1. Managerial accounting
Charles E. Davis
Elizabeth Davis

2. Accounting As A Tool For Management
What Is Managerial Accounting?
Different Strategies, Different Information
Ethical Considerations in Managerial Accounting

3. What Is Managerial Accounting?
Define managerial accounting.
Describe the differences between managerial and financial accounting.
Who are the primary users of financial accounting information?
Who are the primary users of managerial accounting information?
Compare and contrast managerial and financial accounting information.
List and describe the four functions of managers.
What are the four functions of management? How does management carry out each function?

6. Different Strategies, Different Information
Explain how the selection of a particular business strategy determines the information that managers need to run an organization effectively.
How does information assist in achieving corporate strategy?
How does corporate strategy influence the selection of information used in decision-making activities?

7. Matching Accounting Information to an Organization’s Strategy
Product Differentiation versus Low-Cost Production
Market Share: Build, Hold, Harvest, or Divest
Monitoring Strategic Performance
The Balanced Scorecard
BMW Financial Services, Duke University Hospitals, DuPont, General Electric, Hilton Hotels, the Royal Canadian Mounted Police, Philips Electronics, UPS, and Walt Disney World Company.
Supply Chain Management
Walmart and Procter & Gamble
Just-In-Time (JIT) Inventory
Allen-Edmonds
Enterprise Resource Planning (ERP) Systems

8. The Balanced Scorecard

9. Supply Chain Management

10. Ethical Considerations in Managerial Accounting
Discuss the importance of ethical behaviour in managerial accounting.
Why is it important for an organization to have a code of conduct?
How can an employee’s unethical behavior affect an organization?

11. Ethical Considerations in Managerial Accounting
(1) “Do I mind others knowing what I have
done?” (2) “Who does my decision affect or hurt?” and (3) “Would my decision be considered fair by those affected?”

12. IMA STATEMENT OF ETHICAL PROFESSIONAL PRACTICE
PRINCIPLES
IMA’s overarching ethical principles include: Honesty, Fairness, Objectivity, and Responsibility. Members shall act in accordance with these principles and shall encourage others within their organizations to adhere to them.

13. .. IMA STATEMENT OF ETHICAL PROFESSIONAL PRACTICE
COMPETENCE
1. Maintain an appropriate level of professional expertise by continually developing knowledge and skills.
2. Perform professional duties in accordance with relevant laws, regulations, and technical standards.
3. Provide decision support information and recommendations that are accurate, clear, concise, and timely.
4. Recognize and communicate professional limitations or other constraints that would preclude responsible judgment or successful performance of an activity.

14. .. IMA STATEMENT OF ETHICAL PROFESSIONAL PRACTICE
II. CONFIDENTIALITY 1. Keep information confidential except when disclosure is authorized or legally required. 2. Inform all relevant parties regarding appropriate use of confidential information. Monitor subordinates’ activities to ensure compliance. 3. Refrain from using confidential information for unethical or illegal advantage.

15. .. IMA STATEMENT OF ETHICAL PROFESSIONAL PRACTICE
III. INTEGRITY 1. Mitigate actual conflicts of interest. Regularly communicate with business associates to avoid apparent conflicts of interest. Advise all parties of any potential conflicts. 2. Refrain from engaging in any conduct that would prejudice carrying out duties ethically. 3. Abstain from engaging in or supporting any activity that might discredit the profession.

16. .. IMA STATEMENT OF ETHICAL PROFESSIONAL PRACTICE
IV. CREDIBILITY 1. Communicate information fairly and objectively. 2. Disclose all relevant information that could reasonably be expected to influence an intended user’s understanding of the reports, analyses, or recommendations. 3. Disclose delays or deficiencies in information, timeliness, processing, or internal controls in conformance with organization policy and/or applicable law.

17. .. Ethical Considerations in Managerial Accounting
Based on the 2011 survey, the top four observed unethical behaviors are misuse of company time (33%), abusive or intimidating behavior (21%), lying to employees (20%), and company resource abuse (20%).

18. Discriminating between managerial and financial accounting (LO 2) In each of the following situations, identify whether the setting is primarily financial accounting or managerial accounting. A. Volkswagen has experienced a decline in U.S. sales, which dropped 18% in 2005 and 24% between 2002 and Then chief executive, Bernd Pischetsrieder, believed the biggest problem at Volkswagen was the cost incurred to produce a car, which was not competitive with other automakers. The company tried to get German workers to agree to pay cuts to reduce the cost. (Source: Stephen Power, “Once Hot Volkswagen Attempts to Reverse U.S. Sales Decline,” The Wall Street Journal, September 8, 2005.)

19. B. In reporting a 2.1% drop in quarterly income from the previous year’s second quarter, Oracle Corp. noted that a weaker dollar affected revenue in its database segment. A weaker dollar makes Oracle’s products more expensive overseas and lowers the company’s revenue after currency conversion. (Source: David P. Hamilton, “Oracle Profi t Slips 2.1% on Costs Tied to PeopleSoft Acquisition,” The Wall Street Journal, December 16, 2005.)

20. C. Cerner is a developer of information technology for the health care industry. As the company incurs expenses to develop a software package, it capitalizes those costs as an asset. Beginning in the year after the software is released, it then amortizes those costs over a five-year period. Normal practice in the software industry is to amortize these costs over a three-year period. (Source: Jesse Eisinger, “Cerner’s Growth Has Been Healthy, But Its Accounting Could Be Ailing,” The Wall Street Journal, December 14, 2005.)

21. Constructing a balanced scorecard (LO 4) For each of the following measures that could be incorporated into a balanced scorecard, identify which of the four balanced scorecard perspectives it would most likely belong to. a. Training hours per employee b. Average time to answer a customer complaint c. Gross profit d. Number of new products in development e. Number of defective units produced f. Percentage of orders delivered on or before due date g. Employee turnover h. Number of new customers i. Market share j. Return on investment

22. Joe Davidson recently began a new job as the office manager for a prominent medical clinic. He has just received a bill from MedTest Pros, one of the labs that performs tests for the clinic. In reviewing the bill, Joe notices that the lab has charged the clinic $25 for a complete blood count test. The clinic, however, bills patients or their insurance companies $90 for the test, and that is the amount that most insurance companies will pay on the patient’s behalf. Thus, the clinic is earning a $65 profit on each blood test it orders. After a bit more investigation, Joe finds similar profit margins on a number of other lab tests. He is concerned about the billing practice and suspects the clinic may have selected the lab based on its low cost rather than on the lab’s qualifications and the accuracy of its test results. He also wonders if the tests’ profit potential is driving doctors to order unnecessary tests.