Managerial Accounting Notes.docx

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Department
Financial Accounting
Course
MGAB03H3
Professor
Michael Khan
Semester
Summer

Description
Managerial Accounting Notes Chapter 1: Managerial Accounting and Business Environment The Role of the Management Accountant in Value Creation Managerial Accounting is concerned with providing information to managers— that is, people inside an organization who direct and control its operations. In contrast, Financial Accounting is concerned with providing information to shareholders, creditors, and others who are outside an organization. Managerial accounting provides data that help organizations run more efficiently. Financial accounting provides the scorecard by which a company’s past performance is judged. The Work of Managers and need for Managerial Accounting Information Managers carry our three major activities;  Planning; involves selecting a course of actions and specifying how the action will be implemented.  Directing and Motivating; involve mobilizing people to carry out plans and run routine operations.  Controlling; involves ensuring that the plan is actually carried out and is appropriately modified as circumstances change. A Strategy is a “game plan” that enables a company to attract and retain customers by distinguishing itself from competitors. Planning An important part of planning is to identify alternatives and then to select from among the alternatives the one that best meets the organization’s objectives. All-important alternatives considered by management in the planning process have some effect on revenues or costs, and management accounting data are essential in estimating those effects. The plans of management are often expressed formally in budgets, budgeting is a part of the planning process. Budgets are usually prepared under the direction of the controller, who is the manager in charge of the Accounting Department. Directing and Motivating In addition to planning for the future, managers must oversee day-to-day activities and keep the organization functioning smoothly. This requires motivating and directing people. Managers assign tasks to employees, arbitrate disputes, answer questions solve on- the-spot problems, and make many small decisions that affect customers and employees. Controlling In the control function, managers seek to ensure that the plan is being followed. Feedback, which signals whether operations are on track, is the key to effective control. In sophisticated organizations, this feedback is provided by detailed reports. One of these reports is called a performance report. Performance reports suggest where operations are not proceeding as planned and where some parts of the organization may require additional attention. The Planning and Control Cycle The planning and control cycle, illustrates the smooth flow of management activities from planning through directing and motivating, controlling, and then back to planning again. Business Plan New businesses
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