Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Introduction to Managerial Accounting Chapter 1 1

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Objective 1 Identify managers’ three primary responsibilities 2

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Managers’ Responsibilities Setting goals and objectives Overseeing day-to-day operations Evaluating results of operations Directing Controlling Decision Making Planning 3

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Planning Setting goals and objectives and how to achieve them Examples of planning – Generate more sales via opening new stores – Reduce labor costs by reducing store hours Budgets 4

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Directing Overseeing company’s day-to-day operations Examples – Using daily/weekly sales reports to adjust marketing strategies – Using product cost reports to adjust raw material usage 5

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Controlling Evaluating results of operations against plans and making adjustments as needed Examples – Comparing budgeted sales with actual sales to take corrective actions – Comparing budgeted product costs against actual product costs to take corrective actions 6

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Objective 2 Distinguish financial accounting from managerial accounting 7

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Managerial vs. Financial Accounting IssueManagerialFinancial Primary usersInternalExternal Purpose of information Plan, direct, control, decide Users make investing and lending decisions 8

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Managerial vs. Financial Accounting IssueManagerialFinancial Primary accounting product Internal reports useful to management General purpose financial statements What is included? Defined by management Determined by GAAP 9

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Managerial vs. Financial Accounting IssueManagerialFinancial Underlying basis of information Internal and external transactions, focus on future Based on historical transactions with external parties Emphasis Data must be relevant Data must be reliable and objective 10

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Managerial vs. Financial Accounting IssueManagerialFinancial Business unit Segments of the business Company as a whole Preparation Depends on management needs Annually and quarterly VerificationInternal auditExternal audit 11

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Managerial vs. Financial Accounting IssueManagerialFinancial Information requirements No requirement SEC requires publicly traded companies to issue audited financial statements Impact on employee behavior Careful consideration Adequacy of disclosure 12

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Objective 3 Describe organizational structure and the roles and skills required of management accountants within the organization 13

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Organizational Structure Board of Directors Chief Executive Officer Chief Operating Officer Chief Financial Officer Vice Presidents of Various Operations Treasurer Controller Internal Audit Audit Committee 14

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Changing Roles of Management Accountants Impact of technology Ensuring accurate financial records Planning, analyzing, and interpreting accounting data Providing decision support 15

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Required Skills of Managerial Accountants Knowledge of financial and managerial accounting Analytical skills (critical thinking) Knowledge of how a business functions Ability to work on a team Oral and written communications skills 16

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Objective 4 Describe the role of the Institute of Management Accountants (IMA) and use its ethical standards to make reasonable ethical judgments 17

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Institute of Management Accountants (IMA) Professional association for management accountants IMA’s functions Certification (CMA) Practice development Education Networking Ethical standards Public education 18

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Summary of IMA Ethical Standards 19 CompetenceConfidentiality IntegrityCredibility

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Ethical Behavior Means doing the right thing, regardless of consequences Examples of unethical behavior – Allowing reimbursement of false expense reports – Manipulating income – Performing tasks not qualified to perform 20

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Steps to Resolve Ethical Dilemmas Follow company’s policies for reporting unethical behavior If not resolved – Discuss with immediate supervisor – Discuss with objective advisor – Consult an attorney 21

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Unethical Versus Illegal Behavior Not all unethical behavior is illegal, but all illegal behavior is unethical. Unethical behavior includes – Dishonesty – Unfairness – Lack of objectivity – Irresponsible 22

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Objective 5 Discuss and analyze the implications of regulatory and business trends 23

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Regulatory and Business Issues Sarbanes-Oxley Act of 2002 (SOX) International Financial Reporting Standards (IFRS) Extensible Business Reporting Language (XBRL) Sustainability Shifting economy 24

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Sarbanes-Oxley Act of 2002 (SOX) Restore trust in publicly traded corporations, management, financial statements, and auditors CEO /CFO requirements – Financial statements – Internal control structure – Annual assessment Independent audit committee Increases white-collar crime penalties 25

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. International Financial Reporting Standards (IFRS) Results of globalization – Consistent reporting standards needed worldwide – SEC is studying IFRS 26 Current IFRS information: or

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Extensible Business Reporting Language (XBRL) Standardized tagging system for financial reports Advantages – Decreases retrieval time – Decreases conversion time – Facilitates comparisons – Customizes information 27

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Advanced Information Systems Enterprise resource planning (ERP) Lean production Just-in-time (JIT) Total quality management (TQM) 28

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Lean Operations A philosophy and business strategy of manufacturing without waste – Lowers costs – Increases competitive position 29

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Just in Time Inventory (JIT) Manufacture “just in time” to fill orders Reduces – Raw materials inventory – Finished goods inventory – Storage costs – Handling costs 30

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. TQM – Total Quality Management Goal to provide customers with superior products and services Continually set higher goals for quality International Organization for Standardization (ISO) – ISO 9001:

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. End of Chapter 1 32