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Chapter One Introduction to Managerial Accounting COPYRIGHT © 2012 Nelson Education Ltd.

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1 Chapter One Introduction to Managerial Accounting COPYRIGHT © 2012 Nelson Education Ltd.

2 Learning Objectives 1.Explain the meaning of managerial accounting 2.Explain the difference between managerial and financial accounting 3.Identify and explain the current focus of managerial accounting 4.Describe the role of managerial accountants in an organization 5.Explain the importance of ethical behaviour for managers and managerial accountants 6.Identify three accounting designations available in Canada. 1-2 COPYRIGHT © 2012 Nelson Education Ltd.

3 Explain the meaning of managerial accounting OBJECTIVE  1 1 COPYRIGHT © 2012 Nelson Education Ltd. 1-3

4 Internal accounting system Designed to support the information needs of managers Not bound by any formal criteria such as GAAP (Generally Accepted Accounting Principles) or International Financial Reporting Standards (IFRS) 1-4 COPYRIGHT © 2012 Nelson Education Ltd. Managerial Accounting

5 1.To provide information for planning the organization’s actions 2.To provide information for controlling the organization’s actions 3.To provide information for making effective decisions 1-5 Three broad objectives: COPYRIGHT © 2012 Nelson Education Ltd.

6 Explain the differences between managerial and financial accounting OBJECTIVE  2 2 COPYRIGHT © 2012 Nelson Education Ltd.

7 1-7 Differences Focuses on the external user Financial Accounting Management Accounting Focuses on the internal user Targeted Users COPYRIGHT © 2012 Nelson Education Ltd.

8 1-8 Differences Must follow externally imposed rules Financial Accounting Management Accounting No guidelines that it must follow Restrictions COPYRIGHT © 2012 Nelson Education Ltd.

9 1-9 Differences Produces objective and verifiable financial information Financial Accounting Management Accounting May be financial or nonfinancial; much more subjective Type of Information COPYRIGHT © 2012 Nelson Education Ltd.

10 1-10 Differences Reports on events that have already happened Financial Accounting Management Accounting Includes historical events, but focuses on future events Time Orientation COPYRIGHT © 2012 Nelson Education Ltd.

11 1-11 Differences Focuses on overall firm performance (a more aggregated viewpoint) Financial Accounting Management Accounting Focuses on performance of entities, product lines, departments, and managers Degree of Aggregation COPYRIGHT © 2012 Nelson Education Ltd.

12 1-12 Differences Self- contained Financial Accounting Management Accounting Multiple disciplines: managerial economics, industrial engineering, management science, and many more Breadth COPYRIGHT © 2012 Nelson Education Ltd.

13 Accounting System Needs to be flexible enough to provide both financial and managerial accounting information 1-13 COPYRIGHT © 2012 Nelson Education Ltd.

14 Identify and explain the current focus of managerial accounting OBJECTIVE  3 3 COPYRIGHT © 2012 Nelson Education Ltd.

15 Current Focus 1-15 Developments in technology, transportation and communication have created the need for better information COPYRIGHT © 2012 Nelson Education Ltd. In response to the need for better information, activity-based management accounting systems were developed

16 Activity-Based Costing Activity-Based Costing (ABC): More detailed approach to determining cost of goods and services Emphasizes cost of many activities or tasks that must be done to produce a product 1-16 COPYRIGHT © 2012 Nelson Education Ltd.

17 1-17 Customer Orientation Advantage comes when company can create better customer value Customer Value What Customer Receives =- What Customer Gives Up COPYRIGHT © 2012 Nelson Education Ltd.

18 1-18 Increasing Customer Value Superior products through differentiation Two strategies: Cost leadership COPYRIGHT © 2012 Nelson Education Ltd.

19 1-19 Value Chain COPYRIGHT © 2012 Nelson Education Ltd.

20 Cross-Functional Perspective Management accountant must understand many functions of the business to manage the value chain A decision affecting one function affects the others Allows management to see big picture and… –Increase quality, reduce time, and improve efficiency 1-20 COPYRIGHT © 2012 Nelson Education Ltd.

21 Total Quality Management “Acceptable quality” attitude is unacceptable Philosophy of perfect products (zero defects) Management accounting must provide both financial and nonfinancial information about quality Continuous improvement is fundamental 1-21 COPYRIGHT © 2012 Nelson Education Ltd.

22 Time as a Competitive Element Time is crucial in all phases of value chain Companies try to eliminate non-value-added time Managers must respond quickly and decisively to changing market conditions 1-22 COPYRIGHT © 2012 Nelson Education Ltd.

23 Efficiency Both financial and nonfinancial measures are needed Cost is a critical measure of efficiency To be effective, cost must be: –Defined –Measured –Assigned 1-23 COPYRIGHT © 2012 Nelson Education Ltd.

24 Describe the role of managerial accountants in an organization OBJECTIVE  4 4 COPYRIGHT © 2012 Nelson Education Ltd.

25 Structure of the Company Staff position Controller or chief accounting officer –Responsible for internal auditing, cost accounting, financial accounting, and systems accounting Treasurer –Raises capital and managers cash and investments –Responsible for credit & collection and insurance 1-25 COPYRIGHT © 2012 Nelson Education Ltd.

26 Sarbanes-Oxley Act of 2002 Passed by the U.S. Congress in response to corporate securities fraud and corporate misconduct Established stronger government control and regulation of public companies through : –Enhanced auditor independence –Tightened regulation of corporate governance –Control over management –Manager/auditor assessment of the firm’s internal control –Increased attention to corporate ethics 1-26 COPYRIGHT © 2012 Nelson Education Ltd.

27 Explain the importance of ethical behaviour for managers and managerial accountants OBJECTIVE  5 5 COPYRIGHT © 2012 Nelson Education Ltd.

28 1. Honesty 2. Integrity 3. Promise keeping 4. Fidelity 5. Fairness 6. Caring for others 7. Respect for others 8. Responsible citizenship 9. Pursuit of excellence 10. Accountability 1-28 Ethical Conduct Choosing actions that are right, proper and just 10 Core Values* COPYRIGHT © 2012 Nelson Education Ltd. *

29 Identify three accounting designations available in Canada OBJECTIVE  6 6 COPYRIGHT © 2012 Nelson Education Ltd.

30 Society of Management Accountants of Canada (CMA Canada) Certification available to management accountants Established management accounting as a recognized professional discipline 1-30 Candidates must: Pass an examination reflecting the needs of management accounting and underscoring its multidisciplinary nature Meet an experience requirement Participate in continuing education Have a commitment to ethical principles For further information visit www.cma-canada.org COPYRIGHT © 2012 Nelson Education Ltd.

31 Canadian Institute of Chartered Accountants (CICA) CICA confers Chartered Accountant (CA) designation which focuses on external financial reports and the auditing functions CA is one of Canada’s most valued designations and is recognized internationally Prepares leaders in senior financial, tax, advisory, and assurance roles 1-31 Candidates must: Meet education and experience requirements Participate in continuing education For further information visit www.cica.ca COPYRIGHT © 2012 Nelson Education Ltd.

32 Certified General Accountants of Canada (CGAAC) 1-32 COPYRIGHT © 2012 Nelson Education Ltd. CGA program provides broad-based education in accounting and financial management by regulating qualification, performance, and discipline standards Candidates must: Pass an examination Be licensed in the province in which they practice For further information visit www.cga-canada.org

33 Management Accounting for Service and Not-for-Profit 1-33 COPYRIGHT © 2012 Nelson Education Ltd. Service industry and not-for-profit leaders and managers still have to develop basic skills in management accounting Managers should learn how to generate financial reports, analyze data, and really understand the organization’s financial condition In all organizations, managers and administrators are better equipped to deal with work issues when they understand management accounting concepts

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