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Management
- the process of planning, organizing, and controlling tasks to realize the objectives of an organization
Organizing involves
- tackling activities necessary to achieve objectives such as staffing, subordinating, directing, and motivating
- deciding how to utilize available resources as plans are carried out
Controlling involves
- comparing actual performance with set plans or standards
- deciding what corrective actions to take should there be any deviation (variance)
Note: decision-making is an inherent function of management; all management functions would require certain amount
of decision-making
Management by Exception is a technique of highlighting those which vary significantly from plans and standards
in line with the management principle that executive time should be spent on items that are non-routine and are
identified as top priority.
Management Accounting
- also called Managerial Accounting or Internal Accounting
- a field of accounting that provides economic and financial information for internal users, particularly the
managers or decision-makers in an organization
- the process of identifying, measuring, analyzing, interpreting, and communicating information in pursuit of an
organization’s goals
1. User of Information Exclusively for internal users Primarily for external users
Generally Accepted Accounting
2. Guiding principles Management wants and needs
Principles
Mandatory (especially for public
3. Necessity Discretionary or optional
entities)
Primarily monetary (financial) in
4. Type of information Monetary and non-monetary
nature
5. Emphasis of reports Relevance (timeliness of data) Reliability (precision of data)
7. Source of data From internal and external sources From company’s (internal) info system
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12. Unifying model No unifying model or equation Assets = Liabilities + Equity
Controllership
- the practice of the established science of control, which is the process by which management assures itself that
company resources are obtained are utilized according to plans that are in line with the company’s set objectives
Controller
- an officer of an organization who has responsibility for the accounting aspect of management control; it is the
title given to a person holding the position of a chief management accounting executive of a business enterprise;
in many accounting texts and business literatures, the controller is often referred to as the chief accountant
STAFF function is the authority to advise but not to command others; the function of providing line and staff
managers with specialized service and technical advice for support; it is exercised laterally or upward
Note: The controller primarily exercises a staff function as the controller’s office gives advice and service to
other departments and to entire organization as a whole; however, in an accounting department that is
headed by the controller, the controller has a line authority over subordinates.
CONTROLLER TREASURER
1. Planning and control 1. Provision of capital
2. Reporting and interpreting 2. Investor relations
3. Evaluating and consulting 3. Short-term financing
4. Tax administration 4. Banking and custody
5. Government reporting 5. Credit and collections
6. Protection of assets 6. Investments
7. Economic appraisal 7. Insurance
EXERCISES
1. The discipline of accounting concerned with providing both financial and nonfinancial information to internal
decision makers about business operations.
a. Cost accounting c. Government accounting
b. Financial accounting d. Management accounting
2. Which of these information characteristics are deemed most important to management accounting?
a. Verifiability and accuracy c. Relevance, flexibility, and timeliness
b. Relevance, comparability, and full disclosure d. Conservatism and substance over form
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d. Concerned with qualitative information
6. Following are the principles governing the design of management accounting system, except
a. The system should help to establish the decision-making authority over the organization’s assets.
b. The information generated by the system should support planning and decision-making.
c. The reports should provide a means for performance monitoring and evaluation.
d. None of the above
7. Financial and managerial accounting differs in a number of ways. In contrast to financial accounting, managerial
accounting
a. Focuses on providing data for external users
b. Obtains data from company’s (internal) info system
c. Emphasizes relevance and flexibility rather than precision
d. Is primarily for internal users (management)
11. Management accounting is used by a company’s management for a multitude of purposes which are as follows,
except
a. Evaluation b. Planning c. Marketing d. Reporting
12. What is the function of management that compares planned results against actual results?
a. Planning c. Organizing
b. Controlling d. Decision-making
13. The management control process contains the following four sequential steps, including
A) Implementing a program of corrective action
B) Comparing actual performance with standards
C) Establishing standards of performance
D) Measuring actual performance
15. In comparing management and financial accounting, which of the following more accurately describes
management accounting information?
a. Comparable, verifiable, monetary c. Required, estimated, internal
b. Budgeted, informative, adaptable d. Historical, precise, useful
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16. Which of the following is most likely a line position?
a. VP for Research of a conglomerate firm
b. Chief financial officer of a merchandising company
c. Store manager of a retail convenience outlet
d. Human resources manager for an educational institution
17. True or False. Managerial control and engineering control are synonymous.
18. True or False. Control from the viewpoint of management accounting is defined as the process of setting
maximum limits on financial expenditures.
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