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Understanding Cost Accounting: Management, Finance, Functions, and Cost Behavior, Apuntes de Computación aplicada

An overview of cost accounting, its functions in management and financial accounting, and the roles of management accountants. It also discusses the key guidelines for management accountants and the concept of opportunity costs. The document further explains the relationship between inputs and outputs in an organization and the different types of companies based on their resource usage.

Tipo: Apuntes

2020/2021

Subido el 18/01/2021

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COST ACCOUNTING
TOPIC 01a
The internal decisions (buy, sell, invest, use resources, manage people) are the ones ‘ TAILOR-
MADE’ like worksheets, reports, phone, mail, meetings, etc. These activities need internal
information and are used in management accounting and are made for a specific purpose.
The external decisions (finance) are the ones called ‘STANDARDIZED’ like financial statements
and are used in financial accounting.
Management Accounting Financial Accounting
Main user: Managers Investors and creditors
Primary objective: Be useful for decision making at
a reasonable cost
Provide true and fair view of
economic and financial situation
Format: Flexible and ad hoc Standardized (GAAP)
Unit of analysis: As needed Whole organization
Frequency: As needed Typically, annually
Perspective on data: Prospective admits subjectivity Retrospective avoids subjectivity
Regulation: Voluntary Compulsory
Reliability: Hierarchy External auditor the law
COST ACCOUNTING:
Cost accounting measures and reports financial and non-financial data that relates to the cost
of acquiring or consuming resources by an organization.
It provides information for both management accounting and financial accounting.
Why do organizations have costs? It is a consequence of using resources. Through a process of
transformation material labor, energy, etc., becomes a product or service.
Why do organizations need to know their costs? Because if you know how much does your
product cost and you know your company, you will be able to have more efficiency.
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COST ACCOUNTING

TOPIC 01a The internal decisions (buy, sell, invest, use resources, manage people) are the ones ‘ TAILOR- MADE’ like worksheets, reports, phone, mail, meetings, etc. These activities need internal information and are used in management accounting and are made for a specific purpose. The external decisions (finance) are the ones called ‘STANDARDIZED’ like financial statements and are used in financial accounting. Management Accounting Financial Accounting Main user: Managers Investors and creditors Primary objective: Be useful for decision making at a reasonable cost Provide true and fair view of economic and financial situation Format: Flexible and ad hoc Standardized (GAAP) Unit of analysis: As needed Whole organization Frequency: As needed Typically, annually Perspective on data: Prospective admits subjectivity Retrospective avoids subjectivity Regulation: Voluntary Compulsory Reliability: Hierarchy External auditor the law COST ACCOUNTING: Cost accounting measures and reports financial and non-financial data that relates to the cost of acquiring or consuming resources by an organization. It provides information for both management accounting and financial accounting. Why do organizations have costs? It is a consequence of using resources. Through a process of transformation material labor, energy, etc., becomes a product or service. Why do organizations need to know their costs? Because if you know how much does your product cost and you know your company, you will be able to have more efficiency.

TOPIC 01b FUNCTIONS OF MANAGEMENT ACCOUNTING:  Scorekeeping Scorekeeping involves accumulating data and reporting reliable results to all levels of management. This role asks how the business is doing and how are managers doing.  Attention directing Attention directing involves helping managers properly focus their attention. This role asks which opportunities and problems should be emphasized first.  Problem solving ( “analysis” ) Problem solving involves comparative analysis for decision making with an element of analytical review. This role asks of the several alternatives available, which is the best. MANAGEMENT ACCOUNTANTS: Management accountants serve each of these three roles in both planning and control decisions.

  • The problem-solving role is most marked for planning decisions.
  • The scorekeeping and attention-directing roles are most important for control decision. Management accountants often simultaneously perform two or all the problem-solving, scorekeeping and attention-directing roles. KEY GUIDELINES FOR MANAGEMENT ACCOUNTANTS:  Cost-Benefit Approach Only spend resources on accounting if they promote decision making that better achieves organizational goals in relation to the costs of those resources_._ So, before starting to gather information and calculate something, we should think whether it is worthwhile.  Behavioral and Technical Considerations A management accounting system should have two simultaneous missions for providing information:
  1. To help managers make wise economic decisions ( that is ‘technical’ ).
  2. To help managers and other employees to aim and strive for goals of the organization ( that is ‘behavioral’ ).

Capacity resources: are usually acquired for the medium and long-run. Normally not consumed all at once. To determine the cost of using them, we need to spread out their acquisition cost over time.  “flexible costs”capacity costs” Flexible costs tend to respond quickly to changes in the level of activity (“they are variable costs”), capacity costs usually don’t (“fixed costs”). Discretionary resources: Discretionary costs do not have a causal relationship with the level of activity; they are unaffected by it. Therefore, they look like “flexible costs”fixed costs”. Examples: advertising, security, office decoration, ... BASIC TYPES OF COMPANIES:  Merchandising companies A commercial enterprise dedicated to the purchase of finished goods and they resale it for a profit. A merchandising business will generally buy their products from a wide range of distributors domestically and internationally and market their products in huge consumer shopping facilities. Merchandising-sector companies hold only one type of stock: the product in its original purchased form.  Service companies A commercial enterprise that provides work performed in an expert manner by an individual or team for the benefit of its customers. The typical service business provides intangible products, such as accounting, banking, consulting, cleaning, landscaping, education, insurance, treatment, and transportation services. Service-sector companies do not hold stocks of tangible products for sale. However, they can have other kind of inventory.  Manufacturing companies A manufacturing company is a commercial business that converts raw materials or components into finished products. These products are intended to meet the expectations and demands of customers. Manufacturing-sector companies typically have one or more of the following three types of inventories: raw materials (materials in stock and awaiting use in the manufacturing process), work-in-progress (goods partially worked on but not yet fully completed) and finished goods (goods fully completed but not sold yet). Another common typology of companies based on their usage of resources:  Capital intensive companies

 Labor intensive companies