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Hansen-AISE-IM-Ch01.ppt_Akuntansi Manajemen
- 1. 1 PowerPoint PowerPoint Presentation by Presentationby Gail B. Wright Gail B. Wright Professor Emeritus of Accounting Professor Emeritus of Accounting Bryant University Bryant 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
- 2. 2 LEARNING GOALS After studyingthis chapter, you should be able to: LEARNING OBJECTIVES
- 3. 3 1. Discuss theneed for management accounting information. 2. Differentiate between management accounting & financial accounting. 3. Provide a brief historical description of management accounting. LEARNING OBJECTIVES Continued
- 4. 4 LEARNING OBJECTIVES 4. Identifythe 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
- 5. 5 QUESTIONS TO THINKABOUT: Scenarios Who uses management accounting information?
- 6. 6 QUESTIONS TO THINKABOUT: Scenarios For what purposes is management accounting information used?
- 7. 7 QUESTIONS TO THINKABOUT: Scenarios Should management accounting information provide both financial & nonfinancial information?
- 8. 8 QUESTIONS TO THINKABOUT: Scenarios What organizations need a management accounting information system?
- 9. 9 1 Discuss the needfor management accounting information. LEARNING OBJECTIVE
- 10. 10 Costing services, products,other objectives of interest to management; Planning, controlling, evaluating, & continuous improvement; Decision making. LO 1 MANAGEMENT ACCOUNTING: Objectives
- 11. 11 INFORMATION NEEDS: Costing &Decision Making EXHIBIT EXHIBIT 1-1 1-1 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
- 12. 12 INFORMATION NEEDS: The ManagementProcess Planning Detailed actions to achieve a particular end Controlling Monitoring plan implementation & employing corrective action when necessary Decision making Choosing among competing alternatives LO 1
- 13. 13 2 Differentiate between management accounting &financial accounting. LEARNING OBJECTIVE
- 14. 14 Financial accounting isfor external users and follows restrictive rules and regulations. Managerial accounting is for internal users (managers) who plan, control, and make decisions. LO 2
- 15. 15 A COMPARISON: Management vs.Financial Accounting EXHIBIT EXHIBIT 1-2 1-2 LO 2
- 16. 16 3 Provide a briefhistorical description of management accounting. LEARNING OBJECTIVE
- 17. 17 Do you knowwhen accounting for managerial decision making began? LO 3
- 18. 18 MANAGERIAL ACCOUNTING HISTORY Beginnings between1880 and 1925 Pre-1915, management accounting focused on product costing, that is, what products provided best profit 1925 to 1950, emphasis on inventory costing systems Improvements to inventory costing in 1950s and 1960s 1980s recognized need for improvements in management accounting LO 3
- 19. 19 4 Identify the current focusof management accounting. LEARNING OBJECTIVE
- 20. 20 Do you knowwhat the current focus for managerial accounting is? LO 4
- 21. 21 CURRENT FOCUS Need forinnovation and relevant produces: Activity based management ABC Improves accuracy of assigning costs Customer orientation Strategic positioning to maintain competitive advantage Value chain framework to focus on customer value Cross functional perspective Understand importance of value chain from manufacturing to marketing to distribution to customer service Continued LO 4
- 22. 22 CURRENT FOCUS Need forinnovation 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 performance E-business for cost reduction LO 4
- 23. 23 What does avalue chain look like? How does it work? LO 4
- 24. 24 EXHIBIT EXHIBIT 1-3 1-3 LO 4 INDUSTRIAL VALUECHAIN A value chain combines the output of several firms sequentially to meet customer needs.
- 25. 25 Industrial value chainis critical for strategic cost management. It links value-creating activities from raw materials to disposal of final product by end-use customers. LO 4
- 26. 26 5 Describe the roleof the management accountant. LEARNING OBJECTIVE
- 27. 27 SARBANES-OXLEY Enhanced the roleof the management accountant by Tightening regulation of corporate governance Establishing controls over management Raising importance of management’s assessment of internal controls LO 5
- 28. 28 How many rolesfor a management accountant can you name? LO 5
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- 30. 30 6 Explain importance of ethicalbehavior for managers & management accountants. LEARNING OBJECTIVE
- 31. 31 MANAGEMENT ACCOUNTING: Designed forProfit Maximization “The objective of profit maximization should be constrained by the requirement that profits be achieved through legal and ethical means.”1 1 Hansen & Mowen, 2007, p. 17 LO 6
- 32. 32 SUPPORT FOR ETHICAL BEHAVIOR Companycodes of conduct Sarbanes-Oxley requirements IMA standards of conduct for management accountants ensure that management accountants maintain Competence Confidentiality Integrity Objectivity Ability for conflict resolution LO 6
- 33. 33 7 List 3 formsof certification available to management accountants. LEARNING OBJECTIVE
- 34. 34 What does “certification”mean for an accountant? What certifications are available to management accountants? LO 7
- 35. 35 CERTIFICATION Signifies the accountanthas met requirements for Education Experience Signifies the accountant has passed a qualifying examination LO 7
- 36. 36 3 CERTIFICATIONS CMA (CertifiedManagement 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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