管理会计01

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Controlling
The control function ensures that plans are being followed.
Feedback in the form of performance reports that compare actual results with the budget are an essential part of the control function.
R&D
Product Design
Customer Manufacturing Marketing Distribution Service
Business functions making up the value chain
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Comparing actual to planned performance (Controlling)
Decision Making
Implementing plans (Directing and Motivating)
Measuring performance (Controlling)
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1-10
Comparison of Financial and Managerial Accounting
Financial Accounting Managerial Accounting
1. Users 2. Time focus 3. Verifiability versus relevance 4. Precision versus timeliness 5. Subject 6. GAAP 7. Requirement
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1-19
Traditional “Push” Manufacturing Company
Forecast Sales
Order components
Store Inventory
Make Sales from Finished Goods Inventory
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Process Management
There are three approaches to improving business processes . . .
Theory of Constraints (TOC)
Lean Production Six Sigma
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Managers who plan for and control an organization Future emphasis Emphasis on relevance for planning and control Emphasis on timeliness Focuses on segments of an organization Need not follow GAAP or any prescribed format Not Mandatory External persons who make financial decisions Historical perspective Emphasis on verifiability Emphasis on precision Primary focus is on the whole organization Must follow GAAP and prescribed formats Mandatory for external reports
1-4
Work of Management
Planning
Directing and Motivating
Controlling
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1-5
Planning
Identify alternatives.
Select alternative that does the best job of furthering organization’s objectives. Develop budgets to guide progress toward the selected alternative.
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1-3
Business Environment
• Globalization • Technological changes: IT • Industrial structure changes
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Line and Staff Relationships
Line positions are directly related to achievement of the basic objectives of an organization.
Example: Production supervisors in a manufacturing plant.
Managerial Accounting and the Business Environment
Chapter 1
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1-2
Learning Objectives
• Identify the major differences and similarities between financial and managerial accounting. • Understand the role of management accountants in an organization. • Understand the basic concepts underlying Lean Production, the Theory of Constraints (TOC), and Six Sigma. • Understand the importance of upholding ethical standards
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1-6
Directing and Motivating
Directing and motivating involves managing day-to-day activities to keep the organization running smoothly.
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1-9
Learning Objective 1
Identify the major differences and similarities between financial and managerial accounting.
Services play more and more important role
• Management change: customer focused • Growing risk management concerns
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Formulating longand short-term plans (Planning)
Exhibit 1-2
Begin
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Main topics in managerial accounting
• Information and motivation • Behavioral • Cost and benefit
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1-12
Learning Objective 2
Understand the role of management accountants in an organization.
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1-13
Organizational Structure
Decentralization is the delegation of decisionmaking authority throughout an organization.
Corporate Organization Chart
Board of Directors
Employee work assignments. Routine problem solving. Conflict resolution. Effective communications.