喜欢购买大量零食购买汽油时喜欢购买大量零食居家型居家型 21%家庭主妇家庭主妇,接送孩子上学接送孩子上学价格型价格型 20%只购

14、买便宜的汽油只购买便宜的汽油,对加油站和品牌没有偏好对加油站和品牌没有偏好uLEARNING OBJECTIVE 3uDescribe the set of business functions in the value chain and Identify the dimensions of performance that customers are expecting of companiesManagement Accounting and ValueCreating value is an important part of planning and implementing str

15、ategy 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 servicesuThe Value-Chain consists of:1.Research&Development2.Design3.Production4.Marketing5.Distribution6.Customer

16、 Service 2009 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 involves generating and experimenting with new ideas related to new products,services,or processes

17、.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 assembling resources to produce a product or deliver a service.Marketing involves promoting and selling

18、 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.uReduce costs in each categoryuImprove efficiencyuHelp managers make cost-benefit tradeoffsManagement Accounting and Value,cont

19、s.VC重构重构 Value Chain Components R&DDesignProductionMarketingDistributionServiceSupplierValueChainFirm ZValueChainDistribution ValueChainBuyer Value ChainDisposalValue ChainEnd-Use Consumer Pays for Profit Margins Throughout the Value ChainPrimaryActivitiesSupportActivitiesServiceServiceServiceServic

20、eA 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 customers are willing to pay for a product or service and set a“target price.”By subtracting the desired prof

21、it,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 throughout the company and exceed customer expectations.2022-11-1828Key Success Factors,conts.Time New product devel

22、opment 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 that can compete on the basis of time,whether in development or delivery is one that has an edge in todays market.

23、InnovationA constant flow of new products or services is the basis for ongoing company success.uLEARNING OBJECTIVE 4 uExplain the five-step decision making process and its role in management accounting Five-Step Decision Process Five-Step Decision Process,conts.Identify the problems and uncertaintie

24、s.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 decision.Make predictions about the future.On the basis of the information obtained attempt to predict the outcome o

25、f 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 alternative.A budget has been described as the quantitative expression of a proposed plan of action.It is a planning tool.Control is

26、 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 the effort expended in steps 1-4 is useless unless the decision is put into action.Once implemented,the decision must be monitore

27、d.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 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 in

28、formation to improve the decision-making process for future decisions.Planning and Control SystemsCollectively the four preceding steps are known as planningPlanning：selects goals,predicts results,decides how to attain goals,and communicates this to the organizationBudget the most important planning

29、 toolControl：takes actions that implement the planning decision,decides how to evaluate performance,and provides feedback to the organizationuLEARNING OBJECTIVE 5uDescribe three guidelines management accountants follow in supporting managersManagement Accounting RolesProblem SolverScorekeeperAttenti

30、on DirectorManagement Accounting GuidelinesCost-benefit approach.Always ask if the benefits from undertaking the activity exceed the costs of doing so.P12Behavioral considerations.Consider the motivational aspect of the decision.Will the managers and employees be motivated to work toward the goals o

31、f the organization?Technical considerations.This provides managers with appropriate information at appropriate intervals to assist in decision making.Management Accounting Guidelines,conts.Different costs for different purposes.Much of this book is about alternative ways to compute costs.In determin

32、ing the cost,the first question that should be asked is“What is the purpose of this cost number?”Performance evaluation,external reporting,internal decision making are three different purposes that might require a different view of cost.成本对象成本对象举例举例成本种类成本种类产品产品洗衣机洗衣机产品成本产品成本劳务劳务洗衣服务洗衣服务劳务成本劳务成本作业作业检

33、验产品质量检验产品质量作业成本作业成本质量质量废品废品质量成本质量成本工作计划工作计划部门发展计划部门发展计划计划成本计划成本Different costs for different purposesuLEARNING OBJECTIVE 6uUnderstand how management accounting fits into an organizations structureOrganizational Structure and the Management AccountantMost organizations distinguish between line and st

34、aff 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.Accounting and human resources are two examples of staff management functions.Line positions are

35、 directly related to achievement of the basic objectives of an organization.Example:Production supervisors in a manufacturing plant.Staff positions provide advice and assistance to line managementExample:Cost accountants in the manufacturing plant.P14Organizational Structure and the Management Accou

36、ntant,conts.The Chief Financial Officer or CFO(also called the finance director)is the executive responsible for overseeing the financial operations of an organization.Included among the responsibilities of the CFO are several functions:Controller provides financial information to managers and share

37、holders and oversees the overall operations of the accounting system.Organizational Structure and the Management Accountant,conts.The Treasury function includes banking,financing,investments,and cash management.Risk Management includes managing the financial risk of interest rate and exchange rate c

38、hanges as well as derivatives management.Taxation includes income taxes,sales taxes,and international tax planning.Organizational Structure and the Management Accountant,conts.Investor Relations responds to and interacts with shareholders.The scope and importance of Internal Audit has increased in r

39、ecent years and now includes reviewing and analyzing financial and other records to attest to the integrity of the organizations financial reports and adherence to policies and procedures.uLEARNING OBJECTIVE 7uUnderstand what professional ethics means to management accountantsAbandoning ethical stan

40、dards 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 business,theeconomy,and all of us who depend on it forjobs,goods,and services,would suffer.Ethical standards in business are essentia

41、l for asmooth functioning advanced market economy.Professional EthicsAccountants have a special obligation regarding ethics,as they are responsible for the integrity of the financial information provided to external and internal users.Sarbanes-Oxley focuses on improving internal control,corporate go

42、vernance,monitoring of managers,and disclosure practices of public corporations.This legislation brought an increase in the ethical standards of managers and accountants.The Sarbanes-Oxley Act of 2002The Sarbanes-Oxley Act of 2002 was intended to protect theinterests of those who invest in publicly

43、traded companies byimproving the reliability and accuracy of corporate financialreports and disclosures.Six key aspects of the legislation include:The Act requires both the CEO and CFO to certify in writing that their companys financial statements and disclosures fairly represent the results of oper

44、ations.The Act establishes the Public Company Accounting Oversight Board to provide additional oversight of the audit profession.The Act places the power to hire,compensate and terminate public accounting firms in the hands of the audit committee.The Act places restrictions on audit firms,such as pr

45、ohibiting public accounting firms from providing a variety of non-audit services to an audit client.The Sarbanes-Oxley Act of 2002 The Act requires that a companys annual report contain aninternal control report that is accompanied by an opinion fromthe companys audit firm about the fairness of that

46、 report.The Act establishes severe penalties for certain behaviors,such as:Up to 20 years in prison for altering or destroying anydocuments that may eventually be used in an officialproceeding.Up to 10 years in prison for retaliating against a“whistle blower.”Professional Ethics,conts.The Institute

47、of Management Accountants(IMA)is the largest association of in management accountants in the United States.The IMA offers professional certification in the form of the CMA designation Certified Management Accountant.This certification represents a demonstration of technical competency in financial a

48、nd managerial accounting and holds the CMA to high ethical standards.Professional Ethics,conts.The IMA Standards for Ethical Conduct for Practitioners of Management Accounting and Financial Management presents guidelines on issues relating to competence,confidentiality,integrity,and credibility or O

49、bjectivity.P14In addition to the Standards,the IMA has an ethics hotline to assist members in resolving their ethical dilemmas.The four standards of ethical conduct for management accountants as advanced by the Institute of Management Accountants:CompetenceConfidentialityIntegrityCredibility or Obje

50、ctivity,conts.55CompetenceFollow applicablelaws,regulationsand standards.Maintain professional competence.Provide accurate,clear,concise,and timely decision support information.IMA Guidelines for Ethical BehaviorRecognize and communicate professional limitations that preclude responsible judgment.Co