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Learning Objectives
When you have finished studying this chapter, you should be able to:
1. Describe the major users and uses of accounting information. 2. Describe the cost-benefit and behavioral issues involved in designing an accounting system. 3. Explain the role of budgets and performance reports in planning and control.
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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Learning Objectives
4. Discuss the role accountants play in the companys value-chain functions. 5. Explain why accounting is important in a variety of career paths. 6. Identify current trends in management accounting. 7. Explain why ethics and standards of ethical conduct are important to accountants.
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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Decision Making Scorekeeping: Evaluate Organizational Performance Problem Solving: Assess Possible Courses of Action
Financial Statements
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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Generally accepted accounting principles (GAAP) Foreign Corrupt Practices Act Internal controls Internal auditors Management audits Sarbanes-Oxley Act
Sarbanes-Oxley Act
In 2002, the Sarbanes-Oxley Act required chief executive officers to sign a statement verifying the accuracy of the companys financial statements.
External auditors must examine and report on the companys internal control system.
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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Accounting information helps managers plan and control the organizations operations.
Planning: Setting objectives and outlining how the objectives will be obtained.
Control: Implementing plans and using feedback to evaluate the attainment of objectives.
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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Competitor analysis
Advertising impact New items report
Performance Reports
Performance reports: compare actual results with budgeted amounts provide feedback by comparing results with plans highlight variances
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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Performance Reports
Mayfair Starbucks Store, March 31, 20X1
Sales Less: Ingredients Store labor Other labor Utilities, etc. Total expenses Operating income Budget $50,000 22,000 12,000 6,000 4,500 $44,500 $ 5,500 Actual $50,000 24,500 11,600 6,050 4,500 $46,650 $ 3,350 Variance 0 $2,500 U 400 F 50 U 0 $2,150 U $2,150 U
Product life cycle refers to the various stages through which a product passes.
No Sales
Sales Growth
Product Development
Introduction to Market
Mature Market
Phase-out Product
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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Service
Customer Focus
Distribution
Production
Marketing
Management
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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Cross-functional teams: Found in modern, flatter organizations; Functional areas work together in decision-making process.
Accounting Function
Chief Financial Officer (CFO)
Controller Functions
Planning for control Reporting and interpreting Evaluating and consulting Tax administration
Treasurer Functions
Provision of capital Investor relations Short-term financing Banking and custody Credits and collections Investments Risk management (insurance)
Government reporting
Protection of assets Economic appraisal
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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CMAs must pass a four-part examination: 1. Business Analysis 2. Management accounting and reporting 3. Strategic Management, and 4. Business Applications.
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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The Institute of Management Accountants (IMA) Statement of Ethical Professional Practice for Management Accounting Members Requires members to adhere to a code of conduct regarding: Competence, Confidentiality, Integrity, and Credibility.
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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Ethics
Reliability
Trust Integrity
Ethical Dilemmas
Managers must choose an alternative and there are: Significant value conflicts among differing interests. Real alternatives that are all justifiable, and Significant consequences on stakeholders in the situation.
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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Ignoring the small stuff: Large misdeeds often result from many small ones.
2.
Accounting rules: Avoid creative interpretations of the rules. Practice full and fair disclosure to convey companys performance.
4.
2004 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton
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