acc - Chapter 1 Introduction to Managerial Accounting...

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Chapter 1 Introduction to Managerial Accounting Regardless of your major or intended career path, most of you will become managers one day. A manager has responsibility and control of selected parts of a company’s operations, or in some cases, multiple aspects of operations. Only those of you that happen to stay at the ‘bottom’ of a company, prefer never to get promoted, or never accept any responsibility for some aspect of a business, will miss the ‘management’ opportunity. Fortunately, none of you will likely fall into this persona given that you have taken the initiative to attend college. Understanding managerial accounting will help you move up the ladder more quickly, regardless of your chosen career path. How Can Managerial Accounting Help You? In any responsible business capacity, your boss and all other management levels above you will want to know how well you handle your responsibilities. To do so requires that they measure your performance. The evaluation process is similar to your perceptions in each college course in which you enroll. During your first class meeting in each course, one of your initial goals is to find out how your performance will be evaluated. In a business environment, you want to know what they expect, i.e., how they will measure your performance. While you won’t be earning letter grades in the business world, your performance will ultimately translate into promotions, bonuses, raises, reprimands, or perhaps dreaded walking papers. Tools of Performance Measurement Managers use a number of tools to measure performance. The approach to measurement depends on what will be measured and against what benchmark the performance will be measured. A benchmark can be viewed as a goal to meet, or a standard that management expects its employees to achieve. A significant management component involves planning, which is accomplished through the use of budgets. Recall from financial accounting that the primary purposes of being in business are to make a profit and to add value to a company. Budgets are forecasts of how the profits and value-added aspects will be achieved, in other words, a company’s financial plan. For example, as a manager you may be given a budget that tells you how much to spend, how many units to produce, or how many customers to process. These items will become benchmarks that management will use as measurement tools. At the end of the period, your actual performance will be compared the budget amounts to see how well you have performed. You must understand what the numbers in budgets represent and how the managers that prepare budgets determined the amounts. Why? You will certainly want to know how to maximize your performance evaluation. For example, if a large portion of your grade in this course was based on attendance, you would maximize performance by attending class every day. You may strive to process customers promptly in a business operation if that is the basis on which your performance evaluation is based. That’s where managerial accounting comes in. It will provide you with an understanding of what goes into the benchmarks by which you will be evaluated.
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This note was uploaded on 04/20/2011 for the course ACC 101 taught by Professor Xyz during the Spring '11 term at Ohio State.

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acc - Chapter 1 Introduction to Managerial Accounting...

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