Managerial Accounting: An Overview

Managerial Accounting:
An Overview
Chapter 1
PowerPoint Authors:
Susan Coomer Galbreath, Ph.D., CPA
Charles W. Caldwell, D.B.A., CMA
Jon A. Booker, Ph.D., CPA, CIA
Cynthia J. Rooney, Ph.D., CPA
Copyright 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
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Financial and Managerial

Accounting: Seven Key Differences
Financial Accounting Managerial Accounting
1. Users External persons who Managers who plan for
make financial decisions and control an organization
2. Time focus Historical perspective Future emphasis

3. Verifiability Emphasis on Emphasis on
versus relevance objectivity and verifiability relevance
4. Precision versus Emphasis on Emphasis on

timeliness precision timeliness
5. Subject Primary focus is on Focus on

companywide reports segment reports
6. Rules Must follow GAAP / IFRS Not bound by GAAP / IFRS

and prescribed formats or any prescribed format
7. Requirement Mandatory for Not
external reports Mandatory
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Work of Management
Planning
Controlling
Decision
Making
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Planning
Establish Goals.
Specify How Goals

Will Be Achieved.
Develop Budgets.
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Controlling
The control function gathers feedback to
ensure 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
Decision making involves
making a selection among
competing alternatives.
What should
we be selling?
Who should
we be serving?
How should
we execute?
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Accounting Majors
The IMA estimates that more than
80% of professional accountants
in the U.S. work in non-public
accounting environments.
Employers expect accounting majors

to have strong financial accounting
skills, but they also expect
application of the planning,
80% controlling, and decision making
skills that are the foundation of
managerial accounting.
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Certified Management Accountant
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).
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Managerial Accounting: Beyond the

Numbers
The primary purpose Planning

of this course is to
teach measurement
skills that managers
Controlling
use to support
planning, controlling,
and decision making
Decision
activities.
Making
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Numbers
Measurement What net income should my company
skills help report to its stockholders?
managers Measure and report historical data

answer that complies with applicable rules.
important How will my company serve its customers?
questions. Measure and analyze mostly non-
financial, process-oriented data.
Will my company need to borrow money?
Measure and analyze estimated

future cash flows.
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Numbers
Six Business Management Perspectives that

go beyond the numbers to enable intelligent
planning, control, and decision making:
An Ethics Perspective
A Strategic Management Perspective
An Enterprise Risk Management Perspective
A Corporate Social Responsibility Respective
A Process Management Prospective
A Leadership Perspective
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An Ethics Perspective
The Institute of Management Accountants (IMA)
Statement of Ethical Professional Practice provides
guidelines for ethical behavior.
Recognize and communicate professional
limitations that preclude responsible judgment.
Maintain Follow applicable

professional Competence laws, regulations,
competence. and standards.
Provide accurate, clear, concise, and

timely decision support information.
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A Strategic Management Perspective

A strategy
is a game plan
that enables a company
to attract customers
by distinguishing itself
from competitors.
The focal point of a

companys strategy should
be its target customers.
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An Enterprise Risk Management

Perspective
Should I try to avoid the
risk, accept the risk, or
A process used reduce the risk?
by a company to
proactively identify
and manage risk.
Once a company identifies its risks, perhaps the

most common risk management tactic is to reduce
risks by implementing specific controls.
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A Corporate Social Responsibility

Perspective
Corporate social responsibility (CSR) is a concept
whereby organizations consider the needs
of all stakeholders when making decisions.
Environmental
Customers Employees Suppliers Communities Stockholders & Human Rights
Advocates
CSR extends beyond legal compliance

to include voluntary actions that satisfy
stakeholder expectations.
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A Process Management Perspective

A business
process is a series of
steps that are followed in order to
carry out some task in
a business.
Product Customer
R&D Design Manufacturing Marketing Distribution Service
Business functions making up the value chain

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A Leadership Perspective
Organizational leaders unite the

behavior of employees around
two common themespursuing
strategic goals and making
optimal decisions.
Factors that influence behavior:
Intrinsic Motivation
Extrinsic Incentives
Cognitive Bias
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End of Chapter 1

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Managerial Accounting:

Financial and Managerial

2. Time focus Historical perspective Future emphasis

4. Precision versus Emphasis on Emphasis on

5. Subject Primary focus is on Focus on

6. Rules Must follow GAAP / IFRS Not bound by GAAP / IFRS

Specify How Goals

Feedback in the form of performance reports

Employers expect accounting majors

Certified Management Accountant

Managerial Accounting: Beyond the

The primary purpose Planning

Managerial Accounting: Beyond the

managers Measure and report historical data

Will my company need to borrow money?

Measure and analyze estimated

Managerial Accounting: Beyond the

Six Business Management Perspectives that

Maintain Follow applicable

Provide accurate, clear, concise, and

A Strategic Management Perspective

The focal point of a

An Enterprise Risk Management

Once a company identifies its risks, perhaps the

A Corporate Social Responsibility

CSR extends beyond legal compliance

A Process Management Perspective

Business functions making up the value chain

Organizational leaders unite the

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