成本与管理会计亨格瑞第13版英文版CA01

TheAccountant’sRoleintheOrganizationCHAPTER12023/5/241LEARNINGOBJECTIVESDescribehowcostaccountingsupportsmanagementaccountingandfinancialaccountingUnderstandhowmanagementaccountantsaffectstrategicdecisionsDescribethesetofbusinessfunctionsinthevaluechainandIdentifythedimensionsofperformancethatcustomersareexpectingofcompaniesExplainthefive-stepdecisionmakingprocessanditsroleinmanagementaccountingDescribethreeguidelinesmanagementaccountantsfollowinsupportingmanagersUnderstandhowmanagementaccountingfitsintoanorganization’sstructureUnderstandwhatprofessionalethicsmeanstomanagementaccountants2023/5/242LEARNINGOBJECTIVE1Describehowcostaccountingsupportsmanagementaccountingandfinancialaccounting2023/5/243AccountingDisciplineOverviewManagerialAccounting–measures,analyzesandreportsfinancialandnonfinancialinformationtohelpmanagersmakedecisionstofulfillorganizationalgoals.ManagerialaccountingneednotbeGAAPcompliant.FinancialAccounting–focusonreportingtoexternalusersincludinginvestors,creditors,andgovernmentalagencies.FinancialstatementsmustbebasedonGAAP.2023/5/244FinancialandManagerialAccountingFinancialAccounting–focusonexternalusersandGAAPrulesP4ManagerialAccounting–focusoninternalusersandisnotnecessarilyGAAP-driven.Alsoprovidesdataforfinancialaccounting.Thisincludes:CostAccountingCostManagement2023/5/245CostAccountingProvidesinformationforbothmanagementaccountingandfinancialaccounting.Itmeasuresandreportsfinancialandnon-financialdatathatrelatestothecostofacquiringorconsumingresourcesbyanorganisation.2023/5/246CostmanagementTheapproachesandactivitiesofmanagerstouseresourcestoincreasevaluetocustomersandtoachieveorganizationalgoalsAmountsandkindsofmaterialusedChangesinplantprocessesChangesinproductdesigns…….LinkedwithrevenueandprofitsCostmanagement≠continuousreductionincosts2023/5/247MajorDifferencesBetween

Financial&ManagerialAccounting2023/5/2482023/5/249LEARNINGOBJECTIVE2Understandhowmanagementaccountantsaffectstrategicdecisions2023/5/2410StrategyandManagementAccountingStrategy–specifieshowanorganizationmatchesitsowncapabilitieswiththeopportunitiesinthemarketplacetoaccomplishitsobjectivesP52023/5/2411GenericStrategiesTherearethreegeneric(primary)strategies:DifferentiationFocus(nichemarketing)Costleadership2023/5/2412StrategyandManagementAccounting,conts.Managementaccountinghelpsanswerimportantquestionssuchas:Whoareourmostimportantcustomers,andhowdowedelivervaluetothem?Whatsubstituteproductsexistinthemarketplace,andhowdotheydifferfromourown?Whatisourcriticalcapability?Willwehaveenoughcashtosupportourstrategyorwillweneedtoseekadditionalsources?2023/5/2413StrategyandManagementAccounting,conts.StrategicCostManagement–focusesspecificallyonthecostdimensionwithinafirm’soverallstrategy2023/5/2414StrategyandManagementAccounting,conts.Can’tbeallthingstoallpeople.Bebestatdoingafewthings.Thenexpandonthosecorecompetencies.AppleGoogle2023/5/2415细分市场（先锋石油）马路型16%收入较高的男性，他们每年驾驶2.5万到5万英里,用信用卡购买高级汽油,在便利店购买三明治和饮料中心型16%中高收入男女,他们喜欢一个品牌,有时认定一个加油站,经常购买高级汽油,用现金支付Ｆ3型27%拥有F3特质,FUEL\FOOD\FAST,力争上游的男女,年龄一般不到25岁,行色匆匆,购买汽油时喜欢购买大量零食居家型21%家庭主妇,接送孩子上学价格型20%只购买便宜的汽油,对加油站和品牌没有偏好2023/5/2416LEARNINGOBJECTIVE3DescribethesetofbusinessfunctionsinthevaluechainandIdentifythedimensionsofperformancethatcustomersareexpectingofcompanies2023/5/2417ManagementAccountingandValueCreatingvalueisanimportantpartofplanningandimplementingstrategyP6Valueistheusefulnessacustomergainsfromacompany’sproductorserviceValueChainisthesequenceofbusinessfunctionsinwhichcustomerusefulnessisaddedtoproductsorservices2023/5/2418TheValue-Chainconsistsof:Research&DevelopmentDesignProductionMarketingDistributionCustomerService©2009PearsonPrenticeHall.Allrightsreserved.ManagementAccountingandValue,conts.2023/5/2419TheValueChainIllustrated2023/5/2420ManagementAccountingandValue,conts.TheValueChain:P6ResearchandDevelopmentinvolvesgeneratingandexperimentingwithnewideasrelatedtonewproducts,services,orprocesses.The

Design

functionundertakesdetailedplanningandengineeringofproducts,services,orprocesses.2023/5/2421ManagementAccountingandValue,conts.TheValueChain:P6Productionisacquiring,coordinating,andassemblingresourcestoproduceaproductordeliveraservice.Marketing

involvespromotingandsellingproductsorservicestocustomers.Distribution

istheprocessofdeliveringtheproductsorservicestocustomers.CustomerService

providesafter-salesupporttocustomers.2023/5/2422ReducecostsineachcategoryImproveefficiencyHelpmanagersmakecost-benefittradeoffsManagementAccountingandValue,conts.2023/5/2423VC重构2023/5/2424ValueChainComponents

R&DDesignProductionMarketingDistributionServiceSupplierValueChainFirmZValueChainDistributionValueChainBuyerValueChainDisposalValueChainEnd-UseConsumerPaysforProfitMarginsThroughouttheValueChainPrimaryActivitiesSupportActivitiesServiceServiceServiceService2023/5/2425ASupplyChainImplementation2023/5/2426KeySuccessFactorsThedimensionsofperformancethatcustomersexpect,andthatarekeytothesuccessofacompanyinclude:P7Costandefficiency

—Determinewhatcustomersarewillingtopayforaproductorserviceandseta“targetprice.”Bysubtractingthedesiredprofit,thecompanycanthenworktoaccomplishit“targetcost.”Quality—Customersexpecthighlevelsofquality.TotalQualityManagement(TQM)isaphilosophythatseekstoimproveoperationsthroughoutthecompanyandexceedcustomerexpectations.2023/5/24272023/5/2428KeySuccessFactors,conts.Time—Newproductdevelopmenttimeandcustomerresponsetimearetwoelementsofthisfactor.Intoday’stime-conscioussociety,thecustomerwantstheproductorservicenow.Anydelayisunacceptable.Acompanythatcancompeteonthebasisoftime,whetherindevelopmentordeliveryisonethathasanedgeintoday’smarket.Innovation—Aconstantflowofnewproductsorservicesisthebasisforongoingcompanysuccess.2023/5/2428LEARNINGOBJECTIVE4Explainthefive-stepdecisionmakingprocessanditsroleinmanagementaccounting2023/5/2429

Five-StepDecisionProcess

2023/5/2430Five-StepDecisionProcess,conts.Identifytheproblemsanduncertainties.Whatarethechoicesthatarebeingfacedandwheredotheuncertaintieslie?Obtaininformation.Gatherinformationbeforemakingadecisionhelpsthemanagertomakeamoreinformeddecision.Makepredictionsaboutthefuture.Onthebasisoftheinformationobtainedattempttopredicttheoutcomeofeachcourseofaction.2023/5/2431Five-StepDecisionProcess,conts.Makedecisionsbychoosingamongalternatives.Theinformationhasbeengathered,andprojectionsmade.Selectanalternative.Abudgethasbeendescribedasthequantitativeexpressionofaproposedplanofaction.Itisaplanningtool.Controlistheactiontakentoimplementtheplanningdecisionsrepresentedbythebudget.2023/5/2432Five-StepDecisionProcess,conts.Implementthedecision,evaluateperformance,andlearn.Alltheeffortexpendedinsteps1-4isuselessunlessthedecisionisputintoaction.Onceimplemented,thedecisionmustbemonitored.Thisisperformanceevaluation.Onewayofdoingthisisbycomparingthebudgetwiththeactualresults.Thismakesbudgetingacontroltoolinadditiontoaplanningtool.Oftenthisisaccomplishedbytheuseofaperformancereport.Learn.Iftheresultswerenotasplanned,findoutwhy.Usethisinformationtoimprovethedecision-makingprocessforfuturedecisions.2023/5/2433PlanningandControlSystemsCollectivelythefourprecedingstepsareknownasplanningPlanning：selectsgoals,predictsresults,decideshowtoattaingoals,andcommunicatesthistotheorganizationBudget–themostimportantplanningtoolControl：takesactionsthatimplementtheplanningdecision,decideshowtoevaluateperformance,andprovidesfeedbacktotheorganization2023/5/24342023/5/2435LEARNINGOBJECTIVE5Describethreeguidelinesmanagementaccountantsfollowinsupportingmanagers2023/5/2436ManagementAccountingRolesProblemSolverScorekeeperAttentionDirector2023/5/2437ManagementAccountingGuidelinesCost-benefitapproach.Alwaysaskifthebenefitsfromundertakingtheactivityexceedthecostsofdoingso.P12Behavioralconsiderations.Considerthemotivationalaspectofthedecision.Willthemanagersandemployeesbemotivatedtoworktowardthegoalsoftheorganization?Technicalconsiderations.Thisprovidesmanagerswithappropriateinformationatappropriateintervalstoassistindecisionmaking.2023/5/2438ManagementAccountingGuidelines,conts.Differentcostsfordifferentpurposes.Muchofthisbookisaboutalternativewaystocomputecosts.Indeterminingthecost,thefirstquestionthatshouldbeaskedis“Whatisthepurposeofthiscostnumber?”Performanceevaluation,externalreporting,internaldecisionmakingarethreedifferentpurposesthatmightrequireadifferentviewofcost.2023/5/2439成本对象举例成本种类产品洗衣机产品成本劳务洗衣服务劳务成本作业检验产品质量作业成本质量废品质量成本工作计划部门发展计划计划成本Differentcostsfordifferentpurposes2023/5/2440LEARNINGOBJECTIVE6Understandhowmanagementaccountingfitsintoanorganization’sstructure2023/5/2441OrganizationalStructureandtheManagementAccountantMostorganizationsdistinguishbetweenline

andstaff

relationships.P13Linemanagementisdirectlyresponsibleforattainingthegoalsoftheorganization.Productionisalinefunction.Staffmanagementsupportslinemanagementwithadviceandassistance.Accountingandhumanresourcesaretwoexamplesofstaffmanagementfunctions.2023/5/2442LineandStaffRelationshipsLinepositions aredirectlyrelatedtoachievementofthebasicobjectivesofanorganization.Example:Productionsupervisorsinamanufacturingplant.StaffpositionsprovideadviceandassistancetolinemanagementExample:Costaccountantsinthemanufacturingplant.2023/5/2443P142023/5/2444OrganizationalStructureandtheManagementAccountant,conts.TheChiefFinancialOfficer

orCFO(alsocalledthefinancedirector)istheexecutiveresponsibleforoverseeingthefinancialoperationsofanorganization.IncludedamongtheresponsibilitiesoftheCFOareseveralfunctions:Controllerprovidesfinancialinformationtomanagersandshareholdersandoverseestheoveralloperationsoftheaccountingsystem.2023/5/2445OrganizationalStructureandtheManagementAccountant,conts.TheTreasuryfunctionincludesbanking,financing,investments,andcashmanagement.RiskManagementincludesmanagingthefinancialriskofinterestrateandexchangeratechangesaswellasderivativesmanagement.Taxationincludesincometaxes,salestaxes,andinternationaltaxplanning.2023/5/2446OrganizationalStructureandtheManagementAccountant,conts.InvestorRelationsrespondstoandinteractswithshareholders.ThescopeandimportanceofInternalAudithasincreasedinrecentyearsandnowincludesreviewingandanalyzingfinancialandotherrecordstoattesttotheintegrityoftheorganization’sfinancialreportsandadherencetopoliciesandprocedures.2023/5/2447LEARNINGOBJECTIVE7Understandwhatprofessionalethicsmeanstomanagementaccountants2023/5/2448Abandoningethicalstandardsinbusinesswould

leadtoalowerqualityoflifewithless

desirablegoodsandservicesathigherprices.WhyHaveEthicalStandards?Withoutethicalstandardsinbusiness,the

economy,andallofuswhodependonitfor

jobs,goods,andservices,wouldsuffer.Ethicalstandardsinbusinessareessentialfora

smoothfunctioningadvancedmarketeconomy.2023/5/2449ProfessionalEthicsAccountantshaveaspecialobligationregardingethics,astheyareresponsiblefortheintegrityofthefinancialinformationprovidedtoexternalandinternalusers.Sarbanes-Oxleyfocusesonimprovinginternalcontrol,corporategovernance,monitoringofmanagers,anddisclosurepracticesofpubliccorporations.Thislegislationbroughtanincreaseintheethicalstandardsofmanagersandaccountants.2023/5/2450TheSarbanes-OxleyActof2002TheSarbanes-OxleyActof2002wasintendedtoprotectthe

interestsofthosewhoinvestinpubliclytradedcompaniesby

improvingthereliabilityandaccuracyofcorporatefinancial

reportsanddisclosures.Sixkeyaspectsofthelegislationinclude:

TheActrequiresboththeCEOandCFOtocertifyinwriting

thattheircompany’sfinancialstatementsanddisclosures

fairlyrepresenttheresultsofoperations.TheActestablishesthePublicCompanyAccountingOversight

Boardtoprovideadditionaloversightoftheauditprofession.TheActplacesthepowertohire,compensateandterminate

publicaccountingfirmsinthehandsoftheauditcommittee.TheActplacesrestrictionsonauditfirms,suchasprohibiting

publicaccountingfirmsfromprovidingavarietyofnon-audit

servicestoanauditclient.2023/5/2451TheSarbanes-OxleyActof2002TheActrequiresthatacompany’sannualreportcontainan

internalcontrolreportthatisaccompaniedbyanopinionfrom

thecompany’sauditfirmaboutthefairnessofthatreport.TheActestablishesseverepenaltiesforcertainbehaviors,

suchas:Upto20yearsinprisonforalteringordestroyingany

documentsthatmayeventuallybeusedinanofficial

proceeding.Upto10yearsinprisonforretaliatingagainsta

“whistleblower.”

2023/5/2452ProfessionalEthics,conts.TheInstituteofManagementAccountants(IMA)isthelargestassociationofinmanagementaccountantsintheUnitedStates.TheIMAoffersprofessionalcertificationintheformofthe

CMAdesignation—CertifiedManagementAccountant.

ThiscertificationrepresentsademonstrationoftechnicalcompetencyinfinancialandmanagerialaccountingandholdstheCMAtohighethicalstandards.2023/5/2453ProfessionalEthics,conts.TheIMAStandardsforEthicalConductforPractitionersofManagementAccountingandFinancialManagementpresentsguidelinesonissuesrelatingtocompetence,confidentiality,integrity,andcredibilityorObjectivity.P14InadditiontotheStandards,theIMAhasanethicshotlinetoassistmembersinresolvingtheirethicaldilemmas.2023/5/2454ThefourstandardsofethicalconductformanagementaccountantsasadvancedbytheInstituteofManagementAccountants:CompetenceConfidentialityIntegrityCredibilityorObjectivityProfessionalEthics,conts.552023/5/2455CompetenceFollowapplicable

laws,regulations

andstandards.Maintainprofessionalcompetence.Provideaccurate,clear,concise,andtimelydecisionsupportinformation.IMAGuidelinesforEthicalBehaviorRecognizeandcommunicateprofessionallimitationsthatprecluderesponsiblejudgment.2023/5/2456ConfidentialityDonotdiscloseconfidentialinformationunlesslegallyobligatedtodoso.Ensurethatsubordinatesdonotdiscloseconfidentialinformation.Donotuseconfidentialinformationforunethicalorillegal

advantage.IMAGuidelinesforEthicalBehavior2023/5/2457Mitigateconflictsofinterestandadviseothersofpotentialconflicts.Abstainfromactivitiesthatmightdiscredittheprofession.Refrainfromconductthatwouldprejudicecarryingoutdutiesethically.IntegrityIMAGuidelinesforEthicalBehavior2023/5/2458Communicateinformationfairlyandobjectively.Discloseallrelevantinformationthatcouldinfluenceauser’sunderstandingofreports

andrecommendations.CredibilityIMAGuidelinesforEthicalBehaviorDisclosedelaysordeficienciesininformationtimeliness,processing,orinternalcontrols.2023/5/2459TypicalEthicalChallengesCaseAAmanagementaccountant,knowingthatreportingalossforasoftwaredivisionwillresultinyetanother’rightsizinginitiative’hasconcernsaboutthecommercialpotentialofasoftwareproductforwhichdevelopmentcostsarecurrentlybeingcapitalizedasanassetratherthanbeingshownasanexpenseforinternalreportingpurposes.Thedivisionmanagerarguesthatshowingdevelopmentcostsasanassetisjustifiedbecausethenewproductwillgenerateprofit.However,thedivisionmanagerpresentslittleevidencetosupporthisargument.Thelasttwoproductsfromthisdivisionhavebeenunsuccessful.Themanagementaccountanthasmanyfriendsinthedivisionandwantstoavoidapersonalconfrontationwiththedivisionmanager.2023/5/2460TypicalEthicalChallengesCaseBApackagingsupplier,biddingforanewcontract,offersthemanagementaccountantofthepurchasingcompanyanall-expenses-paidweekendtotheSuperBowl.Thesupplierdoesnotmentionthenewcontractwhengivingtheinvitation.Theaccountantisnotapersonalfriendofthesupplier.Heknowscostissuesarecriticalinapprovingthenewcontractandisconcernedthatthesupplierwillaskfordetailsaboutbidsbycompetingpackagingcompanies.2023/5/2461TypicalEthicalChallengesCaseACompetence,credibilityandintegrityCaseBConfidentialityandintegrity2023/5/2462Followemployer’sestablishedpolicies.Forunresolvedethicalconflicts:Discusstheconflictwithimmediatesupervisorornexthighestuninvolvedmanager.IfimmediatesupervisoristheCEO,considertheboardofdirectorsortheauditcommittee.Contactwithlevelsabovetheimmediatesupervisorshouldonlybeinitiatedwiththesupervisor’sknowledge,assumingthesupervisorisnotinvolved.IMAGuidelinesforResolutionofanEthicalConflict2023/5/2463Followemployer’sestablishedpolicies.Forunresolvedethicalconflicts:Exceptwherelegallyprescribed,maintainconfidentiality.Clarifyissuesinaconfidentialdiscussionwithanobjectiveadvisor.Consultanattorneyastolegalobli