Managerial accounting

Alma Karshalova
CIMA, CIA, ACCA diploma
a.karshalova@kbtu.kz
Alma
Damerovna
Karshalova

PhD, СIMA, CIA, ACCA Diploma

Associate professor, Auditor, Engi-
neer estimator

Work experience:
Director of educational programs,
R&D Director,
Financial analyst,
Chief accountant…
Introduction 1. Introduction and Course Description.
Syllabus 2. Course Objectives and Intended Learning
Outcomes.
3. Learning Support Materials
4. Week by Week Course Outline
5. Course requirements and assessment
6. Timetable for Assessment Submission
7. Grading policy
8. Academic Integrity
9. Attendance Policy
10. General Conduct
 Chapter 1: Accounting for management
 distinguish between data and information
 identify and explain the attributes of good information
 outline the managerial processes of planning, decision making and control
 explain the difference between strategic, tactical and operational planning
 distinguish between cost, profit, investment and revenue centers
 describe the differing needs for information of cost, profit, investment and revenue centers managers
 describe the purpose and role of cost and management accounting within an organization
 compare and contrast financial accounting with cost and management accounting
 explain the limitations of management information in providing guidance for managerial decision-making
1. The nature of good information
Attributes of good information
Attributes of good information
2. Mission statements
 3. The managerial processes of planning, decision making and control
The main functions that management are involved with are planning, decision making and control.
4. Levels of planning
5 Cost, revenue, profit and investment centers
6 Financial, cost and management accounting
Differences between management accounting and financial accounting
 7 The limitations of management information
There are a number of respects in which management accounting information may fail to meet its objective of assisting
management in the decision making process.
Relevant costs and revenues
 Non-financial information

Managers will not always be guided by the sort of

financial and other (hard) information supplied by the
management accounting system.
They will also look at qualitative, behavioral,
motivational, even environmental factors.
These non- financial factors can be just as important
in relation to a decision as financial information – but
they are often more difficult to estimate and quantify.
External information
8 Chapter summary
End of chapter 1