MODULE 1 Management Accounting Module 1 Management Accounting Objectives Aim To provide an understanding of the nature of management accounting and its role in the process of managing and controlling the enterprise. Key Concepts ▪ Management accounting ▪ Management control ▪ Decision making Learning Outcomes By the end of this section you should be able to understand: ▪ The purpose of management accounting ▪ The concepts and processes of control. The
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Multiple Choice (80%) 1. Which of the following is not a category of financial statement ratios? a. Financial leverage. b. Liquidity. c. Profitability. d. Prospectus. 2. An individual interested in making a judgment about the profitability of a company should: a. review the trend of working capital for several years. b. calculate the company’s ROI for the most recent year. c. review the trend of the company’s ROI for several years. d. compare the company’s ROI for the most recent year
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CHAPTER 4 INCOME STATEMENT AND RELATED INFORMATION IFRS questions are available at the end of this chapter. TRUE-FALSe—Conceptual Answer No. Description T 1. Usefulness of the income statement. F 2. Limitations of the income statement. F 3. Earnings management. T 4. Transaction approach of income measurement. T 5. Single-step income statement. T 6. Revenues and gains. F 7. Multiple-step vs. single-step income statement. F 8. Multiple-step income statement. T 9. Multiple-step
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Accounting ratios are relationships expressed in mathematical terms between the figures which are connected with each other in some manner. Obviously‚ no purpose is served by comparing two sets of figures which are not at all connected with each other. Moreover‚ absolute figures are also unfit for comparison. The following are the different classification of ratios: 1. Traditional classification: The traditional classification has been on the basis of the financial statement to which the determinants
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4011 APRIL 7‚ 2009 CRAIG CHAPMAN Biovail Corporation: Revenue Recognition and FOB Sales Accounting Background Late on October 9‚ 2003‚ David Maris‚ an analyst at Banc of America Securities (BAS)‚ was trying to interpret the shocking events of the previous few days and finish the write-up of his first report on the Canadian pharmaceutical firm‚ Biovail Corporation. Maris didn’t like what he saw at the company‚ but he never liked writing “Sell” recommendations. In any event‚ he wanted to make
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Management Accounting Managerial accounting is the process of identifying‚ measuring‚ analyzing‚ interpreting‚ and communicating information in pursuit of an organization’s goals. Managerial accounting is an integral part of the management process‚ and managerial accountants are important strategic partners in an organization’s management team. The relation between accounting and management has been commonly expressed by the phrase‚ “Accounting is a tool of management”. Accounting practice has
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Careers In Accounting Sheila Davis Professor Jacob Angima Accounting 100 November 27‚ 2014 Careers in Accounting A career option someone can pursue with an accounting education would be an Auditor. Auditors prepare and examines financial records. They ensure that financial records are accurate and that taxes are paid properly and on time. Auditors asses financial operations and work to help ensure the organizations run efficiently. http://www.bls.gov/ooh/business-and-financial /accountants-and
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Integrated Accounting Daniel Evan G. Ong Jan Edick M. Esconde Mark Jay A. Lapidez ongdanielevan@yahoo.com je_esconde@yahoo.com markjaylapidez@ymail.com 09262057431 09223795744 09169957560 INTRODUCTION: PROJECT CONTEXT Integrated accounting is a well-known accounting system in which the accounts are integrated and only a single set of accounts are maintained‚ basically it avoids maintenance of accounts under cost accounting &
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RESEARCH PROJECT – ACCOUNTING II 1. Nike‚ Inc. 2. Nike world headquarters location One Bowerman Drive Beaverton‚ Oregon 97005-6453 3. In 1950‚ before there was the Swoosh‚ before there was Nike‚ there were two visionary men who pioneered a revolution in athletic footwear that redefined the industry. Bill Bowerman who was constantly seeking ways to give his athletes a competitive advantage. and Phil Knight was a talented middle-distance runner from Portland
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ACT 202 Chapter 18: Managerial Accounting Concepts and Principles THE MANAGEMENT PROCESS PLANNING: Strategic planning v. operational planning long term (5-10 years) v. day-to-day operations DIRECTING: the process by which managers run day-to-day operations CONTROLLING: monitoring operating results and comparing actual results with the expected results IMPROVING: using feedback to support continuous process improvement (the process of continually improving employees‚ business
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