Managerial Accounting

1. Managerial Accounting Oleh Bambang Kesit Program Studi Akuntansi, Islamic University of Indonesia, Yogyakarta 2010

2. 1 Bab Managerial Accounting dan Lingkungan Bisnis

3. Managerial Accounting and Financial Accounting Managerial accountingprovides informationfor managers of anorganization whodirect and controlits operations. Financial accountingprovides informationto stockholders,creditors and otherswho are outsidethe organization.

4. Work of Management Planning Directing and Motivating Controlling

5. Planning and Control Cycle Formulating Long-andShort-Term Plans (Planning) Begin Comparing ActualtoPlanned Performance (Controlling) Implementing the Plans(Directing and Motivating) DecisionMaking MeasuringPerformance (Controlling)

6. Differences Between Financial and Managerial Accounting

7. Expanding Role of Managerial Accounting Increasing complexity andsize of organizations Regulatoryenvironment Factors thatincrease the need formanagerial accountinginformation Increasedemphasison quality World-widecompetition Rapid development andimplementation of technology

8. A more competitive environment emphasizing: • Higher quality products • Lower prices and costs • Global competition • Meeting and anticipating customer needs Business environment changes in the past twenty years The Changing Business Environment

9. The Changing Business Environment New tools for managers! • Just-In-Time • Total Quality Management • Process Reengineering • Theory of Constraints

10. Organizational Structure An organization is a group of peopleunited for a common purpose.

11. The Controller The chief accountant in an organization with responsibility for: • Financial planning and analysis. • Cost control. • Financial reporting. • Accounting information systems.

12. Importance of Ethicsin Accounting • Ethical accounting practices build trust and promote loyal, productive relationships with users of accounting information. • Many companies and professional organizations, such as the Instituteof Management Accountants (IMA),have written codes of ethics whichserve as guides for employees.

13. IMA Code of Ethics for Management Accountants Competence Confidentiality Integrity Objectivity Resolution of Ethical Conflict

14. IMA Code of Ethics for Management Accountants Follow applicable laws, regulations and standards. Maintain professional competence. Competence Prepare complete and clear reports after appropriate analysis.

15. IMA Code of Ethics for Management Accountants Do not disclose confidential information unless legally obligated to do so. Do not use confidential information for personal advantage. Confidentiality Ensure that subordinates do not disclose confidential information.

16. IMA Code of Ethics for Management Accountants Avoid conflicts of interest and advise others of potential conflicts. Do not subvert organization’s legitimate objectives. Integrity Recognize and communicate personal and professional limitations.

17. IMA Code of Ethics for Management Accountants Avoid activities that could affect your ability to perform duties. Refrain from activities that could discredit the profession. Refuse gifts or favors that might influence behavior. Integrity Communicate unfavorable as well as favorable information.

18. Objectivity IMA Code of Ethics for Management Accountants Communicate information fairly and objectively. Disclose all information that might be useful to management.

19. IMA Code of Ethics for Management Accountants Resolution of Ethical Conflict • Follow established policies. • For unresolved ethical conflicts: • Discuss the conflict with immediate superior. • If immediate superior is the CEO, consider the board of directors or the audit committee. • Except where legally prescribed, maintain confidentiality.

20. IMA Code of Ethics for Management Accountants Resolution of Ethical Conflict • Clarify issues in a confidential discussion withan objective advisor. • Consult an attorney as to legal obligations. • The last resort is to resign.

22. TERIMA KASIH