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PowerPointPowerPoint Presentation by Presentation by
Gail B. WrightGail B. WrightProfessor Emeritus of AccountingProfessor Emeritus of AccountingBryant UniversityBryant 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
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LEARNING GOALS
After studying this chapter, you should
be able to:
LEARNING OBJECTIVES
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1. Discuss the need for management accounting information.
2. Differentiate between management accounting & financial accounting.
3. Provide a brief historical description of management accounting.
LEARNING OBJECTIVES
Continued
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LEARNING OBJECTIVES4. 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.Click the button to skip Questions to Think About
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QUESTIONS TO THINK ABOUT:Scenarios
Who uses management accounting information?
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QUESTIONS TO THINK ABOUT:Scenarios
For what purposes is management accounting
information used?
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QUESTIONS TO THINK ABOUT:Scenarios
Should management accounting information provide both financial &
nonfinancial information?
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QUESTIONS TO THINK ABOUT:Scenarios
What organizations need a management accounting
information system?
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1 Discuss the need for management accounting information.
LEARNING OBJECTIVE
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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
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INFORMATION NEEDS: Costing & Decision Making
EXHIBITEXHIBIT 1-11-1
LO 1
INPUTS PROCESSES OUTPUTS
USERS
Economic Events
Collecting, Measuring, Storing,
Analyzing, Reporting, Managing
Special Reports, Product Costs, Customer Costs, Budgets, Performance
Reports, Personal Communication
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INFORMATION NEEDS: The Management Process
PlanningDetailed actions to achieve a particular end
ControllingMonitoring plan implementation & employing
corrective action when necessaryDecision making
Choosing among competing alternatives
LO 1
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2 Differentiate between management accounting & financial accounting.
LEARNING OBJECTIVE
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Financial accounting is for external users and follows
restrictive 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
EXHIBITEXHIBIT 1-21-2
LO 2
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3 Provide a brief historical description of management accounting.
LEARNING OBJECTIVE
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Do you know when accounting for
managerial decision making began?
LO 3
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MANAGERIAL ACCOUNTING HISTORY
Beginnings between 1880 and 1925Pre-1915, management accounting focused on
product costing, that is, what products provided best profit
1925 to 1950, emphasis on inventory costing systemsImprovements to inventory costing in 1950s and
1960s1980s recognized need for improvements in
management accounting
LO 3
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4 Identify the current focus of management accounting.
LEARNING OBJECTIVE
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Do you know what the current focus for
managerial accounting is?
LO 4
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CURRENT FOCUSNeed for innovation and relevant produces:
Activity based managementABC Improves accuracy of assigning costs
Customer orientationStrategic positioning to maintain competitive advantageValue chain framework to focus on customer value
Cross functional perspectiveUnderstand importance of value chain from manufacturing to
marketing to distribution to customer service
Continued
LO 4
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CURRENT FOCUS
Need for innovation and relevant produces (cont.) Total quality management emphasized continuous
improvementTime becomes a competitive advantage for the
firm who an compress the value chainImproving efficiency for profit performanceE-business for cost reduction
LO 4
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What does a value chain look like?
How does it work?
LO 4
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EXH
IBIT
EXH
IBIT
1-31-3
LO 4
INDUSTRIAL VALUE CHAINA value chain combines 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.
LO 4
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5 Describe the role of the management accountant.
LEARNING OBJECTIVE
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SARBANES-OXLEY
Enhanced the role of the management accountant byTightening regulation of corporate
governanceEstablishing controls over managementRaising importance of management’s
assessment of internal controls
LO 5
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How many roles for a management
accountant can you name?
LO 5
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ORGANIZATIONAL CHART (Partial)
EXHIBITEXHIBIT 1-41-4
LO 5
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6Explain importance of ethical behavior for managers & management accountants.
LEARNING OBJECTIVE
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MANAGEMENT ACCOUNTING:Designed for Profit Maximization
“The objective of profit maximization should be
constrained by the requirement that profits be achieved through
legal and ethical means.”1
1Hansen & Mowen, 2007, p. 17
LO 6
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SUPPORT FOR ETHICAL BEHAVIOR
Company codes of conductSarbanes-Oxley requirementsIMA standards of conduct for management
accountants ensure that management accountants maintainCompetenceConfidentialityIntegrityObjectivityAbility for conflict resolution
LO 6
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7List 3 forms of certification available to management accountants.
LEARNING OBJECTIVE
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What does “certification” mean for an accountant?
What certifications are available to management accountants?
LO 7
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CERTIFICATIONSignifies the accountant has met
requirements forEducationExperience
Signifies the accountant has passed a qualifying examination
LO 7
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3 CERTIFICATIONSCMA (Certified Management Accountant)
Meets needs for knowledge of economics, financial & managerial accounting, decision analysis & information systems
CPA (Certified Public Accountant)Meets needs for knowledge of external auditor
CIA (Certified Internal Auditor)Meets specialized needs in internal auditing yet
similar to knowledge of management accountant
LO 7
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THE END
CHAPTER 1