Unit15IntroductiontoManagerialAccounting2ManagerialAccountingisafieldofaccountingthatprovideseconomicandfinancialinformationformanagersandotherinternalusers.Acompanymayuseittoanalyzepast,controlpresent,planfutureandparticipateindecision-makingforthepurposeofachievingthegoalofprofitmaximizationbasedonsoundinternalmanagement.3SimilarityEachfieldofaccountingdealswiththeeconomiceventsofanenterprise.Forexample,cost.

Unitcostofmanufacturingaproduct;TotalcostofgoodsmanufacturedandsoldBothmanagerialaccountingandfinancialaccountingrequirethattheresultsofanentity’seconomiceventsshouldbequantifiedandbecommunicatedtointerestedparties.Ⅰ.ManagerialAccountingvsFinancialAccounting4Ⅰ.ManagerialAccountingvsFinancialAccountingFinancialAccountingManagerialAccountingMainusersExternalusers,suchasstockholders,creditors,customers,andregulatoryagenciesInternaluserssuchasmanagersandemployees.PurposesGeneralinformationforallusersaboutthepasthistoricaltransactionsSpecificallyforinternaldecision-makingandforecasting,etc.PrincipleFollowingGAAPGobeyondGAAPandmeetinternalneedsInformationHighlycondensedinformationofcompanyasawholeRelevantlyaccurateinformation.Timeliness,pertinence,applicabilityarestressed.FrequencyGenerallypreparedregularlyattheendofeachaccountingperiodFrequentinternalreportssuitableformanagementneedsAuditingIndependentauditbyCPAInternalauditwithinthebusiness5Ⅱ.ManagerialAccountingandDecision-makingManagementaccountanthasawiderangeofresponsibilityinvolvingprofessionalknowledgeandskillinthepreparationandthepresentationofinformationtoalllevelsofmanagementintheorganizationstructure.6ManagementaccountingPlanning

DirectingMonitoring&ControllingStrategy

PositioningBudgetingCostingProduction

Specialanalysis71.PlanningPlanningStrategy

Positioning

BudgetingPlanningrequiresmanagementtolookintothefuturetoestablishobjectives.8(1)StrategyAbusinessusuallyspendsagreatdealofmanagementtimeandefforttodevelopitsstrategybecauseofitsimportance.Specificstrategygenerallyincludedthreecategories:mission,goal,objective.Theyarebasedoncorevalue.PlanningStrategy

Positioning

Budgeting9MissionGoalObjectiveCorevaluesCorevaluesMission:organization’spurposeanddirection.Amissionisaverybig,long-termend-resultorachievement.Goals:Theyaretheendstowardwhicheffortandactionaredirectedorcoordinated.Objectives:Specificobjectivesmakesurestrategiesareachievedguidedandcorrectly.SMARTRuleCorevalues:thekeyrulesthatthebusinesswillapplywithincludefairtrade,ethics,customerservice,employment,environmentalawareness,etc.10UniversityofWashingtonSchoolofPublicHealth(SPH)

Mission:Topromotepopulationhealth,preventillness,disability,andinjury,andensureefficient,effective,andequitablehealthcaresystemsthrougheducation,research,andservice.Goals:Educateinnovative,effective,andculturallycompetentpublichealthresearchers,faculty,andpractitioners.Advanceknowledgeinthepublichealthsciencesthroughresearchanddiscovery.Contributetosoundpublichealthpoliciesandincreasetherecognitionoftheimportanceofpublichealththroughdisseminationandcommunitycollaboration.11Objectivesa.Educateinnovative,effective,andculturallycompetentpublichealthresearchers,faculty,andpractitioners.RecruitandretainoutstandingfacultyintherangeofdisciplinesandspecialitiesconsistentwithSPH’smission.Recruitgraduateandundergraduatestudentsofthehighestacademiccapabilitieswhoarecommittedtopublichealth.Provideamulticulturalsettingforpublichealthlearning.Provideexcellenteducationalprogramsandopportunities.Applyinnovativepedagogicalmethodstoenhanceteachingandlearning.Promotelifelonglearning.12Value:Objectivityandprofessionalintegrityinresearch,education,andserviceCreativityandinterdisciplinaryapproachesinsolvinglocal,national,andglobalpublichealthproblemsPursuitofknowledgetobetterunderstandhumanhealth,environmentalhealth,andtheirinterconnectionsScientificallyrigorousevaluationofevidencetoinformpublichealthrecommendationsBuildingpartnershipsbetweenacademicpublichealthandcommunitiestoimprove

humanandenvironmentalhealthCompassion,equity,andsocialjusticeindefiningandaddressinghealthExpandedopportunitiesforlearningbeyondtheclassroomtoindividualmentorship

andappliedexperienceinthecommunityEducationaloutreachtothepublichealthworkforceRespectforandinclusionofdiversevalues,beliefs,andculturesinresearchandteachingVigilancetorecognizeandforecastthreatstopublichealth

13XYZcompanyMission-TomaketheXYZcompanylargestsellerofpremiumcandyObjectives/Goals-Achieveshareofmarketleadershipinthepremiumcandysegment.

-Beknownasthemostexpensivecandy,butworthit.Strategy-ConvinceconsumersthatXYZcandyisthebestpremiumcandybyassociatingwithhigh-endpeopleandentities.14(2)PositioningIthelpsputtheorganizationinanoptimalplacetoachieveandrealizeitsgoals.Positioningisasophisticatedstepwhichwilldependonthegatheringandevaluatingaccountinginformation.PlanningStrategy

Positioning

Budgeting15Identifyingamarketnicheforabrand,productorserviceutilizingtraditionalmarketingplacementstrategies(i.e.price,promotion,distribution,packaging,andcompetition).(1)Cost/Volume/ProfitAnalysis(2)Globaltradeandtransportation(3)Branding/Pricing/Sensitivity/Competition16(3)BudgetingItisalsoacriticalelement.Itoutlinesthefinanciallimitwithinwhichanorganizationcanoperate.PlanningStrategy

Positioning

Budgeting17彈性預算

指在成本習性分析的基礎上，以業務量、成本和利潤之間有規律的依存關系為依據，按照預算期可預見的各種業務量水平編制能夠適應多種情況的預算方法。Fixedbudget

Abudgetwhichisdesignedtoremainunchangedregardlessofthevolumeofoutputorsalesachieved.BudgetingFlexiblebudgetAbudgetwhichisdesignedtochangeasvolumesofoutputchange,byrecognizingdifferentcostbehaviorpatterns.固定預算

指以預算期內正常的，可能實現的某一業務量（如生產量，銷售量）水平為固定基礎，不考慮可能發生的變動因素來編制預算的方法。182.DirectingDirectinginvolvescoordinatingacompany’sdiverseactivitiesandhumanresourcestoproduceasmooth-runningoperation.19(1)CostingManagementmustknowhowmuchcostsareidentifiedandallocatedtospecificgoodsandservices.Costingaccountingisanintegralpartofmanagementaccounting.Itinvolvesacomprehensivesetofprinciples,methodsandtechniquesinthedeterminationandappropriateanalysisofcoststomeettheneedsofmanagerialaccounting.

20(2)ProductionManagerialaccountingprovidesnumeroustoolsformanagerstouseinsupportofproductionandproductionlogistics.21(3)AnalysisAlltheaccountinginformationneedstobeanalyzedbythemanagerialaccountantstogivebetterdirectiontothebusiness.223.Monitoring&ControllingMonitoring&Controllingisaprocessofkeepingthefirmsactivitiesintherighttrack,ameanstocheckifthecompanymeetstheexpectedgoal.23Ⅲ.ManagerialcostingconceptAnaccountingsystemmeasurescostswhicharelaterusedforanumberofpurposessuchas:(1)profitdetermination(2)performanceevaluation(3)inventoryvaluation(4)costcontrolItisveryessentialtounderstandwhatcostmeansandhowitcalculated.24Whatisthiscostfor?CostissegregatedintoManufacturingCostsandnon-manufacturingcosts(Selling,AdministrationandFinancialexpenses.)Themanufacturingcostsarefurthercategorizedintodirectmaterial,directlaborandoverheads.25CostbehaviorItreferstohowacostwouldrespondorreacttochangesinproduction.FIXEDCOST:Acostwhichisnotrelatedtoproductioniscalledfixedcosts.Inotherwords,itisacostthatremainsunchangedevenwithvariationinoutput.VARIABLECOSTAnycostwhichvariesexactlyinproductiontothechangeinactivity(productionorsale)wouldbetermasvariablecost.26SummaryⅠ.ManagerialAccountingvsFinancialAccountingⅡ.ManagerialAccountingandDecision-makingⅢ.ManagerialcostingconceptManagementaccountingPlanning

DirectingMonitoring&ControllingStrategy

PositioningBudgetingCostingProduction

Specialanalysis27ManagementaccountingPlanning

DirectingMonitoring&ControllingStrategy