Question Tag: Management Accounting

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Explain TWO limitations of management information in providing guidance for
managerial decision-making.

  1. Failure to Meet the Requirements of Good Information
    If the information supplied to managers is deficient or inaccurate, it may lead to poor decision-making. Inadequate or irrelevant data can result in decisions that are not based on a comprehensive understanding of the situation, potentially causing adverse outcomes.
  2. The Problem of Relevant Costs and Revenues
    Not all information from accounting systems is relevant for decision-making. Effective decisions depend on considering only future costs and benefits that will be affected by the decision. Factors such as sunk costs (previously incurred costs) and non-incremental costs (unchanged fixed costs) should be excluded from decision-making processes.

While managers can use different leadership styles, they all share the task of utilizing information to make decisions that achieve organizational goals. Accounting information for decision making will differ in terms of its details depending on the user.

Required:

Explain THREE qualities of Management Accounting information. (3 marks)

Answer:

The qualities of Management Accounting information include:

  1. Relevance:
    Information should be timely and bear on the decision-making process by possessing predictive or confirmatory (feedback) value.
  2. Faithful Representation:
    Information must be truthful, complete, neutral, and free from error.
  3. Comparability:
    Even though different companies may use different accounting methods, there is still sufficient basis for valid comparison.

Additional points from the original answer but not required since only three qualities were asked:

  • Consistency:
    Deviations in measured outcomes from period to period should be the result of deviations in underlying performance (not accounting quirks).
  • Verifiability:
    Different knowledgeable and independent observers reach similar conclusions.
  • Timeliness:
    Information should be available in sufficient time to be capable of influencing decisions.
  • Understandability:
    Information should be clear and concise to those with reasonable business knowledge.

While managers can use different leadership styles, they all share the task of utilizing information to make decisions that achieve organizational goals. Accounting information for decision making will differ in terms of its details depending on the user.

Required:

Explain THREE qualities of Management Accounting information. (3 marks)

Answer:

The qualities of Management Accounting information include:

  1. Relevance:
    Information should be timely and bear on the decision-making process by possessing predictive or confirmatory (feedback) value.
  2. Faithful Representation:
    Information must be truthful, complete, neutral, and free from error.
  3. Comparability:
    Even though different companies may use different accounting methods, there is still sufficient basis for valid comparison.

Additional points from the original answer but not required since only three qualities were asked:

  • Consistency:
    Deviations in measured outcomes from period to period should be the result of deviations in underlying performance (not accounting quirks).
  • Verifiability:
    Different knowledgeable and independent observers reach similar conclusions.
  • Timeliness:
    Information should be available in sufficient time to be capable of influencing decisions.
  • Understandability:
    Information should be clear and concise to those with reasonable business knowledge.

The Management Accountant plays an important role in the modern business environment, and his/her activities may be categorized as providing information under the key headings of planning, control, and decision making.

You have just been appointed to a new role as Management Accountant in Akwaba Ltd, a large engineering company producing a wide range of parts for the automobile industry. This new role has been created following a majority decision of the Board of Directors based on the advice of the company’s auditors. However, the Managing Director comes from a marketing background and does not understand why the company needs another accountant as there is already a Financial Accountant employed on a full-time basis. She voted against the creation of the new position and considers the cost of your remuneration to be an unwelcome burden which will only serve to reduce the company’s reported profits. According to her, the equation Y = a – bx which management accountants always use is not relevant in the modern-day business environment.

You are aware of the strong opinion of the Managing Director, and as your first task, you decide to attempt to convince her of the importance of Management Accounting in the modern business environment and also suggest some ways that you can ensure your future role in Akwaba Ltd is financially viable.

Required:

Prepare a Memorandum to the Managing Director in which you address her concerns using the following guidelines:

i) Distinguish clearly between Financial Accounting and Management Accounting under any FOUR different headings. (6 marks)

ii) For each of the THREE key headings of planning, control, and decision making, outline one Management Accounting technique and how it would lead to stronger commercial success for the company. (6 marks)

iii) Identify any THREE qualitative (non-financial) issues that you should consider as a Management Accountant when providing information for decision making in Akwaba Ltd. (2 marks)

MEMORANDUM
To: Managing Director, Akwaba Ltd
From: New Management Accountant
Subject: Role of Management Accounting
Date: 8th November 2016

Further to my recent appointment as Management Accountant at Akwaba Ltd, the following is a brief outline of the role and importance of management accounting to companies like Akwaba Ltd, the meaning of the question and also some brief suggestions as to how my appointment may prove beneficial to you and the company from both a financial and non-financial viewpoint.

Financial Vs Management Accounting
Despite the fact that the word “Accountant” is common to both job titles, they are in fact very different roles. The financial accountant is primarily concerned with stewardship and compliance activities whereas the management accountant is concerned with information gathering, analysis, and dissemination. The roles can be further differentiated using the following headings:

  • Users: Financial Accountant aims to report the company’s affairs and transactions to external audiences such as shareholders, debt providers, government bodies, etc. Management Accountants aim to report information exclusively to internal audiences such as Directors, department managers, project managers, etc.
  • Time Horizon: Financial accounts are usually based on historic data and are often reported some time (months) after the event to which they relate. Hence they are said to be backward-looking. Management accounting information can often be more forward-looking and may use historic data but will usually try to use it predictively to make decisions about the future direction of the company.
  • Regulatory Compliance: Financial accounts are used for stewardship purposes and as a basis for other calculations such as taxation liabilities. Hence there are expectations of precision and accuracy to give a “true and fair view.” Therefore they must comply with detailed legislation and generally accepted accounting practice (GAAP). Management accounts and reports do not have to suffer the same restrictions of legislation and GAAP and may not have the same level of accuracy. The emphasis is on timely production of information rather than accuracy and compliance.
  • Objective: The main objectives of financial accounting are to disclose the end results of the business, and the financial condition of the business on a particular date. Whereas the main objective of managerial accounting is to help management by providing information that is used to plan, set goals, and evaluate these goals.

Suggested Management Accounting Techniques:

  • Planning: Management accountants will be heavily involved in producing the budgets within a company. These range from long-term strategic plans (3 to 5 years) to short-term operational level plans (quarterly or monthly). Producing plans helps ensure the company grows in a structured and organized way and can ensure that adequate resources are put in place, for example, to help prepare for expansion into new markets.
  • Control: Management accountants often use variance analysis to monitor actual results and compare them to expected norms (standards) for all the different facets of business activities. This technique helps identify positive and negative trends/changes to ensure the company can adapt quickly when results are different from original expectations and thus optimize the company’s commercial performance.
  • Decision Making: Management accountants use techniques such as break-even analysis, limiting factor, linear programming to help predict the activity levels required to ensure a profit or a target return on capital is achieved. This can help inform production quotas and scheduling and will help ensure optimal resource utilization.

Non-financial Considerations:
Accountants are often criticized for concentrating too much on the financial outcome of activities – profit focused. Management accountants are encouraged to look at other aspects that contribute to business success such as:

  • Customer satisfaction
  • Corporate governance and ethical responsibilities
  • Good labor relations
  • Market penetration/expansion
  • Environmental protection
  • Number of complaints
  • Idle times
  • Number of defects

a) Financial Accounting and Management Accounting are similar with regard to the determination of costs, their assignment to different accounting periods, and allocation of costs to different departments and segments. This implies that the concepts and principles that are used in Financial Accounting may be suitable for Management Accounting.

Required:
i) Explain the purpose and scope of financial accounting. (4 marks)
ii) Explain THREE (3) differences between Financial Accounting and Management Accounting. (6 marks)

b) On 1 January 2021, Mankessim Traders had the following entries in its ledger accounts:

  • Insurance: GHȼ600 owing
  • Commission receivable: GHȼ500 owing to Mankessim Traders
  • Allowance for receivables: GHȼ1,600 credit balance

The following information is available for the financial year ended 31 December 2021:

  • Insurance was paid as follows:
    • 26 February 2021 GHȼ2,000
    • 15 October 2021 GHȼ2,600
    • The payment on 15 October 2021 relates to the period 1 October 2021 to 31 March 2022.
  • Commission receivable was as follows:
    • 10 January 2021 GHȼ400
    • 18 January 2021 GHȼ200
    • 13 November 2021 GHȼ3,000
  • On 31 December 2021, GHȼ600 was owing in commission to Mankessim Traders.
  • The trade receivables balance at 31 December 2021 was GHȼ38,400. The allowance for receivables is to be provided as GHȼ600 for a specific debt, plus 2% on the remainder of receivables.

Required:
Prepare the following ledger accounts, including in each case the transfer to the Statement of Profit and Loss, for the year ended 31 December 2021, and the balance carried down to the next financial year.
i) Insurance. (2 marks)
ii) Commission receivable. (2 marks)
iii) Allowance for receivables. (2 marks)

c) Explain why maintaining an allowance for receivables is an application of the prudence concept. (4 marks)

a)
i) The purpose and scope of financial accounting are as follows:

  • Financial Accounting information is prepared by enterprises for external users. It provides information to meet their needs, such as shareholders, potential investors, banks, and suppliers. It is used to inform about the financial performance and position of the company, and it helps in preparing tax accounts.
  • Financial Accounting information is normally regulated by law and accounting standards and is often audited. It requires the presentation of financial statements, including a Statement of Comprehensive Income, Statement of Financial Position, Statement of Cash Flows, Statement of Changes in Equity, and the necessary notes. (2 marks)

ii) Differences between Financial Accounting and Management Accounting:

  • Financial statements from Financial Accounting are intended mainly for external users, while Management Accounting information is for internal use by management.
  • Financial accounts describe the performance of a business over a specific period, whereas Management Accounting helps management record, plan, and control activities and assists in decision-making.
  • Financial Accounting deals mainly with historical data, while Management Accounting can include future information, such as budgets. (6 marks)

b) i) Insurance Account

c) The prudence concept states that profits should be understated rather than overstated, and assets should be understated rather than overstated. Creating an allowance for receivables increases the expenses and reduces the profit, which is a prudent approach. It also reduces the assets, as the allowance is subtracted from receivables, making this an application of the prudence concept.
(4 marks)

a) Management accounting can be described as the process of supplying the managers and employees in an organization with relevant information, both financial and non-financial, for making decisions, allocating resources, monitoring, evaluating, and rewarding performance.

Required:
In relation to the description of management accounting provided above:
State THREE (3) important changes that have taken place in the business environment that have influenced management accounting practice. (3 marks)

b) Financial Accounting and Management Accounting share important similarities since both are based on financial information and other quantitative information about business operations.

Required:
Identify FOUR (4) differences between financial accounting and management accounting. (4 marks)

c) Mr. Osei Nyarko, an engineer by training, established Kotmat Ltd three years ago with five employees. His only source of information concerning the performance of Kotmat Ltd has been the half-yearly financial statements, which he receives ten weeks after the end of each half-year. A proposal has been submitted to Mr. Osei Nyarko to install a cost and management accounting system.

Required:
i) Identify FOUR (4) benefits Mr. Nyarko will derive from installing a cost and management accounting system. (4 marks)
ii) Enumerate FOUR (4) types of information which could be obtained from the cost and management accounting system that cannot be obtained from the current system. (4 marks)

**d) State and explain TWO (2) useful pieces of information generated by marginal and absorption costing systems. (5 marks)

a) The important changes in business environment:
 globalization of world trade;
 deregulation in various industries;
 changing product life cycles;
 advances in manufacturing and information technologies;
 focus on environmental and ethical issues;
 a greater emphasis on value creation; and
 the need to become more customer driven.
(Any 3 points @ 1 mark each

a) Management Accounting is that branch of accounting known for management decision-making. It is a more intimate merger of the two older professions of management and accounting, wherein the information needs of the manager determine the accounting means for their satisfaction.

In Management Accounting, managers use accounting information in decision-making and to assist in the management and performance of their control functions. Management accounting information should comply with certain qualities and characteristics to be useful in planning, control, and decision-making.

Required:
i) Identify THREE (3) objectives of Management Accounting. (6 marks)
ii) Explain FIVE (5) qualities of management accounting information. (5 marks)

b) All deployed cost-accounting controls and processes should bring to focus opportunities for improvement and engender decision-makers’ trust in results. Operational control and cost control management approaches are needed to add insight into where and how cost improvements can be implemented.

Required:
Distinguish between operational control and cost control. (4 marks)

c) Specific order costing methods are appropriate for business organizations that are involved in the construction, manufacturing, or assembling of products to individual customers’ specifications.

Required:
State THREE (3) characteristics of Specific Order Costing. (5 marks)

a)
i) Objectives of Management Accounting

  • Planning: Setting the objectives of the organization and designing measures to ensure their achievement.
  • Control: Monitoring the actual performance and comparing that with the plan to take action on deviations.
  • Decision-making: Providing information for both long-term and short-term decisions, e.g., make or buy, special pricing, and deletion of a segment.

(3 points @ 2 marks each = 6 marks)

ii) Qualities of Management Accounting Information
Management accounting information should comply with various qualities including:

  • Verifiability
  • Objectivity
  • Timeliness
  • Comparability
  • Reliability
  • Understandability
  • Relevance

(Any 5 points @ 1 mark each = 5 marks)

b)
Operational Control vs. Cost Control

  • Operational Control: A system put in place to ensure that day-to-day activities are directed toward the expected outcomes. (2 marks)
  • Cost Control: Monitoring costs to ensure they align with the planned budget. (2 marks)

c)
Characteristics of Specific Order Costing

  • Cost of each cost object is calculated separately.
  • Expenses are classified into cost elements and traced to the cost unit.
  • Several jobs can be undertaken at the same time.
  • Each job is identified for cost accumulation purposes.
  • Job cards are issued for each job containing details of the customer.

(Any 3 points @ 1.67 marks each = 5 marks)

a) Cost is a generic term used by accountants to mean the expenses that are incurred in the production of goods and the delivery of services. The nature of cost is, however, well understood by a preceding adjective.

Required:
Explain the difference between the following cost terms as used in Management Accounting:
i) Direct and Indirect cost. (3 marks)
ii) Fixed and Variable cost. (3 marks)
iii) Controllable and Uncontrollable cost. (3 marks)
iv) Full and Marginal cost. (3 marks)
v) Production and Non-Production cost. (3 marks)

b) Costs can be established for services and operations in the same way as for physical goods even though services are different from physical goods.

Required:
Identify and explain TWO (2) characteristics of services. (5 marks)

a)
i) Direct and Indirect Cost
Direct costs can be traced directly and in full to the product, service, or department, such as direct materials and direct labour. Indirect costs cannot be directly traced to a single product or service, such as factory rent or office supplies.

ii) Fixed and Variable Cost
Fixed costs remain constant in total regardless of the level of activity within a relevant range, such as rent or salaries. Variable costs vary in total directly and proportionately with changes in the level of activity, such as raw materials and direct labour.

iii) Controllable and Uncontrollable Cost
Controllable costs are those which can be influenced by the decisions or actions of a manager at a particular level of management, such as advertising expenses. Uncontrollable costs cannot be influenced by a manager, such as property taxes.

iv) Full and Marginal Cost
Full cost includes both fixed and variable costs associated with the production of goods or services. Marginal cost refers to the cost of producing one additional unit of a product or service, which usually includes only variable costs.

v) Production and Non-Production Cost
Production costs are incurred in the manufacturing process, such as raw materials and direct labour. Non-production costs include expenses that are not directly tied to the production process, such as marketing and administrative expenses.

(Each explanation well stated, 3 marks each)

b) Characteristics of Services
i) Intangibility:
Services cannot be seen, touched, or stored. They are intangible, meaning that they are experienced rather than possessed. For example, consulting or teaching services cannot be physically touched or stored for later use.

ii) Inseparability:
Services are produced and consumed simultaneously. They cannot be separated from the service provider, meaning the production and consumption of a service occur at the same time. For instance, a haircut is provided and consumed at the same time.

(5 marks)