Management accounting provides specialized data and reports for internal managers to help with decision making, while financial accounting provides standardized financial statements for external stakeholders like investors. Management accounting focuses on future trends and does not need to follow GAAP, whereas financial accounting focuses on past data and must follow GAAP. Effective management accounting implements four principles - influence through relevant and valuable communication that builds trust. It covers areas like cost accounting, inventory management, job costing, and price optimization to help managers with tasks like budgeting, analysis, forecasting, and costing.
Financial statement analysis involves analyzing a company's financial statements to assess its performance and financial position. It is used to evaluate factors like profitability, solvency, liquidity, and efficiency. Key tools for financial statement analysis include financial ratios, common size analysis, trend analysis, and comparisons to industry standards and past performance. The purpose is to provide useful information to decision makers about a company's historical performance, current condition, and future prospects.
Financial management scope, elements, functions and importanceAMALDASKH
Financial management involves planning, organizing, and controlling a company's financial resources and activities. The key elements of financial management include investment decisions, financing decisions, and dividend decisions. Investment decisions involve determining optimal asset levels and specific assets to acquire or reduce. Financing decisions involve determining the best sources and mixes of financing. Dividend decisions involve determining how much profit to distribute to shareholders versus retaining. The objectives of financial management are to ensure adequate and regular funding, optimal utilization of funds, adequate returns for shareholders, and maintaining a balanced capital structure.
Manpreet Kaur discusses the differences between profit maximization and wealth maximization as objectives for financial management. [1] Profit maximization aims to increase earnings and is a short-term approach, but it can exploit workers and consumers. [2] Wealth maximization seeks to increase long-term shareholder value by maximizing the current stock price, balancing the interests of various stakeholders. [3] While both have drawbacks, wealth maximization is generally considered a more appropriate objective as it considers the time value of money and risk over the long run.
This document provides an introduction to management accounting. It defines management accounting as accounting that deals with presenting information to management in a systematic way to aid in planning, controlling, and decision-making. The document outlines the scope, objectives, tools, advantages, limitations, and differences between management accounting and financial accounting.
This document provides an overview of cost and management accounting. It defines cost accounting as a system for recording costs and producing cost information for products. It also discusses why organizations need costing systems to provide actual unit costs, actual department costs, and forecast costs for planning, decision making, and cost control. The document then covers key terms in cost accounting such as cost, cost units, cost centers, cost objects, and classifications of costs by nature, function, behavior, and changes in activity or volume.
Management accounting provides essential financial information and analysis to management for planning, decision-making, and controlling business operations. It includes collecting and reporting data on cost accounting, budgeting, financial performance, taxation, and internal controls. The management accountant modifies and presents this information in a way that helps management evaluate alternatives, communicate goals to different departments, monitor performance, and take corrective actions to maximize profits.
The document discusses management accounting, including its definition, objectives, functions, scope, and limitations. It defines management accounting as the presentation of accounting information to assist management in policymaking and day-to-day operations. The objectives include promoting efficiency, interpreting financial statements, and allocating responsibility. The functions of management accounting include forecasting, organizing, controlling, analysis, and communication. A management accountant assists management by preparing budgets and reports, interpreting financial data, and ensuring compliance.
Financial statements are formal records that evaluate a company's financial stability, performance, and liquidity. There are three main financial statements:
1) The income statement shows profits/losses over time.
2) The balance sheet presents assets, liabilities, and equity on a given date.
3) The cash flow statement shows cash inflows and outflows from operating, investing, and financing activities over time.
Together these statements provide useful information to investors and management, while also having some limitations since they only represent past performance and financial snapshots versus future potential.
Financial statement analysis involves analyzing a company's financial statements to assess its performance and financial position. It is used to evaluate factors like profitability, solvency, liquidity, and efficiency. Key tools for financial statement analysis include financial ratios, common size analysis, trend analysis, and comparisons to industry standards and past performance. The purpose is to provide useful information to decision makers about a company's historical performance, current condition, and future prospects.
Financial management scope, elements, functions and importanceAMALDASKH
Financial management involves planning, organizing, and controlling a company's financial resources and activities. The key elements of financial management include investment decisions, financing decisions, and dividend decisions. Investment decisions involve determining optimal asset levels and specific assets to acquire or reduce. Financing decisions involve determining the best sources and mixes of financing. Dividend decisions involve determining how much profit to distribute to shareholders versus retaining. The objectives of financial management are to ensure adequate and regular funding, optimal utilization of funds, adequate returns for shareholders, and maintaining a balanced capital structure.
Manpreet Kaur discusses the differences between profit maximization and wealth maximization as objectives for financial management. [1] Profit maximization aims to increase earnings and is a short-term approach, but it can exploit workers and consumers. [2] Wealth maximization seeks to increase long-term shareholder value by maximizing the current stock price, balancing the interests of various stakeholders. [3] While both have drawbacks, wealth maximization is generally considered a more appropriate objective as it considers the time value of money and risk over the long run.
This document provides an introduction to management accounting. It defines management accounting as accounting that deals with presenting information to management in a systematic way to aid in planning, controlling, and decision-making. The document outlines the scope, objectives, tools, advantages, limitations, and differences between management accounting and financial accounting.
This document provides an overview of cost and management accounting. It defines cost accounting as a system for recording costs and producing cost information for products. It also discusses why organizations need costing systems to provide actual unit costs, actual department costs, and forecast costs for planning, decision making, and cost control. The document then covers key terms in cost accounting such as cost, cost units, cost centers, cost objects, and classifications of costs by nature, function, behavior, and changes in activity or volume.
Management accounting provides essential financial information and analysis to management for planning, decision-making, and controlling business operations. It includes collecting and reporting data on cost accounting, budgeting, financial performance, taxation, and internal controls. The management accountant modifies and presents this information in a way that helps management evaluate alternatives, communicate goals to different departments, monitor performance, and take corrective actions to maximize profits.
The document discusses management accounting, including its definition, objectives, functions, scope, and limitations. It defines management accounting as the presentation of accounting information to assist management in policymaking and day-to-day operations. The objectives include promoting efficiency, interpreting financial statements, and allocating responsibility. The functions of management accounting include forecasting, organizing, controlling, analysis, and communication. A management accountant assists management by preparing budgets and reports, interpreting financial data, and ensuring compliance.
Financial statements are formal records that evaluate a company's financial stability, performance, and liquidity. There are three main financial statements:
1) The income statement shows profits/losses over time.
2) The balance sheet presents assets, liabilities, and equity on a given date.
3) The cash flow statement shows cash inflows and outflows from operating, investing, and financing activities over time.
Together these statements provide useful information to investors and management, while also having some limitations since they only represent past performance and financial snapshots versus future potential.
The document provides an overview of financial statement analysis. It discusses that financial analysis identifies the financial strengths and weaknesses of a firm by establishing relationships between balance sheet and profit/loss statement items. The key objectives of financial analysis are to evaluate a firm's profitability, debt servicing ability, business risk, and growth. Various techniques of financial analysis are also outlined, including comparative statements analysis, common-size analysis, trend analysis, and ratio analysis. The document aims to explain the concepts and applications of financial statement analysis.
This document discusses the key concepts of financial management including its meaning, scope, objectives and related disciplines. Financial management aims to maximize shareholder wealth through investment analysis, working capital management, capital structure decisions, and dividend policy. The scope of financial management has evolved from a traditional approach focused on capital markets to a modern approach providing a framework for strategic financial decision-making. The objectives of financial management are typically profit maximization or wealth/shareholder value maximization. A case study on Reliance Industries outlines its strategic vision to reinforce its existing businesses and pursue new opportunities in industries like petroleum, retail, telecommunications and education.
Management accounting is the process of analyzing business costs and operations to prepare internal reports and records to aid managers' decision-making. It involves collecting accounting information using financial and cost accounting and translating it into useful information for management. The objectives of management accounting include measuring performance, assessing risk, allocating resources, and presenting financial statements. It uses tools like budgeting, variance analysis, and cash flow analysis to help managers with planning, decision-making, and control.
Financial Management — objectives — profit maximization, wealth maximization — finance function — role of finance manager — strategic financial management — economic value added — time value of money.
A simple and comprehensive presentation on Profit maximization v/s Wealth Maximization.
By Arvinder Pal Kaur
Faculty of Management
Northwest Group of Institutions
Dhudhike, MOGA
The document provides an overview of financial management concepts including the meaning, nature, scope and objectives of financial management. It discusses the organizational structure of a finance department and key responsibilities of a financial manager such as capital budgeting, investment decisions, and cash management. The document also covers understanding capital markets, related disciplines like finance and accounting, components and major differences between the old and new formats of a balance sheet as per Indian accounting standards. In summary, the document serves as an introductory guide to basic concepts in the field of financial management.
1) Capital budgeting is the process of planning for capital expenditures that are expected to generate returns over multiple years. It involves evaluating potential long-term investment projects and determining which ones to undertake.
2) The document discusses various capital budgeting techniques for evaluating projects, including payback period, accounting rate of return, net present value, and internal rate of return. It also outlines the typical capital budgeting process of identifying, screening, evaluating, approving, implementing, and reviewing projects.
3) Key factors in capital budgeting include properly accounting for the time value of money, risk analysis, and ensuring projects will maximize long-term profitability for the company. Both traditional and modern discounted cash flow methods have advantages and
This document provides an introduction to cost and management accounting. It discusses key concepts such as cost accounting, management accounting, costing, and the differences between financial accounting and management accounting. The objectives of cost accounting are to ascertain costs, control costs, aid decision-making, determine selling prices, and more. Management accounting builds on cost and financial accounting data to provide information for planning, control, and decision-making. It focuses on the internal needs of management rather than external reporting.
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
Functional
EVA (Economic Value Added) is a measure of a company's financial performance based on residual wealth calculated by deducting its cost of capital from operating profit. EVA attempts to capture true economic profit by including the cost of equity capital in the calculation. ROI (Return on Investment) compares income generated to assets employed, but does not consider cost of capital. While ROI is easier to calculate, EVA is considered a superior measure as it aligns managerial decisions with shareholder value maximization.
The document discusses various functional level strategies that organizations must consider, including marketing, finance, human resources, and operations. It focuses on strategies for several key functions like marketing strategies (product, pricing, placement, promotion), financial strategies (capital acquisition, capital structure, dividends), human resource strategies (objectives, organization structure, performance appraisal), and how functional strategies integrate with and support organizational strategy.
Activity based costing is considered to be useful only for Manufacturing Organizations whereas reality is that it is equally usefull to Service providers
This document discusses dividend policy and the various theories around it. It defines dividends and discusses Walter's model and Gordon's model, which propose that dividend policy affects firm value. It also covers the irrelevance theories of Modigliani-Miller and the traditional approach, which argue that dividend policy does not impact value. The document provides formulas for the different models and discusses their assumptions and criticisms.
This document provides an introduction to financial management. It defines financial management as the activity of acquiring funds at minimum cost and utilizing them optimally to generate returns. It discusses the meaning, functions, nature, scope and objectives of financial management. The key objectives of financial management discussed are profit maximization and wealth maximization. The document also outlines arguments for and against each objective.
This document discusses capital budgeting and provides examples of how to evaluate capital investment projects. It defines capital budgeting as the process of analyzing projects and deciding which ones to include in the capital budget. It then outlines eight key steps in capital budgeting, including project categorization, evaluation criteria, and financial analysis. Examples are provided to calculate metrics like net present value, internal rate of return, payback period, and profitability index for a sample capital project. The document concludes that while net present value is generally the best method, companies often consider multiple evaluation criteria to make capital budgeting decisions.
This presentation talks about Meaning, of accounting, distinction between book keeping and accounting, Branches of accounting, Objectives of accounting, Uses and users of accounting information, Advantages of Accounting, Is accounting a science or an art, double entry system of financial accounting, limitations of financial accounting, important terms, journal entry, accounting concepts and conventions
The Capital Asset Pricing Model (CAPM) uses beta to measure the non-diversifiable risk of a security and determine its expected return. CAPM assumes investors want to maximize returns and only consider systematic risk. It models expected return as the risk-free rate plus a risk premium based on the security's beta. The Security Market Line graphs this relationship between beta and expected return. Some researchers like Fama and French have expanded CAPM with additional size and value factors.
Cost Volume Profit (CVP).
Introduction
Fixed costs
Variable costs
Semi variable costs
Contribution margin
Break even point
PV Ratio
BEP ANalysis.
break even point
Cost-volume-Profit.
1.1 identify the type of accounting
1.2 difference between Cost Accounting , Cost Accountancy and Costing
1.3 understand the Management information needs
1.4 identify the objectives of cost accounting
1.5 difference between Cost Accounting Vs. Financial Accounting
1.6 identify the role of cost accountant
This document provides an introduction to cost accounting. It defines cost accounting, cost accountancy, and costing, and distinguishes between cost accounting and financial accounting. Cost accounting provides internal management with cost information to aid planning, control, and decision making, while financial accounting provides external parties with financial statements. The objectives of cost accounting are to determine product costs, facilitate business planning and control, and supply information for decisions. Management needs cost information for pricing, product mix, and profit-volume decisions. The role of the cost accountant is to analyze costs, reconcile production to accounting, assist in new product development, identify cost improvements, and prepare cost analyses.
The document provides an overview of financial statement analysis. It discusses that financial analysis identifies the financial strengths and weaknesses of a firm by establishing relationships between balance sheet and profit/loss statement items. The key objectives of financial analysis are to evaluate a firm's profitability, debt servicing ability, business risk, and growth. Various techniques of financial analysis are also outlined, including comparative statements analysis, common-size analysis, trend analysis, and ratio analysis. The document aims to explain the concepts and applications of financial statement analysis.
This document discusses the key concepts of financial management including its meaning, scope, objectives and related disciplines. Financial management aims to maximize shareholder wealth through investment analysis, working capital management, capital structure decisions, and dividend policy. The scope of financial management has evolved from a traditional approach focused on capital markets to a modern approach providing a framework for strategic financial decision-making. The objectives of financial management are typically profit maximization or wealth/shareholder value maximization. A case study on Reliance Industries outlines its strategic vision to reinforce its existing businesses and pursue new opportunities in industries like petroleum, retail, telecommunications and education.
Management accounting is the process of analyzing business costs and operations to prepare internal reports and records to aid managers' decision-making. It involves collecting accounting information using financial and cost accounting and translating it into useful information for management. The objectives of management accounting include measuring performance, assessing risk, allocating resources, and presenting financial statements. It uses tools like budgeting, variance analysis, and cash flow analysis to help managers with planning, decision-making, and control.
Financial Management — objectives — profit maximization, wealth maximization — finance function — role of finance manager — strategic financial management — economic value added — time value of money.
A simple and comprehensive presentation on Profit maximization v/s Wealth Maximization.
By Arvinder Pal Kaur
Faculty of Management
Northwest Group of Institutions
Dhudhike, MOGA
The document provides an overview of financial management concepts including the meaning, nature, scope and objectives of financial management. It discusses the organizational structure of a finance department and key responsibilities of a financial manager such as capital budgeting, investment decisions, and cash management. The document also covers understanding capital markets, related disciplines like finance and accounting, components and major differences between the old and new formats of a balance sheet as per Indian accounting standards. In summary, the document serves as an introductory guide to basic concepts in the field of financial management.
1) Capital budgeting is the process of planning for capital expenditures that are expected to generate returns over multiple years. It involves evaluating potential long-term investment projects and determining which ones to undertake.
2) The document discusses various capital budgeting techniques for evaluating projects, including payback period, accounting rate of return, net present value, and internal rate of return. It also outlines the typical capital budgeting process of identifying, screening, evaluating, approving, implementing, and reviewing projects.
3) Key factors in capital budgeting include properly accounting for the time value of money, risk analysis, and ensuring projects will maximize long-term profitability for the company. Both traditional and modern discounted cash flow methods have advantages and
This document provides an introduction to cost and management accounting. It discusses key concepts such as cost accounting, management accounting, costing, and the differences between financial accounting and management accounting. The objectives of cost accounting are to ascertain costs, control costs, aid decision-making, determine selling prices, and more. Management accounting builds on cost and financial accounting data to provide information for planning, control, and decision-making. It focuses on the internal needs of management rather than external reporting.
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
Functional
EVA (Economic Value Added) is a measure of a company's financial performance based on residual wealth calculated by deducting its cost of capital from operating profit. EVA attempts to capture true economic profit by including the cost of equity capital in the calculation. ROI (Return on Investment) compares income generated to assets employed, but does not consider cost of capital. While ROI is easier to calculate, EVA is considered a superior measure as it aligns managerial decisions with shareholder value maximization.
The document discusses various functional level strategies that organizations must consider, including marketing, finance, human resources, and operations. It focuses on strategies for several key functions like marketing strategies (product, pricing, placement, promotion), financial strategies (capital acquisition, capital structure, dividends), human resource strategies (objectives, organization structure, performance appraisal), and how functional strategies integrate with and support organizational strategy.
Activity based costing is considered to be useful only for Manufacturing Organizations whereas reality is that it is equally usefull to Service providers
This document discusses dividend policy and the various theories around it. It defines dividends and discusses Walter's model and Gordon's model, which propose that dividend policy affects firm value. It also covers the irrelevance theories of Modigliani-Miller and the traditional approach, which argue that dividend policy does not impact value. The document provides formulas for the different models and discusses their assumptions and criticisms.
This document provides an introduction to financial management. It defines financial management as the activity of acquiring funds at minimum cost and utilizing them optimally to generate returns. It discusses the meaning, functions, nature, scope and objectives of financial management. The key objectives of financial management discussed are profit maximization and wealth maximization. The document also outlines arguments for and against each objective.
This document discusses capital budgeting and provides examples of how to evaluate capital investment projects. It defines capital budgeting as the process of analyzing projects and deciding which ones to include in the capital budget. It then outlines eight key steps in capital budgeting, including project categorization, evaluation criteria, and financial analysis. Examples are provided to calculate metrics like net present value, internal rate of return, payback period, and profitability index for a sample capital project. The document concludes that while net present value is generally the best method, companies often consider multiple evaluation criteria to make capital budgeting decisions.
This presentation talks about Meaning, of accounting, distinction between book keeping and accounting, Branches of accounting, Objectives of accounting, Uses and users of accounting information, Advantages of Accounting, Is accounting a science or an art, double entry system of financial accounting, limitations of financial accounting, important terms, journal entry, accounting concepts and conventions
The Capital Asset Pricing Model (CAPM) uses beta to measure the non-diversifiable risk of a security and determine its expected return. CAPM assumes investors want to maximize returns and only consider systematic risk. It models expected return as the risk-free rate plus a risk premium based on the security's beta. The Security Market Line graphs this relationship between beta and expected return. Some researchers like Fama and French have expanded CAPM with additional size and value factors.
Cost Volume Profit (CVP).
Introduction
Fixed costs
Variable costs
Semi variable costs
Contribution margin
Break even point
PV Ratio
BEP ANalysis.
break even point
Cost-volume-Profit.
1.1 identify the type of accounting
1.2 difference between Cost Accounting , Cost Accountancy and Costing
1.3 understand the Management information needs
1.4 identify the objectives of cost accounting
1.5 difference between Cost Accounting Vs. Financial Accounting
1.6 identify the role of cost accountant
This document provides an introduction to cost accounting. It defines cost accounting, cost accountancy, and costing, and distinguishes between cost accounting and financial accounting. Cost accounting provides internal management with cost information to aid planning, control, and decision making, while financial accounting provides external parties with financial statements. The objectives of cost accounting are to determine product costs, facilitate business planning and control, and supply information for decisions. Management needs cost information for pricing, product mix, and profit-volume decisions. The role of the cost accountant is to analyze costs, reconcile production to accounting, assist in new product development, identify cost improvements, and prepare cost analyses.
This document provides an overview of management accounting. It defines management accounting as identifying, measuring, and communicating financial information to managers for decision making. It discusses the branches of accounting and introduces management accounting. Key points covered include the origin of management accounting, its meaning and objectives, the roles of management accountants, and tools used in management accounting such as ratio analysis, budgeting, and decision models. The social message at the end encourages saving trees to protect the future.
Management accounting provides financial information for internal use in planning, decision-making, and control. It helps managers identify inefficient areas, forecast future performance, and determine costs. In contrast to financial accounting which has fixed rules, management accounting tools may differ between organizations. While it provides information, management accounting does not make decisions - that responsibility remains with management. Some key functions include margin analysis, breakeven analysis, constraint analysis, and target costing. Limitations include reliance on financial/cost accounting data and lack of knowledge in related fields. Management accounting is an evolving system that aids strategic decision-making through tools like ratio analysis, budgets, forecasts, and variance analysis.
1.This PPT covers Definition of CCost Acccountng, . Scope of cost accounting, Advantages, Limitations of cost accounting, differences between Financial Accounting and Cost Accounting.
COST ACCOUNTING Cost accounting is a process of collecting, recording, classifying, analyzing, summarizing, allocating and evaluating various alternative courses of action & control of costs.
Its goal is to advise the management on the most appropriate course of action based on the cost efficiency and capability.
Cost accounting provides the detailed cost information that management needs to control current operations and plan for the future.
Definitions Cost accounting is the process of determining and accumulating the cost of product or activity.
It is defined as, 'the establishment of budgets, standard costs and actual costs of operations, processes, activities or products and the analysis of variances, profitability or the social use of funds.
Objectives of Cost AccountingTo control cost by using various techniques such as budgetary control, standard costing, and inventory control
To provide information for decision making and planning to formulate operative procedures
To help in directing and controlling operations
To ascertain costing profit
motivate to achieve the organization's goals
Scope of Cost Accounting Cost book-keeping
It involves maintaining complete record of all costs incurred from their incurrence to their charge to departments, products and services. Such recording is preferably done on the basis of double entry system.
Cost System
Proper accounting for costs requires systems and procedures.
Cost Ascertainment
Cost ascertainment forms the basis of managerial decision making for planning and control.
Cost Analysis
It involves the process of finding out the causal factors of actual costs varying from the budgeted costs and fixation of responsibility for cost increases.
Cost Comparisons
Cost accounting also includes comparisons between cost from alternative courses of action over a period of time.
Cost Control
Cost accounting is the utilization of cost information for exercising control. It involves a detailed examination of each cost in the light of benefit derived from the incurrence of the cost.
Cost Reports
The ultimate function of cost accounting is the presentation of reports. These reports are primarily for use by the management at different levels. Cost reports form the basis for planning and control, performance appraisal and managerial decision making.
Importance of Cost Accounting1. To Management
• Helps in ascertainment of cost of process, product, activity, by using different techniques such as job costing and process costing..
• Aids in price fixation by using demand and supply, activities of competitors, market condition to a great extent, also determine the price of product and cost to the producer does play an important role. The producer can take necessary help from costing records.
Helps in cost reduction by applying cost reduction pro gramme and improved methods are tried to reduce costs.
Elimination of wastage by checking the forms of waste, such as time and expenses et
Cost management is the process of planning and controlling costs associated with running a business. It includes collecting, analyzing, and reporting cost information to more effectively budget, forecast, and monitor costs. Life cycle costing is a method of adding up all costs associated with an asset from initial cost to end of life, excluding salvage value. Target costing determines a product's life-cycle cost to ensure desired functionality, quality, and profit margin. Multiple costing calculates costs for goods containing multiple processed parts costed differently.
Managerial accounting provides information to management for planning, organizing, directing and controlling business operations. It deals with presenting accounting information to management in a systematic way so they can perform management functions effectively and efficiently. Cost accounting is a branch of accounting that deals with recording, classifying, and summarizing costs to determine the costs of products or services, plan and control costs, and provide information to management for decision making. Cost accounting involves classifying costs, recording costs, ascertaining costs of products and services, analyzing and reporting costs to management. It helps management in pricing, cost control, decision making and performance evaluation.
The chapter discusses key topics in cost accounting including how managers use cost information for decision making and performance evaluation. It describes the differences between cost and financial accounting and how cost accounting has evolved with trends like activity-based costing. The chapter also addresses ethical issues cost accountants may face and how to properly handle situations involving conflicts of interest.
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The chapter discusses key topics in cost accounting including how managers use cost information for decision making and performance evaluation. It describes the differences between cost and financial accounting and how cost accounting has evolved with trends like activity-based costing. The chapter also addresses ethical issues cost accountants may face and how to properly handle situations involving conflicts of interest.
Management accounting combines accounting, finance, and management techniques to provide accurate and timely financial reports for managers. These reports show cash levels, sales, accounts receivable and payable, debts, inventory, and variances. Management accounting helps organizations by assisting in planning, setting goals, making decisions like make-or-buy analyses, controlling costs, ensuring profits, and analyzing performance through variance analysis. It is valuable for feasibility studies by determining if projects are technically and financially feasible and profitable.
Based on the literatures answer the following questionNo to e.docxikirkton
Based on the literatures answer the following question:
No to exceed 600 words in total
What tool do you need to control cost in your profit center?
What is the difference between cash and revenue?
This article explains the essential concepts of cost accounting. The overview provides an introduction to the basic cost accounting objectives and techniques, the roles of the controller and cost accountant within the corporate management structure and the ethical considerations that guide cost accountants. This article also explains the basic cost accumulation methods that are used in cost accounting systems. These methods include job order costing, process costing, backflush costing, hybrid costing and joint and by-product costing. Further, explanations of the most common costs that companies must plan for and control are included, such as direct labor, direct material and factory overhead costs. Finally, this overview describes how cost accounting techniques affect business considerations in areas such as budgeting, pricing and inventory costing methods, which include throughput, direct, absorption and activity-based costing systems.
Keywords Activity-Based Costing; Activity-based Management (ABM); Actual Cost System; Backflush Costing; Balance Sheet; By-product; Controller; Cost Accounting; Cost Accumulation; Cost Driver; Direct Labor; Direct Materials; Factory Cost; Factory Overhead; Fixed Cost; Indirect Cost; Job Order Costing; Joint Cost; Labor Productivity; Process Costing; Sunk Cost; Variable Cost
Accounting > Cost Accounting
Overview
Cost accounting is the application of accounting and costing principles to the tracking, recording and analysis of the costs associated with the products or services a business produces and the activities involved in the production process. Broadly speaking, cost accounting objectives include the preparation of statistical data, application of cost accumulation and cost control methods to production processes and analysis of an organization's profitability as compared with previous periods of time and projected budgets. Cost accountants use basic accounting techniques to compile and analyze data to meet these objectives. In performing these tasks, cost accountants work within the controller's office or the accounting department of most companies. And in addition to any internal company policies that govern their duties, cost accountants must consider the ethical principles that guide the accounting and financial reporting industries. The following sections provide a more in-depth explanation of these concepts.
Introduction to Cost Accounting
Cost accounting identifies, defines, measures, reports and analyzes the various elements of direct and indirect costs associated with producing and marketing goods and services. Cost accounting also measures performance, product quality and productivity. Direct costs can be directly traced to producing specific goods or services, such as the cost of raw mater ...
This document analyzes various financial activity ratios to assess a company's efficiency. It discusses total asset turnover, fixed asset turnover, current asset turnover, inventory turnover, debtor's turnover, and average collection period ratios. These ratios measure how efficiently a company uses its assets to generate sales and turnover. The document also provides the calculations and formulas for each ratio and applies them to data from 2017-2015 to analyze the company's asset usage and receivables collection trends over those years.
This document discusses key concepts related to cost dynamics and budgetary control. It defines costs, revenues, and profits from the perspective of sellers and buyers. It also outlines the main elements of costs including material, labor, and overhead costs. The document then discusses budgets, including types (e.g. sales, production), characteristics, objectives, and essentials of effective budgetary control. Key factors that influence budget preparation are also highlighted.
This document outlines the objectives, outcomes, syllabus, and key concepts for the course "Cost and Management Accounting". The objectives are to impart knowledge about using financial data for managerial planning, control, and decision making. Key concepts covered include ratio analysis, budgeting, standard costing, marginal costing, and differences between cost accounting and management accounting. The syllabus is divided into four units covering topics such as financial statement analysis, variance analysis, budgetary control, and cost-volume-profit analysis. Key terminology around types of costs, cost concepts, and ratio analysis are also defined.
The document discusses cost accounting concepts including:
- Cost accounting provides reliable and timely cost information to management to control costs, reduce costs, improve productivity and make crucial decisions.
- Costs are classified as direct or indirect, fixed or variable, and by element (material, labor, expenses). This classification enables better cost analysis.
- Cost accounting objectives include price fixation, cost control, decision making, and measuring performance. It provides comprehensive cost information compared to financial accounting.
This document provides an introduction to cost accounting. It defines cost accounting as the recording and presentation of business transactions related to production for measurement and control purposes. Cost accounting differs from financial accounting in that it focuses on internal transactions and provides information to management for decision making. The objectives of cost accounting include controlling and reducing costs, determining selling prices, assisting management with decisions, and ensuring profit from each business activity.
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2. Management and Financial
Accounting
Financial Accounting
• Standard Financial Statement:
(e.g. Cash Flow, Balance Sheet, Income
Statements)
• For external users for assessing company’s
health: (e.g. Stockholders, Investors)
• Focus on past data.
• Follows Generally Accepted Accounting
Principles (GAAP).
• Audited.
Management Accounting
• Specialized data products.
• For internal users making smart decisions:
(e.g. managers, general managers).
• Focus on future trends.
• Does not need to follow GAAP.
• Not Audited.
• May include more detailed info.
• May include nonfinancial info.
3. Principles of Management Accounting
■ Effective management accounting implementation can develop decision-making
in companies, it comprises of four basic principles.
Influence:
Communication
provides insight that is
influential.
Relevance:
Information that is
relevant.
Value:
Impact on value is
analyzed.
Trust:
Stewardship builds
trust.
4. Definitions
■ Management accounting is the procedure of recognition,
measurement, gathering, examination, preparation, explanation
and communication of information that helps managers in
particular decision making within the framework for
organization’s growth and achieving its goals.
■ It is the process of preparing management reports and accounts
that give correct and on-time statistical and financial information
needed by managers to make day-to-day and short term
decisions for the benefits of the company.
5. Role and Principles of Management
accounting
Managerial accounting covers all fields of accounting designed at
informing management of business operation parameters, which
include reports of budgeting, trend analysis, sales forecasting, product
costing, constraint analysis and many more on daily, weekly or
monthly basis.
■ Cost accounting:
Cost accounting comprises of methods for evaluating the costs of
products, processes and projects, in order to report the accurate costs
and amounts on the financial statements, while supporting
management in taking decisions.
6. Role and Principles of Management
accounting
■ Inventory Management Systems:
Inventory management system is the method of supervision and
controlling of the orders, storage and use of parts that a company
uses in the manufacturing of the products it sells.
■ Job Costing:
Job costing is an order-specific estimation procedure, used in
conditions where each job is different and is performed according to
customer’s requirements.
■ Price Optimising:
It is the utilization of mathematical procedure by a company to find out
how buyers will react to different prices for its products and services
through diverse channels
7. Costings
■ Absorption costing
Absorption costing is a cost accounting process for valuing inventory. Absorption costing
comprises or "absorbs" all the costs of manufacturing a product including both fixed and
variable costs.
ABC Corp. produces 100,000 sponges per
month:
1) Labor charges per unit= $0.5
2) Material charges per unit= $0.25
3) Monthly rent = $30k => per unit =>
30k/100k = $0.3
4) Monthly Insurance = $4 => per unit
=> 4k/100k => $0.04
Total Absorption Cost = $1.09 per sponge
If ABC Corp. produces 200,000 sponges
per month:
1) Labor charges per unit= $0.5
2) Material charges per unit= $0.25
3) Monthly rent = $30k => per unit =>
30k/200k = $0.15
4) Monthly Insurance = $4 => per unit
=> 4k/100k => $0.02
Total Absorption Cost = $0.92 per sponge
8. Costings
■ Marginal costing
The increase or decrease in the total cost of a production run for making one
additional unit of an item.
Marginal Cost of production = Change in total production costs / Change in total Quantity
produced
ABC Corp. produces 100,000
sponges at $1.5 each. The total
cost of manufacturing 100,000
units is $150,000
If ABC Corp. decides to produce
100 extra units of sponges at
$1.5 each. Then the total cost of
producing 100,100 units is
$150,150. Hence, the Marginal
Cost is $150 ($150,150-
$100,000)
9. How is Management Accounting
integrated into an organisation
■ Cost centres
■ Price setting
■ Decision making
■ Departmental budget
■ Central budget
10. Benefits of Management Accounting
■ Determining the goals
■ Reduce Costs
■ Increase Efficiency
■ Maximizing the Profitability
■ Increase Financial Returns
11. Conclusion
In this present multifaceted business world, management accounting has become
an essential part of management, which is determine to guide and advise the
decision makers of the company at every step. Management accounting not only
increase efficiency of the management but it also increases the efficiency of the
employees. As it is clear that management accounting is necessary in decision-
making for those businesses which has the passion to continue being successful for
generations. Based on the information given by these methods, the owner of the
company can move forward, bring innovations and take risks without fear. Proper
management accounting should be implemented in the organization which should
has the ability to evolve according to the changing business strategies with respect
to market.
Management and financial accountings are the major tools for any organization, but the function of both tools are different. Organization utilizes these tools to establish operational plans in the future, to examine the past performance and to monitor present business functions. Both tools have different audiences by means of externally and internally.
Financial Accounting:
Financial Accounting is performed by organization to show the financial condition of the business to its outer audience, such as Board of Directors, stakeholders, stockholders, other investors and financial institutions. It represents the specific time period performance of the company to show the audience that how the company has performed in the past. Financial accounting reports must be submitted on an annual basis and this annual report must be made public for publically traded companies.
Management Accounting:
Management or managerial accounting is used by managers to make decisions concerning the day-to-day operations of a business. It is based not on past performance, but on current and future trends, which does not allow for exact numbers. Because managers often have to make operation decisions in a short period of time in a fluctuating environment, management accounting relies heavily on forecasting of markets and trends.
Effective management accounting practices can improve decision-making in organizations through, among other things, future-focused insight and analysis.
1- Influence: Conversation is the integral part of management accounting which is present at beginning and ending of the process. It improves decision-making by corresponding insightful information. By the discussion about the needs of decision-makers, the most pertinent information can be achieved and analyzed, which is useful for decision makers in achieving influence.
2- Relevance: Management accounting scrutinizes the finest obtainable resources for information that is relevant to the decision-makers to take decision.
It requires achieving an appropriate balance between:
Past, present, and future-related information
Internal and external information
Financial and nonfinancial information, including environmental and social issues
3- Value: Management accounting connects the organization’s strategy to its business model and requires a thorough understanding of the wider macroeconomic environment. It involves analyzing information along the value-generation path, evaluating opportunities, and focusing on the risks, costs, and value-generation potential of opportunities.
4- Trust: Accountability and scrutiny make the decision-making process more objective. Balancing short-term commercial interests against long-run value for stakeholders enhances credibility and trust. Management accounting professionals are trusted to be ethical, accountable, and mindful of the organization’s values, governance requirements, and social responsibilities.
Inventory management is also the activity of supervision and controlling of quantities of finished products for sale. A business's inventory is one of its major assets and represents an investment that is tied up until the item sells. Businesses incur costs to store, track and insure inventory. Inventories that are mismanaged can create significant financial problems for a business, whether the mismanagement results in an inventory glut or an inventory shortage.
Job costing involves keeping an account of direct and indirect costs. Since both types of costs are usually closely related (a job requiring high input of labor and material is likely to consume more power, machine time, supervision time, inspection time, etc.) indirect costs may be applied as an estimated fraction of direct costs. Job costing methods are similar to contract costing and batch costing methods, and are used in construction, motion picture, and shipping industries, in fabrication, repair, and maintenance works, and in services such as auditing.
Price Optimization is also used to determine the prices that the company determines will best meet its objectives such as maximizing operating profit.
Absorption costing means that all expenses including direct, like material costs, and indirect, like overhead costs, are comprised in the price of inventory. Absorption costing provides a much more detailed and correct view on how much it really costs to produce your inventory then the marginal costing method, hence it is also known as full costing or full absorption method.
Marginal costs are variable costs consisting of labor and material costs, plus an estimated portion of fixed costs (such as administration overheads and selling expenses). In companies where average costs are fairly constant, marginal cost is usually equal to average cost. However, in industries that require heavy capital investment (automobile plants, airlines, mines) and have high average costs, it is comparatively very low.
Cost Centers:
In a Cost Center, inputs or expenditures are calculated in financial terms, but output is not. Managers of these units are classically evaluated by means of productivity measures that relate the quantities of inputs used to generate the required outputs. They are evaluated on the cost efficiency with which they use a mix of inputs (labor, materials, and outside services). Purpose of cost centers is to add the cost of the organization, but only indirectly add to the profit of the organization.
Price Setting:
Pricing tactics can be used to achieve various types of objectives, such as expanding market share, increasing profit margin, or driving a competitor from the marketplace. It may be essential for a business to modify its pricing strategy over time as its market changes.
Decision Making:
Management accounting continuously performs relevant tasks such as Cost Analysis, Make or buy analysis, sales forecasting etc, on daily, weekly or monthly basis to come up with short term decisions for the flourishment of the organization. Managerial accounting information gives a data-driven aspect at how to nurture business. Financial statement projections, budgeting and balanced scorecards are just a few examples of how managerial accounting information is used to provide information to help management guide the future of a company. By focusing on this data, managers can make decisions that aim for continuous improvement and are justifiable based on intelligent analysis of the company data, as opposed to gut feelings.
Budgeting:
Management accounting implements budgeting strategies to think for the future planning rather than taking decisions on short-term or day-to-day basis. Even if management fails to achieve the desired targets as mentioned in the budget, but at least it is thinking about the organization’s competitive and financial position and how to improve it.
Determining the goals:
Management accounting on the basis of available information, design its aim and tries to find out the route by which it can be achievable. Through proper management accounting, the company can set its target and moves in the correct direction for growth.
Reduce Costs:
Management accounting helps the business owners to review the cost of financial resources and other business operations which allows them to better understand how much money is required to run the business operation efficiently. Management accounting can also provide owners the idea of economic resources quality analysis, if the final product’s quality would not suffer by utilizing cheaper raw material, then owners will reduce the production cost to increase profitability.
Increase Efficiency :Management accounting rises the efficiency of operation of company. Everything is done in management accounting with a scientific system for evaluating and comparing the performance. With this, we find deviations. We will take promotional decisions on this basis. Other employees will also be motivated with this because if their performance will be favourable, they get reward of this. Thus management accounting increases efficiency.
Maximizing the Profitability :Using of management accounting’s budgetary control and capital budgeting tool, company can easily succeed to reduce both operating and capital expenditures. After this, company can reduce its price and then company will receive super profits.
Increase Financial Returns:
Business owners can also use management accounting to increase their company’s financial returns. Management accountants can prepare financial forecasts relating to consumer demand, potential sales or the effects of consumer price changes in the economic marketplace. Business owners will often use this information to ensure they can produce enough goods or services to meet consumer demand at current prices.