Introduction to Management Accounting,FIFTEENTH EDITION,Charles T. Horngren, Stanford UniversityGary L. Sundem, University of Washington SeattleWilliam O. Stratton, Dixie State College of UtahDavid Burgstahler, University of Washington SeattleJeff Schatzberg, University of Arizona,Chapter 1,Managerial Accounting, the Business Organization, and Professional Ethics,Introduction to Management Accounting,When you have finished studying this chapter, you should be able to:1. Describe the major users and uses of accounting information.2. Describe the cost-benefit and behavioral issues involved in designing an accounting system.3. Explain the role of budgets and performance reports in planning and control.,Chapter 1 Learning Objectives,4. Discuss the role accountants play in the companys value-chain functions.5. Explain why accounting is important in a variety of career paths.6. Identify current trends in management accounting.7. Explain why ethics and standards of ethical conduct are important to accountants.,Chapter 1 Learning Objectives,Users of Accounting Information,Internal managers,Creditors: Suppliers Bankers,Decisions:Day-to-day operatingLong-range strategic,Management Accounting,Financial Accounting,External Users,Investors: Stockholders,Government Authorities,LearningObjective 1,Scorekeeping: Evaluate Organizational Performance,Attention Directing: Compare Actual Results to Expected,Problem Solving: Assess Possible Courses of Action,Decision Making,Process of gathering, organizing, and communicating financial information,Financial Statements,Accounting Information System,Influences on Accounting Systems,Generally accepted accounting principles (GAAP),Foreign Corrupt Practices Act,Internal controls,Management audits,Sarbanes-Oxley Act,Internal auditors,Sarbanes-Oxley Act,In 2002, the Sarbanes-Oxley Act requiredchief executive officers to sign astatement verifying the accuracy ofthe companys financial statements.,External auditors must examine and report on the companys internal control system.,Cost-Benefit and Behavioral Considerations,Cost-benefit balance,Behavioral implications,Weigh estimatedcosts against probable benefits.,The system must provide accurate, timely budgets and performance reports in a form useful to managers.,Managers must use accounting reports, or the reports create no benefits.,LearningObjective 2,Planning and Control,Accounting information helps managers plan and control the organizations operations.,Planning: Setting objectives and outlining how the objectives will be obtained.,Control: Implementing plans and using feedback to evaluate the attainment of objectives.,The Nature of Planning and Controlling,PlanningIncreaseProfitability,Control Actions Evaluations,Corrections and revisions of plans and actions,Budgets,SpecialReports,AccountingSystem,PerformanceReports,Customersurveys,Competitoranalysis,Advertisingimpact,New itemsreport,Internal Accounting System,Management Process,Other information systems,Budget and Performance Reports,Budget: quantitative expression of a plan of action,Performance reports: compare actual results with budgeted amounts provide feedback by comparing results with plans highlight variances,Variances: deviations from plans,LearningObjective 3,Performance Reports,Budget Actual VarianceSales$50,000$50,0000Less:Ingredients 22,000 24,500 $2,500 UStore labor 12,000 11,600 400 F Other labor 6,000 6,050 50 UUtilities, etc. 4,500 4,500 0 Total expenses $44,500$46,650 $2,150 UOperating income $ 5,500$ 3,350 $2,150 UU= Unfavorable actual exceeds budgetF Favorable actual is less than budget,Mayfair Starbucks Store, March 31, 20X1,Product Life Cycle,Product life cycle refers to the variousstages through which a product passes.,No Sales,Sales Growth,Stable Sales Level,Low sales No sales,ProductDevelopment,Introduction to Market,Mature Market,Phase-out Product,The Value Chain,Customer Focus,Research and Development,ProductAndServiceProcessDesign,Production,Marketing,Distribution,Service,Management Accountants Role as Internal Consultant,Preparesstandardized reports,Collectsand compiles information,Interprets and Analyzes information,Is Involved in decision making,Internal Consultant,Management,LearningObjective 4,Organizational Authority and Responsibility,Line managers: directly involved with making and selling products or services.,Staff managers: Advisory Support line managers.,Cross-functional teams: Found in modern, “flatter” organizations; Functional areas work together in decision-making process.,Accounting Function,Planning for control Reporting and interpreting Evaluating and consulting Tax administration Government reporting Protection of assets Economic appraisal,