(135020201111085) Management Accounting as One Type of Information Accounting is one type of information. The total amount of information available to a manager include both monetary, but includes related nonmonetary data. Most accounting information, in terms of quantity of data, is operating information. The mass of operating data flowing through an organization consist of streams of information about production, purchasing and materials, payroll, plant and equipment, sales and accounts receivable, and finance. Data in these streams provide the raw materials for financial statements. These Management accounting is the process within an organization that provides information used by an organization’s managers in planning, coordinating, and controlling the organization’s activities. Management accounting information is summary information. In order to understand it, one needs to know something about the source of raw data used for summaries, but only enough to be able to understand the result summaries. Types of Management Accounting Information and Their Uses Cost, Revenue, Uses or Asset Historical Data Future Estimates Construction 1. Full External financial Programming reporting (especially Normal pricing inventory and cost of decisions sales) Analyzing economic performance cost-type contracts 2. Differential None Alternative choice decisions (including contribution pricing) 3. Responsibility Analyzing managers’ Budgeting performance Contrast between Management Accounting and Financial Reporting Dimension Management Financial Reporting Accounting 1. Necessity Optional Required 2. Purpose A means to the end Produce statements of assisting for outside users management 3. Users Relatively small Relatively large group; known group; mostly identity unknown 4. Structure Varies according to One basic use of the equation: information Assets = Equities 5. Principles Whatever is useful GAAP Dimension Management Financial Accounting Reporting 7. Information Monetary and Primarily monetary nonmonetary 8. Precision Many Fewer approximation approximation 9. Frequency Varies with Quarterly and purpose; annually Monthly and weekly common 10. Timeliness Reports issued Delay of weeks, or promptly after even months period covered ends 11. Entity Responsibility Overall Similarities between Management Accounting and Financial Reporting The same considerations that make GAAP sensible for purposes of financial accounting are likely to be relevant for purpose of management accounting. Operating information is used both in preparing the financial statements and in management accounting. Source Diciplines on Management Accounting Economics which deals with the principles governing decisions on the use of scarce resource. Social psychology which deals with the principles governing human behavior in organizations. Some economists and some social psychologists criticize management accounting. Much of this criticism arises because each group has the mistaken belief that management accounting relates solely to their discipline. One of the significant problems in the real world is give the Uses of Management Accounting
1. Measurement of revenues, costs, and
assets. 2. Control. 3. To aid in choosing among alternative courses of action. Measurement Full cost accounting measures the resources used in performing some activity. Full cost of producing goods or providing services = direct costs + indirect costs. Direct costs = costs directly traced to the goods or services. Indirect costs = a fair share of costs incurred jointly in producing goods or services. Control Costs (also, revenues and assets) are identified to and measured by responsibility center. A manager heads each responsibility center. Corrective action can only be taken by individuals. To help identify problems (and opportunities) actual costs are measured and compared to a benchmark (budget, last year, industry average). Alternative Choice Decisions Differential costs of alternative possible actions are developed. Some General Observations Different numbers for different purposes: Many different types of costs: historical, standard, overhead, variable, fixed, differential, marginal, opportunity, direct, estimated, full, etc. Clarify which type you are talking about. Accounting numbers are approximations Working with incomplete data Accounting evidence is only partial evidence People, not numbers, get things done. How you use the numbers is as important as how the numbers are produced. Different numbers for different purposes Each of the several purposes previously described requires a different accounting approach. Since these different numbers may superficially resemble one another, a person not familiar with them may easily get confused. One of the most common sources of confusion is the word cost. Cost could be defined as "... Everything a manager does, as well as many of the things he does not do." Cost is a synonym of sacrifice and as such, controlling it and reducing it is a great concern for managers. In management accounting, there are historical costs, standard costs, overhead costs, variable costs, fixed costs, differential costs, marginal costs, opportunity costs, direct costs, estimated costs, full costs, among others. Some of these are synonyms; others are not quite synonyms; still others, although not synonyms at all, are used by some people as if they were. Accounting numbers should always be interpreted within the context of the specific problem they are Accounting numbers are approximations Users of accounting information must acquire an understanding of the degree of approximation present in the data. Some accounting numbers (such as the amount of cash in the bank account) may be accurate within very narrow limits, whereas others are only rough approximations. The degree of approximation is especially high in the case of numbers used for planning purposes, because they are always estimates of what will happen in the future. Working with incomplete data In a management problem, we almost never have exactly the information we would like to have. The person struggling with the problem usually can think of additional information that, if available, would be helpful. There are many decision-making situations in which pages of numbers are available but only a small portion of them is truly relevant to the problem at hand and perhaps none of them is quite what one needs in order to solve it. The problem must be solved, it is a fact of life. Management decisions must be made and often cannot be delayed until all pertinent information is available. We do the best we can with what we have and then move on to the next problem. On the other hand, a decision should not be made if a vital, obtainable piece of evidence is missing. Deciding whether or not to act on the available evidence is one of the most difficult parts of managerial decision processes. "The art of business is the art of making irrevocable decisions on the basis of inadequate information" Wallace B. Donham. Accounting evidence is only partial evidence Few, if any, management problems can be solved solely by collecting and analyzing numbers. Usually, there are important factors that cannot be, or have not been, reduced to quantitative terms. Some people act as if most problems could be solved by means of a numerical analysis. At the other extreme are those who believe that intuition is the sure guide to a sound decision and therefore pay no attention to numbers. Although the correct attitude is clearly somewhere between those extremes, there is no way to describe precisely where it is. "The real trouble with this world of ours is not that it is an unreasonable world, nor even that is a reasonable one. The commonest kind of trouble is that it is nearly reasonable, but not quite. Life is nor an illogicality; yet it is a trap for logicians. It looks just a little more mathematical and regular People, not numbers, get things done An obvious statement about organizations is that they consist of human beings. Anything that an organization accomplishes is the result of human actions. Although numbers can assist the people in an organization in various ways, the numbers by themselves accomplish nothing. But numbers do not talk back; they give the appearance of being definitive and precise. It is a comforting illusion to imagine that the construction of a set of numbers is the same as acting on a real problem. A management accounting system may be well designed and carefully operated, but it will be of no For instance three companies may use exactly the same system with entirely different results. - In the first company, the system may be useless because management never acts based on the information collected and the organization has become aware if this fact. - In the second company the system may be helpful because management uses the information as a general guide for planning, implementation and, control and has educated the organization to use it in the same spirit. - In the third company, the system may be even worse than useless. It may be damaging because management