Management and Cost Accounting

Tools and Concepts in a Central European Context

Andreas Taschner,Michel Charifzadeh

• Editorial: Wiley-VCH
• Año: 2020
• ISBN:
  9783527832811
• Edición: 1
• Categoría: Business
• Categoría: Financial Accounting

Management and cost accounting has been the basic toolbox in business administration for decades. Today it is an integral part of all curricula in business education and no student can afford not to be familiar with its basic concepts and instruments. At the same time, business in general, and management accounting in particular, is becoming more and more international. English clearly has evolved as the "lingua franca" of international business. Academics, students as well as practitioners exchange their views and ideas, discuss concepts and communicate with each other in English. This is certainly also true for cost accounting and management accounting.
Management Accounting is becoming increasingly international. "Management and Cost Accounting" is a new English language textbook covering concepts and instruments of cost and management accounting at an introductory level (Bachelor, but also suited for MBA courses due to strong focus on practical applications and cases). This textbook covers all topics that are relevant in management accounting in business organizations and that are typically covered in German and Central European Bachelor classes on cost accounting and management accounting.
After an introduction to the topic, including major differences between the German approach and the purely Anglo-Saxon approach of management accounting, the book describes different cost terms and concepts applied in German cost accounting, The book is much more specific here compared to US-American standard textbooks. Based on different cost concepts, the topic of cost behavior is discussed, including the determination of cost functions. The heart of the book guides the reader through the general structure of a fully developed cost accounting system following the German and Central European standard: It starts with cost type accounting, moves on to cost center accounting and finally deals with cost unit accounting, assigning cost to goods and services offered in the market.
The remaining parts of the book deal with decision making and how management and cost accounting data can support managers in this task. A comparison of absorption costing and variable costing introduces the reader to management decisions such as product portfolio and outsourcing decisions. Additionally, cost-volume-profit analysis (break-even-analysis) is covered. The book closes with a comprehensive treatment of cost planning and variance analysis.

CHAPTER 1
Introduction to Management Accounting and Cost Accounting

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FEATURE STORY

JETS Unlimited SE is a European-based airline positioned in the low-cost flight sector. Since its foundation in 2008, the company has been successfully competing with the incumbents in the market. Joana Hansen, Head of Operations and member of the executive board, meets with Carol Marino, Chief Management Accountant, to discuss the most recent management report and other upcoming decisions.

• Joana: Carol, thanks for sending me last month's management report this morning. I've already had a couple of minutes to look at it.
  Carol: No problem. I'm sorry, though, that it came through a day later than usual. My team and I had to adjust data for the extraordinary effects resulting from the strike at Paris Airports two weeks ago.
  Joana: I saw that. More than 50 of our flights were cancelled. We've lost 10 per cent of the monthly revenues, and operating profit is down by almost 35 per cent!
  Carol: Yes, but without this one-time effect, our sales and profits would have been in line with the plans. Fortunately, they've now reached an agreement in Paris, so that further strikes are called off. I'm confident that next month's plan will be met.
  Joana: Another thing that caught my attention was the capacity utilization. Our seat-load-factor has slightly decreased from 87 per cent to 84 per cent. This means that our planes are less utilized. Is this anything to worry about?
  Carol: I noticed that too. But the decline is a cyclical effect. I checked with the reports from the previous two years. We've had this situation every year around this time. I'm not expecting this to become a negative trend. That's why I didn't highlight it in the report.
  Joana: The other thing I wanted to talk to you about is the pending decision about outsourcing our on-board catering. You know, we have the offer of an external airline caterer on the table. Have you made any progress in the analysis?
  Carol: My team needs one more day to finalize the presentation for the management board. We were able to extract all relevant information from the cost accounting system. It looks as if outsourcing is a feasible option. But I want to wait until all the number crunching has been finalized.
  Joana: I'm glad I've got you and your team. The other board members have become increasingly impatient in this matter. They want a decision soon. However, I'm not going to decide anything without having seen a thorough cost–benefit analysis.
  Carol: Absolutely. We've measured the performance of our internal catering services over the last two years. This is a good basis for comparison with the outsourcing offer. A large amount is characterized by fixed costs. If we're able to eliminate most of the fixed costs within a year, the outsourcing deal makes sense.
  Joana: Another component of this decision will be more difficult to assess. If we're really going to accept the outsourcing deal, we'll have to downsize and restructure the existing catering operations. This also means laying-off employees. We'll have to answer some ethical questions, too.
  Carol: You're right, that part should not be neglected. However, our accounting system will hardly help in this aspect. This will rather require a lot of tact and sensitivity.

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LEARNING OBJECTIVES

After completing this chapter, you should be able to:

1. Define the purpose of accounting
2. Understand the importance of accounting information for doing business
3. Describe the “Accounting Family” and differentiate financial accounting from management accounting
4. Explain conceptual differences in management accounting between countries and world regions
5. Understand the German approach to “Controlling” compared to Anglo-American management accounting
6. Describe the role of a controller in an organization
7. Discuss ethical aspects of accounting

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The Purpose of Accounting

Information Needs in Business

Imagine you take the job of general manager in a medium-sized manufacturing company that is active as supplier for most of the major car manufacturers around the globe. You make decisions, you coordinate activities of other people working inside and outside of your own company, you motivate your direct employees, you explain tasks and goals, etc. What do you need most in order to accomplish your tasks? A brand-new computer? A personal assistant? A big office? These things might all help, but your most important resource most likely is – information!

Information has probably become the most valuable resource in modern business. In today's business environment, rational decisions and actions – that is, those that help achieve company goals – would be virtually impossible without access to information. Companies spend a great deal of effort, time, and money on making sure that the right information is available to the right people in order to make the right decisions and initiate the right actions. Information is required for many different tasks:

1. Planning: Simply speaking, “planning” is about anticipating potential future events and developments or future consequences of today's decisions and actions, respectively. Plans are by nature uncertain, because nobody can anticipate the future with absolute certainty. But plans can be made more “robust” when they are based on past experience and when they take into account what is already known about future developments. Businesses therefore strive to base plans on a solid foundation of information about past achievements and potential future developments.
2. Documenting: A documentation of what has happened and what has been done in the past can be a valuable source of information in business – for a number of reasons: First, it can be a reference for future decisions and actions. Knowing how things have been done previously can help us avoid making the same mistakes again. Documenting the past therefore is a necessary (albeit not sufficient) condition for learning. Second, businesses also rely on documentation when it comes to assigning responsibility and accountability for past actions and decisions. Documentation can help clarify whether the right people have been involved and who has actually made a particular decision. Third, documentation can also serve as a justification: given the information available at the time of the decision, management had to act the way it did. Given hindsight, a different decision might have been more advisable, but documentation proves that the decision was justified at the time it was taken.
3. Decision making: Decisions involve choices between alternatives. Even the decision not to do anything is a choice – one could have done something instead. A rational decision maker will try to make sure that they take the right decision – that is, picking the one alternative that promises the greatest reward. Generally speaking, decision makers will try to identify the alternative that offers the highest probability of achieving the defined goals. Identifying this optimal alternative is possible only by having information on likely future consequences of each decision alternative, necessary conditions for each alternative to be realized, or potential conflicts with other decisions that have to be made at the same time.
4. Monitoring and Feedback: Businesses want to make sure that things evolve in the intended manner: goals have been set with the intention of achieving them, projects have been started in order to be completed as planned, and rules have been set based on the expectation that they are observed. Planning and decision making therefore inevitably involve an element of control. Again, this control would be impossible without information – both about the original goals and plans as well as about actual achievements and developments.

Acting in a business environment is therefore virtually impossible without using information of various kinds. The users of business information hold different positions and follow different interests. It is common to distinguish information users belonging to the company from those that are outsiders to the company. The most important type of information user within the company is certainly company management. But management tasks are not concentrated only at the top of a company. Key account managers, project managers, product managers, or team leaders in the company's research and development (R&D) department all perform management tasks. Their scope of responsibility as well as the primary object of management differs. Depending on their area of responsibility they need information on different subjects and to differing degrees of detail, but they all must make decisions, must plan ahead, and must control goal achievement.

Company employees with management functions are not the only users of information, though. Even if not working for a particular company (be it in a management position or in a purely operational role), one might still have a high interest in collecting information on that company's business activities:

• Investors must decide whether they want to become owners of the company (for instance by purchasing shares in the company). Thus, they are interested in the company's past performance as well as in its future outlook.
• Creditors must decide whether they can safely lend money to the company or whether they run the risk of losing their money (for instance, should the company go bankrupt in the near future). They will therefore look for information on the company's creditworthiness, its past track record of servicing debt and on its expected future business success.
• Suppliers and customers must decide whether they should enter into a business relationship with the company. This decision will depend on the company being able to fulfill contractual obligations.
• Society might be interested in learning about how the compa...