MAHM8e Chapter01.Ab.az
Transcript of MAHM8e Chapter01.Ab.az
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PowerPoint Presentation by
Gail B. WrightProfessor Emeritus of AccountingBryant University
Copyright 2007 Thomson South-Western, a part of The
Thomson Corporation. Thomson, the Star Logo, and
South-Western are trademarks used herein under license.
MANAGERIAL
ACCOUNTING
8TH EDITION
BY
HANSEN & MOWEN
1 INTRODUCTION
STUDENT EDITION
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1. Discuss the need for management
accounting information.
2. Differentiate between managementaccounting & financial accounting.
3. Provide a brief historical description of
management accounting.
LEARNING OBJECTIVES
Continued
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LEARNING OBJECTIVES
4. Identify the current focus of management
accounting.
5. Describe role of management accountants in
an organization.
6. Explain importance of ethical behavior for
managers, management accountants.
7. List 3 forms of certification available to
management accountants.
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Costing services, products, other
objectives of interest to management;
Planning, controlling, evaluating, &
continuous improvement;
Decision making.
LO 1
MANAGEMENT ACCOUNTING:Objectives
Decision making
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INFORMATION NEEDS:Costing & Decision Making
EXHIBIT1-1
LO 1
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INFORMATION NEEDS:
The Management ProcessPlanning
Detailed actions to achieve a particular end
Controlling
Monitoring plan implementation & employing
corrective action when necessary
Decision making
Choosing among competing alternatives
LO 1
Controlling
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Financial accounting is for
external users and followsrestrictive rules and
regulations.
Managerial accounting is for
internal users (managers) who
plan, control, and make
decisions.
LO 2
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A COMPARISON:Management vs. Financial Accounting
EXHIBIT1-2
LO 2
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Do you know when
accounting for
managerial decisionmaking began?
LO 3
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MANAGERIAL ACCOUNTINGHISTORY
Beginnings between 1880 and 1925
Pre-1915, management accounting focused onproduct costing, that is, what products provided
best profit1925 to 1950, emphasis on inventory costing
systems
Improvements to inventory costing in 1950s and1960s
1980s recognized need for improvements inmanagement accounting
LO 3
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Do you know what the
current focus for
managerial accountingis?
LO 4
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CURRENT FOCUS
Need for innovation and relevant produces:
Activity based management
ABC Improves accuracy of assigning costs
Customer orientationStrategic positioning to maintain competitive advantage
Value chain framework to focus on customer value
Cross functional perspective
Understand importance of value chain frommanufacturing to marketing to distribution to customerservice
Continued
LO 4
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CURRENT FOCUS
Need for innovation and relevant produces (cont.)Total quality management emphasized continuous
improvement
Time becomes a competitive advantage for the firm
who an compress the value chain
Improving efficiency for profit performanceE-business for cost reduction
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What does a value chain
look like?
How does it work?
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EXHIB
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LO 4
INDUSTRIAL VALUE CHAINA value chaincombines the output
of several firms
sequentially to meet
customer needs.
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Industrial value chain is critical
for strategic cost management. It
links value-creating activities
from raw materials to disposal of
final product by end-use
customers.
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LO 5
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SARBANES-OXLEY
Enhanced the role of the management
accountant by
Tightening regulation of corporate governanceEstablishing controls over management
Raising importance of managements
assessment of internal controls
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LO 6
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MANAGEMENT ACCOUNTING:Designed for Profit Maximization
The objective of profit
maximization should beconstrained by the requirement
that profits be achieved through
legal and ethical means.1
1Hansen & Mowen, 2007, p. 17
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LO 7
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What does certification mean for
an accountant?
What certifications are available to
management accountants?
LO 7
LO 7
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CERTIFICATION
Signifies the accountant has met
requirements for
Education
Experience
Signifies the accountant has passed a
qualifying examination
LO 7
Experience
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THE END
CHAPTER 1