管理会计：-创造价值的信息课件

2023/7/22管理会计：创造价值的信息LearningObjective1 Appreciatetheimportantrolethatmanagementaccountinginformationplaysinbothmanufacturing,service,non-profit,andgovernmentalorganizations.ManagementAccountingInformationWhatismanagementaccountinginformation?Itisavalueaddingprocessofplanning,designing,measuring,andoperatingnonfinancialandfinancialinformationsystemsthatguidesmanagementaction.ManagementAccountingInformationOperationalandFinancialDataProcessingActionsManagementAccountingInformationWhataresomeexamplesofmanagementaccountinginformation?reportedexpensesofanoperatingdepartmentcalculatedcostsofproducingaproductmeasurementsofeconomicperformanceLearningObjective2 Discussthesignificantdifferencesbetweenmanagementaccountingandfinancialaccounting.FinancialAccountingFinancialaccountingisconstrainedbymandatedreportingrequirements:FinancialAccountingStandardsBoardSecuritiesandExchangeCommissionInternationalAccountingStandardsCommitteeFinancialAccountingFinancialaccountingprovidesinformationtoexternalconstituenciesonpastperformance.HistoricallyOrientedRulesDrivenObjectiveandAggregateFinancialMeasuresManagementAccountingManagementaccountingsystemsprovideinformationtomanagersandemployeeswithintheorganization.Companieshavediscretiontodesignsystemsthatprovideinformationinordertomakedecisionsabouttheorganization’sfinancial,physical,andhumanresources.ManagementAccountingManagementaccountingprovidesinformationtointernalconstituencies.CurrentandFutureOrientedNoRegulationsSubjectiveandDisaggregateFinancial,Operational,andPhysicalMeasuresLearningObjective3 Understandhowdifferentpeopleintheorganizationhavedifferentdemandsformanagementaccountinginformation.DiversityofManagementAccountingInformationHowdoesthedemandformanagerialaccountinginformationvaryamongemployeesatdifferentlevelsoftheorganization?OperationallevelMiddleanduppermanagementSeniorexecutivesDiversityofManagementAccountingInformationAttheoperationallevelmanyrepetitiveactivitiesareperformed.Managementaccountantsdevelopinformationaboutthestandardsforlabortime,machinetime,andmaterialsusageforrepetitivetasks.DiversityofManagementAccountingInformationHowmuchdetailshouldbepresented?DisaggregatedetailsHowfrequentshouldinformationbeprovided?Operationallevelinformationshouldbeprovidedveryfrequently(usuallydaily).DiversityofManagementAccountingInformationWhataretheinformationneedsofmiddleanduppermanagement?Middleanduppermanagementneedinformationtoplan,supervise,andmakedecisionsaboutfinancialandphysicalresources,products,services,andcustomers.DiversityofManagementAccountingInformationWhattypeofinformationisusedatthemanageriallevel?ResourceutilizationEfficiencyandqualityofperformanceProfitabilityDiversityofManagementAccountingInformationHowmuchdetailshouldbepresented?Moreaggregatethanattheoperationallevel.Howfrequentshouldinformationbeprovided?Manageriallevelinformationshouldbeprovidedfrequently(usuallymonthly).DiversityofManagementAccountingInformationWhataretheinformationneedsofseniorexecutives?Seniorexecutivesneedstrategicinformationtoassessoverallperformance,tomonitoroperatingdepartments,andforbenchmarking.DiversityofManagementAccountingInformationWhattypeofinformationisusedattheseniorexecutiveslevel?ProfitabilityCustomerloyaltyandsatisfactionMarketopportunitiesandthreatsTechnologicalinnovationsDiversityofManagementAccountingInformationHowmuchdetailshouldbepresented?Moreaggregatethanatthemanageriallevel.Howfrequentshouldinformationbeprovided?Executivelevelinformationshouldbeprovidedlessfrequentlythanatthemanageriallevel(annuallyorsemi-annually).LearningObjective4 Appreciatehowmanagementaccountingcreatesvaluefororganizationsandhowitrelatestooperations,marketing,andstrategy.FunctionsofManagementAccountingWhatarethefunctionsofmanagementaccountinginformation?OperationalcontrolProductcostingCustomercostingManagementcontrolFunctionsofManagementAccountingWhatisoperationalcontrol?Itprovidesfeedbacktoemployeesandtheirmanagersabouttheefficiencyofactivitiesbeingperformed.Whatisproductcosting?Itmeasuresandassignsthecostsoftheactivitiesperformedtodesignandproduceindividualproductsand/orservices.FunctionsofManagementAccountingWhatiscustomercosting?Itisassigningmarketing,selling,distribution,andadministrativecoststoindividualcustomerssothatthecostofservingeachcustomercanbecalculated.Whatismanagementcontrol?Itisprovidinginformationabouttheperformanceofmanagers.OriginsofManagementControlManyinnovationsinmanagementaccountingsystemsoccurredintheearlydecadesofthe20thcentury.SeniorexecutivesatDuPontCorporationdevisedtechniquestodevelopoperatingbudgetsandcapitalbudgets.DonaldsonBrown,theCFOofDuPont,developedthereturnoninvestmentperformancemeasure.OriginsofManagementControlThereturnoninvestmentcalculationgaveDuPontexecutivesasinglenumbertoevaluatetheperformanceoftheiroperatingdivisions.ProfitabilityMeasure

ReturnonSale=OperatingIncome÷SalesAssetorCapitalUtilizationMeasureSales÷InvestmentOriginsofManagementControlReturnonInvestmentROI=OperatingIncome÷InvestmentTheseniormanagersatDuPontusedtheROImeasuretohelpthemdecidewhichoftheirdivisionsshouldreceiveadditionalcapitaltoexpandcapacity.OriginsofManagementControlAround1920,BrownleftDuPonttobecomeCFOforGeneralMotorsunderitschiefexecutiveofficer,AlfredSloan.GeneralMotorsintroducedmanymanagementaccountinginitiativestoaccomplishthecompany’soperatingphilosophyof“centralizedcontrolwithdecentralizedresponsibility”.OriginsofManagementControlCorporatemanagersreceivedperiodicfinancialinformationaboutdivisionaloperationsandprofitability.TheGeneralMotor’smanagementaccountingsystemenabledtheorganizationtoplan,coordinate,control,andevaluatetheoperationsofmultipleoperatingdivisions.OriginsofManagementControlSloan’sandBrown’sinitiativeplayedacriticalroleduringthe1920to1970timeperiod.However,duringthepastfewdecades,demandsbyexternalconstituentsledmanyorganizationstoplacemoreemphasisonexternalreporting.OriginsofManagementControlManagementaccountinginformationstagnatedandprovedinadequateforthechangingandchallengingcompetitive,technological,andmarketconditionsofthelate20thcentury.LearningObjective5 Explainwhymanagementaccountinginformationmustincludebothfinancialandnonfinancialinformation.ManagementAccountinginServiceorganizationsThemajorchangesinthedemandformanagementaccountinginformationexperiencedbymanufacturingcompaniesinrecentyearshavealsooccurredinserviceorganizations.ManagementAccountinginServiceorganizationsCharacteristicsofServiceOrganizationsProvideaservice,noproductMoredirectcontactwithcustomersNoinventory,perseQualityhardtocontrolinadvanceChangingCompetitiveEnvironmentDuringthelastquarterofthe20thcentury,thecompetitiveenvironmentforbothmanufacturingandservicecompanieshasbecomemorechallenging.Today’scompaniesdemanddifferentandbettermanagementaccountinginformation.ChangingCompetitiveEnvironmentStartinginthemid1970s,manufacturingcompaniesencounteredseverecompetitionfromforeigncompaniesthatofferedhigher-qualityproductsatlowerprices.Acompanycouldprosperonlyifitscost,quality,andproductcapabilitieswereasgoodasthoseofthebestcompaniesintheworld.ChangingCompetitiveEnvironmentCompanieswillneedbothfinancialandnonfinancialinformationtosucceed.Thederegulationmovementsincethe1970’salsochangedthegroundrulesunderwhichmanyservicecompaniesoperated.Managersofservicecompaniesnowrequireaccurate,timelyinformationtoimprovethequality,timeliness,andefficiencyoftheactivitiestheyperform.GovernmentandNon-ProfitOrganizationsIn1995,theFASBissuedadocumentof“ManagerialCostAccountingandStandardsfortheFederalGovernment”.Thisdocumentspecifiedthatinmanagingfederalprogramscostinformationisessentialinfiveareas:GovernmentandNon-ProfitOrganizationsBudgetingandcostcontrolPerformancemeasurementDeterminingreimbursementsandsettingfeesandpricesProgramevaluationsMakingeconomicchoicedecisionsGovernmentandNon-ProfitOrganizationsDemandforcostinformationingovernmentwillbeessentiallyidenticaltothoseinfor-profitmanufacturingandservicecompanies.Managersofnon-profitorganizationsofalltypesarelookingtoadaptmanagementaccountingproceduresinordertosatisfythedemandsonthemforaccountabilityandperformancemeasurement.LearningObjective6 Understandwhyactivitiesshouldbetheprimaryfocusformeasuringandmanagingperformanceinorganizations.MeasuringandManagingActivitiesandBusinessProcessesThemeasurementofactivitieswillbethekeyorganizingprincipleforstudyingmanagementaccountinginformation.Whataresomeexamplesoforganizationalactivities?assemblingproductsprocessingcustomerordersreceivingandstoringmaterialsMeasuringandManagingActivitiesandBusinessProcessesActivitiesdescribehoworganizationalresourcesandemployeesaccomplishwork.Whatisactivity-basedcosting?Itisacostsystembasedonactivitiesthatlinksorganizationalspendingonresourcestotheproductsandservicesproducedanddeliveredtocustomers.MeasuringandManagingActivitiesandBusinessProcessesWhatarebusinessprocesses?Theyrepresentcollectionsofactivitiesforaccomplishingorganizationalobjectives.Whataresomeexamples?procurementorderfulfillmentcustomeradministrationMeasuringandManagingActivitiesandBusinessProcessesTraditionally,managementaccountinginformationhasbeencollectedandreportedforindividualdepartments.Intoday’senvironment,costandnon-financialperformancemustalsobemeasuredforactivitiesandbusinessprocesses.ManagementAccountingandStrategyManagementaccountinginformationcanhelporganizationsclarify,communicate,andimplementbusinessstrategy.Whataresomeexamplesofbusinessstrategy?operationalexcellenceproductleadershipcustomerserviceManagementAccountingandStrategyDellComputers,CostCo,andMcDonald’sfollowastrategyofoperationalexcellence.Theyemphasizecostleadershipandconsistentquality.Intel,Sony,andMerckfollowastrategyofproductleadership.Theydevelopproductsthatdeliversuperiorperformance.ManagementAccountingandStrategyHomeDepotandMobilfollowastrategythatemphasizescustomerservices.Theyprovidecustomerswithagreatbuyingexperience.Thesecompaniesneedmanagementaccountinginformationthatwillprovidefeedbackoneaseandspeedofpurchaseplusfriendlyandhelpfulemployees.LearningObjective7 Appreciatethebehavioralandethicalissuesfacedbymanagementaccountants.BehavioralImplicationsTheactofmeasuringandinformingaffectstheindividualsinvolved.Peoplereacttomeasurements.Theyfocusonthevariablesandbehaviorb