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Chapter 1
McGraw-Hill/Irwin
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Work of Management
Planning
Directing and
Motivating
Controlling
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Planning
Identify
alternatives.
Directing and motivating involves managing dayto-day activities to keep the organization
running smoothly.
Employee work assignments.
Routine problem solving.
Conflict resolution.
Effective communications.
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Controlling
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.
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Decision
Making
Exh.
1-1
Begin
Implementing
plans (Directing
and Motivating)
Measuring
performance
(Controlling)
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Managerial Accounting
Historical perspective
Future emphasis
3. Verifiability
versus relevance
Emphasis on
verifiability
Emphasis on relevance
for planning and control
4. Precision versus
timeliness
Emphasis on
precision
Emphasis on
timeliness
5. Subject
Primary focus is on
the whole organization
Focuses on segments
of an organization
6. GAAP
Mandatory for
external reports
Not
Mandatory
1. Users
2. Time focus
7. Requirement
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Exh.
1-2
Organizational Structure
Decentralization is the delegation of decisionmaking authority throughout an organization.
Personnel
Vice President
Operations
Chief Financial
Officer
Treasurer
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Controller
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Just-in-time production
Total quality management
Process reengineering
Theory of constraints
International competition
E-commerce
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Business environment
changes in the past
twenty years
Complete products
just in time to
ship customers.
Schedule
production.
Receive materials
just in time for
production.
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Complete parts
just in time for
assembly into products.
Copyright 2006, The McGraw-Hill Companies, Inc.
JIT Consequences
Improved
plant layout
Reduced
setup time
Zero production
defects
Flexible
workforce
JIT purchasing
Fewer, but more ultrareliable suppliers.
Frequent JIT deliveries in small lots.
Defect-free supplier deliveries.
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Freed-up funds
Greater
customer
satisfaction
Higher quality
products
Increased
throughput
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More rapid
response to
customer orders
Continuous
Improvement
Systematic
problem solving
using tools such
as benchmarking
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is
Process Reengineering
A business process
is diagrammed
in detail.
Every step in
the business
process must
be justified.
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Anticipated results:
Process is simplified.
Process is completed
in less time.
Costs are reduced.
Opportunities for
errors are reduced.
The process is redesigned
to eliminate all
non-value-added activities
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Theory of Constraints
A constraint (also called a bottleneck) is anything that
prevents you from getting more of what you want.
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Theory of Constraints
Only actions
that strengthen
the weakest link
in the chain
improve the
process.
2. Allow the
weakest link to
set the tempo.
3. Focus on
improving
the weakest
link.
1. Identify the
weakest link.
4. Recognize that
the weakest link
is no longer so.
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International Competition
Increasing sophistication
in international markets.
Fewer tariffs,
quotas, and
other barriers
to free trade.
Competition has
become worldwide
in most industries.
Improvements
in global
transportation
systems.
E-Commerce
In recent years, many dot.com
businesses failed that might have
benefited from the application of
managerial accounting tools:
Cost concepts (Chapter 2)
Cost estimation (Chapter 5)
Cost-volume-profit (Chapter 6)
Activity-based costing (Chapter 8)
Budgeting (Chapter 9)
Decision-making (Chapter 13)
Capital budgeting (Chapter 14)
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Maintain
professional
competence.
Competence
Prepare complete and clear
reports after appropriate
analysis.
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Confidentiality
Integrity
Recognize and
communicate personal and
professional limitations.
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Refuse gifts
or favors
that might
influence
behavior.
Integrity
Communicate
unfavorable as well as
favorable information.
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Communicate information
fairly and objectively.
Objectivity
Disclose all information
that might be useful to
management.
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Codes of Conduct on
the International Level
The Guidelines on Ethics for Professional
Accountants, issued by the International
Federation of Accountants (IFAC), govern the
activities of professional accountants worldwide.
In addition to competence, objectivity, independence,
and confidentiality, the IFACs code deals with
the accountants ethical responsibilities in:
Taxes
Fees and commissions
Advertising and solicitation
Handling of monies
Cross-border activities.
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A management accountant
who has the necessary qualifications and
who passes a rigorous professional exam earns
the right to be known as a Certified
Management Accountant (CMA).
End of Chapter 1
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