Accounting?
Financial Managerial Cost Auditing Tax
AUDITING
COST
Fall 2010
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Financial
Tax
Tax Liability
Fall 2010
Mugan
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Financial Accounting
Fall 2010 Mugan 5/ 45
Main activities
Planning- strategic and operational
budgeting
Implementing/Directing
Generate, analyze and report relevant information
Controlling
Actual vs budget comparison Analysis and interpretation Feedback
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Managerial Accounting
Process of
Identifying Measuring Analyzing Interpreting Communicating information in pursuit of a companys goals Managerial accountants business partners/consultants in companies Provides information to managers
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Characteristics
Internal manager oriented Future looking planning Involves estimates More timely and relevant data necessary Adaptive to changing business environment Cross-functional brings together production, marketing, managerial accountants and other key personnel
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Planning
Objectives should be inline with the overall objective of increasing shareholders wealth
E.g. increase sales by 10% in Central Anatolia objective
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Planning
Identify alternatives.
Select alternative that does the best job of furthering organizations objectives.
Develop budgets to guide progress toward the selected alternative.
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Directing
Coordinate diverse activities and human resources Implement planned objectives Provide incentives to motivate employees Hire and train employees including executives, managers, and supervisors Produce smooth-running operation
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Controlling
Process of keeping activities on track Determine whether goals are met Decide changes needed to get back on track May use an informal or formal system of evaluations Employee job assignments Routine problem solving Conflict resolution Effective communications Decision making is not a separate management function, but the outcome of the exercise of good judgment in planning, directing, and controlling. 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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Fall 2010
Management Control
Assure that resources are obtained and used effectively and efficiently in the accomplishment of the organizations objective Has financial and non financial performance measurement Concerned with the implementation of strategies and
Task control
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Exh. 1-1
Begin
Decision Making
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Fall 2010
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Comparison
Financial Accounting
1. Users 2. Time focus 3. Verifiability versus relevance 4. Precision versus timeliness 5. Subject 6. Accounting Standards 7. Requirement
Fall 2010
Managerial Accounting
Managers who plan for and control an organization Future emphasis Emphasis on relevance for planning and control Emphasis on timeliness Focuses on segments of an organization Need not follow IFRS or any prescribed format Not Mandatory
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External persons who make financial decisions Historical perspective Emphasis on verifiability Emphasis on precision Primary focus is on the whole organization Must follow IFRS or and prescribed formats Mandatory for Mugan external reports
Get raw materials and other resources Research and development including quality assessment Product design Production Marketing Distribution Customer service
Should understand the value chain Cost drivers in activities Managing the cost relationships to a companys advantage strategic cost management
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Fall 2010
What price should we charge? What products or services should we provide? Which projects should we choose?
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Discussion Question
A finance professor and a marketing professor were recently comparing notes on their perceptions of corporations. The finance professor claimed that the goal of a corporation should be to maximize the value to the shareholders. The marketing professor claimed that the goal of a corporation should be to satisfy customers. What are the similarities and differences in these goals? Zimmerman, 2003; p.24
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Just-in-time production Total quality management Process reengineering Theory of constraints International competition E-commerce
Fall 2010 Mugan
JIT Consequences
Improved plant layout Reduced setup time Zero production defects Flexible workforce
Fall 2010
JIT purchasing Fewer, but more ultrareliable suppliers. Frequent JIT deliveries in small lots. Defect-free supplier deliveries. 30/ 45 Mugan
Increased throughput
Fall 2010 Mugan
CHOPPING INVENTORIES AT PORSCHE Industry insiders were writing off Porsche as an independent carmaker in the earlier 1990s. Sales in 1992 were down to less than 15,000 cars, onefourth their 1986 peak, and losses had mounted to $133 million. Thats when Wendelin Wiedeking became the top manager at the revered, but ailing, company. Wiedeking hired two Japanese efficiency experts to help overcome Porsches stubborn traditionalism. They immediately tackled a wasteful inventory of parts stacked on shelves all over the three-story Stuttgart factory. One of the experts handed Wiedeking a circular saw. While astounded assembly workers watched, he moved down an aisle and chopped the top half off a row of shelves. They proceeded to overhaul the assembly process, slashing the time required to build the new 911 Carrera model from 120 hours down to just 60 hours. They cut the time required to develop a new model from seven years to just three years. And a quality-control program has helped reduce the number of defective parts by a factor of 10. As a consequence of these, and other actions, the companys sales have more than doubled to about 34,000 cars, and earnings were about $55 million in the latest fiscal year. Source: David Woodruff, Porsche Is BackAnd Then Some, Business Week, Fall 2010 32/ 45 September 15, 1997, p. 57. Mugan
Disadvantage: Just-In-Time (JIT) systems have many advantages, but they are vulnerable to unexpected disruptions in supply. A production line can quickly come to a halt if essential parts are unavailable. Toyota, the developer of JIT, found this out the hard way. One Saturday, a fire at Aisin Seiki Companys plant in Aichi Prefecture stopped the delivery of all brake parts to Toyota. By Tuesday, Toyota had to close down all of its Japanese assembly lines. By the time the supply of brake parts had been restored, Toyota had lost an estimated $15 billion in sales. Source: Toyota to Recalibrate Just-in-Time, International Herald Tribune, February 8, 1997, p. 9.
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Continuous Improvement
is
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Process Reengineering
A business process is diagrammed in detail.
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.
The constraint in a system is determined by the step that has the smallest capacity.
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Theory of Constraints
Only actions that strengthen the weakest link in the chain improve the process.
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THE CONSTRAINT IS THE KEY The Lessines plant of Baxter International makes medical products such as sterile bags. Management of the plant is acutely aware of the necessity to actively manage its constraints. For example, when materials are a constraint, management may go to a secondary vendor and purchase materials at a higher cost than normal. When a machine is the constraint, a weekend shift is often added on the machine. If a particular machine is chronically the constraint and management has exhausted the possibilities of using it more effectively, then additional capacity is purchased. For example, when the constraint was the plastic extruding machines, a new extruding machine was ordered. However, even before the machine arrived, management had determined that the constraint would shift to the blenders once the new extruding capacity was added. Therefore, a new blender was already being planned. By thinking ahead and focusing on the constraints, management is able to increase the plants real capacity at the lowest possible cost. Source: Eric Noreen, Debra Smith, and James Mackey, The Theory of Constraints and Its Implications for Management Accounting (Montvale, NJ: The IMA Foundation for Applied Research, Inc.), p. 67.
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International Competition
Increasing sophistication in international markets.
An excellent management accounting system is needed to succeed in todays competitive global marketplace. Fall 2010 Mugan 40/ 45
GLOBAL FORCES Traditionally, management accounting practices have differed significantly from one country to another. For example, Spain, Italy, and Greece have relied on less formal management accounting systems than other European countries. According to Professor Norman B. Macintosh, In Greece and Italy the predominance of close-knit, private, family firms motivated by secrecy, tax avoidance, and largesse for family members along with lack of market competition (price fixing?) mitigated the development of management accounting and control systems. Spain also followed this pattern and relied more on personal relationships and oral inquisitions than on hard data for control. At the same time, other Western European countries such as Germany, France, and the Netherlands developed relatively sophisticated formal management accounting systems emphasizing efficient operations. In the case of France, these were codified in law. In England, management accounting practice was influenced by economists, who emphasized the use of accounting data in decision making. The Nordic countries tended to import management accounting ideas from both Germany and England. A number of factors have been acting in recent years to make management accounting practices more similar within Europe and around the world. These forces include: intensified global competition, which makes it more difficult to continue sloppy practices; standardized information system software sold throughout the world by vendors such as SAP, PeopleSoft, Oracle, and Baan; the increasing significance and authority of multinational corporations; the global consultancy industry; the diffusion of information throughout academia; and the global use of market-leading textbooks. Sources: Markus Granlund and Kari Lukka, Its a Small World of Management Accounting Practices, Journal of Management Accounting Research 10, 1998, pp. 153171; and Norman B. Macintosh, Management Accounting in Europe: A View from Canada, Management Accounting Research 9, 1998, pp. 495500.
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E-Commerce
In recent years, many dot.com businesses failed that might have benefited from the application of managerial accounting tools: Cost concepts Cost estimation Cost-volume-profit Activity-based costing Budgeting Decision-making Capital budgeting
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Fall 2010
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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 Fall 2010 Mugan activities. 44/ 45 Cross-border
Accounting for Managers: Interpreting Accounting Information for Decision-Making By: Paul M. Collier Price: $58.50 Format: Adobe Reader PDF eBooks Requirements: Free Adobe Reader & Digital Editions (More Details) Restrictions: No printing, No copy and paste (More Details) Platforms: Windows Vista / XP / 2000, Mac OS X+, Palm OS (More Details) Features: Advanced navigation, search, bookmarks, and multiple viewing options.
Fall 2010
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