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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Open the books on accounting with this friendly guide Want to make sense of accounting basics but don't know where to begin? This new edition of Accounting For Dummies helps you speak your accountant's language with ease--minimizing confusion as you maximize profits. Written in plain English, it quickly gets you up to speed on how to manage inventory, report income and expenses for private or public companies, evaluate profit margins, analyze business strengths and weaknesses, manage budgets for a better bottom line, and so much more. Whether you're a small business owner, a manager with budget responsibilities, or just want to understand your 401(k) statements, this friendly guide helps you get a handle on all those columns of numbers--without losing your cool. From tips for getting the most out of reading a financial report to ways to analyze and manage profit--and everything in between--it gives you the jargon-free introduction to accounting you need to make sense of those numbers. * Get the scoop on accounting basics and standards * Read and understand financial statements with ease * Report income and expenses for public or private sectors * Create great financials and boost your bottom line If the thought of accounting gives you anxiety, you're in luck! Accounting For Dummies is your no-nonsense ticket to success!
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Veröffentlichungsjahr: 2016
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Accounting For Dummies®, 6th edition
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ISBN 978-1-119-24548-3 (pbk); ISBN 978-1-119-24567-4 (ebk); ISBN 978-1-119-24568-1 (ebk)
Accounting For Dummies®
To view this book's Cheat Sheet, simply go to www.dummies.com and search for “Accounting For Dummies Cheat Sheet” in the Search box.
Table of Contents
Cover
Introduction
About This Book
Foolish Assumptions
Icons Used in This Book
Beyond the Book
Where to Go from Here
Part 1: Opening the Books on Accounting
Chapter 1: Accounting Spoken Here
Checking Your Preconceptions about Accounting
Providing Vital Financial Information
Taking a Peek behind the Scenes
Focusing on Transactions
Taking the Financial Pulse of a Business
Mapping Accounting Careers
Chapter 2: Introducing Financial Statements
Setting the Stage for Financial Statements
Income Statement
Balance Sheet
Statement of Cash Flows
A Note about the Statement of Changes in Shareowners’ Equity
Gleaning Important Information from Financial Statements
Keeping in Compliance with Accounting and Financial Reporting Standards
Chapter 3: Keeping the Books and Guarding the Family Jewels
Separating the Duties of Bookkeepers and Accountants
Pedaling through the Bookkeeping Cycle
Managing Accounting Systems
Enforce Strong Internal Controls
Double-Entry Accounting
Juggling the Books to Conceal Embezzlement and Fraud
Using Accounting Software in the Cloud and on the Ground
Chapter 4: Knowing the Accounting Entity
Being Aware of the Legal Roots of Business Entities
Securing Capital from Owners
Incorporating a Business
Differentiating Partnerships and Limited Liability Companies
Going It Alone: Sole Proprietorships
Choosing the Right Legal Structure for Income Tax
Part 2: Exploring Financial Statements
Chapter 5: Reporting Profit or Loss in the Income Statement
Presenting Typical Income Statements
Taking Care of Housekeeping Details
Being an Active Reader
Deconstructing Profit
Pinpointing the Assets and Liabilities Used to Record Revenue and Expenses
Reporting Unusual Gains and Losses
Watching for Misconceptions and Misleading Reports
Chapter 6: Reporting Financial Condition in the Balance Sheet
Expanding the Accounting Equation
Presenting a Proper Balance Sheet
Judging Liquidity and Solvency
Understanding That Transactions Drive the Balance Sheet
Sizing Up Assets and Liabilities
Financing a Business: Sources of Cash and Capital
Recognizing the Hodgepodge of Values Reported in a Balance Sheet
Chapter 7: Reporting Cash Sources and Uses in the Statement of Cash Flows
Meeting the Statement of Cash Flows
Explaining the Variance between Cash Flow and Net Income
Sailing through the Rest of the Statement of Cash Flows
Pinning Down “Free Cash Flow”
Limitations of the Statement of Cash Flows
Chapter 8: Financial Accounting Issues
Reporting Changes in Owners’ Equity
Recognizing Reasons for Accounting Differences
Looking at a More Conservative Version of the Company’s Income Statement
Explaining the Differences
Calculating Cost of Goods Sold Expense and Inventory Cost
Recording Depreciation Expense
Scanning the Revenue and Expense Radar Screen
Part 3: Reading Financial Reports
Chapter 9: Getting a Financial Report Ready for Release
Quickly Reviewing the Theory of Financial Reporting
Recognizing Top Management’s Role
Keeping Current with Financial Accounting and Reporting Standards
Making Sure Disclosure Is Adequate
Putting a Spin on the Numbers (Short of Cooking the Books)
Comparing Public and Private Companies
Dealing with Information Overload
Chapter 10: Reading a Financial Report
Knowing the Rules of the Game
Making Investment Choices
Contrasting Reading Financial Reports of Private Versus Public Businesses
Using Ratios to Digest Financial Statements
Frolicking through the Footnotes
Checking Out the Auditor’s Report
Chapter 11: Inside Information for Managers Only
Building on the Foundation of the External Financial Statements
Gathering Financial Condition Information
Culling Profit Information
Part 4: Accounting in Managing a Business
Chapter 12: Analyzing Profit
Helping Managers: The Fourth Pillar of Accounting
Internal Profit Reporting
Looking at Strategic Profit Analysis
Taking a Closer Look at the Lines in the Profit Template
Using the Profit Template for Decision-Making Analysis
Tucking Away Some Valuable Lessons
Closing with a Boozy Example
Chapter 13: Accounting for Costs
Looking down the Road to the Destination of Costs
Are Costs Really That Important?
Becoming More Familiar with Costs
Assembling the Product Cost of Manufacturers
Puffing Profit by Excessive Production
Chapter 14: Budgeting
Putting Budgeting in Its Place
Exploring Budgeting
Looking at Profit Budgeting in Action
Additional Benefits of Budgeting
Is Budgeting Worth the Cost?
Realizing Not Every Business Budgets
Budgeting Cash Flow
Considering Capital Expenditures and Other Cash Needs
Part 5: The Part of Tens
Chapter 15: Ten Tips for Managers
Reach Breakeven and Then Rake in Profit
Set Sales Prices Right
Don’t Confuse Profit and Cash Flow
Call the Shots on Accounting Policies
Budget Well and Wisely
Demand the Accounting Information You Want
Tap into Your CPA’s Expertise
Critically Review Your Controls over Employee Dishonesty and Fraud
Lend a Hand in Preparing Your Financial Reports
Speak about Your Financial Statements as a Pro
Chapter 16: Ten Tips for Reading a Financial Report
Get in the Right Frame of Mind
Decide What to Read
Improve Your Accounting Savvy
Judge Profit Performance
Test Earnings Per Share (EPS) against Change in Bottom Line
Tackle Unusual Gains and Losses
Check Cash Flow From Profit
Look for Signs of Financial Distress
Recognize the Possibility of Restatement and Fraud
Remember the Limits of Financial Reports
Appendix: Glossary: Slashing through the Accounting Jargon Jungle
About the Author
Advertisement Page
Connect with Dummies
End User License Agreement
Guide
Cover
Table of Contents
Begin Reading
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Introduction
You may know individuals who make their living as accountants. You may be thankful that they’re the accountants and you’re not. You may prefer to leave accounting to the accountants and think that you don’t need to know anything about accounting. This attitude reminds me of the old Greyhound Bus advertising slogan: “Leave the Driving to Us.” Well, if you could get around everywhere you wanted to go on the bus, that would be no problem. But if you have to drive most places, you’d better know something about cars. Throughout your life, you do a lot of “financial driving,” and you should know something about accounting.
Sure, accounting involves numbers. So does watching your car mileage, knowing your blood pressure, keeping track of your bank balance, negotiating the interest rate on your home mortgage, monitoring your retirement fund, and bragging about your kid’s grade point average. You deal with numbers all the time. Accountants provide financial numbers, and these numbers are very important in your financial life. Knowing nothing about financial numbers puts you at a serious disadvantage. In short, financial literacy requires a working knowledge of accounting, which this book provides.
About This Book
Here are some advantages this book offers over other accounting texts:
I explain accounting in plain English, and I keep jargon and technical details to a minimum. (You can also find a glossary of accounting terms in the back of the book.)
I carefully follow a step-by-step approach in explaining topics.
I include only topics that nonaccountants should understand; I avoid topics that only practicing accountants have to know.
I include candid discussions of sensitive accounting topics that go unmentioned in many books.
I’ve set up the book so you can read the chapters in any order you please. You can tailor your reading plan to give priority to the chapters of most interest to you and read other chapters as time permits.
I should mention one thing: This book is not an accounting textbook. Introductory accounting textbooks are ponderous, dry as dust, and overly detailed. However, textbooks have one useful feature: They include exercises and problems. If you have the time, you can gain additional insights and test your understanding of accounting by working the exercises and short problems in my book Accounting Workbook For Dummies (Wiley).
Foolish Assumptions
I assume that you have a basic familiarity with the business world, but I take nothing for granted regarding how much accounting you know. I start at the beginning. Even if you have some knowledge of accounting and financial statements, I think you’ll find this book useful. The book should provide insights you haven’t thought of before (I gained many new insights about accounting while writing this book, that’s for sure).
I’ve written this book with a wide audience in mind. You should find yourself more than once in the following list of potential readers:
Business managers (at all levels):
Trying to manage a business without a good grip on financial statements can lead to disaster. How can you manage the financial performance of your business if you don’t understand your financial statements in the first place?
Business buyers and sellers:
Anyone thinking of buying or selling a business should know how to read its financial statements and how to “true up” these accounting reports that serve as a key point of reference for setting a market value on the business.
Entrepreneurs:
As budding business managers, they need a solid grasp of accounting basics.
Active investors:
Investors in marketable securities, real estate, and other ventures need to know how to read financial statements, both to stay informed about their investments and to spot any signs of trouble.
Passive investors:
Many people let the pros manage their money by investing in mutual funds or using investment advisors to handle their money; even so, they need to understand the investment performance reports they get, which use plenty of accounting terms and measures.
Accountants to be:
This book is a good first step for anyone considering a career in professional accounting. If the content turns you off, you may want to look for another vocation.
Bookkeepers:
Strengthening their knowledge of accounting should improve their effectiveness and value to the organization and advance their careers.
People who want to take control of their personal finances:
Many aspects of managing your personal finances involve the accounting vocabulary and accounting-based calculation methods.
Anyone interested in following economic, business, and financial news:
Articles in
The Wall Street Journal
and other financial news sources are heavy with accounting terms and measures.
Administrators and managers of government and not-for-profit entities:
Although making profit is not the goal of these entities, they have to stay within their revenue limits and keep on a sound financial footing.
Politicians at local, state, and federal levels:
These men and women pass many laws having significant financial consequences, and the better they understand accounting, the better informed their votes should be (we hope).
Investment bankers, institutional lenders, and loan officers:
I don’t really have to tell these folks that they need to understand accounting; they already know.
Business and finance professionals:
This includes lawyers and financial advisors, of course, but even clergy counsel members of their flock on financial matters occasionally.
I could put others in the preceding list, but I think you get the idea that many different people need to understand the basics of accounting. Perhaps someone who leads an isolated contemplative life and renounces all earthly possessions doesn’t need to know anything about accounting, but, then again, I don’t know.
Icons Used in This Book
The following icons can help you find information quickly and easily.
This icon points out accounting ideas that are particularly deserving of your attention. These concepts are the undergirding and building blocks of accounting — concepts that you should be very clear about and that clarify your understanding of accounting principles in general.
This icon calls your attention to useful advice on practical financial topics. It saves you the cost of buying a highlighter.
Taking special note of Warning material can steer you around a financial road hazard and keep you from blowing a fiscal tire. In short — watch out!
I use this icon sparingly. It refers to specialized accounting stuff that’s heavy going, which only a CPA could get really excited about. However, you may find these topics interesting enough to return to them when you have the time. Feel free to skip these points and stay with the main discussion the first time through.
Beyond the Book
This book is packed with useful information, but if you’re looking for a super-compact overview of the most important points, check out the online Cheat Sheet. Simply go to www.dummies.com and search for “Accounting For Dummies Cheat Sheet” in the Search box. You’ll find FAQs on financial statements, accounting tips for business managers, and definitions of key accounting terms.
Where to Go from Here
There’s no law against starting on page 1 and reading through to the last page. However, you may first want to scan the book’s Contents at a Glance and see which chapters pique your interest.
Perhaps you’re an investor who’s interested in learning more about financial statements and the key financial statement ratios for investors. In that case, you might start with Chapters 5, 6, and 7, which explain the three primary financial statements of businesses, and finish with Chapter 10, on reading a financial report. (And don’t overlook Chapter 16.)
Or maybe you’re a small-business owner/manager with a basic understanding of your financial statements, but you need to improve how you use accounting information for making key profit decisions and for planning and controlling your cash flow. You might jump right into Chapters 12 and 14, which explain analyzing profit behavior and budgeting cash flows.
The book is not like a five-course dinner, in which you have to eat in the order the food is served to you. It’s more like a buffet line, from which you can pick and choose and eat in whatever order you like.
Part 1
Opening the Books on Accounting
IN THIS PART …
Discover how accountants are the financial information gatekeepers in the economy and why accounting is so important for for-profit businesses, nonprofit organizations, and government agencies.
Find out how a business or other entity prepares its financial statements, its tax returns, and the reports to its managers. Know how to make sure these documents conform to established standards.
Get the lowdown on bookkeeping — the record-keeping part of accounting — to ensure that the financial information of a business is timely, complete, accurate, and reliable, especially the numbers reported in financial statements and tax returns.
Understand the various types of business entities and how accounting differs for each one.
Chapter 1
Accounting Spoken Here
IN THIS CHAPTER
Realizing how accounting is relevant to you
Grasping how all economic activity requires accounting
Watching an accounting department in action
Shaking hands with business financial statements
Mapping a career in accounting
I had a captive audience when I taught Accounting 101 because, then as well as now, all business school students have to take this course. In contrast, very few arts and science students elect the course, which is their loss. Accounting 101 teaches about business, including the nature of profit (which most people don’t fully understand) and the fundamentals of capitalism.
The course is a very good training ground for becoming financially literate. Accounting is the language of business, finance, investing, and taxes. To be financially literate, you need to know basic accounting. These days, there’s a big push to improve financial literacy, and a basic accounting course offers a useful framework for understanding and thinking about financial issues.
In one sense, this book is the accounting course you never took. For business grads, the book presents an opportune review of topics you’ve gotten rusty on. I dare say that even accounting majors can glean a lot of insights from this book. You don’t need a college education to gain from this book, however. Like all the For Dummies books, this book delivers useful information in a plain-talking manner, with a light touch to keep it interesting.
As you go through life, you come face to face with a flood of accounting-generated information — more than you would ever imagine. Regrettably, much of this information isn’t intuitive, and it doesn’t come with a user’s manual. In short, most of the accounting information you encounter is not readily transparent.
One main reason for learning some accounting is to understand its vocabulary and valuation methods so you can make more intelligent use of the information. Accountants are financial scorekeepers. In playing or watching any game, you need to know how the score is kept. The purpose of this book is to make you a knowledgeable spectator of the accounting game.
Let me point out another reason you should know accounting basics — the defensive reason. A lot of people in the cold, cruel financial world are on the prowl to take advantage of your lack of savvy about accounting. These unscrupulous characters treat you as a lamb waiting to be fleeced. The best defense against such tactics is to know some accounting, which helps you ask the right questions and understand the crucial points on which con artists want to keep you in the dark.
Providing Vital Financial Information
In a nutshell, accountants “keep the books” of businesses — and of not-for-profit (NFP) and government entities also — by following systematic methods to record the financial activities of the entity. All this recordkeeping is done for one primary purpose: to create the database necessary for the preparation of financial reports, tax returns, and other types of financial communications. In financial reports, accounting information is presented in the form of financial statements that are packaged with other information such as explanatory footnotes and a letter from top management. Accountants design financial reports for non-accountants, such as business owners, lenders, and investors.
Financial reports are sent to people who have a stake in the outcomes of the activities. If you own stock in General Electric, for example, or you have money in a mutual fund, you receive regular financial reports. If you invest your hard-earned money in a private business or a real estate venture, or if you save money in a credit union, you receive regular financial reports. If you’re a member of a nonprofit association or organization, you’re entitled to receive regular financial reports. I hope you carefully read these financial reports, but if you don’t — or if you do yet don’t understand what you’re reading — it could be that you don’t understand the language of accounting.
One important reason for studying accounting is to make sense of the financial statements in the financial reports you get. I guarantee that Warren Buffett knows accounting and how to read financial statements. I sent him a copy of my book How to Read a Financial Report (John Wiley & Sons). In his reply, he said he planned to recommend it to his “accounting challenged” friends.
Recognizing users of accounting information
People who use accounting information fall into two broad groups: insiders and outsiders. Business managers are insiders; they have the authority and responsibility to run a business. They need a good understanding of accounting terms and the methods used to measure profit and put values on assets and liabilities. Accounting information is indispensable for planning and controlling the financial performance and condition of the business. Likewise, administrators of NFP and governmental entities need to understand the accounting terminology and measurement methods in their financial statements.
The rest of us are outsiders. We aren’t privy to the day-to-day details of a business or organization. We have to rely on financial reports from the entity to know what’s going on. Therefore, we need to have a good grip on the financial statements included in the financial reports. For all practical purposes, financial reports are the only source of financial information we get directly from a business or other organization.
By the way, the employees of a business — even though they obviously have a stake in the success of the business — don’t necessarily receive its financial reports. Only the investors in the business and its lenders are entitled to receive the financial reports. Of course, a business could provide this information to employees who aren’t shareowners, but generally speaking, most businesses do not. The financial reports of public businesses are in the public domain, so their employees can easily secure a copy. However, financial reports are not automatically mailed to all employees of a public business.
In your personal financial life, a little accounting knowledge is a big help for understanding investing in general, how investment performance is measured, and many other important financial topics. With some basic accounting knowledge, you’ll sound much more sophisticated when speaking with your banker or broker. I can’t promise you that learning accounting will save you big bucks on your income taxes, but it can’t hurt and will definitely help you understand what your tax preparer is talking about.
This is not a book on bookkeeping and recordkeeping systems. I offer a brief explanation of procedures for capturing, processing, and storing accounting information in Chapter 3. Even experienced bookkeepers and accountants should find some useful nuggets in that chapter. However, this book is directed to users of accounting information. I focus on the end products of accounting, particularly financial statements, and not on how information is accumulated. When buying a new car, you’re interested in the finished product, not details of the manufacturing process that produced it.
Using accounting in your personal financial life
I’m sure you know the value of learning personal finance and investing fundamentals. (Given the big push these days on improving financial literacy, I recommend Personal Finance For Dummies and Investing For Dummies by Eric Tyson, MBA, both published by Wiley.) A great deal of the information you use in making personal finance and investment decisions is accounting information. However, I do have one knock on books in these areas: They don’t make clear that you need a solid understanding of financial statements to make good use of the financial information.
I’ve noticed that a sizable percent of the populace bash the profit motive and seem to think businesses should not make a profit. I would remind you, however, that you have a stake in the financial performance of the business you work for, the government entities you pay taxes to, the churches and charitable organizations you donate money to, the retirement plan you participate in, the businesses you buy from, and the healthcare providers you depend on. The financial performance and viability of these entities has a direct bearing on your personal financial life and well-being.
We’re all affected by the profit performance of businesses, even though we may not be fully aware of just how their profit performance affects our jobs, investments, and taxes. For example, as an employee, your job security and your next raise depend on the business’s making a profit. If the business suffers a loss, you may be laid off or asked to take a reduction in pay or benefits. Business managers get paid to make profit happen. If the business fails to meet its profit objectives or suffers a loss, its managers may be replaced (or at least not get their bonuses). As an author, I hope my publisher continues to make a profit so I can keep receiving my royalty checks.
Your investments in businesses, whether direct or through retirement accounts and mutual funds, suffer if the businesses don’t turn a profit. I hope the stores I trade with make profit and continue in business. The federal government and many states depend on businesses’ making profit so they can collect income taxes from them.
Accounting extends into many nooks and crannies of your life. You’re doing accounting when you make entries in your checkbook and when you fill out your federal income tax return. When you sign a mortgage on your home, you should understand the accounting method the lender uses to calculate the interest amount charged on your loan each period. Individual investors need to understand accounting basics in order to figure their return on invested capital. And it goes without saying that every organization, profit-motivated or not, needs to know how it stands financially.
Seeing accounting at work
Accounting methods must fit the nature of the entity being accounted for and how the entity carries out its purpose. Accounting is not a case of one size fits all. Here’s a quick sweep of the radar screen to give you an idea of different types of entities that accounting methods are adapted to:
Accounting for profit-motivated businesses and accounting for nonprofit organizations (such as hospitals, homeowners’ associations, churches, credit unions, and colleges)
Income tax accounting while you’re living and estate tax accounting after you die
Accounting for farmers who grow their products, accounting for miners who extract their products from the earth, accounting for producers who manufacture products, and accounting for retailers who sell products that others make
Accounting for businesses and professional firms that sell services rather than products, such as the entertainment, transportation, and healthcare industries
Accounting where periodic financial statements are legally mandated (public companies are the primary example) and accounting where such formal accounting reports are not legally required
Accounting that mainly adheres to historical cost (businesses) and accounting that records changes in market value (mutual funds, for example)
Accounting in the private sector of the economy and accounting in the public (government) sector
Accounting for going-concern businesses that will be around for some time and accounting for businesses in bankruptcy that may not be around tomorrow
Accounting is necessary in a free-market capitalist economic system. It’s equally necessary in a centralized, government-controlled socialist economic system. All economic activity requires information. The more developed the economic system, the more the system depends on information. Much of the information comes from the accounting systems used by the businesses, institutions, individuals, and other players in the economic system.
Some of the earliest records of history are the accounts of wealth and trading activity. The need for accounting information was a main incentive in the development of the number system we use today. The history of accounting is quite interesting (but beyond the scope of this book).
Taking a Peek behind the Scenes
Every business and not-for-profit entity needs a reliable bookkeeping system (see Chapter 3). Accounting is a much broader term than bookkeeping. For one thing, accounting encompasses the problems in measuring the financial effects of economic activity. Furthermore, accounting includes the function of financial reporting to those who need the information. Business managers and investors and many other people depend on financial reports for information about the performance and condition of the entity.
Bookkeeping — also called recordkeeping — refers to the process of capturing, accumulating, organizing, storing, protecting, and accessing the financial information base of the entity. Of course, the financial information base should be complete, accurate, and timely. Every recordkeeping system needs quality controls built into it, which are called internal controls or internal accounting controls. When an error creeps into the system, it can be difficult to root out and correct. Data entry controls are particularly important. The security of online and computer-based accounting systems has become a top priority of both for-profit businesses and not-for-profit entities. So-called cyber threats are a serious problem and can bring a big business to its knees.
Accountants design the internal controls for the recordkeeping system, which serve to minimize errors in recording the large number of activities that an entity engages in over a specific time period. The internal controls that accountants design are also relied on to detect and deter theft, embezzlement, fraud, and dishonest behavior of all kinds. In accounting, internal controls are the ounce of prevention that’s worth a pound of cure.
Most people don’t realize the importance of the accounting department in keeping a business operating without hitches and delays. That’s probably because accountants oversee many of the back-office functions in a business — as opposed to sales, for example, which is frontline activity, out in the open and in the line of fire. Go into any retail store, and you’re in the thick of sales activities. But have you ever seen a company’s accounting department in action?
Folks may not think much about these back-office activities, but they would sure notice if those activities didn’t get done. On payday, a business had better not tell its employees, “Sorry, but the accounting department is running a little late this month; you’ll get your checks later.” And when a customer insists on up-to-date information about how much he or she owes the business, the accounting department can’t very well say, “Oh, don’t worry, just wait a week or so, and we’ll get the information to you then.”
Typically, the accounting department is responsible for the following:
Payroll: The total wages and salaries earned by every employee every pay period, which are called gross wages or gross earnings, have to be calculated. Based on detailed private information in personnel files and earnings-to-date information, the correct amounts of income tax, Social Security tax, and several other deductions from gross wages have to be determined.
Actually, a good deal of information has to be reported to employees each pay period, regarding withholdings and employee benefits. Retirement, vacation, sick pay, and other benefits earned by the employees have to be updated every pay period. Many employees do not get a payroll check. Instead, their money is sent electronically to the employee’s bank account. The total amounts of withheld income tax and Social Security taxes, plus the employment taxes imposed on the employer, have to be paid to federal and state government agencies on time.
In short, payroll is a complex and critical function that the accounting department performs. Note: Many businesses outsource payroll functions to companies that specialize in this area.
Cash collections:
All cash received from sales and from all other sources has to be carefully identified and recorded, not only in the cash account but also in the appropriate account for the source of the cash received. The accounting department makes sure that the cash is deposited in the appropriate checking accounts of the business and that an adequate amount of coin and currency is kept on hand for making change for customers. Accountants balance the checkbook of the business and control which persons have access to incoming cash receipts. (In larger organizations, the
treasurer
may be responsible for some of these cash-flow and cash-handling functions.)
Cash payments (disbursements):
A business writes many other checks during the course of a year — to pay for a wide variety of purchases, to pay property taxes, to pay on loans, and to distribute some of its profit to the owners of the business, for example. The accounting department prepares all these checks for the signatures of the business officers who are authorized to sign checks. The accounting department keeps all the supporting business documents and files to know when the checks should be paid, makes sure that the amount to be paid is correct, and forwards the checks for signature. More and more businesses are switching to electronic methods of payments, which avoids the need for actually writing checks and mailing the checks. Electronic payments must be carefully protected to guard against hackers who would like to divert payments to themselves.
Procurement and inventory:
Accounting departments usually are responsible for keeping track of all purchase orders that have been placed for
inventory
(products to be sold by the business) and all other assets and services that the business buys, from light bulbs to forklifts. A typical business makes many purchases during the course of a year, many of them on credit, which means that the items bought are received today but paid for later. So this area of responsibility includes keeping files on all liabilities that arise from purchases on credit so that cash payments can be processed on time. The accounting department also keeps detailed records on all products held for sale by the business and, when the products are sold, records the cost of the goods sold.
Costing:
Costs are not as obvious as you might think. Tell someone that the cost of a new car is so many dollars, and most people accept the amount without question. Business owners and managers know better. Many decisions have to be made regarding which factors to include in the manufacturing cost of a product or in the purchase costs of products sold by retailers such as Costco and Wal-Mart. Tracking costs is a major function of accounting in all businesses.
Property accounting:
A typical business owns many different substantial long-term assets that go under the generic name
property, plant, and equipment
— including office furniture and equipment, retail display cabinets, computers, machinery and tools, vehicles (autos and trucks), buildings, and land. Except for relatively small-cost items, such as screwdrivers and pencil sharpeners, a business maintains detailed records of its property, both for controlling the use of the assets and for determining personal property and real estate taxes. The accounting department keeps these property records.
Liabilities accounting:
An entity must keep track of all relevant details about every liability it owes — from short-term purchases on credit to long-term notes payable. No entity can lose track of a liability and not pay it on time (or negotiate an extension) without hurting its credit rating.
In most businesses and other entities, the accounting department is assigned other functions as well, but this list gives you a pretty clear idea of the back-office functions that the accounting department performs. Quite literally, a business could not operate if the accounting department did not do these functions efficiently and on time. And to repeat one point, to do these back-office functions well, the accounting department must design a good bookkeeping system and make sure that it’s accurate, complete, and timely.
Focusing on Transactions
The recordkeeping function of accounting focuses on transactions, which are economic exchanges between a business or other entity and the parties with which the entity interacts and makes deals. A good accounting system captures and records every transaction that takes place without missing a beat. Transactions are the lifeblood of every business, the heartbeat of activity that keeps it going. Understanding accounting, to a large extent, means understanding how accountants record the financial effects of transactions.
The financial effects of many transactions are clear-cut and immediate. On the other hand, figuring out the financial effects of some transactions is puzzling and dependent on future developments. The financial effects of some transactions can be difficult to determine at the time of the original transaction because the outcome depends on future events that are difficult to predict. I bring up this point because most people seem to think that accounting for transactions is a cut-and-dried process. Frankly, recording some transactions is more in the nature of “let’s make our best assessment, cross our fingers, and wait and see what happens.” The point is that recording the financial effects of some transactions is tentative and conditional on future events.
Separating basic types of transactions
A business is a whirlpool of transactions. Accountants categorize transactions into three broad types:
Profit-making transactions consist of revenue and expenses as well as gains and losses outside the normal sales and expense activities of the business. I explain earlier in the chapter that one way to look at profit is as an increase in retained earnings (surplus). Another way of defining profit is as the amount of total revenue for the period minus all expenses for the period. Both viewpoints are correct.
Included in this group of transactions are transactions that take place before or after the recording of revenue and expenses. For example, a business buys products that will be held for future sale. The purchase of the products is not yet an expense. The expense is not recorded until the products are sold. The purchase of products for future sale must, of course, be recorded when the purchase takes place.
Investing transactions
refers to the acquisition (and eventual disposal) of
long-term operating assets
such as buildings, heavy machinery, trucks, office furniture, and so on. Some businesses also invest in
financial assets
(bonds, for example). These are not used directly in the operations of the business; the business could get along without these assets. These assets generate investment income for the business. Investments in financial assets are included in this category of transactions.
Financing transactions
refers to raising capital and paying for the use of the capital. Every business needs assets to carry on its operations, such as a working balance of cash, inventory of products held for sale, long-term operating assets (as described in the preceding bullet point), and so on. Broadly speaking, the capital to buy these assets comes from two sources: debt and equity.
Debt
is borrowed money, on which interest is paid.
Equity
is ownership capital. The payment for using equity capital depends on the ability of the business to earn profit and have the cash flow to distribute some or all of the profit to its equity shareholders.
Profit-making transactions, also called operating activities, are high frequency. During the course of a year, even a small business has thousands of revenue and expense transactions. (How many cups of coffee, for example, does your local coffee store sell each year? Each sale is a transaction.) In contrast, investing and financing transactions are generally low frequency. A business does not have a high volume of these types of transactions, except in very unusual circumstances.
Knowing who’s on the other side of transactions
Another way to look at transactions is to look at the counterparties of the transactions; this term refers to the persons or entities that the business enters into an economic exchange with. A business interacts with a variety of counterparties. A business is the hub of transactions involving the following persons and entities:
Its
customers,
who buy the products and services that the business sells; also, a business may have other sources of income, such as investments in financial assets (bonds, for example)
Its
employees,
who provide services to the business and are paid wages and salaries and are provided with benefits, such as retirement plans, medical insurance, workers’ compensation, and unemployment insurance
Independent contractors,
who are hired on a contract basis to perform certain services for the business; these services can be anything from hauling away trash and repairing plumbing problems to advising the business on technical issues and auditing by a CPA firm
Its
vendors and suppliers,
who sell a wide range of things to the business, such as products for resale, electricity and gas, insurance coverage, telephone and Internet services, and so on
Government entities,
which are the federal, state, and local agencies that collect income taxes, sales taxes, payroll taxes, and property taxes from or through the business
Sellers of the various long-term operating assets
used by the business, including building contractors, machinery and equipment manufacturers, and auto and truck dealers
Its
debt sources of capital,
who loan money to the business, charge interest on the amount loaned, and are due to be repaid at definite dates in the future
Its
equity sources of capital,
the individuals and financial institutions that invest money in the business as owners and who expect the business to earn profit on the capital they invest
Recording events
Certain other events that have a financial impact on the business have to be recorded as well. They’re called events because they’re not based on give-and-take bargaining — unlike the something-given-for-something-received nature of economic exchanges. Events such as the following have an economic impact on a business and are recorded:
A business may lose a lawsuit and be ordered to pay damages. The liability to pay the damages is recorded.
A business may suffer a flood loss that is uninsured. The waterlogged assets may have to be written down, meaning that the recorded values of the assets are reduced to zero if they no longer have any value to the business. For example, products that were being held for sale to customers (until they floated down the river) must be removed from the inventory asset account.
A business may decide to abandon a major product line and downsize its workforce, requiring that severance compensation be paid to the laid-off employees.
As I explain in more detail in Chapter 3, at the end of the year, the accountant conducts a special survey to ensure that all events and developments during the year that should be recorded have been recorded so that the financial statements and tax returns for the year are complete and correct.
Taking the Financial Pulse of a Business
I devote a good deal of space in this book to explaining financial statements. In Chapter 2, I explain the fundamental information components of financial statements, and then Part 2 gets into the nitty-gritty details. Here, I simply want to introduce you to the primary kinds of financial statements so you know from the get-go what they are and why they’re so crucial.
Financial statements are prepared at the end of each accounting period. A period may be one month, one quarter (three calendar months), or one year. Financial statements report summary amounts, or totals. Accountants seldom prepare a complete listing of the details of all the activities that took place during a period or the individual items making up a total amount. Business managers may need to search through a detailed list of all the specific transactions that make up a total amount, and when they want to drill down into the details, they ask the accountant for the more detailed information. But this sort of detailed listing is not a financial statement — although it may be very useful to managers.
The outside, nonmanager investors in a business receive summary-level financial statements. For example, investors see the total amount of sales revenue for the period but not how much was sold to each and every customer. Financial statements are based on the assumption that you, the reader, are not a manager of the business (see “Recognizing users of accounting information,” earlier in this chapter). The managers of the business should make good use of their financial statements, but they also need more detailed information beyond what’s in the business’s financial statements.
Meeting the balance sheet (statement of financial condition)
One type of financial statement is a “Where do we stand at the end of the period?” type of report. This is called the statement of financial condition or, more commonly, the balance sheet. The date of preparation is given in the header, or title, at the top of this financial statement. I present and explain a typical balance sheet in Chapter 2. My purpose here is simply to present the basic content in a balance sheet.
A balance sheet summarizes the two opposite aspects of a business, which you could think of as the financial yin and yang of the business:
Assets:
One side of the balance sheet lists the
assets
of the business, which are the economic resources owned and being used in the business. The asset
values
reported in the balance sheet are the amounts recorded when the assets were originally acquired — although I should mention that an asset is written down below its historical cost when the asset has suffered a loss in value. (And to complicate matters, some assets are written up to their current fair values.) Some assets have been on the books only a few weeks or a few months, so their reported historical values are current. The values for other assets, on the other hand, are their costs when they were acquired many years ago.
Sources of assets: On the other side of the balance sheet is a breakdown of where the assets came from, or their sources. Assets do not materialize out of thin air. Assets arise from three basically different sources:
Creditors:
Businesses borrow money in the form of interest-bearing loans that have to be paid back at a later date, and they buy things on credit that are paid for later. So part of total assets can be traced to creditors, which are the
liabilities
of a business.
Owners:
Every business needs to have owners invest capital (usually money) in the business.
Profit:
Businesses retain part or all of their annual profits, increasing the
surplus
of the business. I use this term earlier in “
Thinking about where assets come from
.” In most balance sheets, surplus is called
retained earnings
or an equivalent title. From here on, I stick with the title
retained earnings
.
One final definition: The total of owners’ capital invested in the business and its retained earnings is labeled owners’ equity.
Given the basic sources of assets, the financial condition of a business is condensed as follows:
The dollar signs are to remind you that for each item, there’s a dollar amount that goes with it. This depiction of financial condition is referred to as the accounting equation. It stresses the point that the total amount of all assets equals the total amount of liabilities and owners’ equity. One side cannot be heavier than the other side. An imbalance signals accounting errors in recording the transactions of the business.
Looking at the accounting equation, you can see why the statement of financial condition is called the balance sheet; the equal sign means the two sides balance or are equal in total amounts.
Suppose a business reports $2.5 million total assets (without going into the details of which particular assets the business holds). Knowing that total assets are on the books at $2.5 million, we also know that the total of its liabilities, plus the capital invested by its owners, plus its retained profit, adds up to $2.5 million.
Continuing with this example, suppose that the total amount of the liabilities of the business is $1.0 million. This means that the total amount of owners’ equity in the business is $1.5 million, which equals total assets less total liabilities. This amount is also called the net worth of the business; to be more accurate, it should be called the recorded net worth of the business (which does not necessarily equal the present market value of the business). Without more information, we don’t know how much of total owners’ equity is traceable to capital invested by the owners in the business and how much is the result of profit retained in the business. But we do know that the total of these two sources of owners’ equity is $1.5 million.
A POP QUIZ
Here’s a teaser for you. If a business’s total assets equal $2.5 million and its total liabilities equal $1.0 million, we know that its total owners’ equity is $1.5 million. Question: Could the owners have invested more than $1.5 million in the business? Answer: Yes. One possibility is that the owners invested $2.5 million, but the business has so far accumulated $1.0 million of losses instead of making a profit. The accumulated loss offsets the amount invested, so the owners’ equity is only $1.5 million net of its cumulative loss of $1.0 million. The owners bear the risk that the business may be unable to make a profit. Instead of retained earnings, the business would report a $1.0 million deficit in its balance sheet.
Double-entry bookkeeping is a centuries-old, very clever method for keeping the accounting equation in balance. I discuss double-entry bookkeeping in Chapter 3
