Chapter 1 The Context of Accounting
Chapter 1 The Context of Accounting
Chapter 1 The Context of Accounting
PART I: CONTEXT OF
ACCOUNTING.
Introduction to Accounting
Introduction
Economic Claims to
Resources Economic
Resources
Functions of Accounting
Accounting as a
recordkeeping device.
Accounting as an
information system.
Accounting as a
service activity.
Nature of Accounting
Accounting as a process.
Stewardship
function.
Accounting as a
means to an end.
Objectives of Accounting
To measure the resources held by
the entity.
Protection of equities, i.e., to
measure the claim against those
resources by the owners and out-
siders,
To measure the results and financial
condition of business.
The General Objectives of Accounting: According to APB.
1. To provide quantitative financial information about a business enterprise that is useful to
the users, particularly the owners and creditors, in making economic decisions.
2. To provide reliable financial information about economic resources and obligations of a
business enterprise.
3. To provide reliable information about changes is not resources of an enterprise that
result from its profit directed activities.
4. To provide other needed information that assists in estimating the earning potential of
the enterprise.
5. To provide other needed information about changes in economic resources and
obligation.
6. To disclose, to the extent possible, other information related to the financial statements
that is relevant to the user.s needs.
Branches of Accounting
According
to the Chartered Institute of
Management Accountants (CIMA),
◦ Cost Accounting is the process of accounting
for cost from the point at which expenditure is
incurred or committed to the establishment of
its ultimate relationship with the cost centers
and cost units.
◦ In its widest usage, it embraces the preparation
of statistical data, the application of cost
control methods and the ascertainment of the
profitability of activities carried out or
planned.
Management Accounting
The process of identification,
measurement, accumulation, analysis,
preparation, interpretation and
communication of financial information
used by management to plan, evaluate
and control with in organisation and to
assure appropriate use of and
accountability for its resources.
Management Accounting(Contd…)
It deals with the internal reporting and
primarily with the furnishing of required and
relevant data to the managerial personnel for
the purpose of planning, controlling, and
decision making.
The type of accounting information required
by the management differs
◦ from one type of decision to another, and
◦ also from one level of management to
another.
The Role of Management Accounting
Financial, Managerial, and Cost Accounting
Strategic Cost Management
and the Balanced Scorecard
Strategic cost management is an approach to
reducing costs while strengthening the
organization’s strategic position.
The balanced scorecard can be used to
formalize strategic cost management efforts
by detailing financial and nonfinancial
benchmarks for all segments of the
organization.
Users of Accounting Information
Creditors
Marketing
SEC
Customers External
Users
Scope of Accounting
It can be used to deal with
◦ Any organisational unit, whether business,
Governments, nations or individuals and
◦ It can be concerned equally with the
measurement of the flow of socio-economic
activities, whether or not expressed in
financial terms.
Uses of Accounting
Managerial Decisions
Managerial Planning
Managerial Control
Performance Evaluation
Assistance to External
Parties
Fundamental Accounting Concepts and Principles.
A.Business Entity
A. Going-Concern
B. Monetary Unit measurement
II. Concepts
A.Accounting Period
Concept.
B.The Objectivity
Concept.
C.The Dual-Aspect
Concept.
III. Principles
A. HistoricalCost Principle
B. Revenue Realization
Principle
C. Matching Principles
D. Full-Disclosure Principles
IV. Constraints
A.Materiality
B.Consistency
C.Conservatism
D.Cost-Benefit
Basis of Accounting
Shareholder Accounting
Strategy Value
Shareholder value, Strategy and
Accounting
• A strategy is a “game plan” that enables a company to
attract customers by distinguishing itself from
competitors. The focal point of a company’s strategy
should be its target customers.
• A company can only succeed if it creates a reason for
customers to choose it over a competitor. These reasons,
or what are more formally called customer value
propositions , are the essence of strategy.
• Customer value propositions tend to fall into three broad
categories— customer intimacy, operational excellence,
and product leadership.
A cross-functional orientation that seeks to improve the
business processes that deliver customer value.
A value chain, as shown in Exhibit 1–5, consists of
the major business functions that add value to a
company’s products and services.
ROLE OF THE AIS IN THE
VALUE CHAIN
• Value is provided by performing a series of
activities referred to as the value chain.
These include:
• Primary activities
• Support activities
• These activities are sometimes referred to as
“line” and “staff” activities respectively.
THE AIS AND CORPORATE
STRATEGY
• The AIS should help a company adopt
and maintain its strategic position.
• Requires that data be collected about
each activity.
• Requires the collection and integration
of both financial and nonfinancial data.
END!