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Managerial Accounting 17th Edition Garrison Noreen Brewer Slide Prologue
1.
Managerial Accounting: An Overview PROLOGUE Managerial
Accounting Seventeenth edition
2.
P-2 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Financial and Managerial Accounting: Seven Key Differences Financial Accounting Managerial Accounting 1. Users External persons who Managers who plan for make financial decisions and control an organization 2. Time focus Historical perspective Future emphasis 3. Verifiability Emphasis on Emphasis on versus relevance objectivity and verifiability relevance 4. Precision versus Emphasis on Emphasis on timeliness precision timeliness 5. Subject Primary focus is on Focus on companywide reports segment reports 6. Rules Must follow GAAP / IFRS Not bound by GAAP / IFRS and prescribed formats or any prescribed format 7. Requirement Mandatory for Not external reports Mandatory
3.
P-3 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Work of Management Planning Decision Making Controlling
4.
P-4 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Planning Establish Goals. Specify How Goals Will Be Achieved. Develop Budgets.
5.
P-5 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Controlling The control function gathers feedback to ensure 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.
6.
P-6 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Decision Making Decision making involves making a selection among competing alternatives. What should we be selling? we be serving? Who should we be serving? How should we execute?
7.
P-7 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Planning: Marketing Majors How many salespeople should we plan to hire to serve a new territory? How much should we budget for TV, print, and internet advertising? Planning
8.
P-8 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Controlling: Marketing Majors Are we accumulating too much inventory during the holiday shopping season? Is the budgeted price cut increasing unit sales as expected? Controlling
9.
P-9 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Decision Making: Marketing Majors Should we sell directly to customers or use a distributor? Should we sell our services as one bundle or sell them separately? Decision Making
10.
P-10 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Planning: Supply Chain Management Majors How much should we budget for next period’s utility expense? How many units should we plan to produce next period? Planning
11.
P-11 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Controlling: Supply Chain Management Majors Are we achieving our goal of reducing the number of defective units produced? Did we spend more or less than expected for the units we actually produced? Controlling
12.
P-12 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Decision Making: Supply Chain Management Majors Should we redesign our manufacturing process to lower inventory levels? Should we transfer production of a component part to an overseas supplier? Decision Making
13.
P-13 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Planning: Human Resource Management Majors How much should we plan to spend on employee recruitment advertising? How much should we plan to spend for occupational safety training? Planning
14.
P-14 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Controlling: Human Resource Management Majors Are we meeting our goal of completing timely performance appraisals? Is our employee retention rate exceeding our goals? Controlling
15.
P-15 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Decision Making: Human Resource Management Majors Should we hire temporary workers or full-time employees? Should we hire an on-site medical staff to lower our healthcare costs? Decision Making
16.
P-16 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Accounting Majors Employers expect accounting majors to have strong financial accounting skills, but they also expect application of the planning, controlling, and decision making skills that are the foundation of managerial accounting. The IMA estimates that more than 80% of professional accountants in the U.S. work in non-public accounting environments.
17.
P-17 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Certified Management Accountant (CMA) To become a CMA requires membership in the Institute of Management Accountants, a bachelor’s degree from an accredited college, two continuous years of relevant professional experience, and passage of the CMA exam.
18.
P-18 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. CMA Exam Content Specifications Part 1 Financial Reporting, Planning, Performance, and Control External financial reporting decisions Planning, budgeting, and forecasting Performance management Cost management Internal controls Technology and analytics Part 2 Financial Decision Making Financial statement analysis Corporate finance Decision analysis Risk management Investment decisions Professional ethics Information about becoming a CMA and the CMA program can be accessed on the IMA’s website (www.imanet.org) or by calling 1-800-638-4427.
19.
P-19 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Chartered Global Management Accountant (CGMA) The CGMA designation is co-sponsored by the American Institute of Certified Public Accountants (AICPA) and the Chartered Institute of Management Accountants (CIMA). One pathway to the CGMA requires a bachelor’s degree in accounting (accompanied by a total of 150 college credit-hours), passage of the Certified Public Accountant (CPA) exam, membership in the AICPA, three years of relevant management accounting work experience, and passage of the CGMA exam— which is a case-based exam that focuses on technical skills, business skills, leadership skills, people skills, and ethics, integrity, and professionalism. Information about becoming a CGMA is available at www.cgma.org.
20.
P-20 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Managerial Accounting: Planning, Controlling, and Decision Making Controlling Planning Decision Making The primary purpose of this course is to teach measurement skills that managers use to support planning, controlling, and decision making activities.
21.
P-21 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Managerial Accounting: Measurement Skills How should I create a financial plan for next year? How well am I performing relative to my plan? Measurement skills help managers answer important questions.
22.
P-22 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Managerial Accounting: Understanding the Broader Context This book teaches measurement skills that managers use on the job every day. Managers need to apply these measurement skills in a broader business context to enable intelligent planning, control, and decision making. This context includes topics such as: 1. Big Data 2. Ethics 3. Strategic Management 4. Enterprise Risk Management 5. Corporate Social Responsibility 6. Process Management 7. Leadership
23.
P-23 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Big Data The 5 ‘Vs’: Variety refers to the data formats in which information is stored. Volume refers to the continuously expanding quantity of data that companies must gather, cleanse, organize. Velocity speaks to the rate at which data is received and acted on by organizations. Value implies that the time and money organizations expend to analyze Big Data. Veracity refers to the fact that users expect their data to be accurate and trustworthy. Big Data refers to large collections of data that are gathered from inside or outside a company to provide opportunities for ongoing reporting and analysis.
24.
P-24 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Data Analytics Managers often communicate the findings from their data analysis to others through the use of data visualization techniques, such as graphs, charts, maps, and diagrams. Data analytics refers to the process of analyzing data with the aid of specialized systems and software to draw conclusions about the information they contain Data analytics can be used for descriptive, diagnostic, predictive, and prescriptive purposes.
25.
P-25 ©McGraw-Hill Education. All
rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Ethics Competence Follow applicable laws, regulations, and standards. Maintain professional competence. Provide accurate, clear, concise, and timely decision support information. Recognize and communicate professional limitations that preclude responsible judgment. The Institute of Management Accountant’s (IMA) Statement of Ethical Professional Practice provides guidelines for ethical behavior.
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Confidentiality Do not disclose confidential information unless legally obligated to do so. Ensure that subordinates do not disclose confidential information. Do not use confidential information for unethical or illegal advantage. IMA Guidelines: Confidentiality
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Mitigate conflicts of interest and advise others of potential conflicts. Abstain from activities that might discredit the profession. Refrain from conduct that would prejudice carrying out duties ethically. Integrity IMA Guidelines: Integrity
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Communicate information fairly and objectively. Disclose all relevant information that could influence a user’s understanding of reports and recommendations. Credibility IMA Guidelines: Credibility Disclose delays or deficiencies in information timeliness, processing, or internal controls.
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. IMA Guidelines for Resolution of an Ethical Conflict – Part 1 Follow employer’s established policies. Follow employer’s established policies. If this does not work, consider the following: ◦ Discuss the conflict with immediate supervisor or next highest uninvolved managerial level. ◦ If immediate supervisor is the CEO, consider the board of directors or the audit committee. ◦ Contact with levels above the immediate supervisor should only be initiated with the supervisor’s knowledge, assuming the supervisor is not involved.
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. IMA Guidelines for Resolution of an Ethical Conflict – Part 2 If following employer’s established policies for If following employer’s established policies for conflict resolution do not work, consider these additional practices: ◦ Except where legally prescribed, maintain confidentiality. ◦ Clarify issues in a confidential discussion with an objective advisor. ◦ Consult an attorney as to legal obligations.
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Abandoning ethical standards in business would lead to a lower quality of life with less desirable goods and services at higher prices. Why Have Ethical Standards? Without ethical standards in business, the economy, and all of us who depend on it for jobs, goods, and services, would suffer. Ethical standards in business are essential for a smooth functioning economy.
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Strategy A strategy is a “game plan” that enables a company to attract customers by distinguishing itself from competitors. The focal point of a company’s strategy should be its target customers.
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Customer Value Propositions Understand and respond to individual customer needs. Customer Intimacy Strategy Operational Excellence Strategy Deliver products and services faster, more conveniently, and at lower prices. Product Leadership Strategy Offer higher quality products. Offer higher quality products.
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Enterprise Risk Management A process used by a company to proactively identify and manage risk. This includes considering whether to avoid the risk, accept the risk, or reduce the risk? Once a company identifies its risks, perhaps the most common risk management tactic is to reduce risks by implementing specific controls.
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Examples of Controls to Examples of Business Risks Reduce Business Risks ● Intellectual assets stolen from ● Create firewalls that prohibit com- computer files puter hackers from corrupting or stealing intellectual property ● Products harming customers ● Develop a formal and rigorous new product testing program ● Losing market share due to the ● Develop an approach for legally unforeseen actions of competitors gathering information about competitors' plans and practices ● Poor weather conditions shutting ● Develop contingency plans for down operations overcoming weather-related disruptions ● A website malfunctioning ● Thoroughly test the website before going "live" on the Internet ● A supply strike halting the flow of ● Establish a relationship with two raw materials companies capable of providing needed materials Identifying and Controlling Business Risks
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Types of Internal Controls for Financial Reporting Type of Control Classification Description Authorizations Preventive Requiring management to formally approve certain types of transactions. Reconciliations Detective Relating data sets to one another to identify and resolve discrepancies. Segregation of duties Preventive Separating responsibilities related to authorizing transactions, recording transactions, and maintaining custody of the related assets. Physical safeguards Preventive Using cameras, locks, and physical barriers to protect assets. Performance reviews Detective Comparing actual performance to various benchmarks to identify unexpected results. Maintaining records Detective Maintaining written and/or electronic evidence to support transactions. Information systems security Preventive/ Detective Using controls such as passwords and access logs to ensure appropriate data restrictions.
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. A Corporate Social Responsibility Perspective CSR extends beyond legal compliance to include voluntary actions that satisfy stakeholder expectations. Corporate social responsibility (CSR) is a concept whereby organizations consider the needs of all stakeholders when making decisions. Customers Employees Communities Suppliers Stockholders Environmental & Human Rights Advocates
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Examples of Corporate Social Responsibility Companies should provide customers with: Companies and their suppliers should provide ● Safe, high quality products that are fairly employees with: priced ● Safe and humane working conditions ● Competent, courteous, and rapid delivery ● Non-discriminatory treatment and the of products and services right to organize and file grievances ● Full disclosure of product-related risks ● Fair compensation ● Easy to use information systems for ● Opportunities for training, promotion, shopping and tracking orders and personal development Companies should provide suppliers with: Companies should provide communities with: ● Fair contract terms and prompt payments ● Payment of fair taxes ● Reasonable time to prepare orders ● Honest information about plans such as ● Hassle-free acceptance of timely and plant closings complete deliveries ● Resources that support charities, schools, ● Cooperative rather than unilateral and civic activities actions ● Reasonable access to media sources Companies should provide stockholders with: Companies should provide environmental ● Competent management and human rights advocates with: ● Easy access to complete and accurate ● Greenhouse gas emissions data financial information ● Recycling and resource conservation data ● Full disclosure of enterprise risks ● Child labor transparency ● Honest answers to knowledgeable ● Full disclosure of suppliers located in questions developing countries Examples of Corporate Social Responsibility
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. A Process Management Perspective Business functions making up the value chain A business process is a series of steps that are followed in order to carry out some task in a business. R&D Product Design Manufacturing Marketing Distribution Customer Service
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Lean Production Customer places an order Create Production Order Generate component requirements Production begins as parts arrive Goods delivered when needed Components are ordered Lean Production is often called Just-In-Time (JIT) production.
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Lean Production: Traditional Manufacturing Produce goods in anticipation of Sales Make Sales from Finished Goods Inventory Traditional Manufacturing Store Inventory
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Lean Production: Benefits Because lean thinking only allows production in response to customer orders, the number of units produced tends to equal the number of units sold. The lean approach also results in fewer defects, less wasted effort, and quicker customer response times than traditional production methods.
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. Leadership Organizational leaders unite the behavior of employees around two common themes—pursuing strategic goals and making optimal decisions. Factors that influence behavior: • Intrinsic Motivation • Extrinsic Incentives • Cognitive Bias
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rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. End of Prologue
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