管理会计英文版课件.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,1-,#,单击此处编辑母版标题样式,单击此处编辑母版文本样式,二级,三级,四级,五级,*,Management/Managerial Accounting,691097,Grade,Attendance,10%,Quiz,1-3,(MCQs,&,Calculation),30%,Quiz,1,on,Week,5,Oct.14(30,points),Quiz,2,on,Week,9,Nov.11(40,points,),Quiz,3,on,Week,13 Dec.9,(30,points,),Final,exam,(MCQs,&,Calculation),60%,Total,100%,For,final,exam,15,MCQs,30,points,5-6,Calculation,questions,70,points,Main Contents of MA1,Background,Environment,and nature/purpose of management,information,(chap1&2),Cost concept and cost classification(chap 2),Lesson 1,Cost behavior,CVP analysis(chap 3-4&chap 14),Lesson 2,3 and 10,Accounting method and system,(chap 5-9),Lesson 4-6,Budgeting,profit planning and Standard costing(chap 10-12),Lesson 7&8,Performance measurement,(chap 13),Lesson 9,S,tructure of MA1,B,ackground,C,ost concept and cost classification,Accounting methods and systems,Short-term,Control and evaluation,F,inancial accounting,D,ecision-making,LESSON,1,Accounting,business,and competitiveness,PART,1,Basic concepts of management accounting,Topic outline and required reading,1.1,Information needs of managers and other users(Level 2),Chapter 1,pages 8-11,1.2 Comparing financial and managerial accounting(Level 2),Chapter 1,pages 1-8,1.3 Organization structure(Level 2),No required reading,1.4 Process management(Level 2),Chapter 1,pages 11-17,1.5,International ethical standards(Level 2),Chapter 1,pages 17-28;,IFAC,Code of Ethics for Professional Accountants,Learning objectives,Describe the,role,of management accountants in an organization.,Identify,major differences,and,similarities,between financial and managerial accounting.,Identify,job descriptions,as either line or staff positions.,Explain the concepts of,lean production,:,Six Sigma,e-commerce,enterprise systems,and enterprise risk management.,Explain the importance of,ethical standards,in an advanced economy.,M,anagement Accounting,O,ne of the,core functions,of businesses,R,elates to,the provision of appropriate,information,including,cost information for decision-making,planning,control,and performance evaluation,T,imely basis,B,e relevant,O,btained efficiently and,effectively,Cost accounting,Defines,costs and valuates inventories to help managers to run businesses,C,ost accounting,and,management accounting,are sometimes,interchangeable,Their,functions,To,help companies,make better decisions,1.1,Information needs of managers and other users,1.,Background,Globalization,More competition,Timely,up to date,and relevant information,needed,The internet usage,Fuels globalization,World Merchandise Trade Volume By Major Product Group,1950-2009,(Volume Indices,1950=100),5000,2500,500,250,Source:World Trade Organization,International Trade Statistic 2010,%,Regional Shares In World Merchandise Exports,2009,Distribution of Fortune Global 500 companies between 2005 and 2010,Fortune Global 500,2010,2009,2007,2005,Australia,8,9,8,9,China,46,37,24,16,India,8,7,6,5,Japan,71,68,67,81,Malaysia,1,1,1,1,Singapore,2,2,1,1,South Korea,10,14,14,11,Taiwan,8,6,6,2,Thailand,1,1,1,1,Asia Pacific,155,145,128,127,US,139,140,162,176,Canada,11,14,16,13,Europe,184,188,183,178,Others,11,13,11,6,500,500,500,500,Top 10 Companies of Fortune Global 500,(ranked by revenue),2010,2009,Rank,Company,Revenues,Profits,Rank,Company,Revenues,Profits,($millions),($millions),($millions),($millions),1,Wal-Mart Stores,408,214,14,335,1,Royal Dutch Shell,458,361,26,277,2,Royal Dutch Shell,285,129,12,518,2,Exxon Mobil,442,851,45,220,3,Exxon Mobil,284,650,19,280,3,Wal-Mart Stores,405,607,13,400,4,BP,246,138,16,578,4,BP,367,053,21,157,5,Toyota Motor,204,106,2,256,5,Chevron,263,159,23,931,6,Japan Post Holdings,202,196,4,849,6,Total,234,674,15,500,7,Sinopec,187,518,5,756,7,ConocoPhillips,230,764,-16,998,8,State Grid,184,496,-343,8,ING Group,226,577,-1,067,9,AXA,175,257,5,012,9,Sinopec,207,814,1,961,10,China National Petroleum,165,496,10,272,10,Toyota Motor,204,352,-4,349,source:http,:/achieve organizational,objectives,the management team is responsible for,planning,directing,motivating,and,controlling,the activities of the business.,Managers,need,information,to help them manage the organization.,This,information,can be obtained from the,financial accounting system,.,In,some organizations,completely,new systems,are designed to meet the needs of the managers.,2.Strategy,A,“,game plan,”that enables a companyto,attract customers,by distinguishing itselffrom competitors.,The,focal point,of acompanys strategy shouldbe its,target customers,.,A possible,course of action,that might enable an organization to achieve its,objectives,.,Customer Value Propositions,Understand and respond toindividual customer needs.,CustomerIntimacyStrategy,OperationalExcellenceStrategy,Deliver products and servicesfaster,more conveniently,and at lower prices.,ProductLeadershipStrategy,Offer higher quality products.,3.Work of Management,Planning,Controlling,Directing and Motivating,P,lanning,U,sually involves,E,stablishing,a basic,strategy,S,electing,a course of,action,S,pecifying,how the action will be,implemented,Planning,Identifyalternatives.,Whether to open new store?,Select alternative that does the best job of furtheringorganizations objectives.,Develop budgets to guideprogress toward theselected alternative.,Usually,Planning involves the following:,Establishing objectives,Selecting appropriate strategies to achieve those objectives,Forces management to,think ahead systematically,in both the,short term,and the,long term,Long-term Strategic Planning,Corporate planning,Involves selecting appropriate,strategies,so as to prepare a,long-term,plan to,attain objectives,A detailed,lengthy process,The assessment stage(the external environment,the organization,the future,expectations),The objective stage,The evaluation stage(alternative ways of achieving objectives),The corporate plan,Short-term Tactical Planning,For,operational,purposes,Usually covering,one year,Relating to sections,functions,or departments,The,annual process,should be seen as stages in,the progressive fulfillment of the corporate plan,as each short-term plan,steers,the organization towards its long-term objectives.,Production planning,Resource planning,Product planning,Research and development planning,Detailed operational plans,which implement the corporate plan on a,monthly,quarterly,or,annual basis,Include short-term budges,standards and objectives,Directing and Motivating,Directing and motivating involves managing,day-to-day activities,to keep the organization,running smoothly,.,Employee work assignments.,Routine problem solving.,Conflict resolution.,Effective communications.,Managers job that deals with the,routine,and the,here and now,.,Controlling,Two stages,Comparison,The performance set out in the detailed operational plans,VS,The,actual,performance,Review,the corporate plan to assess whether the objectives of the plan can be achieved.,Modify the plan as necessary before any serious damage to the organizations future success occurs,The control function,ensures,that plans are being followed.,Feedback,in the form of,performance reports,that compare,actual results,with the,budget,are an essential part of the control function.,One of the,central purposes,of,managerial accounting,is to,provide such feedback to managers,.,Decision-making,Management,is decision-making.,Always involves,a choice between alternatives,The role of the management accountant to provide information so that management can reach an informed decision.,Planning and Control Cycle,DecisionMaking,Formulating long-and short-term plans(Planning),Measuringperformance(Controlling),Implementing plans(Directing and Motivating),Comparing actualto planned performance(Controlling),Begin,Exhibit2-1,1.2,Comparison,of Financial and Managerial Accounting,1.3,Organizational,Structure,Some form of decentralization can be found in all,but the smallest organizations,.,Reasons of decentralization,To speed up decisions,To provide more decision capacity than one person can provide,To train replacements for executive positions in head office.,Decentralization is the delegation of decision-making authority throughout an organization by giving managers the authority to make decisions relating to their area of responsibility.,Organization Chart,An,organization chart,shows how responsibility,or chain of command,is divided within an entity.,A functional view,Line and Staff Relationships,Line positions,are,directly,related to achievement of the basic objectives of an organization.,Example:Production supervisors in a manufacturing plant.,Staff positions,support and assist,line positions.,Example:Cost accountants in the manufacturing plant.,The Chief Financial Officer(CFO),A member of the top management team responsible for:,Providing timely and relevant data to support planning and control activities.,Preparing financial statements for external users.,In the USA,a controller often runs the accounting department and reports directly to the CFO.,1.4,Process,Management,Tremendously,changed,business,environment,To,succeed in this competitive environment,companies use the following,major approaches,:,Improve the quality,of the products or services offered.,Reduce the,costs,of providing these products or services.,Business,process management,is a,strategy,that focuses these approaches on,internal,operations,.,Business,process,and,value,chain,A,business process,A,series,of steps,that are followed,in order to,carry out some task in a business.,A,value chain,Consisting,of the major business functions that,add value,to a companys products and services.,Business,functions,making up the,value chain,Product Customer,R&D Design Manufacturing Marketing Distribution Service,Process Management,There are,three approaches,toimproving business processes.,LeanProduction,Theory ofConstraints(TOC),SixSigma,Traditional“Push”Manufacturing Company,Forecast Sales,Order components,Produce goods in Anticipation of Sales,Make Sales from Finished Goods Inventory,Store Inventory,StoreInventory,Traditional“push”manufacturing,Traditional“Push”Manufacturing Company,Largeinventories,Finishedgoods,Rawmaterials,Work inprocess,Materials waitingto be processed.,Completed products awaiting sale.,Partially completed products requiring more work before they are ready for sale.,Lean Production,Exhibit,1-6,The lean thinkingmodel is a fivestep approach.,Identify valuein specificproducts/services.,Identify thebusiness processthat delivers value.,Organize workarrangements around the flow of thebusiness process.,Create a,pullsystem,that respondsto customer orders.,Continuously pursueperfection in thebusiness process.,Customer Places an Order,Create Production Order,Generate Component Requirements,Production Begins as Parts Arrive,Goods Delivered when needed,Components are Ordered,Lean Production,The five step process results in a“,pull,”manufacturing systemthat,reduces inventories,decreases defects,reduceswasted effort,and,shortens customer response times,.,Lean Production,Lean thinking may be used to improve business processes that link companies together.,Supply,chain,management,The,coordination,of business processes,across companies,to better serve end consumers.,A,constraint,(also called a,bottleneck,)is,anything that prevents you from getting more of what you want,.,The Theory of Constraints is based on the observation that effectively managing the constraint is the key to success.,The constraint in a system is determinedby the step that has the,smallest,capacity,.,Theory of Constraints,4.Recognize that the weakest linkis no longer so.,1.Identify the weakest link.,2.Allow the weakest link to set the tempo.,3.Focus on improving the weakest link.,Only,actions that strengthen the weakest link in the“chain”improve the process.,Theory of Constraints,Six Sigma,A process improvement method,relying on customer feedback and fact-based data gathering and analysis techniques to drive process improvement,.,Refers to a process that,generates no morethan 3.4 defects per million opportunities,.,Sometimes associatedwith the term,zero defects,.,Six Sigma,Exhibit,1-8,1.5,International ethical standards,The Institute of Management Accountants(IMA)Standards of Ethical Conduct for Practitionersof Management Accounting and Financial Management have,two major parts,which offer guidelines for,:,Ethical behavior.,Resolution for an ethical conflict.,Competence,Follow applicablelaws,regulationsand standards.,Maintain professional competence.,Provide accurate,clear,concise,and timely decision support information.,IMA Guidelines for Ethical Behavior,Recognize and communicate professional limitations that preclude responsible judgment.,Confidentiality,Do not disclose confidential information unless legally obligated to do so.,Ensure that subordinates do not disclose confidential information.,Do not use confidential information for unethical or illegal,advantage.,IMA Guidelines for Ethical Behavior,Mitigate conflicts of interest and advise others of potential conflicts.,Abstain from activities that might discredit the profession.,Refrain from conduct that would prejudice carrying out duties ethically.,Integrity,IMA Guidelines for Ethical Behavior,Communicate information fairly and objectively.,Disclose all relevant information that could influence a users understanding of reports and recommendations.,Credibility,IMA Guidelines for Ethical Behavior,Disclose delays or deficiencies in information timeliness,processing,or internal controls.,Abandoning ethical standards in business would lead to a lower quality of life with lessdesirable goods and services at higher prices.,Why Have Ethical Standards?,Without ethical standards in business,theeconomy,and all of us who depend on it forjobs,goods,and services,would suffer.,Ethical standards in business are essential for asmooth functioning advanced market economy.,Company Codes of Conduct,Employees,Customers,Suppliers,And to the communities inwhich the company operates.,Broad-based statements of acompanys responsibilities to:,Codes of Conduct onthe International Level,In addition to competence,objectivity,independence,and confidentiality,the IFACs code deals withthe accountants ethical responsibilities in:,Taxes,Independence,Fees and commissions,Advertising and solicitation,Handling of monies,Cross-border activities.,The Code of Ethics for ProfessionalAccountants,issued by the InternationalFederation of Accountants(IFAC),govern the activities of professional accountants worldwide.,此课件下载可自行编辑修改，供参考！,感谢您的支持，我们努力做得更好！,