This document provides an overview of managerial accounting and its role in organizations. It defines managerial accounting as identifying, measuring, analyzing, interpreting, and communicating financial and non-financial information to assist managers in planning, directing, and controlling organizational operations. The document outlines five objectives of managerial accounting, major contemporary themes, differences from financial accounting, roles of accounting professionals, and ethical responsibilities. It also discusses concepts like the balanced scorecard, cost management systems, and the value chain.
This document discusses return on investment (ROI) and how it is used by corporate headquarters to evaluate the profitability and performance of decentralized business segments or departments. ROI is defined as net operating income divided by average operating assets. It is a measure used to compare the returns of different investment centers and past performance, and help managers identify ways to increase ROI such as increasing sales, reducing expenses, and reducing assets. The balanced scorecard approach can help managers understand the company's strategy for increasing ROI.
1. Managerial accounting involves identifying, measuring, analyzing, interpreting, and communicating financial and non-financial information to assist managers in planning, directing, and controlling organizational activities.
2. Managerial accounting adds value to organizations by providing information for decision-making, planning, and controlling operations, assisting in directing activities, and motivating and measuring employee performance.
3. Managerial accounting differs from financial accounting in that it provides internal information for decision-making rather than external financial reports, and it focuses on supporting management rather than satisfying external reporting requirements.
The document discusses the role of managerial accounting in business. It defines managerial accounting as identifying, measuring, analyzing, interpreting, and communicating financial information to assist managers in planning, directing, and controlling operations. It also discusses how managerial accounting adds value by providing information for decision-making, assisting with planning and control, and motivating employees. Finally, it discusses major themes in managerial accounting like costs, incentives, and adaptation to changes in business environments.
Managerial accounting is used internally by managers to make informed business decisions and help achieve organizational goals. It involves planning, organizing, controlling and directing resources. Some key functions of management include planning, organizing work, controlling plans, and using different styles like management by exceptions and management by objectives. Current focuses in managerial accounting include new practices like total quality management, benchmarking, business process reengineering, theory of constraints, kaizen costing, and just-in-time techniques.
Managerial Accounting & the Business EnvironmentShadat Hossion
This document provides an overview of managerial accounting and the business environment. It discusses the key differences between managerial accounting and financial accounting. Managerial accounting provides internal information for managers, while financial accounting provides external information. The document also outlines some changing tools for managers, including just-in-time systems, total quality management, process reengineering, and the theory of constraints. It discusses the plan-do-check-act cycle and introduces concepts like codes of conduct, standards of ethical conduct, and objectives of management accounting.
This document provides an overview of managerial accounting. It begins by defining managerial accounting and describing how it differs from financial accounting. Managerial accounting provides information to managers within an organization to help them plan, direct operations, and control the business. The document then discusses how the information needs of a business are determined by its overall strategy and how accounting information can help monitor strategic performance using tools like the balanced scorecard. Finally, it emphasizes the importance of ethical behavior in managerial accounting and how an organization's code of conduct helps guide decision making.
Managerial accounting involves identifying, measuring, analyzing, interpreting, and communicating financial and non-financial information to help an organization achieve its goals. It provides information to managers within an organization to help with planning, operating, and controlling decisions. Managerial accounting focuses on providing internal reporting, cost allocation, planning and control, and performance measurement to assist management decision making. It differs from financial accounting in that it provides internal reporting, focuses on specific areas and future planning rather than external reporting of past financial performance. Managerial accounting uses both monetary and non-monetary information to aid decisions, while financial accounting focuses on monetary reporting and the organization as a whole.
Managerial accounting measures and reports financial and non-financial information to help managers make decisions to achieve organizational goals. It focuses on the internal users and future decisions rather than external reporting. Managerial accounting is more flexible and non-GAAP compliant compared to financial accounting which focuses on external users and GAAP compliance. Management accounting helps develop strategy by identifying key customers, competitors, capabilities, and cash requirements. It also helps create value through analyzing the value chain and key success factors of cost, quality, time and innovation. Planning and control systems use tools like budgets to set goals, predict results, and provide feedback to implement decisions.
This document discusses return on investment (ROI) and how it is used by corporate headquarters to evaluate the profitability and performance of decentralized business segments or departments. ROI is defined as net operating income divided by average operating assets. It is a measure used to compare the returns of different investment centers and past performance, and help managers identify ways to increase ROI such as increasing sales, reducing expenses, and reducing assets. The balanced scorecard approach can help managers understand the company's strategy for increasing ROI.
1. Managerial accounting involves identifying, measuring, analyzing, interpreting, and communicating financial and non-financial information to assist managers in planning, directing, and controlling organizational activities.
2. Managerial accounting adds value to organizations by providing information for decision-making, planning, and controlling operations, assisting in directing activities, and motivating and measuring employee performance.
3. Managerial accounting differs from financial accounting in that it provides internal information for decision-making rather than external financial reports, and it focuses on supporting management rather than satisfying external reporting requirements.
The document discusses the role of managerial accounting in business. It defines managerial accounting as identifying, measuring, analyzing, interpreting, and communicating financial information to assist managers in planning, directing, and controlling operations. It also discusses how managerial accounting adds value by providing information for decision-making, assisting with planning and control, and motivating employees. Finally, it discusses major themes in managerial accounting like costs, incentives, and adaptation to changes in business environments.
Managerial accounting is used internally by managers to make informed business decisions and help achieve organizational goals. It involves planning, organizing, controlling and directing resources. Some key functions of management include planning, organizing work, controlling plans, and using different styles like management by exceptions and management by objectives. Current focuses in managerial accounting include new practices like total quality management, benchmarking, business process reengineering, theory of constraints, kaizen costing, and just-in-time techniques.
Managerial Accounting & the Business EnvironmentShadat Hossion
This document provides an overview of managerial accounting and the business environment. It discusses the key differences between managerial accounting and financial accounting. Managerial accounting provides internal information for managers, while financial accounting provides external information. The document also outlines some changing tools for managers, including just-in-time systems, total quality management, process reengineering, and the theory of constraints. It discusses the plan-do-check-act cycle and introduces concepts like codes of conduct, standards of ethical conduct, and objectives of management accounting.
This document provides an overview of managerial accounting. It begins by defining managerial accounting and describing how it differs from financial accounting. Managerial accounting provides information to managers within an organization to help them plan, direct operations, and control the business. The document then discusses how the information needs of a business are determined by its overall strategy and how accounting information can help monitor strategic performance using tools like the balanced scorecard. Finally, it emphasizes the importance of ethical behavior in managerial accounting and how an organization's code of conduct helps guide decision making.
Managerial accounting involves identifying, measuring, analyzing, interpreting, and communicating financial and non-financial information to help an organization achieve its goals. It provides information to managers within an organization to help with planning, operating, and controlling decisions. Managerial accounting focuses on providing internal reporting, cost allocation, planning and control, and performance measurement to assist management decision making. It differs from financial accounting in that it provides internal reporting, focuses on specific areas and future planning rather than external reporting of past financial performance. Managerial accounting uses both monetary and non-monetary information to aid decisions, while financial accounting focuses on monetary reporting and the organization as a whole.
Managerial accounting measures and reports financial and non-financial information to help managers make decisions to achieve organizational goals. It focuses on the internal users and future decisions rather than external reporting. Managerial accounting is more flexible and non-GAAP compliant compared to financial accounting which focuses on external users and GAAP compliance. Management accounting helps develop strategy by identifying key customers, competitors, capabilities, and cash requirements. It also helps create value through analyzing the value chain and key success factors of cost, quality, time and innovation. Planning and control systems use tools like budgets to set goals, predict results, and provide feedback to implement decisions.
The document provides an overview of management accounting concepts including definitions of management accounting and its functions. It compares management accounting to financial accounting, outlining their differences in areas such as users, guidelines, emphasis, and orientation. It also discusses management functions including planning, organizing, and controlling. Ethical standards for management accountants are presented, focusing on competence, integrity, confidentiality, and objectivity.
This document provides an overview of management accounting concepts including definitions of management accounting, different types of management accounting systems, and management accounting reporting. It includes explanations of cost accounting, budgeting, and how management accounting can be integrated within organizational processes. The document also includes tasks to calculate costs using marginal and absorption costing to prepare an income statement, explain budgeting tools for control, and compare how organizations adapt management accounting systems to respond to financial problems. Overall, the document serves to develop an understanding of management accounting and how various tools and systems can be applied within organizations.
K12CURRICULUM
Feedforward.Concurrent.Feedback Control.Budgetting. Effective Control Systems. The Importance of control. Areas of control. Elements in an internal Control. Financial Budget; Oraganizational Functions.
Reported by... Grade11 students
Majoycvbhdgkjehf bvnfdyKINDNESS2K16
The overall aim of this unit is to introduce the fundamentals of management
accounting which apply to the wider business environment and the organizations
which operate within that environment. Students will explore how management accounting uses financial data to aid planning decisions, and the monitoring and
control of finance within organizations.
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.
The document discusses managerial accounting information systems. It acknowledges those who helped with the project and thanks Allah. It provides an abstract that accounting identifies, records, and communicates relevant and reliable information to users. Management accounting differs from financial accounting in its users. The document includes sections on introduction and scope, management accounting, functions and goals of management accounting, benefits and limitations. It concludes that applying an accounting system, including management accounting, can help enterprises achieve objectives by providing useful information. It provides references used.
Management accounting provides accounting information to assist management in planning, decision-making, and day-to-day operations. It has a wider scope than financial accounting and focuses on both qualitative and quantitative information for internal users. The objectives of management accounting include planning, controlling performance, decision-making, and interpreting financial data to help management. Some key techniques used in management accounting are budgeting, standard costing, marginal costing, and financial statement analysis.
This document provides an introduction to management accounting. It defines management accounting as measuring, analyzing, and reporting financial and non-financial information to help managers make decisions to achieve organizational goals. The objectives of management accounting are to assist management in planning, organizing, directing and controlling, and to provide relevant information for decision-making. Management accounting provides data, modifies accounting data for planning and decisions, analyzes and interprets data, facilitates control, and uses qualitative information. It is distinguished from financial accounting in its objectives, analytical focus, data used, treatment of non-monetary factors, and periodicity of reporting. Cost accounting is a part of management accounting that provides source data.
Managerial accounting provides internal accounting information to managers within an organization to help them make better decisions. It involves identifying, measuring, and communicating financial and non-financial information. The information helps managers plan, evaluate performance, and control the various parts of the organization. Managerial accounting also helps ensure resources are used appropriately and managers are accountable for their actions. It differs from financial accounting, which provides external reporting for stakeholders, in that managerial accounting focuses on historical costs for parts of the organization to aid current and future decision making.
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.
Management accounting provides accounting information to managers within organizations to help them make informed business decisions. It focuses on forward-looking information for decision-making, rather than historical financial reporting. Management accounting involves identifying, measuring, analyzing, and communicating financial and non-financial information about resources, risks, and performance. The goal is to help managers strategically plan, evaluate, and control operations to make efficient use of resources.
Management accounting provides accounting information to management for planning, controlling, and decision-making. It involves analyzing and interpreting financial and non-financial data to assist management in setting reasonable economic objectives and making rational decisions. The scope of management accounting includes financial accounting, cost accounting, forecasting and budgeting, tax planning, internal control, cost control procedures, financial analysis and reporting to management. Its objectives are planning, decision-making, controlling, coordinating, communicating, and evaluating efficiency and effectiveness.
This document discusses the meaning, nature, scope and advantages/limitations of management accounting. It defines management accounting as a branch of accounting that assists managers in decision making. It then lists some key differences between management accounting, financial accounting, and cost accounting, such as their users (internal vs. external), emphasis (future planning vs. past data), and purpose (decision making vs. statutory reporting). Finally, it outlines some benefits of management accounting like improved decision making and control of costs/profits, as well as some limitations like requiring comprehensive knowledge.
Management accounting is the process used by management to plan, evaluate, and control the resources of an organization. It involves identifying, measuring, analyzing, and communicating financial information for internal reporting, decision making, and ensuring accountability. The key objectives of management accounting are to enable profit maximization or loss minimization, assist in decision making and policy formulation, aid in controlling operations, and motivate and interpret financial data for internal and external stakeholders. Some limitations include reliance on data quality, subjective decision making, lack of objectivity in some areas, and high costs of implementation across a wide scope.
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations to attain organizational goals. The control process includes measuring performance, comparing to standards, and taking action to correct deviations. There are different types of control including feedforward, concurrent, and feedback control. An effective control system has qualities like accuracy, timeliness, flexibility, and reasonable criteria. Contingency factors like organization size and culture affect control system design.
The balanced scorecard is a management system that allows organizations to define their vision and strategy and translate them into action. It measures organizational performance across four perspectives: financial, customer, internal processes, and learning and growth. The balanced scorecard helps communicate strategy to employees, motivates managers, and overcomes barriers to effective strategy implementation.
Management accounting by unity tutorialsHARSH BAZAJ
Management accounting provides analysis of business activities for internal management use in facilitating decision making. It differs from financial accounting which presents accounting information for external stakeholders. Management accounting aids planning, decision making, problem identification, and strategy through tools like forecasts, budgets, variance analysis, and by presenting both financial and non-financial information regularly. Its benefits include profitability analysis, break even analysis, forecasting, new product analysis, and aiding financial accounting and management control.
This document provides an overview of key concepts in management accounting. It discusses management accounting as a type of information that helps managers plan, coordinate, and control organizational activities. It contrasts management accounting with financial reporting, noting their different purposes, users, structures, and timeliness. The document also covers measurement of costs, revenues, and assets for control purposes and decision making. It emphasizes that accounting numbers are approximations and that management decisions rely on both quantitative and qualitative factors. People, not just numbers, drive organizational performance.
The document introduces the role of financial management. It discusses how financial managers seek to maximize shareholder wealth within the constraints of forming socially responsible decisions. Financial managers must consider agency problems that arise between owners and managers/creditors. They summarize key factors like business structure, cash flow size/timing/risk that determine shareholder wealth.
This chapter discusses the nature and goals of financial management. It explains the finance manager's role in raising funds, allocating funds, and profit planning. The primary goals discussed are profit maximization, maximizing earnings per share, and shareholder wealth maximization. It also discusses objections to profit maximization and how shareholder wealth maximization accounts for risk and timing of returns. Additionally, it covers the relationship between risk and return and how financial decisions are guided by the risk-return tradeoff. The chapter addresses potential conflicts between manager and shareholder goals and how financial goals relate to a firm's mission and objectives. Finally, it provides an overview of how finance functions are typically organized within a company.
The document provides an overview of management accounting concepts including definitions of management accounting and its functions. It compares management accounting to financial accounting, outlining their differences in areas such as users, guidelines, emphasis, and orientation. It also discusses management functions including planning, organizing, and controlling. Ethical standards for management accountants are presented, focusing on competence, integrity, confidentiality, and objectivity.
This document provides an overview of management accounting concepts including definitions of management accounting, different types of management accounting systems, and management accounting reporting. It includes explanations of cost accounting, budgeting, and how management accounting can be integrated within organizational processes. The document also includes tasks to calculate costs using marginal and absorption costing to prepare an income statement, explain budgeting tools for control, and compare how organizations adapt management accounting systems to respond to financial problems. Overall, the document serves to develop an understanding of management accounting and how various tools and systems can be applied within organizations.
K12CURRICULUM
Feedforward.Concurrent.Feedback Control.Budgetting. Effective Control Systems. The Importance of control. Areas of control. Elements in an internal Control. Financial Budget; Oraganizational Functions.
Reported by... Grade11 students
Majoycvbhdgkjehf bvnfdyKINDNESS2K16
The overall aim of this unit is to introduce the fundamentals of management
accounting which apply to the wider business environment and the organizations
which operate within that environment. Students will explore how management accounting uses financial data to aid planning decisions, and the monitoring and
control of finance within organizations.
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.
The document discusses managerial accounting information systems. It acknowledges those who helped with the project and thanks Allah. It provides an abstract that accounting identifies, records, and communicates relevant and reliable information to users. Management accounting differs from financial accounting in its users. The document includes sections on introduction and scope, management accounting, functions and goals of management accounting, benefits and limitations. It concludes that applying an accounting system, including management accounting, can help enterprises achieve objectives by providing useful information. It provides references used.
Management accounting provides accounting information to assist management in planning, decision-making, and day-to-day operations. It has a wider scope than financial accounting and focuses on both qualitative and quantitative information for internal users. The objectives of management accounting include planning, controlling performance, decision-making, and interpreting financial data to help management. Some key techniques used in management accounting are budgeting, standard costing, marginal costing, and financial statement analysis.
This document provides an introduction to management accounting. It defines management accounting as measuring, analyzing, and reporting financial and non-financial information to help managers make decisions to achieve organizational goals. The objectives of management accounting are to assist management in planning, organizing, directing and controlling, and to provide relevant information for decision-making. Management accounting provides data, modifies accounting data for planning and decisions, analyzes and interprets data, facilitates control, and uses qualitative information. It is distinguished from financial accounting in its objectives, analytical focus, data used, treatment of non-monetary factors, and periodicity of reporting. Cost accounting is a part of management accounting that provides source data.
Managerial accounting provides internal accounting information to managers within an organization to help them make better decisions. It involves identifying, measuring, and communicating financial and non-financial information. The information helps managers plan, evaluate performance, and control the various parts of the organization. Managerial accounting also helps ensure resources are used appropriately and managers are accountable for their actions. It differs from financial accounting, which provides external reporting for stakeholders, in that managerial accounting focuses on historical costs for parts of the organization to aid current and future decision making.
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.
Management accounting provides accounting information to managers within organizations to help them make informed business decisions. It focuses on forward-looking information for decision-making, rather than historical financial reporting. Management accounting involves identifying, measuring, analyzing, and communicating financial and non-financial information about resources, risks, and performance. The goal is to help managers strategically plan, evaluate, and control operations to make efficient use of resources.
Management accounting provides accounting information to management for planning, controlling, and decision-making. It involves analyzing and interpreting financial and non-financial data to assist management in setting reasonable economic objectives and making rational decisions. The scope of management accounting includes financial accounting, cost accounting, forecasting and budgeting, tax planning, internal control, cost control procedures, financial analysis and reporting to management. Its objectives are planning, decision-making, controlling, coordinating, communicating, and evaluating efficiency and effectiveness.
This document discusses the meaning, nature, scope and advantages/limitations of management accounting. It defines management accounting as a branch of accounting that assists managers in decision making. It then lists some key differences between management accounting, financial accounting, and cost accounting, such as their users (internal vs. external), emphasis (future planning vs. past data), and purpose (decision making vs. statutory reporting). Finally, it outlines some benefits of management accounting like improved decision making and control of costs/profits, as well as some limitations like requiring comprehensive knowledge.
Management accounting is the process used by management to plan, evaluate, and control the resources of an organization. It involves identifying, measuring, analyzing, and communicating financial information for internal reporting, decision making, and ensuring accountability. The key objectives of management accounting are to enable profit maximization or loss minimization, assist in decision making and policy formulation, aid in controlling operations, and motivate and interpret financial data for internal and external stakeholders. Some limitations include reliance on data quality, subjective decision making, lack of objectivity in some areas, and high costs of implementation across a wide scope.
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations to attain organizational goals. The control process includes measuring performance, comparing to standards, and taking action to correct deviations. There are different types of control including feedforward, concurrent, and feedback control. An effective control system has qualities like accuracy, timeliness, flexibility, and reasonable criteria. Contingency factors like organization size and culture affect control system design.
The balanced scorecard is a management system that allows organizations to define their vision and strategy and translate them into action. It measures organizational performance across four perspectives: financial, customer, internal processes, and learning and growth. The balanced scorecard helps communicate strategy to employees, motivates managers, and overcomes barriers to effective strategy implementation.
Management accounting by unity tutorialsHARSH BAZAJ
Management accounting provides analysis of business activities for internal management use in facilitating decision making. It differs from financial accounting which presents accounting information for external stakeholders. Management accounting aids planning, decision making, problem identification, and strategy through tools like forecasts, budgets, variance analysis, and by presenting both financial and non-financial information regularly. Its benefits include profitability analysis, break even analysis, forecasting, new product analysis, and aiding financial accounting and management control.
This document provides an overview of key concepts in management accounting. It discusses management accounting as a type of information that helps managers plan, coordinate, and control organizational activities. It contrasts management accounting with financial reporting, noting their different purposes, users, structures, and timeliness. The document also covers measurement of costs, revenues, and assets for control purposes and decision making. It emphasizes that accounting numbers are approximations and that management decisions rely on both quantitative and qualitative factors. People, not just numbers, drive organizational performance.
The document introduces the role of financial management. It discusses how financial managers seek to maximize shareholder wealth within the constraints of forming socially responsible decisions. Financial managers must consider agency problems that arise between owners and managers/creditors. They summarize key factors like business structure, cash flow size/timing/risk that determine shareholder wealth.
This chapter discusses the nature and goals of financial management. It explains the finance manager's role in raising funds, allocating funds, and profit planning. The primary goals discussed are profit maximization, maximizing earnings per share, and shareholder wealth maximization. It also discusses objections to profit maximization and how shareholder wealth maximization accounts for risk and timing of returns. Additionally, it covers the relationship between risk and return and how financial decisions are guided by the risk-return tradeoff. The chapter addresses potential conflicts between manager and shareholder goals and how financial goals relate to a firm's mission and objectives. Finally, it provides an overview of how finance functions are typically organized within a company.
This document provides an overview of treasury management in banks. It discusses key topics such as:
- The role and objectives of the treasury department in managing a bank's funds, liquidity, investments, and risks.
- The organizational structure of treasury operations, including the front office, mid office, and back office functions.
- Responsibilities of the treasury like cash forecasting, investment management, risk management, and maintaining regulatory reserves.
- The treasurer's duties in areas like financial oversight, funding, financial reporting, and controlling assets.
Challenges Of Corporate Social ResponsibilityElijah Ezendu
Issues in development of workable corporate social responsibility strategy and resolution of awe-inspiring stance for championing effective governance.
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 discusses various elements of management control systems including strategic planning, budgeting, performance measurement, and responsibility centers. It defines management control as a process that ensures resources are deployed effectively to meet organizational objectives. Key aspects of management control systems include setting goals and standards, measuring performance, evaluating results, and taking corrective actions. Management control differs from task control in its focus on coordination across organizational units to implement strategies.
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.
- An account records transactions relating to a particular item and their effect in terms of debits and credits. Debits increase accounts and credits decrease accounts.
- There are three types of accounts: personal, real, and nominal. Personal accounts relate to individuals, real accounts relate to assets and liabilities, and nominal accounts relate to income and expenses.
- Management accounting provides information to managers for planning, control, and decision making purposes, whereas financial accounting provides information to external parties. Management accounting focuses on the future and internal reporting.
The document discusses accounting information systems (AIS). It defines an AIS as consisting of people, procedures, data, software, and IT that perform important functions for an organization, including collecting and storing transaction data, processing data into useful information, and providing adequate controls. The document outlines five learning objectives, which are to explain what an AIS is, why studying AIS is important, how an AIS adds value in a company's value chain, the three basic functions of an AIS, and the types of information an AIS can provide.
The document provides an overview of international financial management. It discusses key concepts such as maximizing shareholder wealth, acquiring funds and making investment decisions. It also covers the nature and scope of international finance, including the roles of treasurers and controllers. Additionally, it outlines some of the major risks and theories related to international trade and business methods like licensing and exporting.
The document discusses various aspects of financial management including its objectives, scope, sources of finance, and types of shares. Financial management deals with procuring and utilizing funds in a balanced manner to maximize profit and returns. The basic objectives are profit maximization and maintaining liquidity, while other objectives include fair returns, building reserves, and ensuring efficiency. Sources of finance discussed include equity shares, preference shares, debentures, and retained earnings.
Managerial accounting provides internal managers and external parties with financial and non-financial information to make informed business decisions. It involves tracking costs and revenues, preparing budgets and forecasts, and analyzing variances. An effective accounting system balances costs with benefits, adheres to regulatory standards, and considers behavioral implications on managers. Budgets and performance reports are key tools that facilitate planning, control, and evaluation of business activities. Accountants play an important role across an organization's value chain functions from research to customer service.
This document provides an overview of key concepts in managerial accounting. It defines managerial accounting as identifying, measuring, analyzing, interpreting, and communicating financial information to help managers plan, direct, and control organizational activities. The document discusses how managerial accounting adds value by providing information for decision-making, planning, controlling activities, motivating employees, measuring performance, and assessing competitiveness. It also distinguishes managerial from financial accounting and describes common roles in managerial accounting like the controller and treasurer. Major themes in managerial accounting discussed include information/incentives, costs/benefits, evolution/adaptation, and behavioral issues.
Management accounting provides internal accounting information to managers to aid strategic decision-making. It focuses on forward-looking reports to help plan and control operations. Management accounting differs from financial accounting which produces external reports for stakeholders on historical performance and financial position. The key principles of management accounting are causality, which provides cause-and-effect insights, and analogy, which allows managers to apply insights to their own activities and decisions. Management accounting aims to serve managers' decision-making needs rather than just complying with financial reporting requirements.
Management accounting provides financial information to internal managers to assist with decision making and management functions. It focuses on forward-looking reports to help plan for the future, while financial accounting provides external historical reports. The key differences are that management accounting is internal/future-focused while financial accounting is external/historical. Management accounting follows principles of causality and analogy to provide insights for managing business activities.
The document discusses various aspects of organizational control, including:
1) It defines control and describes the three approaches to control systems - market, bureaucratic, and clan control.
2) It explains the three steps in the control process - measuring performance, comparing to standards, and taking action to correct deviations.
3) It discusses tools managers use to control organizational performance, such as financial ratios, balanced scorecards, benchmarking, and information controls.
This document outlines a management accounting course. The course will cover four units: introduction to management, financial, cost, and managerial accounting; budgetary control and variances; costing and profit planning; and managerial decision making. Key topics include comparative financial statements, ratio analysis, budget preparation and variance analysis, cost-volume-profit analysis, and using accounting information for decisions around product mix and make-or-buy analysis. The course will utilize lectures, case studies, presentations, exercises and a project. It aims to help students understand how managerial accounting can assist management functions like planning, organizing and controlling through tools like standard costing, budgeting and qualitative analysis.
This document provides the syllabus for a Principles of Managerial Accounting course. The syllabus outlines topics that will be covered, including the fundamentals of managerial accounting, analysis and interpretation of financial statements, ratio analysis, cost-volume-profit analysis, and assessment criteria. Key concepts such as the distinction between managerial and financial accounting, and managerial and cost accounting will be examined. The course will be assessed through assignments, quizzes, examinations, presentations, and a final examination.
Intoduction to management accounting (MAF251)Ismail Noordin
- Management accounting and financial accounting both involve decision making, record keeping and performance evaluation functions. They are both based on the principle of stewardship to be responsible and accountable for financial and operating performance.
- They use the same general accounting system to collect data and develop information. However, management accounting focuses more on internal reporting to help managers with decision making, while financial accounting focuses on external reporting for stakeholders.
- Some key similarities include using the same data collection system and providing information to fulfill accountability of financial and operating performance. However, management accounting reports are more flexible and focus on segments useful for decision making.
internal audit function ans controller's role in investors relationArgentinaMorata
This document discusses the roles of internal audit, the controller, and investor relations. It defines internal audit as an independent function to evaluate operations and ensure proper controls. The controller oversees accounting and finance and can influence internal audit priorities. For investor relations, the objectives are enhancing shareholder value through regular communication of financial and strategic information. The controller acts as an information resource, interpreter, and communicator in investor relations, assisting with financial documents and presentations. The CEO may also be involved in major investor meetings and addressing important company matters.
This chapter introduces accounting and discusses how it assists in decision making. It describes the key components of the balance sheet, including assets, liabilities, and owners' equity. Business transactions are analyzed and related to changes in the balance sheet. Finally, it compares features of different business organizations like proprietorships, partnerships, and corporations.
Management accounting provides financial and non-financial information to managers for decision making. It involves partnering with management in strategic planning, performance management, and financial reporting to help implement organizational strategy. Management accounting draws information from accounting and non-accounting sources to provide quantitative and qualitative data for management planning and control. It covers areas like financial accounting, cost accounting, statistical methods, operations research, taxation, and organization and methods.
This document is from a chapter on managerial accounting that defines the topic and discusses its role and uses. It covers how managerial accounting identifies, measures, analyzes and communicates financial information to assist managers in planning, directing activities and assessing performance. It also distinguishes managerial accounting from financial accounting in terms of users, regulation and focus. Finally, it discusses managerial accounting as a career and the importance of ethics in the profession.
This document provides an overview of managerial accounting. It discusses how managerial accounting provides information for internal managers, compared to financial accounting which provides information to external parties. Key aspects of managerial accounting covered include planning, controlling, and decision making. The document also discusses how the business environment has changed with trends like just-in-time and total quality management, requiring more from managerial accounting. Finally, it outlines the code of ethics for management accountants from the Institute of Management Accountants, focusing on competence, confidentiality, integrity, objectivity, and resolving ethical conflicts.
This document provides an overview of managerial accounting. It discusses the differences between managerial and financial accounting, noting that managerial accounting provides internal information for management, while financial accounting provides external information. It also outlines the planning and control cycle used by management in organizations. Additional sections describe factors driving changes in business environments that increase the need for managerial accounting information, organizational structures, and the role and code of ethics for management accountants.
1. Management accountants play an important role in organizations by helping managers plan, direct, and control operations. They provide relevant information to support decision making.
2. Financial accounting focuses on reporting standardized financial information to external stakeholders, while management accounting focuses on providing customized internal reports to support management.
3. The Institute of Management Accountants (IMA) is the leading professional organization for management accountants and promotes ethics and standards in the field.
Here are the key steps to calculate EVA:
1. Calculate net operating profit after tax (NOPAT) - the profit generated from operations after accounting for taxes.
2. Determine the operating capital employed - the net assets used to generate profits, including working capital and fixed assets.
3. Calculate the weighted average cost of capital (WACC) - the minimum return expected by providers of capital.
4. Compute the capital charge by multiplying the cost of capital by the operating capital.
5. Economic value added (EVA) is calculated as NOPAT minus the capital charge. EVA represents the profit generated above the minimum return required by providers of capital.
So in summary, EVA
Managerial accounting provides economic and financial information to internal managers to aid in planning, directing, and controlling operations. It involves calculating costs, analyzing cost-volume relationships, accumulating relevant data for decision making, determining prices, assisting with budgeting, and providing controls. Managerial accounting applies to all types of businesses and aids managers in their key functions of planning, directing, and controlling. It differs from financial accounting in its internal focus and special-purpose information. Modern trends include a shift to services, new costing methods like activity-based costing, just-in-time inventory, and lean manufacturing.
The Balanced Scorecard was developed by Kaplan and Norton as a performance measurement framework that considers both financial and non-financial metrics across four perspectives: financial, customer, internal business processes, and learning and growth. It translates a company's strategy into objectives, measures, targets, and initiatives for each perspective. Beyond traditional financial measures, it also evaluates a company's customers, internal processes, and its innovation and improvement activities - assets often not fully captured in financial reports. The Balanced Scorecard is now used as both a performance measurement and strategic management system to help companies communicate goals, monitor performance, learn from experience, and align actions to strategy.
Management accounting is an internal accounting system designed to support managers' information needs. It focuses on providing information for costing products and services, continuous improvement, planning, evaluation, controlling, and decision making. Management accounting is not bound by GAAP and produces both financial and non-financial information for internal users such as management. It emphasizes future events and performance at the entity, department, and manager level. Current focuses of management accounting include activity-based management, customer orientation, strategic positioning, value chain analysis, quality management, and a cross-functional perspective. The role of management accountants is one of support to staff functions like production, finance, and internal audit.
This document provides an overview of managerial accounting. It begins by outlining seven key differences between financial and managerial accounting, such as users, time focus, and rules. It then discusses the three main functions of management: planning, decision making, and controlling. The rest of the document expands on these topics, including defining managerial accounting roles, certifications, measurement skills, and perspectives managers should take including ethics, strategic management, risk management, social responsibility, process management, and leadership.
This document discusses influences on pricing decisions for products and services. It identifies key objectives, costs, marketing mix factors, internal and external stakeholders that influence pricing. Objectives include profit maximization and market share. Costs like fixed and variable must be considered. The marketing mix and brand positioning also affect price. Internally, different departments have different pricing priorities. Externally, customers, competitors, distributors, regulations are pricing factors. The document also discusses challenges in pricing financial services and different pricing strategies like explicit, implicit, spread, fixed fee, transaction charges, and two-part tariffs.
The document discusses the new product development process in financial services. It identifies six steps: 1) generating ideas from internal and external sources, 2) screening ideas using predefined criteria, 3) developing and testing the product, 4) launching the product, 5) managing existing product lines and the product range, and 6) innovating through product modification or development to meet changing customer needs. The goal is to develop new or improved products and services that appeal to customers and are profitable for the organization.
The document discusses the key elements of the marketing mix - product, price, place, and promotion. It notes that for financial services specifically, the elements are people-focused given the intangible and personalized nature of many financial products and services. An effective marketing mix aims for consistency across elements and synergy between them to clearly communicate the company's strategic position and offerings.
This document discusses various aspects of marketing research including:
1. Common types of marketing research such as interviewing consumers about their preferences and tracking market trends.
2. Reasons for using external market research companies such as obtaining objective assessments and specialist research skills at a lower cost than developing these capabilities internally.
3. Key steps in the marketing research process including establishing the research purpose, designing secondary and primary research, implementing investigations like focus groups, analyzing the data, and presenting findings.
This document discusses the Engel-kollat and blackwell model of buying behaviour, which includes problem recognition, information search, evaluation of alternatives, purchase, and post-purchase behaviour. It also touches on difficulties consumers face in gathering information and evaluating products, as well as approaches for financial services to address intangibility, lack of interest, perceived risk, and issues with sales commissions.
This document discusses various concepts related to marketing planning including:
- The importance of planning marketing activities and taking a strategic approach.
- Stages in the marketing planning process such as situation analysis, objectives setting, and strategy development.
- Tools that can be used in marketing plans like Ansoff's product/market matrix and the BCG matrix.
- Different growth strategies including market penetration, product development, market development, and diversification.
- Porter's three generic strategies of cost leadership, differentiation, and focus.
1) The document discusses the importance of marketing and environmental analysis for financial institutions.
2) It covers analyzing the macro environment, market environment, and internal environment through approaches like SWOT analysis.
3) The macro environment includes political, economic, technological, and social/cultural factors, while the market environment analyzes Porter's five competitive forces of suppliers, buyers, new entrants, substitutes, and rivalry.
Financial services differ from goods in that they are intangible, inseparable from their production and consumption, perishable, heterogeneous, involve fiduciary responsibility, and often form long term relationships. These differences require financial services to be marketed differently than goods, with an emphasis on building trust, reducing risk, customizing services, and ensuring consistency of service through standardized processes and motivated, informed staff.
This document provides an overview of key marketing concepts, including the 4 P's of marketing (product, price, place, and promotion), different marketing philosophies (production, product, selling, societal, and marketing concepts), and the importance of planning and using information in marketing. It discusses understanding customer needs, competitors, coordinating business functions, and using capabilities to drive performance. The marketing mix and concepts are explained as frameworks for guiding business activities and decisions.
This document provides an overview of decision making for managers. It defines decision making and explains the importance. There are several types of decisions that managers make including programmed/non-programmed, strategic/tactical/operational. Decisions can be made under conditions of certainty, risk, or uncertainty. Classical rational decision making assumes complete information while bounded rationality recognizes limits. Intuitive and creative decision making rely on experience and brainstorming. Political decision making involves compromise. Risk propensity and ethics also influence the process. Challenges include biases, escalation of commitment, and groupthink.
This document provides an overview of strategic management. It defines strategic management and outlines its key benefits. It describes the strategic management process, which includes identifying vision/mission, conducting SWOT analysis, formulating strategy, implementing strategy, and evaluating strategy. It also discusses the three levels of strategy - corporate, business, and functional. Finally, it explains concepts like growth strategy, stability strategy, vertical integration, horizontal integration, diversification, and concentration strategy.
This document provides an overview of ethics and corporate social responsibility. It discusses areas of concern in managerial ethics including how organizations treat employees and other stakeholders. It describes different views on defining ethical behavior such as the utilitarian view which focuses on outcomes, the rights view which focuses on respecting individual rights, and the theory of justice view which focuses on fairness. The document also discusses factors that shape business ethics and provides examples of ethical dilemmas commonly faced in the workplace.
This document outlines key concepts in managing international business operations. It defines globalization and the forces driving it, as well as the implications for managers in political, economic, socio-cultural and technological environments. Methods for foreign market entry are discussed, including exporting, licensing, joint ventures, strategic alliances and wholly owned subsidiaries. International business strategies like international, global, multidomestic and transnational are also defined. The roles of expatriate managers and reasons for expatriate failure are summarized. Trends in increasingly global business operations are noted.
This chapter discusses management, the environment, and organizational culture. It covers conducting environmental scans of the external environment, which includes economic, legal, technological, social and integrity factors, as well as the task environment including customers, suppliers, competitors and regulators. It also discusses scanning the internal environment including owners, employees and resources. The chapter examines different types of organizational culture, including hierarchy, market, clan and adhocracy cultures, and factors that influence a company's culture.
This document provides an overview of management concepts including definitions of management from different perspectives, the areas and functions of management, types and levels of managers, managerial roles, management skills, and organizational performance. It defines management as both an art and a process for achieving goals through planning, organizing, leading, and controlling resources. The key areas of management are general management of the overall organization and functional management of specific units. Managerial roles involve interpersonal, informational, and decision-making responsibilities. Skills required for effective management include interpersonal, communication, technical, conceptual, and human skills. Organizational performance depends on both efficiency and effectiveness in achieving goals.
The Changing Role of Managerial Accounting in a GLOBAL Business EnvironmentAbdullah Rabaya
Absorption costing and variable costing treat fixed manufacturing overhead costs differently. Absorption costing includes a portion of fixed overhead in the product cost, while variable costing excludes fixed overhead. This leads to differences in reported income when production levels differ from sales volumes between periods. However, over multiple periods, total income is the same under both absorption and variable costing.
The Changing Role of Managerial Accounting in a GLOBAL Business EnvironmentAbdullah Rabaya
This document provides an overview of key concepts in cost-volume-profit (CVP) analysis, including:
- Calculating the break-even point using the contribution margin approach and equation approach.
- Preparing and interpreting CVP graphs to show relationships between sales, costs, and profits.
- Applying CVP analysis to determine the effect of changes in variables such as sales price, volume, and fixed costs.
- Considering assumptions like constant prices and sales mix that underlie CVP analysis.
The Changing Role of Managerial Accounting in a GLOBAL Business EnvironmentAbdullah Rabaya
This document discusses basic cost management concepts and accounting for mass customization operations. It defines key cost terms like product costs, period costs and expenses. It also describes how costs are classified on financial statements and provides examples of manufacturing costs like direct material, direct labor and manufacturing overhead. The document shows schedules for calculating cost of goods manufactured and sold. It includes an example income statement for a manufacturer to illustrate how costs flow through the financial statements.
The Changing Role of Managerial Accounting in a GLOBAL Business EnvironmentAbdullah Rabaya
This document contains exercises related to cost accounting concepts. It includes questions about classifying different costs as product or period costs, and as controllable or uncontrollable. It also includes calculation questions about direct labor costs, overhead costs, differential costs, and marginal costs. Additional exercises calculate total compensation and overhead for an employee, compute differential costs between two production alternatives, and list costs that may be included in marginal cost calculations. Finally, it provides data to calculate fixed and variable overhead costs using the high-low method and determine a cost function.
The document discusses key concepts in marketing including market segmentation, target market identification and selection, positioning strategies, the marketing planning process, branding, packaging, pricing decisions, distribution channels, and promotional strategies. Specifically, it provides examples of demographic, geographic and psychographic segmentation. It also explains concepts like differentiating, concentrating, and positioning a product using attributes, benefits, price/quality, cultural symbols.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
How Does CRISIL Evaluate Lenders in India for Credit RatingsShaheen Kumar
CRISIL evaluates lenders in India by analyzing financial performance, loan portfolio quality, risk management practices, capital adequacy, market position, and adherence to regulatory requirements. This comprehensive assessment ensures a thorough evaluation of creditworthiness and financial strength. Each criterion is meticulously examined to provide credible and reliable ratings.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
1. THE CHANGING ROLE OF
MANAGERIAL ACCOUNTING IN
A GLOBAL BUSINESS
ENVIRONMENT
Chapter 1Chapter 1
2. Explain an organization and its four fundamental management
processes
Define managerial accounting (MA) and its role in the management
process.
Describe five objectives of MA activity.
Briefly describe some of the major contemporary themes in
managerial accounting.
Explain the concepts of strategic cost management and the value
chain.
Explain the major differences between managerial and financial
accounting.
Describe the roles of MA, CFO/controller, treasurer, and internal
auditor.
Discuss the professional organizations, certification process, and
ethical standards in the field of managerial accounting.
Understand the ethical responsibilities of a managerial accountant.
Learning Objectives
1-2
3. AnAn organizationorganization……
Acquires Resources
Hires People
Organized setOrganized set
ofof activitiesactivities
Organized setOrganized set
ofof activitiesactivities
PlanningPlanning
DirectingDirecting
Decision
Making
Decision
Making
ControllingControlling
1-3
4. Managerial accounting is the process of
Identifying
Measuring
Analyzing information
Interpreting
Communicating
Define Managerial Accounting
1-4
5. Normally information related to:
Costing
Budget
Cash flows
Pricing
Examples of Managerial Accounting
Activity
1-5
6. How Managerial Accounting Adds Value to
the Organization
5 objectives of managerial accounting activity:
•Providing information for decision making and planning.
•Assisting managers in directing and controlling activities.
•Motivating managers and other employees towards
organization’s goals.
•Measuring performance of subunits, activities, managers,
and other employees ~ i.e. BSC
•Assessing the organization’s competitive position.
5 objectives of managerial accounting activity:
•Providing information for decision making and planning.
•Assisting managers in directing and controlling activities.
•Motivating managers and other employees towards
organization’s goals.
•Measuring performance of subunits, activities, managers,
and other employees ~ i.e. BSC
•Assessing the organization’s competitive position.
1-6
7. The Balanced Scorecard
Financial Perspective
Goals Measures
Customer Perspective
Goals Measures
Operations Perspective
Goals Measures
Innovation Perspective
Goals Measures
How do we
look to
owners?
How do
customers
see us?
How can we
continue to
improve?
In whichIn which
activitiesactivities
must wemust we
excel?excel?
1-7
8. Managerial versus FinancialManagerial versus Financial
AccountingAccounting
Accounting SystemAccounting System
(accumulates financial and(accumulates financial and
managerial accounting data in themanagerial accounting data in the
cost accounting system)cost accounting system)
Accounting SystemAccounting System
(accumulates financial and(accumulates financial and
managerial accounting data in themanagerial accounting data in the
cost accounting system)cost accounting system)
Managerial AccountingManagerial Accounting
Information for decisionInformation for decision
making, planning, andmaking, planning, and
controlling ancontrolling an
organization’sorganization’s
operations.operations.
Managerial AccountingManagerial Accounting
Information for decisionInformation for decision
making, planning, andmaking, planning, and
controlling ancontrolling an
organization’sorganization’s
operations.operations.
Financial AccountingFinancial Accounting
Published financialPublished financial
statements and otherstatements and other
financial reports.financial reports.
Financial AccountingFinancial Accounting
Published financialPublished financial
statements and otherstatements and other
financial reports.financial reports.
InternalInternal
UsersUsers
ExternalExternal
UsersUsers
1-8
9. Managerial vs Financial AccountingManagerial vs Financial Accounting
Managerial Accounting Financial Accounting
Users of Information Internal users External users
Regulation Unregulated and not mandatory Regulated by accounting standards or
securities commission and mandatory
Source of Data Accounting systems plus other systems
that gathers financial and non-financial
information. i.e. total tunrover, volumes of
sales, occupancy rates in hotels, delays in
take off
Accounting systems that accumulates
financial information
Nature of Reports and
Procedures
Reports focus on subunits such as
departments, divisions, geographical
regions, or product lines. Based on a
combination of historical data, estimates,
and projections of future events.
Reports focus the entire business unit and
mostly historical data
1-9
10. Where are MA located in the organization?Where are MA located in the organization?
Organization Chart – top mgt, staff, line positions
•Line and staff positions
•Controller
•Treasurer
•Internal auditor
Organization Chart – top mgt, staff, line positions
•Line and staff positions
•Controller
•Treasurer
•Internal auditor
1-10
11. Line and Staff PositionsLine and Staff Positions
• A line position is directly
involved in achieving the basic
objectives of an organization.
• Example: A production
supervisor in a
manufacturing plant.
• A line position is directly
involved in achieving the basic
objectives of an organization.
• Example: A production
supervisor in a
manufacturing plant.
• A staff position supports and
assists line positions.
• Example: A cost accountant
in the manufacturing plant.
• A staff position supports and
assists line positions.
• Example: A cost accountant
in the manufacturing plant.
1-11
12. ControllerController
The chief managerial and financial accountant
responsibility for:
• Supervising accounting personnel
• Preparation of information and reports, managerial and
financial
• Analysis of accounting information
• Planning and decision making
The chief managerial and financial accountant
responsibility for:
• Supervising accounting personnel
• Preparation of information and reports, managerial and
financial
• Analysis of accounting information
• Planning and decision making
1-12
13. TreasurerTreasurer
Responsible for raising capital and safeguarding the
organization’s assets.
• Supervises relationships with financial institutions.
• Work with investors and potential
investors.
• Manages investments.
• Establishes credit policies.
• Manages insurance coverage
Responsible for raising capital and safeguarding the
organization’s assets.
• Supervises relationships with financial institutions.
• Work with investors and potential
investors.
• Manages investments.
• Establishes credit policies.
• Manages insurance coverage
1-13
14. Internal AuditorInternal Auditor
Responsible for reviewing accounting procedures, records, and
reports in both the controller’s and the treasurer’s area of
responsibility.
• Expresses an opinion to top
management regarding the
effectiveness of the
organizations accounting
system.
Responsible for reviewing accounting procedures, records, and
reports in both the controller’s and the treasurer’s area of
responsibility.
• Expresses an opinion to top
management regarding the
effectiveness of the
organizations accounting
system.
1-14
15. Evolution in Business EnvironmentEvolution in Business Environment
and Adaptation in Managerialand Adaptation in Managerial
AccountingAccounting
E-Business
Service vs.
Manufacturing Firms
Emergence of New
Industries
Global Competition
Focus on the Customer
Cross-Functional Teams
Product Life Cycles
Time-Based
Competition
Information and
Communication
Technology
Just-in-Time Inventory
Total Quality Management
Continuous Improvement
change inchange in
managerialmanagerial
accountingaccounting
1-15
16. Information & Decision Making
Incentives & Performance measures
Behavioral issues
Cost and benefit
Major Themes in Managerial
Accounting
1-16
17. Cost Management SystemsCost Management Systems
Objectives
• Measure the cost of
resources consumed.
• Identify and eliminate
non-value-added costs.
Objectives
• Measure the cost of
resources consumed.
• Identify and eliminate
non-value-added costs.
Planning &
Control
System
1-17
18. Cost Management SystemsCost Management Systems
Objectives
• Determine efficiency
and effectiveness of
major activities.
• Identify and evaluate
new activities that can
improve performance.
Objectives
• Determine efficiency
and effectiveness of
major activities.
• Identify and evaluate
new activities that can
improve performance.
Planning &
Control
System
1-18
20. Ethical Climate of BusinessEthical Climate of Business
The corporate scandals experienced over the last few
years have shown us that unethical behavior in business
is wrong in a moral sense and can be disastrous in the
economy. In addition to Sarbanes-Oxley, there will
likely be more reforms in corporate governance and
accounting.
The corporate scandals experienced over the last few
years have shown us that unethical behavior in business
is wrong in a moral sense and can be disastrous in the
economy. In addition to Sarbanes-Oxley, there will
likely be more reforms in corporate governance and
accounting.
1-20
23. Islamic Worldview
• Tawhid – unity of God
• Khilafah – responsibility to himself & ummah
• Adalah – justice / wealth concentration
• Rubbubiyah – avoid greed and self interest
• Tazkiyah – growth and purification
24. Muslim Accountant
• SIDDIQ – trustworthy
• FATANAH – knowledgeable
• AMANAH – trust, honesty
• TABLIGH – spread the word of Islam
• ISTIQAMAH – continuous improvement
~ Working as Ibadah
~ Accountability
25. Implications on MA practices
• Shura – decision making
• Fairness – costing, pricing, profit making
• Honesty, responsibility, accountability – reward
system (performance), management control
26. Conclusion
• Muslim should act in a manner that benefits himself and the society
~ brotherhood
• Are you a ritual Muslim? Merely follow the pattern without
understanding the hikmah
• What to achieve? Fasting vs tired or Fasting vs piety / taqwa
• Heart (inner) vs actions (outer) its connection to the God
• ‘amal makruf nahi munkar’ ~ self control
• As a Muslim accountant:
• Not to breach the contracts
• Not to waste resources
• Not to practice ‘couldn’t care less’ attitude
• Work sincerely
• Ensure justice
• Consider welfare of others
• Do righteous i.e. confidentiality, halal
Editor's Notes
Managerial accounting is an integral part of the management process. It is the process of identifying, measuring, analyzing, interpreting, and communicating information in pursuit an organization’s goals. (LO1)
In pursuing its goals, an organization acquires resources, hires people, and then engages in an organized set of activities. It is up to the management team to make the best use of the organization’s resources, activities, and people in achieving the organization’s goals. The day-to-day work of the management team comprises four activities:
• Decision making
• Directing operational activities
• Planning
• Controlling
(LO2)
Managerial accounting is an integral part of the management process. It is the process of identifying, measuring, analyzing, interpreting, and communicating information in pursuit an organization’s goals. (LO1)
Managerial accounting is an integral part of the management process. It is the process of identifying, measuring, analyzing, interpreting, and communicating information in pursuit an organization’s goals. (LO1)
Managerial accountants add value to an organization by providing information, assisting in directing and controlling activities, motivating managers and employees towards the organization’s goals, measuring performance, and assessing the organization’s competitive position. (LO3)
The balanced scorecard is a model of business performance evaluation that balances measures of financial performance, internal operations, innovation and learning, and customer satisfaction. If an organization is to remain viable in a changing and ever more competitive business environment, its managers need to continually ask the questions emphasized in the balanced scorecard. (LO3)
Both managerial and financial accounting information draw upon data from an organization’s basic accounting system. One part of that system, the cost accounting system, accumulates cost data for both managerial and financial accounting. Managerial accounting information is used for decision making, planning, directing, and controlling an organization's operations, and assessing its competitive position. It is intended for managers of all levels within the organization. Financial accounting information is used to prepare the published financial statements and other financial reports. It is intended for external Users, such as stockholders, financial analysts, lenders, unions, consumer groups, and governmental agencies. (LO4)
This exhibit summarizes the differences between managerial and financial accounting. Managerial accounting reports are intended for managers within the organization and are not subject to any regulation. The data is drawn from the basic accounting system as well as other sources. The reports often focus on departments or subunits and are based on historical data, estimates and future projections. Financial accounting reports are intended for external users and are subject to regulation. The data is drawn almost completely from the basic accounting system and are almost exclusively historical. (LO4)
Line positions are directly involved in providing goods and services while staff positions support the line positions. Management accountants are staff positions that need to work closely with line management. (LO5)
Line positions are directly involved in providing goods and services while staff positions support the line positions. Management accountants are staff positions that need to work closely with line management. (LO5)
The chief financial office, also known as the controller, is the title given to the top managerial and financial accountant. This person is responsible for accounting personnel and preparing the information and reports used in both managerial and financial accounting. The CFO is an integral member of the management team, often involved in planning and decision making at all levels and across all functional areas. (LO6)
The treasurer typically is responsible for raising capital and safeguarding the organization’s assets. In addition, the treasurer manages the organization’s investments, its credit policy and its insurance coverage. (LO6)
The internal auditor is responsible for reviewing the accounting procedures, records and reports in both the controller’s and the treasurer’s areas. The internal auditor expresses an opinion to top management about the effectiveness of the accounting system. (LO6)
Managerial accounting information must be adapted to reflect the changes in the business environment. For example: E-Business (Amazon.com) has changed the way we buy a book, make an airline reservation (Expedia.com) or make a computer purchase (Dellcomputer.com). The changes shown here are especially pertinent to managerial accounting. (LO7)
Managerial accounting is an integral part of the management process. It is the process of identifying, measuring, analyzing, interpreting, and communicating information in pursuit an organization’s goals. (LO1)
A cost management system is a planning and control system with four objectives:
Measure the cost of resources consumed in the organization’s significant activities
Identify and eliminate non-value-added costs. These are costs of activities that can be eliminated without deteriorating quality, performance or value. (LO7)
Determine the efficiency and effectiveness of all major activities
Identify and evaluate new activities that can improve future performance
The emphasis on the organization’s activities is crucial to the goal of producing quality goods and services at the lowest possible cost. (LO7)
Usually many activities are involved in securing basic raw materials and turning them into valuable products or services. The set of linked, value- creating activities, ranging from securing basic raw materials and energy to the ultimate delivery of products and services, is called the value chain. Although there may be only one organization involved in a particular value chain, usually there are many. (LO8)
The stream of corporate scandals has taught us that not only is unethical behavior in business wrong in a moral sense, but it also can be disastrous to the business and the economy. There will most likely be reforms in corporate governance and accounting. The Sarbanes-Oxley Act is one example. These scandals have served as a wake-up call to focus more on ethical issues in practice and teaching. (LO9)
I am sure we can all think of a few fairly recent corporate scandals. Examples: Enron, Tyco. Worldcom and Arthur Anderson to name a few.
As professionals, managerial accountants have an obligation to themselves, their colleagues, and their organizations to adhere to high standards of ethical conduct. In recognition of this obligation, the IMA has developed the following ethical standards for its members, who are practitioners of managerial accounting and financial management. (LO10)