本科会计专业英语教案Chapter 9VIP

(本科）会计专业英语教案Chapter9(本科）会计专业英语教案Chapter9(本科）会计专业英语教案Chapter9教学目标知识目标：Definemanagementaccountinganddescribeitsroleinthemanagementprocess.Explainthedifferencebetweenmanagementaccountingandfinancialaccounting.能力目标：Understandwheremanagementaccountantsarelocatedinanorganization.Understandtheethicalresponsibilitiesofamanagementaccountant.素质目标：Identifytheobjectivesofmanagementaccountinginvalue-creation.Describetheprocessandmajorthemesinmanagementaccounting.教学重点Definemanagementaccountinganddescribeitsroleinthemanagementprocess.Explainthedifferencebetweenmanagementaccountingandfinancialaccounting.教学难点Identifytheobjectivesofmanagementaccountinginvalue-creation.教学手段结合理论与案例小组讨论教学学时2课时教学内容与教学过程设计注释Chapter9IntroductiontoManagementAccounting〖理论知识〗Topic1:AnoverviewofManagementAccounting1. NatureofManagementAccountingWecanconsidermanagementaccountingastheprocessofidentifying,measuring,analyzing,interpreting,andcommunicationinformationinpursuitofanorganization’sgoal.Managementaccountingprovidesaninformationsystemthatenablespersonsthroughoutanorganizationtomakeinformeddecisions,tobemoreeffectiveattheirjob,andtoimprovetheorganization’sperformance.2. RoleofManagementAccountingNowadays,managerialaccountantsserveasintema1businessconsultants,workingside-by-sideincross-functiona1teamswithmanagersfromallareasoftheorganization.Managerialaccountantstakeonleadershiprolesontheirteamsandaresoughtoutforthevaluableinformationtheyprovide.Theroleoftheaccountantinleading-edgecompanies“hasbeentransformedfromnumbercruncherandfinancialhistoriantobeingbusinesspartnerandtrustedadvisor.”3. FinancialAccountingandManagementAccountingFinancialaccountingreportsarepreparedforexternalpartiessuchasshareholdersandcreditorswhereasmanagementaccountingreportsarepreparedformanagersinsidetheorganization.Thiscontrastinorientationresultsinanumberofmajordifferencesbetweenfinancialandmanagementaccounting,eventhoughtheyoftenrelyonthesameunderlyingfinancialdata.Exhibit9-1summarizesthesedifferences.Exhibit9-1DifferencesbetweenFinancialaccountingandManagementaccountingFinancialaccountingManagementaccountingReportstothoseoutsidetheorganization:OwnersLendersTaxauthoritiesRegulatorsReportstothoseinsidetheorganizationfor:PlanningPerformingEvaluatingCommunicatingEmphasizesfinancialconsequencesofpastactivities.Emphasizesdecisionsaffectingthefuture.Emphasizesobjectivityandverifiability.Emphasizesrelevance.Emphasizesprecision.Emphasizestimeliness.Emphasizessummarydataconcerningtheentireorganization.Emphasizesdetailedsegmentreportsaboutdepartments,products,customers,andemployees.MustfollowGAAP.NeednotfollowGAAP.Mandatoryforexternalreports.Notmandatory.4. OrganizationStructureandtheManagementAccountantWefocusfirstonbroadmanagementfunctionsandthenlookattheaccountingandfinancefunctionsinmoredetail.LineandStaffRelationshipsMostorganizationsdistinguishbetweenlinemanagementandstaffmanagement.Linemanagement,suchasproduction,marketing,anddistributionmanagement,isdirectlyresponsibleforattainingthegoalsoftheorganization.TheChiefFinancialOfficerandtheControllerTheChiefFinancialOfficer(CFO)-alsocalledthefinancedirectorinmanycountriesistheexecutiveresponsibleforoverseeingthefinancialoperationsofanorganization.TheresponsibilitiesoftheCFOvaryamongorganizations,buttheyusuallyincludethefollowingareas:ControllershipTreasuryRiskmanagementTaxationInvestorrelationsInternalauditExhibit9-2isanorganizationchartoftheCFOandthecorporatecontrolleratNike,theleadingfootwearandapparelcompany.Exhibit9-2ReportingrelationshipsfortheCFOandCorporatecontrollerBoardofDirectorsChairpersonBoardofDirectorsChairpersonChiefExecutiveOfficerPresidentChiefOperatingOfficerPresidentChiefOperatingOfficerChiefFinancialOfficerChiefFinancialOfficerInternalAuditControllerFinancialPlanningInvestorRelationsRiskManagementTaxTreasuryInternalAuditControllerFinancialPlanningInvestorRelationsRiskManagementTaxTreasuryExamplesofFunctionsExamplesofFunctionsGlobalFinancialPlanning/BudgetingOperationsAdministrationProfitabilityReportingInventoryRoyalties5. ProfessionalEthicsAccountantshavespecialobligationsregardingethics,giventhattheyareresponsiblefortheintegrityofthefinancialinformationprovidedtointernalandexternalparties.EthicalGuidelinesTheIMAhasissuedaStandardsofEthicalConductorManagementAccountants.Exhibit9-3presentstheIMA'sguidanceonissuesrelatingtocompetence,confidentialityintegrity,andobjectivity.Exhibit9-3StandardsofEthicalConductforManagementAccountantsCompetencePractitionersofmanagementaccountingandfinancialmanagementhavearesponsibilityto:Maintainanappropriatelevelofprofessionalcompetencebyongoingdevelopmentoftheirknowledgeandskills.Performtheirprofessionaldutiesinaccordancewithrelevantlaws,regulations,andtechnicalstandards.Preparecompleteandclearreportsandrecommendationsairerappropriateanalysisofrelevantandreliableinformation.ConfidentialityPractitionersofmanagementaccountingandfinancialmanagementhavearesponsibilityto:Refrainfromdisclosingconfidentialinformationacquiredinthecourseoftheirworkexceptwhenauthorized,unlesslegallyobligatedtodoso.InformsubordinatesasappropriateregardingtheconfidentialityofinformationacquiredinthecourseoftheirworkandmonitortheiractivitiestoassurethemaintenanceofthatconfidentialityRefrainfromusingorappearingtouseconfidentialinformationacquiredinthecourseoftheirworkforunethicalorillegaladvantageeitherpersonallyorthraughthirdparties.IntegrityPractitionersofmanagementaccountingandfinancialmanagementhavearesponsibilityto:Avoidactualorapparentconflictsofinterestandadviseallappropriatepartiesofanypotentialconflict.Refrainfromengaginginanyactivitythatwouldprejudicetheirabilitytocarryouttheirdutiesethically.Refuseanygift,favor,orhaspitalitythatwouldinfluenceorwouldappeartoinfluencetheiractions.Refrainfromeitheractivelyorpassivelysubvertingtheattainmentoftheorganization'slegitimateandethicalobjectives.Recognizeandcommunicateprofessionallimitationsorotherconstraintsthatwouldprecluderesponsiblejudgmentorsuccessfulperformanceofanactivity.Communicateunfavorableaswellasfavorableinformationandprofessionaljudgmentsoropinions.Refrainfromengaginginorsupportinganyactivitythatwoulddiscredittheprofession,ObjectivityPractitionersofmanagementaccountingandfinancialmanagementhavearesponsibilityto:Communicateinformationfairlyandobjectively.Disclosefulfyallrelevantinformationthatcouldreasonablybeexpectedtoinfluenceanintendeduser'sunderstandingofthereports,comments,andrecommendationspresented.TypicalEthicalChallengesEthicalissuescanconfrontmanagementaccountantsinmanyways.Herearetwoexamples.CaseA:Amanagementaccountant,knowingthatreportingalossforasoftwaredivisionwillresultinyetanother“rightsizinginitiative”(agentlertermthan“layoffs”),hasconcernsaboutthecommercialpotentialofasoftwareproductforwhichdevelopmentcostsarecurrentlybeingcapitalizedasanassetratherthanbeingshownasanexpenseforinternalreportingpurposes.Thedivisionmanagerarguesthatshowingdevelopmentcostsasanassetisjustifiedbecausethenewproductwillgenerateprofits.Howeverhepresentslittleevidencetosupporthisargument.Thelasttwoproductsfromthisdivisionhavebeenunsuccessful.Themanagementaccountanthasmanyfriendsinthedivisionandwantstoavoidapersonalconfrontationwiththedivisionmanager.CaseB:Apackagingsupplier,biddingforanewcontract,offersthemanagementaccountantofthepurchasingcompanyanall-expenses-paidweekendtotheSuperBowl.Thesupplierdoesnotmentionthenewcontractwhengivingtheinvitation,Theaccountantisnotapersonalfriendofthesupplier.Heknowscostissuesarecriticalinapprovingthenewcontractandisconcernedthatthesupplierwillaskfordetailsaboutbidsbycompetingpackagingcompanies.ResolutionofEthicalConflictInapplyingthestandardsofethicalconduct,practitionersofmanagementaccountingandfinancialmanagementmayencounterproblemsinidentifyingunethicalbehaviororinresolvinganethicalconflict.Topic2:ManagementAccountinginValue-CreationTheObjectivesofManagementAccountinginValue-CreationManagerialaccountantaddvaluetoanorganizationbypursuingfivemajorobjectives:Providinginformationfordecisionmakingandplanning,andproactivelyparticipatingaspartofthemanagementteaminthedecision-makingandplanningprocesses.Assistingmanagersindirectingandcontrollingoperationalactivities.Motivatingmanagersandotheremployeestowardtheorganization’sgoals.Measuringtheperformanceofactivities,subunits,managersandotheremployeeswithintheorganization.Assessingtheorganization’scompetitiveposition,andworkingwithothermanagerstoensuretheorganization’slong-runcompetitivenessinitsindustryToillustratetheobjectivesofmanagerialaccountingactivity,letustakeDisney’sAnimalkingdomforanexample.ProvidinginformationforDecisionMakingandPlanning,andProactivelyParticipatingasPartoftheManagementTeamintheDecision-MakingandPlanningProcesses.AssistingManagersinDirectingandControllingOperationalActivitiesMotivatingManagersandOtherEmployeestowardtheOrganization’sGoals.MeasuringtheperformanceofActivities,Subunits,Managers,andotherEmployeeswithintheOrganization.AssessingtheOrganization’sCompetitivePosition,andWorkingwithothermanagerstoensuretheOrganization’sLong-RunCompetitivenessinitsindustry.TheProcessofManagementAccountingThefourstagesofthisprocessareplanning,performing,evaluating,andcommunicating.Managementaccountingsupportseachstageoftheprocess.(1) PlanningTheoverridinggoalofabusinessistoincreasethevalueofthestakeholders’interestinthebusiness.Acompany’smissionstatementdescribesthefundamentalwayinwhichthecompanywillachieveitsgoalofincreasingstakeholders’value.Themissionstatementisessentialtotheplanningprocess,whichmustconsiderhowtoaddvaluethroughstrategicobjectives,tacticalobjectives,andoperatingobjectives.(2) PerformingPlanningalonedoesnotguaranteesatisfactoryoperatingresults.ManagementmustimplementthebusinessplaninwaysthatmakeoptimaluseofavailableresourcesSmoothoperationsrequireoneormoreofthefollowing:Hiringandtrainingpersonnel.Matchinghumanandtechnicalresourcestotheworkthatmustbedone.Purchasingorleasingfacilities.Maintaininganinventoryofproductsforsale.Identifyingoperatingactivities,ortasks,thatminimizewasteandimprovethequalityofproductsorservices.(3) EvaluatingWhenmanagersevaluateoperatingresults,theycomparetheorganization’sactualperformancewiththeperformancelevelstheyestablishedintheplanningstage.Theyearmarkanysignificantvariationsforfurtheranalysissothattheycancorrecttheproblems.(4) CommunicatingWhetheraccountingreportsarepreparedforinternalorexternaluse,theymustprovideaccurateinformationandclearlycommunicatethisinformationtothereader.MajorThemesofManagementAccountinginValue-CreationThreemajorthemeshelpmanagementaccountantsprovidethemostvaluetotheircompaniesinplanningandcontrolactivities:Employacost-benefitapproach,givefullrecognitiontobehavioralconsiderationsaswellastechnicalconsiderations,andusedifferentcostsfordifferentpurposes.Cost-BenefitApproachManagementaccountantscontinuallyfaceresource-allocationdecisions,suchaswhethertopurchaseanewsoftwarepackageorhireanewemployee.Thecost-benefitapproachshouldbeusedinmakingthesedecisions:Resourcesshouldbespentiftheyareexpectedtobetterattaincompanygoalsinrelationtotheexpectedcostsofthoseresources.Theexpectedbenefitsfromspendingshouldexceedtheexpectedcosts.Theexpectedbenefitsandcostsmaynotbeeasytoquantify.Nevertheless,thecost-benefitapproachisusefulformakingresource-allocationdecisions.BehavioralandTechnicalConsiderationsConsiderthehuman(thebehavioral)sideofwhybudgetingisused.Budgetsinduceadifferentsetofdecis