Management accounting for real directors. How to avoid repeating other people's mistakes

In the book "Management Accounting for Directors. Automation of Management Accounting in the Program 1C:Manager"in an accessible and “living” language, with examples from the practice of real Russian businessmen, it is explained what finance is, and how to properly organize its accounting, and why a software product is needed" 1C:Manager", and how to implement it correctly in an enterprise.

The authors of the book for years of work in the affiliate network " 1C"participated in hundreds of implementations of management accounting using programs" 1C:Enterprise"Their experience, collected on the pages of the book, will be an invaluable help for end users of the program" 1C:Manager" - managers of small and medium-sized businesses. Interesting life examples will help managers find answers to complex methodological questions of financial accounting.

The presentation of the material is accompanied by artistic illustrations.

Here are quotes from the material that the authors themselves prepared about this book:

The book, in simple human language, “at your fingertips,” tells you how to correctly account for money. The book is intended for those who run their own business in Russia or Ukraine - for owners and managers of enterprises.

As you understand, financial accounting in our countries and financial accounting somewhere, for example, in Germany, are “two big differences.” Therefore, as the basis for accounting, the authors chose a program that was created from the very beginning for Russian businessmen - " 1C:Manager".

The book simply and clearly, with real examples from the lives of existing businessmen, shows how to implement the program " 1C:Manager" in your company and get transparent, simple and accurate financial accounting with its help.

The authors of the book - Alexey Loginov and Oleg Makarenko - are terry practitioners. They have more than ten years of experience in the affiliate network behind them." 1C"During these years, the authors have personally participated in and led hundreds of accounting software implementations." 1C"at a variety of enterprises in our country. What is important, the authors themselves are the owners of their companies. That is, they know first-hand how difficult it is for a manager to get his employees to answer simple questions: “Where is the money” and “Why is there so little of it” .

During the creation of the book, it was understood that the main reader would be the head of a small or medium-sized business - a busy person not burdened with financial education. The authors believe that this hypothetical businessman will read the book, recognize himself in some of the real-life examples, and absorb the wisdom of generations of financial workers. Wisdom that will allow him to easily and relatively painlessly achieve pleasant precision and clarity in financial matters in his enterprise.

In addition, the book can be given to accounting automation project managers for their training. Since the material is presented in a clear, lively and fun way, an information technology specialist will be able to happily read the book in a few days, and then immediately begin practice - implementing the program with customers.

Joint publication "1C-Publishing" and Publishing House "Peter", 254 pages.

Book structure

1. Financial accounting for real directors

1.1. Why count money

• You need to keep records so nothing gets stolen.
• You need to keep records to make the right decisions.
• It is necessary to keep records so that money is not lost
• You need to keep records to set goals for employees
• It is necessary to keep records in order to set prices and salaries correctly.
• Cost control

1.2. Why do the tax inspector and the manager need different numbers?

• Reports are submitted to the tax office late
• Reporting to the tax office does not contain the numbers we need
• Reporting to the tax inspectorate often does not reflect the real state of affairs
• Reporting to the tax inspectorate contains figures in an inconvenient form

1.3. Why should a director personally control accounting?

• Question of trust
• The director must personally work in the program
• A person cannot make a report in 30 seconds

1.4. Double entry

1.5. Why does the whole world count shipping income and expenses?

1.6. "Folk" ways to determine business efficiency

1.7. Types of accounting

• Regulated accounting
• Management Accounting
• Operational and financial accounting
• Financial Accounting

1.8. How 1C:Manager differs from other programs

• 1C:Manager is designed to save the director’s time as much as possible
• 1C: The manager does not require special financial knowledge
• 1C:Manager contains reports for the director
• Settlements with financial agents
• Several companies in one database
• Access rights
• Settlements between founders

2. How not to repeat the mistakes of others

2.1. Preparing for implementation

2.2. How to properly monitor the implementation progress

2.3. Leaders' mistakes

• Paper Sheet Mentality
• Gigantomania
• Frankenstein syndrome
• Fear of simple accounting
• Saving on a licensed product
• Misunderstanding your accountant's position
• Reluctance to learn how to use the program
• An attempt to remake the program
• Minor improvements
• The desire to start with difficult things
• Reference to stories from other directors
• Calm attitude towards delays
• Lost connection with the implementer

2.4. Work with personnel

• System Administrator
• Chief Accountant
• Financial Manager
• Personally the leader

2.5. How the 1C:Manager program works

2.6. How to ensure work safety

• Tax
• Competitors
• Employees
• Fatal accidents

2.7. If the office and warehouse are in different parts of the city

• Working in terminal mode
• Distributed information base

2.8. Importing data from other programs

2.9. Why do you need to plan?

2.10. How to understand that implementation has been successfully completed

3. How to properly configure the program and start working

3.1. Program users

• How to create a new user
• How to configure user access rights
• How to monitor user performance
• Individual user settings

3.2. Setting up accounting parameters

• How does the national accounting currency differ from the base one?
• What is an “exchange rate difference” and how the choice of currency affects profits
• Why are there only three currencies in the program?
• What to choose: quantitative-cumulative or total accounting
• Collapse during total accounting
• Cost price with total accounting
• Benefits of total accounting
• Write-off method: weighted average or FIFO
• Features of import with FIFO
• How to determine whether you need to keep records by department
• How accurately should the quantity of goods be taken into account?
• Other accounting settings
• Accounting for revenue and income by manager
• Indicate the type of business in sales documents
• Default parameters for filling out documents and reference books

3.3. Divisions

• Accounting for goods by department
• Linking property to divisions
• Employee affiliation to departments
• Import data
• How to implement accounting of income, expense and profit by division

3.4. Types of business, projects

• How to determine which direction is more profitable
• Where are the types of business used?
• How to choose the right types of business
• What types of businesses can be
• How many types of businesses to create, and how to group them
• Where is the type of business indicated?
• Distribution of total expenses by type of business
• Cost of sales, or how to reduce income
• Import and item groups
• Types of business in construction
• Types of business for agencies

3.5. Expenditure

• What is the difference between expenses and payments?
• What is the difference between expenses and cost of sales?
• Why are expense items needed?
• Direct and general expenses
• General expenses must prevail
• Create expense items immediately or as you work
• How many expense items to make, and how to group them
• Cost items for project implementation
• Production costs

3.6. Cash flow items

• Why do we need cash flow items?
• What cash flow items can be specified
• Predefined cash flow items

3.7. Entering initial balances

• Why and on what date should you enter opening balances?
• How are opening balances entered?
• How to import opening balances
• Is it possible to deposit initial balances “in parts”
• How to select the type of operation "Entering initial balances"
• Entering cash balances
• Entering balances of inventory, property and securities
• Entering balances of settlements with counterparties
• Entering balances of settlements with employees
• Entering capital balances and profits from previous periods
• How to find out profit and capital balances
• How to check the correctness of entering initial balances

4. Questions that will arise during work

4.1. Accounting for money

• Why are cash registers and current accounts not associated with legal entities?
• Why are all cash transactions for the day documented in one document?
• What is the difference between an accountant and a “mobile cash register”
• How to reflect the movement of money between cash desks, current accounts and accounts
• Moving money with a delay
• How to take into account the commission for moving and converting money
• Where can errors come from when reflecting currency amounts?
• Where is the currency rate multiple indicated?
• How are exchange rate differences taken into account?
• How currency exchange is reflected in the program
• How do cash flow items differ from types of receipts and payments?
• Why is it impossible to change the cash flow item when reflecting some transactions?
• Is it possible to write off money directly for expenses?
• How to control money using reports

4.2. Settlements with counterparties

• "Dualism" in settlements with counterparties
• What to do if the company is both a supplier and a buyer
• Who are financial agents
• Formation of authorized capital and its payment
• Distribution of profits between founders
• Settlements with financial agents for loans
• How to keep records of settlements with counterparties under contracts
• Why do we need a settlement currency?
• What to do if the supplier has its own dollar exchange rate
• How to account for receiving money from retail customers
• How to calculate taxes
• How to write off and offset debts
• How to print the register of counterparties
• How to control settlements with counterparties using reports

4.3. Settlements with employees

• Types of settlements with employees
• Personnel data and background information
• How does payroll differ from payroll?
• How is payroll accounting different from payroll?
• How to reflect personal income tax and other taxes on wages
• How to print a list of employees
• How to control payments to employees using reports

4.4. Accounting for inventory items

• Types of goods and materials and services
• Indication of the type of business when selling goods and materials and services
• In what currency are balances and turnover of inventory items taken into account?
• Receipt and increase in prices of goods and materials
• How to keep records of batches in the 1C:Manager program
• Write-off of inventory items for quantitative and total accounting
• Write-off of inventory items for total accounting
• How is product output taken into account in the 1C:Manager program?
• Output. Example with rabbits
• Inventory of goods and materials
• How to donate goods for consignment
• How all this is formalized in the 1C:Manager program
• Why can't you disable negative balance control?
• How to control inventory using reports

4.5. Property accounting

• Why is property depreciation needed?
• Background information about the property
• How to account for property

4.6. Regulatory operations and final reporting

• Restoring the sequence of documents
• What are regulatory operations used for?
• Why regulatory documents cannot be edited manually
• What exactly do regulatory operations do?
• How to take into account "incomplete"
• Cash flow reports
• How to evaluate the performance of an enterprise
• Where is VAT hidden in the “Financial Results” report?
• How to analyze company expenses
• Why do you need a managerial balance sheet?
• Why is profit in the management balance sheet not equal to profit in the Financial Results report?
• How to work with management balance

4.7. Planning

• Payment calendar, or how to deal with cash gaps
• Cash flow budget, or payment planning
• Budget of income and expenses, or planning for shipment

4.8. Data exchange

• The role of prefixes when importing and exchanging data
• How the program works
• in distributed information base mode
• When to and when not to use data import
• What can be imported into the 1C:Manager program
• Why do you need to configure directory matches?
• Preparing the base for unloading business operations
• Import data across multiple organizations
• Unloading inventory movement operations

4.9. Universal mechanisms

• Why do we need a general journal?
• Chart of accounts and how to create a new account
• External reports and processing

The book "Management Accounting for Directors. Automation of management accounting in the 1C:Manager program" in an accessible and "live" language, with examples from the practice of real Russian businessmen, explains what finance is, and how to properly organize its accounting, why you need the 1C software product :Manager” and how to implement it correctly in an enterprise.

Over the years of work in the 1C partner network, the authors of the book have participated in hundreds of management accounting implementations using 1C:Enterprise programs. Their experience, collected on the pages of the book, will become an invaluable help for the end users of the 1C:Manager program - managers of small and medium-sized businesses. Entertaining real-life examples will help managers find answers to complex methodological questions in financial accounting.

The presentation of the material is accompanied by artistic illustrations.

Here are quotes from the material that the authors themselves prepared about this book:

The book, in simple human language, “at your fingertips,” tells you how to correctly account for money. The book is intended for those who run their own business in Russia or Ukraine - for owners and managers of enterprises.

As you understand, financial accounting in our countries and financial accounting somewhere, for example, in Germany, are “two big differences.” Therefore, as the basis for accounting, the authors chose a program that was created from the very beginning for Russian businessmen - “1C: Manager”.

The book, simply and clearly, with real examples from the lives of existing businessmen, shows how to implement the 1C:Manager program in your company and use it to obtain transparent, simple and accurate financial accounting.

The authors of the book - Alexey Loginov and Oleg Makarenko - are terry practitioners. They have more than ten years of work in the 1C partner network behind them. During these years, the authors personally participated in and supervised hundreds of implementations of 1C accounting programs at a variety of enterprises in our country. What is important is that the authors themselves are the owners of their companies. That is, they know first-hand how difficult it is for a manager to get his employees to answer simple questions: “Where is the money” and “Why is there so little of it?”

During the creation of the book, it was understood that the main reader would be the head of a small or medium-sized business - a busy person not burdened with financial education. The authors believe that this hypothetical businessman will read the book, recognize himself in some of the real-life examples, and absorb the wisdom of generations of financial workers. Wisdom that will allow him to easily and relatively painlessly achieve pleasant precision and clarity in financial matters in his enterprise.

In addition, the book can be given to accounting automation project managers for their training. Since the material is presented in a clear, lively and fun way, an information technology specialist will be able to happily read the book in a few days, and then immediately begin practice - implementing the program with customers.

Joint publication "1C-Publishing" (ISBN 978-5-9677-0736-0) and Publishing House "Peter" (ISBN 978-5-388-00213-6), 254 pp.

Management accounting for directors. Automation of management accounting in the 1C:Manager program

Book structure

1. Financial accounting for real directors

• You need to keep records so nothing gets stolen.
• You need to keep records to make the right decisions.
• It is necessary to keep records so that money is not lost
• You need to keep records to set goals for employees
• It is necessary to keep records in order to set prices and salaries correctly.
• Cost control

1.2. Why do the tax inspector and the manager need different numbers?

• Reports are submitted to the tax office late
• Reporting to the tax office does not contain the numbers we need
• Reporting to the tax inspectorate often does not reflect the real state of affairs
• Reporting to the tax inspectorate contains figures in an inconvenient form

1.3. Why should a director personally control accounting?

• Question of trust
• The director must personally work in the program
• A person cannot make a report in 30 seconds

1.4. Double entry

1.5. Why does the whole world count shipping income and expenses?

1.6. "Folk" ways to determine business efficiency

1.7. Types of accounting

• Regulated accounting
• Management Accounting
• Operational and financial accounting
• Financial Accounting

1.8. How 1C:Manager differs from other programs

• 1C:Manager is designed to save the director’s time as much as possible
• 1C: The manager does not require special financial knowledge
• 1C:Manager contains reports for the director
• Settlements with financial agents
• Several companies in one database
• Access rights
• Settlements between founders

2. How not to repeat the mistakes of others

2.1. Preparing for implementation

2.2. How to properly monitor the implementation progress

2.3. Leaders' mistakes

• Paper Sheet Mentality
• Gigantomania
• Frankenstein syndrome
• Fear of simple accounting
• Saving on a licensed product
• Misunderstanding your accountant's position
• Reluctance to learn how to use the program
• An attempt to remake the program
• Minor improvements
• The desire to start with difficult things
• Reference to stories from other directors
• Calm attitude towards delays
• Lost connection with the implementer

2.4. Work with personnel

• System Administrator
• Chief Accountant
• Financial Manager
• Personally the leader

2.5. How the 1C:Manager program works

2.6. How to ensure work safety

• Tax
• Competitors
• Employees
• Fatal accidents

2.7. If the office and warehouse are in different parts of the city

• Working in terminal mode
• Distributed information base

2.8. Importing data from other programs

2.9. Why do you need to plan?

2.10. How to understand that implementation has been successfully completed

3. How to properly configure the program and start working

3.1. Program users

• How to create a new user
• How to configure user access rights
• How to monitor user performance
• Individual user settings

3.2. Setting up accounting parameters

• How does the national accounting currency differ from the base one?
• What is an “exchange rate difference” and how the choice of currency affects profits
• Why are there only three currencies in the program?
• What to choose: quantitative-cumulative or total accounting
• Collapse during total accounting
• Cost price with total accounting
• Benefits of total accounting
• Write-off method: weighted average or FIFO
• Features of import with FIFO
• How to determine whether you need to keep records by department
• How accurately should the quantity of goods be taken into account?
• Other accounting settings
• Accounting for revenue and income by manager
• Indicate the type of business in sales documents
• Default parameters for filling out documents and reference books

3.3. Divisions

• Accounting for goods by department
• Linking property to divisions
• Employee affiliation to departments
• Import data
• How to implement accounting of income, expense and profit by division

3.4. Types of business, projects

• How to determine which direction is more profitable
• Where are the types of business used?
• How to choose the right types of business
• What types of businesses can be
• How many types of businesses to create, and how to group them
• Where is the type of business indicated?
• Distribution of total expenses by type of business
• Cost of sales, or how to reduce income
• Import and item groups
• Types of business in construction
• Types of business for agencies

3.5. Expenditure

• What is the difference between expenses and payments?
• What is the difference between expenses and cost of sales?
• Why are expense items needed?
• Direct and general expenses
• General expenses must prevail
• Create expense items immediately or as you work
• How many expense items to make, and how to group them
• Cost items for project implementation
• Production costs

3.6. Cash flow items

• Why do we need cash flow items?
• What cash flow items can be specified
• Predefined cash flow items

3.7. Entering initial balances

• Why and on what date should you enter opening balances?
• How are opening balances entered?
• How to import opening balances
• Is it possible to deposit initial balances “in parts”
• How to select the type of operation "Entering initial balances"
• Entering cash balances
• Entering balances of inventory, property and securities
• Entering balances of settlements with counterparties
• Entering balances of settlements with employees
• Entering capital balances and profits from previous periods
• How to find out profit and capital balances
• How to check the correctness of entering initial balances

4. Questions that will arise during work

4.1. Accounting for money

• Why are cash registers and current accounts not associated with legal entities?
• Why are all cash transactions for the day documented in one document?
• What is the difference between an accountant and a “mobile cash register”
• How to reflect the movement of money between cash desks, current accounts and accounts
• Moving money with a delay
• How to take into account the commission for moving and converting money
• Where can errors come from when reflecting currency amounts?
• Where is the currency rate multiple indicated?
• How are exchange rate differences taken into account?
• How currency exchange is reflected in the program
• How do cash flow items differ from types of receipts and payments?
• Why is it impossible to change the cash flow item when reflecting some transactions?
• Is it possible to write off money directly for expenses?
• How to control money using reports

4.2. Settlements with counterparties

• "Dualism" in settlements with counterparties
• What to do if the company is both a supplier and a buyer
• Who are financial agents
• Formation of authorized capital and its payment
• Distribution of profits between founders
• Settlements with financial agents for loans
• How to keep records of settlements with counterparties under contracts
• Why do we need a settlement currency?
• What to do if the supplier has its own dollar exchange rate
• How to account for receiving money from retail customers
• How to calculate taxes
• How to write off and offset debts
• How to print the register of counterparties
• How to control settlements with counterparties using reports

4.3. Settlements with employees

• Types of settlements with employees
• Personnel data and background information
• How does payroll differ from payroll?
• How is payroll accounting different from payroll?
• How to reflect personal income tax and other taxes on wages
• How to print a list of employees
• How to control payments to employees using reports

4.4. Accounting for inventory items

• Types of goods and materials and services
• Indication of the type of business when selling goods and materials and services
• In what currency are balances and turnover of inventory items taken into account?
• Receipt and increase in prices of goods and materials
• How to keep records of batches in the 1C:Manager program
• Write-off of inventory items for quantitative and total accounting
• Write-off of inventory items for total accounting
• How is product output taken into account in the 1C:Manager program?
• Output. Example with rabbits
• Inventory of goods and materials
• How to donate goods for consignment
• How all this is formalized in the 1C:Manager program
• Why can't you disable negative balance control?
• How to control inventory using reports

4.5. Property accounting

• Why is property depreciation needed?
• Background information about the property
• How to account for property

4.6. Regulatory operations and final reporting

• Restoring the sequence of documents
• What are regulatory operations used for?
• Why regulatory documents cannot be edited manually
• What exactly do regulatory operations do?
• How to take into account "incomplete"
• Cash flow reports
• How to evaluate the performance of an enterprise
• Where is VAT hidden in the “Financial Results” report?
• How to analyze company expenses
• Why do you need a managerial balance sheet?
• Why is the profit in the management balance sheet not equal to the profit in the Financial Results report?
• How to work with management balance

4.7. Planning

• Payment calendar, or how to deal with cash gaps
• Cash flow budget, or payment planning
• Budget of income and expenses, or planning for shipment

4.8. Data exchange

• The role of prefixes when importing and exchanging data
• How the program works
• in distributed information base mode
• When to and when not to use data import
• What can be imported into the 1C:Manager program
• Why do you need to configure directory matches?
• Preparing the base for unloading business operations
• Import data across multiple organizations
• Unloading inventory movement operations

4.9. Universal mechanisms

• Why do we need a general journal?
• Chart of accounts and how to create a new account
• External reports and processing

Conclusion. Where to buy “1C:Manager”?

1C products:

• 1C:Enterprise 8. Manufacturing enterprise management
• 1C:Enterprise 8. Management of a manufacturing enterprise for 10 users + client-server
• 1C:Comprehensive automation 8 for 10 users + client-server
• 1C:Enterprise 8. Set of application solutions for 5 users
• 1C:Enterprise 8.2. Version for learning programming

24
Sep
2017

Management accounting for real directors. How not to repeat the mistakes of others (Loginov A.R., Makarenko O.A.)

Format: audiobook, MP3, 256kbps
Loginov A.R., Makarenko O.A.
Year of manufacture: 2009
Genre: Business literature
Publisher: 1C
Performer: Stepanov Dmitry
Duration: 02:33:13
Description: In the audiobook by A.R. Loginova and O.A. Makarenko “Management accounting for real directors. How not to repeat the mistakes of others" in an accessible language, with examples from the practice of real Russian businessmen, explains how to implement a management accounting program in your company and, with its help, obtain transparent, simple and accurate financial accounting.

Over the years of work in the 1C partner network, the authors of the book have participated in hundreds of management accounting implementations. Their experience collected here will be an invaluable help for those planning to bring order to their accounting. That is, they know from their own experience how difficult it is for a manager to get his employees to answer the questions: “Where is the money?” and “Why are there so few of them?”

05
Oct
2012

Management accounting in 14 days (Molchanov S.S.)

Author: Molchanov S.S.
Year of manufacture: 2012
Genre: Educational literature
Publisher: PETER
Russian language
Number of pages: 437
Description: This is a book for those who value quality. It is made according to the “three in one” concept (textbook, problem book, plus answers to all problems). The completeness of coverage of the material (14 sections) is combined with a clear logic of its presentation and accessibility of presentation. A special section is devoted to management accounting in banks. This training course is comparable to the best translated Western textbooks on management accounting, but the Russian version is much more understandable...

01
Sep
2007

Author: Boris Leontyev
Number of pages: 320
Description: You won't find anything like this anywhere else! Only in this book you will find a complete collection of incredibly effective and real methods of hacking and protecting telephone networks! It is impossible to list here the names of all the authors from whom I had the opportunity to study and whose materials I used, although many of them are mentioned at the end of the book. The publication is intended for personal computer users who are interested in the problems of hacking and protecting telephone lines, and wish to receive comprehensive information about methods of unauthorized obtaining information...

24
Feb
2008

A. Sviyash What to do when everything is not the way you want

Genre: Psychology
Author: A. Sviyash
Performer: Alexander Dubina
Publisher: ARDIS
Year of manufacture: 2005
Description: The book “What to do when everything is not the way you want” examines in detail how people unconsciously create obstacles for themselves on the path to their desired goals, and ultimately become immersed in negative emotions. Every person is born for joy and has enormous potential, which is often misused. The book will help you avoid many mistakes and become a more successful and joyful person. She has already helped change the lives of millions of people for the better. Listen to her, and perhaps your...

18
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2013

The story of our deception, or How to eat, what to treat, how not to get irradiated in order to stay healthy (Yuri and Yulia Mizun)

ISBN: 978-5-227-02913-3
Format: FB2, eBook (originally computer)
Author: Yuri and Yulia Mizun
Year of manufacture: 2011
Genre: Medicine
Publisher: Tsentrpoligraf
Russian language
Number of pages: 256
Description: The book contains information about food and sanitary products that we consume and use every day. Most often, we do not pay attention to the fact that many additives in products and products contain chemical compounds that are hazardous to health. The authors warn the consumer that most of the preservatives, dyes, flavors, flavor enhancers and...

22
Feb
2018

How to punish subordinates: for what, why, how. Professional technology for regular management (Alexander Fridman)

Format: DjVu, eBook (originally computer)
Author: Molchanov S.S.
Year of manufacture: 2012
Genre: Educational literature
Publisher: PETER
Russian language
Number of pages: 436
Description: a unique textbook (three in one), which will allow you to master accounting in the shortest possible time and with pleasure! Here you will find a course of 14 lectures, containing more than 200 clear and entertaining examples of 100 problems with answers, and even blank pages for your notes and solutions. In the second edition of the book, everything is thought out to the smallest detail to make it as pleasant and convenient for you to work with it as possible. Secure your knowledge...

10
Aug
2008

Accounting arose simultaneously with the advent of human civilization thousands of years ago. His first steps were of great importance for the history of human development. The development of accounting was caused by the needs of life, and it, in turn, stimulated the formation of writing and mathematics. The first book about accounting was written more than five hundred years ago... This publication is a collection of coursework on the discipline “Accounting”.

24
Apr
2008

Accounting - Strazheva - 2004, Minsk

Genre: Accounting
Author: Strazheva N.S., Strazhev A.V.
Publisher: Minsk, Knizhny Dom
Country: Belarus
Year of manufacture: 2004
Number of pages: 432 ISBN: C83
Description: CONTENTS Preface to the tenth edition.................................................... ......3 Chapter 1. ESSENCE AND IMPORTANCE OF ACCOUNTING................5 Chapter 2. SUBJECT AND METHOD OF ACCOUNTING......... ..................9 chapter 3. BALANCE SHEET.................................... ...................................12 Chapter 4. ACCOUNTS AND DOUBLE ENTRY..... ......15 Chapter 5. BUSINESS DOCUMENTATION...

18
Jan
2012

Costs: Accounting and reduction for 14 days (Molchanov S.S.)

Format: DjVu, eBook (originally computer)
Author: Molchanov S.S.
Year of manufacture: 2011
Publisher: EKSMO
Genre: Educational literature
Language: RUS
Number of pages: 407
Description: This is a book for those who value quality. It is made according to the “three in one” concept (textbook, problem book, plus answers to all problems). The completeness of coverage of the material (14 sections) is combined with a clear logic of its presentation and accessibility of presentation. A special section is devoted to management accounting in banks. This training course is comparable to the best translated Western textbooks on management accounting, but is much more understandable to Russian...

11
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2015

How not to drink (Oleg Stetsenko)

Format: audiobook, MP3, 192kbps
Author: Oleg Stetsenko
Year of manufacture: 2015
Genre: Health
Publisher: DIY Audiobook
Performer: Stanisla Yagnyshev
Duration: 01:57:36
Description: The trouble with an addicted person is that he cannot help but drink. It is useless to discuss where the rake hit if we cannot understand why the person continues to step on it. Most patients, having gotten out of excess, make an oath: “That’s it! This is the last time, it won’t happen again.” People around you often believe. Obviously, the person who opened this book has asked himself the question more than once: “So...

09
May
2012

Scenario of own mistakes (Oleg Roy)

Format: audiobook, MP3, 128kbps
Author: Oleg Roy
Year of manufacture: 2012
Genre: Contemporary prose
Publisher: Can't buy it anywhere
Performer: Vyacheslav Gerasimov
Duration: 09:22:56
Description: The banner “See your death - and stay alive” made you freeze. A black bar with information crawled onto the computer screen. A certain person offers very wealthy people a special service - a film that will reflect all the significant events in life from birth to death. The screenwriter claims that he can “read” fate: it is enough to learn about the past and present, and its algebraic formula is ready. Not pre...

19
May
2014

Scenario of own mistakes (Oleg Roy)

Format: audiobook, MP3, 96kbps
Author: Oleg Roy
Year of manufacture: 2014
Genre: Contemporary prose
Publisher: Can't buy it anywhere
Performer: Mikhail Kitel
Duration: 10:48:05
Description: The banner “See your death - and stay alive” made you freeze. A black bar with information crawled onto the computer screen. A certain person offers very wealthy people a special service - a film that will reflect all the significant events in life from birth to death. The screenwriter claims that he can “read” fate: it is enough to learn about the past and present, and its algebraic formula is ready. Didn't fail...

Duration: 04:03:18 Number of pages: 160/46 Author: Oshkaderov Oleg
Year of manufacture: 2012
Genre: Psychology
Publisher: DIY audiobook
Performer: Bazaeva Lidiya
Duration: 02:36:01
Description: The second book in the “National Security” series talks about how to deal with the scourge called wastefulness. Ten chapters of the book will tell you how to avoid unnecessary spending in various areas of human life. The reader will find tips that will help save electricity and gasoline, avoid going broke on a trip to the dentist, pay less taxes, buy inexpensive air tickets, etc.

Anton Khodarev| Financial Director of the Sapsan group of companies, Moscow

What questions will you find answers to in this article?

• Why is management accounting needed?
• When developing a management accounting system, what should the General Director personally pay attention to, and what should be entrusted to the financial service
• How to control management accounting data
• Is it necessary to automate management accounting?

• How the director of the 1C company evaluates the effectiveness of the management accounting system

The need to make management decisions related to the functioning and development of a business sooner or later forces the General Director to think about creating an accounting and reporting system that would allow him to solve several problems without problems and, preferably, without leaving his office:

• receive information about your business in financial and physical indicators necessary for making strategic decisions;
• monitor the financial consequences of management decisions;
• monitor the performance of both the entire enterprise and each structural unit, and in some cases evaluate the effectiveness of individual operations.

Unlike financial (accounting) accounting, which is maintained at enterprises in accordance with the law, management accounting serves exclusively for making management decisions. The advantages of a management accounting system are as follows:

• it is written specifically “for the enterprise”;
• the system is flexible and, if necessary, easily adapts to new processes that arise within the framework of the core activity;
• it includes both natural and financial indicators;
• With proper implementation of the system, all accounting principles are clear to employees and heads of structural divisions, and interim reporting is used by them to more effectively solve everyday problems.

REFERENCE

Anton Khodarev – Candidate of Economic Sciences, author of publications on financial management and financial intelligence. Previously, he worked as financial director at TC "Russian Coal", LLC "Interregional Utility Company", as well as acting. O. Head of the financial service of the water division of Russian Utility Systems LLC.

Company group "Sapsan" engaged in the production and marketing of fish products. The group includes a management company in Moscow, factories on Sakhalin and the Kuril Islands, as well as representative offices in Vladivostok, Khabarovsk, Rostov-on-Don, and Nizhny Novgorod.

Evgeniy Kabanov| General Director of the Kubanyagroprod group of companies, Krasnodar region

To understand why you need management accounting, you need to identify the goals that you set for yourself and the tasks that you intend to solve. The company's shareholders, including me, decide on strategic issues, and we want to see the results of ten years of activity in the market. The key indicator for shareholders is the value of the company. If we talk about the methodology for measuring this indicator, then first of all it is necessary to understand that the algorithm for calculating the value of a private (non-public) company is very different from the method for calculating the value of a company whose shares are quoted on the stock market. In addition, the value of a private company is significantly influenced by industry factors. In our case, the value of the holding also depends on absolute and relative indicators of sales volume, net profit, financial leverage and margin of financial strength. We pay special attention to accounting for the cost of processing, in other words, to labor productivity. All other things being equal, it is this indicator that will determine the winner in the competition. We attach great importance to non-financial indicators, such as the number of customers per period (month, quarter, year), client structure, purchasing activity, as well as indicators related to quantitative and qualitative assessments of personnel, and dynamic indicators. This data can only be obtained from management accounting.

Now in our company, information in the management accounting system comes partly from automated accounting, and partly is generated and analyzed in Microsoft Excel. In order to avoid organizational problems and inconveniences with the collection, processing and analysis of information, at the end of 2005 we decided to fully automate the management accounting system at our enterprises.

I think the example of Enron is typical. As you know, investors and creditors of this organization lost money largely because they often paid all their attention to the financial statements and did not see behind the numbers other, no less important indicators that reflect the dynamics of business development.

Implementing management accounting is beneficial for both small and large businesses. Only the data arrays and final indicators differ – the principles remain the same. Agree that sales statistics, turnover, the length of the financial cycle for each product in the context of counterparties, the time it takes to complete the supply chain, and so on are analyzed by General Directors of companies and heads of sales departments in the same way. The difference is that when deciding on the products to bid on, a large company will choose from 10,000 items, and a small company will choose from 100. But the wrong choice will have unpleasant consequences for both.

REFERENCE

GC "Kubanyagroprod" is an agro-industrial vertically integrated company that controls the entire technological process of production of feed soy protein for farm animals (purchase of soybeans, storage, processing) and the sale of final products - soy protein and soy oil. The group includes three companies in the Krasnodar region and a sales office in Moscow.

Management accounting: Russian features

Management accounting is a system of collecting and grouping financial and non-financial information on the basis of which managers make decisions to achieve the goals of the organization (definition from the book “Management Accounting” by Charles Horngren, George Foster and Shrikant Datar).

Recognized management accounting guru Colin Drury, in his book Management Accounting for Business Decisions, defines management accounting as providing organizational leaders with “information on which they can make informed decisions and improve the efficiency and productivity of day-to-day operations. Management accounting information allows you to measure the economic performance of an organization's operating structures operating in a decentralized manner, such as its individual divisions, workshops and departments. Management reporting is entirely optional, that is, such information is prepared only if the benefits from it are expected to be greater than the costs of its preparation.”

According to Svetlana Nikolaeva and Sergei Shebek, authors of the book “Management Accounting. Legends and myths”, management accounting is “an organization management system that involves the implementation of management functions in relation to:

• a set of processes that make up the organization’s activities;
• structural units of the organization participating in the processes;
• resources used in processes;
• indicators reflecting the characteristics of all other categories of management objects to achieve the current and strategic goals of the organization.”

Set your own rules

The concept of the management accounting system is based primarily on the wishes of the General Director. It is he who determines what information he needs to analyze the decisions made. If the General Director pays attention to sales indicators, he may be interested in:

• profitability of each product item;
• goods turnover time;
• the period of stay of the goods in transit;
• terms of stay of goods in warehouses;
• overhead costs associated with the territorial movement of goods.

• data on the financial turnover of goods and services sold;
• amounts of payments on borrowed resources;
• payment characteristics of counterparties;
• cost of goods and services produced;
• financial results.

REFERENCE

OJSC Promtractor includes 12 enterprises controlled by a single management and having intersecting technological chains. The total profit from sales is 1.8 billion rubles, the number of employees is 35,600 people (data for 2005).

Manufactures heavy bulldozer-ripper and pipe-laying equipment (15 basic models). Clients of Promtractor OJSC are companies such as Gazprom, Alrosa, TNK-BP, LUKOIL, RAO UES of Russia, Russian Railways OAO and many others.

Marina Illarionova| Director of Economics at Promtractor OJSC, Cheboksary

For our CEO, management accounting is a tool through which both tactical and strategic decisions are made. Management accounting at Promtractor includes more than 1000 financial and non-financial indicators that make it possible to diagnose the “health” of both the enterprise as a whole and its individual “organs” with a frequency sufficient to make the necessary management decisions and corrective actions if a signal is received presence of problems.

Before the arrival of a new management team in 2002, there was virtually no strategy at the enterprise. With a capacity of 800 units of production per year, the plant produced 200 tractors. The General Director actually had to create from scratch a strategy for the development of the enterprise, and, accordingly, accounting that would allow him to manage the company. There were no ready-made solutions. On the basis of standard accounting, disparate analytical programs in areas and a budgeting system, by 2005 a kind of “matryoshka doll of management accounting” was constructed, providing a balanced system of indicators and enabling the General Director to plan and effectively control the results of the enterprise’s activities and the degree of achievement of strategic goals. During this time, from being an outsider, the company managed to become a leader in the domestic mechanical engineering industry, increasing sales by 3.5 times, and compete on an almost equal basis in the Russian market with such giants as Caterpillar (USA) and Komatsu (Japan). The company's return on sales and EBITA are significantly higher than industry averages and comparable to leaders such as Toyota.

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If everything in terms of accounting is regulated by the state, then the rules of management accounting are established in the company itself. It is better to entrust the step-by-step implementation technology to the financial director or financial and economic service (see Development of a management accounting system in seven stages). I would recommend that the General Director monitor solutions to the following issues:

1. What should the result be?

2. What data is needed for this?

3. Who is responsible for the timely entry of data into the database?

4. How will the data be processed and interpreted?

5. How to establish and control the process?

6. How to automate management accounting?

Development of a management accounting system in seven stages

For the successful development of a management accounting system at an enterprise, your financial service (with the support of top management) is recommended:

1. Determine the financial structure of the enterprise by identifying centers of financial responsibility.

2. Develop the composition, content and forms of management reporting.

3. Develop a classifier of management accounting.

4. Develop methods for management accounting of costs and calculation of product costs.

5. Develop a management chart of accounts and a procedure for reflecting standard business transactions.

6. Develop internal regulations and instructions regulating the maintenance of management accounting.

7. Carry out appropriate organizational changes at the enterprise.

(Based on the article by A. Molvinsky “How to develop and implement a management accounting system at an enterprise”, published in the magazine “Financial Director”)

What kind of result does the General Director want to see?

Some managers prefer detailed reporting forms, others require that all necessary information fit on no more than one A4 sheet. The General Director, who is the customer of management accounting, has every right to prefer any option, the main thing is that it contains all the information necessary for decision-making and allows solving everyday and strategic problems.

What data is needed for this?

To achieve the desired result, you need to determine what data should go into the database and where in the enterprise (or outside its walls) it can be obtained.

If “strict reporting forms” rule the roost in the accounting environment, then information close to expert assessment may enter the management database. That is, for example, the payment deadline under the contract may be one, but the payment deadline set in the database by the financier is completely different (since he agreed on a deferment in order to avoid paying VAT in the current month).

In order to prevent numbers that have nothing to do with reality from entering the management accounting system, it is necessary to control the data placed in the database and the persons who have the ability to make changes to it. What data to use in management accounting should be decided by the financial service, but the General Director must necessarily take part in making this decision. Otherwise, information that is difficult to take into account and enter into the system may end up “overboard” from management accounting.

Who is responsible for timely data entry?

Basic financial indicators usually enter the management accounting system from the accounting department. They are not operational enough, but they are easily verifiable. The remaining data should go into management accounting according to the principle: whoever works with the data enters it. At the same time, care must be taken to ensure that the data enters the system only once, without duplication, and that it is convenient for the person who enters it to work with it in the database.

Data processing and interpretation

If you have decided how the process of collecting information will take place, you need to decide how to interpret the data, what coefficients to calculate and how to interpret them. For example, financial reporting also includes financial analysis, the figures of which allow “in large strokes” to paint a general picture of the financial condition of the enterprise. All the work consists only in the formation of formulas that process arrays of data that enter the database from the accounting department.

How to control

First of all, you need to check that the data you entered is correct. The “rule of the second key” has proven itself well - the interpretation of some indicators should confirm others. For example, information about the actual payment of wages is confirmed by the amount accrued. If there are discrepancies, it means that either not all salaries were issued, or an error crept in somewhere. Of course, control of the management accounting process can be entrusted to a special unit (internal audit department, control and audit group, etc.). However, not all companies today can afford to maintain one division for maintaining management accounting and another for monitoring the correctness of this accounting. In any case, the General Director should not leave the process to chance. Practice shows that a thorough understanding of processes at the initial stage ensures simplicity of activities in the future. Therefore, it is better for the General Director to sacrifice a bit of his time initially and to properly organize the work of those responsible for the implementation of management accounting - subsequently this will allow saving on checking the correctness of data and interpreting information.

Expert opinion

Alexander Mislavsky| Deputy Director of the Department of Management Technologies and Design of Accounting Systems of the Audit and Consulting Group

"Development of business systems", Moscow

Verification of information entering management accounting must be carried out at every stage of working with the system, starting with data entry and ending with obtaining the results of a complex analytical study.

Regulation of access and user rights is mandatory. Information entering the management accounting system must correspond to its source - as a rule, it is a paper medium or an electronic document. A good internal control mechanism is a double entry system. And, by the way, no one canceled the usual audit work, the effectiveness of which is known to everyone. In the process of information processing, it is necessary to use logical control systems. For example, protection against random errors sets predetermined limits for entered indicators. If the operator forgot to put a comma or put it in the wrong place, the specified “input mask” (interval) does not allow entering an incorrect number and, accordingly, eliminates the error at the moment it occurs.

How to automate the process

The issue of data automation and development of internal mathematical analysis apparatus can be entrusted to a third-party organization specializing in such services. However, if the enterprise is small and there is little information, the Microsoft Excel program will cope perfectly with the tasks of management accounting, which is easy to set up on your own.

REFERENCE

The audit and consulting group “Business Systems Development” (RBS) is one of the leaders in the Russian professional services market, a member of the international network IGAF Worldwide. RBS implements more than 150 projects a year.

The company employs about 300 employees with experience in successfully consulting more than 800 of the largest Russian enterprises, natural monopolies, financial and industrial groups, government departments, as well as foreign companies and international financial institutions. According to the Expert rating agency, based on the results of 2004, RBS is included in the Top 10 Russian and international audit and consulting groups.

Boris Nuraliev| Director of the company "1C"

For many years I have been asked (often sarcastically): is it true that I review all payments daily and personally approve them, even if we are talking about an application for the purchase of paper clips? How do I keep up? And it takes me 12-13 minutes every day to handle all my accounts, despite the fact that about 400 payments are made per day. How? Through careful automation. The system prepares a list such that it is not difficult for me to go through it. If you are interested in a specific payment and want to look at it in detail, I simply point the mouse at this position and go deeper (in scientific terms, this system feature is called drill down). But this happens quite rarely: for most applications, no questions arise. If I know that this department head practically doesn’t make mistakes, I don’t go too deep, because all payments are checked by the control and analytical department. Every day I look at shipment data, deviations from plans and from indicators for the same period last year. This takes another 13-15 minutes. Weekly – account balances and summary of customer and employee complaints. Monthly – project data. We keep project records for more than 1,000 projects, and I try to look at the summarized results every month: what is in profit, what is in loss, what corresponds to the plan, what does not fit into it. The accounting system is convenient in that the data is received according to established regulations, it can be easily read and understood what I should do: where the “hole” has formed, what problems need to be urgently addressed, etc. The less time I spend on this, the higher the for me the effectiveness of management accounting. Theoretically, reviewers with good handwriting can prepare this information in the same format without a computer; it will take me the same amount of time to read it, except that paper documents do not support drill down technology and you cannot click on them with the mouse. It’s just clear that in practice it won’t be possible to manually sift through and consolidate at least daily data with the efficiency that I need. Even if you hire dozens of analysts, they won’t keep up.

We also need project accounting, comparison of periods, etc. The fact that the automated system copes with these tasks and I receive the necessary information on time is one of the advantages that automation gives me personally as a director.

How not to make a mistake

It is clear that the best strategy for establishing management accounting is to have employees themselves knock on the door of the General Director’s office every day, talk about the need for implementation, bring reasoned technical specifications, and show interim test results of any accounting systems created by the structural unit. However, in practice, not all enterprise employees are interested in implementing such systems. There may be several reasons:

• reluctance to disclose all the features and pitfalls of one’s direction, since transparency can reveal incompetence;
• the habit of working the old fashioned way - the implementation of management accounting is sometimes comparable to teaching an elderly person to work on a computer from the basics;
• reluctance to switch from one accounting program to another - this is very important for accounting employees, who are sometimes tied to one of the generally accepted accounting programs;
• reluctance to participate in an unclear process.

There is one last factor that needs to be mentioned. Management accounting and its setup is a long and very interesting process.

(the system takes months to be implemented, and in large companies – years). It is important to remember that accounting is not an end in itself, but only a tool for the General Director, allowing him (and, accordingly, the company as a whole) to work more efficiently.

Horngren C., Foster J., Datar S. Management Accounting. 10th ed. St. Petersburg [et al.], 2005. The book talks about the theoretical foundations of information support for the management of a modern enterprise and the practical application of the management accounting system. Examples of building a strategy based on management accounting data are given. | Management accounting practice: Experience of European companies / T. Arens, U. Ask, A. Baretta [etc.]; general ed. T. Groot, C. Lucca. Minsk, 2004. The experience of management accounting in various European companies is analyzed. | Drury K. Management and production accounting: an introductory course. 5th ed., revised. and additional M., 2005. The most complete textbook on management accounting from the most famous author among specialists.

USEFUL INTERNET RESOURCES

• cma.org.ru/cma/21177 Draft methodological recommendations for management accounting, developed at the initiative of the Ministry of Economic Development.
• www.management.com.ua/finance/ A good selection of articles on financial management, many materials are devoted to management accounting.
• www.cfin.ru/ias/manacc/index.shtml A selection of articles about management accounting.
• ww.devbusiness.ru/development/finances/btk_mrep_dt.htm Practical guide and business case on management accounting, developed by Deloitte & Touche.