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Chapter 3
Acquiring and Organizing
Management Resources
          ๏‚—  ๏‚–
๏‚—   Purpose and Use of
                               ๏‚—   A Cash Versus Accrual
                                   Example
    Records
                               ๏‚—   Farm Financial
๏‚—   Farm Business Activities       Standards Council
๏‚—   Basic Accounting Terms         Recommendations
๏‚—   Options in Choosing an
                               ๏‚—   Chart of Accounts
    Accounting System
                               ๏‚—   Output from an
                                   Accounting System
๏‚—   Basics of Cash
    Accounting

    farm management
                                                           2
    chapter 3
1.    To appreciate the value of
           establishing and selecting a good
           accounting system
     2.    To outline the concepts of cash
           and accrual accounting
     3.    To review some recommendations
           of the Farm Financial Standards
           Council
     4.    To introduce some financial
           records
farm management
                                               3
chapter 3
1.     Measure profit and assess financial
       condition
2.     Provide data for business analysis
3.     Assist in obtaining loans
4.     Measure the profitability of individual
       enterprises
5.     Assist in the analysis of new investments
6.     Prepare income tax returns


farm management
                                                   4
chapter 3
โ€ข These are among the most important
    reasons for keeping records.

  โ€ข Profit is estimated by developing an
    income statement, the topic of chapter 6.


  โ€ข The financial condition is shown on the
    balance sheet, the topic of chapter 5.

farm management chapter 3                       5
โ€ข Use the information from the balance
        sheet and income statement to
        perform an in-depth analysis.

      โ€ข Analysis of past decisions is useful
        for making current and future
        decisions.



farm management chapter 3                      6
โ€ข Lenders require financial information
       about the farm business to assist them
       in their lending decisions.

     โ€ข Following the farm financial difficulties
       during the 1980s, many agricultural
       lenders are requiring more and better
       records.

     โ€ข Good records increase the odds of
       getting a loan.
farm management chapter 3                          7
โ€ข Internal Revenue Service (IRS)
        regulations require keeping records
        for tax purposes.

      โ€ข Tax records are often inadequate for
        management purposes.

      โ€ข Sound record-keeping can also help
        reduce income tax obligations.

farm management chapter 3                      8
๏‚—   Production Activities
๏‚—   Investment Activities
๏‚—   Financing Activities




farm management chapter 3   9
farm management chapter 3   10
These accounting transactions involve
 activities related to the production of:

 โ€ขcrops and livestock
 โ€ขrevenue from product sales or
 โ€ขother farm revenue is included
 โ€ขas are production expenses.




farm management chapter 3                   11
These activities relate to the purchase,
 depreciation, and sale of long-lived assets,
 such as land, equipment, or breeding livestock.

 Records should include:
 โ€ขpurchase date and price,
 โ€ขannual depreciation,
 โ€ขbook value,
 โ€ขcurrent market value,
 โ€ขsale date and price, and
 โ€ขgain or loss when sold.
farm management chapter 3                     12
โ€ข These transactions relate to borrowing
  money, and paying the interest and
  principal on loans.

โ€ข Financing activities include money
  borrowed to finance new investments
  and money borrowed to finance
  production activities.


farm management chapter 3                  13
๏‚—   Account payable         ๏‚—   Inventory
๏‚—   Account receivable      ๏‚—   Liability
๏‚—   Accrued expense         ๏‚—   Net Farm Income
๏‚—   Asset                   ๏‚—   Owner Equity
๏‚—   Credit                  ๏‚—   Prepaid Expense
๏‚—   Debt                    ๏‚—   Profit
๏‚—   Expense                 ๏‚—   Revenue



farm management chapter 3                         14
An expense that has been incurred but
    not yet paid.

    Typical accounts payable are for items
    charged at farm supply stores
    where the purchaser is given 30 to 90
    days to pay the amount due.



farm management chapter 3                    15
Revenue for a product that has been sold
      or a service provided but for which no
      payment has yet been received.

      An example would be custom work for a
      neighbor who has agreed to make payment
      at a future time.



farm management chapter 3                        16
An expense that accrues or accumulates
           daily but which has not yet been paid.

           Examples are interest on loans and
           property taxes.




farm management chapter 3                           17
An item of value, tangible or financial.

          Examples would include machinery,
          land, bank accounts, buildings, grain,
          and livestock.




farm management chapter 3                            18
โ€ข An accounting entry in the right-hand
    side of a double-entry ledger.
  โ€ข A credit entry records a decrease in the
    value of an asset.
  โ€ข It records an increase in liability, owner
    equity, or an income account.



farm management chapter 3                        19
โ€ข An accounting entry in the left-
          hand side of a double-entry ledger.

        โ€ข A debit entry records an increase
          in an asset or expense account.
        โ€ข It records a decrease in liability or
          owner equity.



farm management chapter 3                         20
A cost or expenditure incurred in the
            production of revenue.




farm management chapter 3                           21
The physical quantity and financial
      value of products produced for sale that
      have not yet been sold.




farm management chapter 3                        22
A debt or other financial obligation that
       must be paid at some point in the future.




farm management chapter 3                          23
Revenue minus expenses. The same
            as profit.




farm management chapter 3                      24
โ€ข The difference between business assets
      and business liabilities.
    โ€ข It represents the net value of the
      business to the owner(s) of the
      business.




farm management chapter 3                      25
A payment made for a product or service
          in an accounting period before the one
          in which it will be used to produce
          revenue.




farm management chapter 3                           26
Revenue minus expenses. The same as net
  farm income.




farm management chapter 3                   27
โ€ข The value of products and services
       produced by a business during an
       accounting period.
     โ€ข Revenue may be either cash or noncash.




farm management chapter 3                       28
๏‚—    What accounting period should be used?
         ๏‚—    Should it be cash or accrual?
         ๏‚—    Should it be single or double entry?
         ๏‚—    Should it be basic or complete?




farm management chapter 3                              29
A period of time used to summarize revenue
   and expenses and estimate profit. It can be
   either a calendar year or a fiscal year.

   It is generally recommended that a firmโ€™s
   accounting period follow the production
   cycle of the major enterprises.




farm management chapter 3                        30
โ€ข With single-entry, only one entry is made
   for each transaction.
 โ€ข A double-entry system records changes
   in values of assets and liabilities as well
   as revenue and expenses.
 โ€ข In double-entry, there are equal and off-
   setting entries for every transaction.
 โ€ข Double-entry accounting requires more
   effort, but it is also more accurate.
farm management
                                                 31
chapter 3
โ€ข   The most basic accounting system is one that is
    very simple and uses cash accounting.
โ€ข   A complete system would be computerized with
    capabilities for both cash and accrual
    accounting, and with
       ๏ถ the ability to track inventories, loans, and
         depreciation, and to handle payroll
         accounting and perform enterprise
         analysis.
โ€ข   Between these extremes are many possibilities.
farm management
                                                        32
chapter 3
๏‚—   How much accounting knowledge does the
    user have?
๏‚—   How large and complex is the farm?
๏‚—   How much and what kind of information is
    needed or desired for management
    decision making?




farm management
                                               33
chapter 3
๏‚—   Revenue: recorded when and only when
    cash is received for sale of product or
    service
๏‚—   Expenses: recorded when they are paid,
    even if that is not when the item is bought
    or used to produce a product
๏‚—   Advantages: simple and easy-to-use
๏‚—   Disadvantages: recorded revenues and
    expenses may not be accurate reflections
    of activities during the accounting period

farm management
                                                  34
chapter 3
๏‚—   Revenue: recorded when the item is produced,
    regardless of when sold
๏‚—   Expenses: โ€œmatchedโ€ to revenue; recorded when
    used to produce
๏‚—   Advantage: accurate
๏‚—   Disadvantage: requires more time and
    knowledge than cash system




farm management
                                                35
chapter 3
๏‚—   November 2003: Purchased, paid for and
    applied fertilizer for the 2004 grain crop.
    $8,000.
๏‚— May 2004: Purchased and paid for seed,
    chemicals, fuel, etc. $25,000.
๏‚— October 2004: Purchased and charged to
    account fuel for drying. $3,000.
๏‚— November 2004: One half of grain sold for
    $50,000. The rest placed in storage and
    valued at $50,000.
๏‚— January 2005: Paid bill for fuel used to dry
    grain. $3,000.
๏‚— May 2005: Remaining 2004 grain sold.
farm management
                                                  36
chapter 3
Cash Accounting     Accrual Accounting


 Cash grain sales            50,000             50,000
 Grain inventory increase       N/A             50,000
  Total Revenue                       $50,000             $100,000

 Fertilizer                       0              8,000
 Seed, chemicals, fuel       25,000             25,000
 Drying fuel                      0              3,000
  Total Expenses                       25,000               36,000
   Net Farm Profit                    $25,000              $64,000




farm management
                                                                     37
chapter 3
๏‚—   Accrual-based system recommended, but cash
    system accepted, with end-of-year adjustments
๏‚—   A full discussion of the adjustments will be
    provided in chapter 6




farm management
                                                    38
chapter 3
๏‚—   Balance Sheet: report that shows the financial
    condition of the farm at a point in time
๏‚—   Income Statement: report of revenue and
    expenses over the accounting period
๏‚—   Other reports, depending on complexity of system




farm management
                                                       39
chapter 3
farm management
                  40
chapter 3
โ€ข   This chapter discussed the importance, purpose,
    and use of records as a management tool.
โ€ข   Records provide the information needed to
    measure how well a business is performing.
โ€ข   They also provide information needed to make
    sound decisions in the future.
โ€ข   Any accounting system must be able to handle
    production, investment, and financing activities.
โ€ข   The output desired from the accounting system
    must be considered when choosing one.
farm management
                                                    41
chapter 3

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AGRI 4411 Farm Management Chapter 03

  • 1. Chapter 3 Acquiring and Organizing Management Resources ๏‚— ๏‚–
  • 2. ๏‚— Purpose and Use of ๏‚— A Cash Versus Accrual Example Records ๏‚— Farm Financial ๏‚— Farm Business Activities Standards Council ๏‚— Basic Accounting Terms Recommendations ๏‚— Options in Choosing an ๏‚— Chart of Accounts Accounting System ๏‚— Output from an Accounting System ๏‚— Basics of Cash Accounting farm management 2 chapter 3
  • 3. 1. To appreciate the value of establishing and selecting a good accounting system 2. To outline the concepts of cash and accrual accounting 3. To review some recommendations of the Farm Financial Standards Council 4. To introduce some financial records farm management 3 chapter 3
  • 4. 1. Measure profit and assess financial condition 2. Provide data for business analysis 3. Assist in obtaining loans 4. Measure the profitability of individual enterprises 5. Assist in the analysis of new investments 6. Prepare income tax returns farm management 4 chapter 3
  • 5. โ€ข These are among the most important reasons for keeping records. โ€ข Profit is estimated by developing an income statement, the topic of chapter 6. โ€ข The financial condition is shown on the balance sheet, the topic of chapter 5. farm management chapter 3 5
  • 6. โ€ข Use the information from the balance sheet and income statement to perform an in-depth analysis. โ€ข Analysis of past decisions is useful for making current and future decisions. farm management chapter 3 6
  • 7. โ€ข Lenders require financial information about the farm business to assist them in their lending decisions. โ€ข Following the farm financial difficulties during the 1980s, many agricultural lenders are requiring more and better records. โ€ข Good records increase the odds of getting a loan. farm management chapter 3 7
  • 8. โ€ข Internal Revenue Service (IRS) regulations require keeping records for tax purposes. โ€ข Tax records are often inadequate for management purposes. โ€ข Sound record-keeping can also help reduce income tax obligations. farm management chapter 3 8
  • 9. ๏‚— Production Activities ๏‚— Investment Activities ๏‚— Financing Activities farm management chapter 3 9
  • 11. These accounting transactions involve activities related to the production of: โ€ขcrops and livestock โ€ขrevenue from product sales or โ€ขother farm revenue is included โ€ขas are production expenses. farm management chapter 3 11
  • 12. These activities relate to the purchase, depreciation, and sale of long-lived assets, such as land, equipment, or breeding livestock. Records should include: โ€ขpurchase date and price, โ€ขannual depreciation, โ€ขbook value, โ€ขcurrent market value, โ€ขsale date and price, and โ€ขgain or loss when sold. farm management chapter 3 12
  • 13. โ€ข These transactions relate to borrowing money, and paying the interest and principal on loans. โ€ข Financing activities include money borrowed to finance new investments and money borrowed to finance production activities. farm management chapter 3 13
  • 14. ๏‚— Account payable ๏‚— Inventory ๏‚— Account receivable ๏‚— Liability ๏‚— Accrued expense ๏‚— Net Farm Income ๏‚— Asset ๏‚— Owner Equity ๏‚— Credit ๏‚— Prepaid Expense ๏‚— Debt ๏‚— Profit ๏‚— Expense ๏‚— Revenue farm management chapter 3 14
  • 15. An expense that has been incurred but not yet paid. Typical accounts payable are for items charged at farm supply stores where the purchaser is given 30 to 90 days to pay the amount due. farm management chapter 3 15
  • 16. Revenue for a product that has been sold or a service provided but for which no payment has yet been received. An example would be custom work for a neighbor who has agreed to make payment at a future time. farm management chapter 3 16
  • 17. An expense that accrues or accumulates daily but which has not yet been paid. Examples are interest on loans and property taxes. farm management chapter 3 17
  • 18. An item of value, tangible or financial. Examples would include machinery, land, bank accounts, buildings, grain, and livestock. farm management chapter 3 18
  • 19. โ€ข An accounting entry in the right-hand side of a double-entry ledger. โ€ข A credit entry records a decrease in the value of an asset. โ€ข It records an increase in liability, owner equity, or an income account. farm management chapter 3 19
  • 20. โ€ข An accounting entry in the left- hand side of a double-entry ledger. โ€ข A debit entry records an increase in an asset or expense account. โ€ข It records a decrease in liability or owner equity. farm management chapter 3 20
  • 21. A cost or expenditure incurred in the production of revenue. farm management chapter 3 21
  • 22. The physical quantity and financial value of products produced for sale that have not yet been sold. farm management chapter 3 22
  • 23. A debt or other financial obligation that must be paid at some point in the future. farm management chapter 3 23
  • 24. Revenue minus expenses. The same as profit. farm management chapter 3 24
  • 25. โ€ข The difference between business assets and business liabilities. โ€ข It represents the net value of the business to the owner(s) of the business. farm management chapter 3 25
  • 26. A payment made for a product or service in an accounting period before the one in which it will be used to produce revenue. farm management chapter 3 26
  • 27. Revenue minus expenses. The same as net farm income. farm management chapter 3 27
  • 28. โ€ข The value of products and services produced by a business during an accounting period. โ€ข Revenue may be either cash or noncash. farm management chapter 3 28
  • 29. ๏‚— What accounting period should be used? ๏‚— Should it be cash or accrual? ๏‚— Should it be single or double entry? ๏‚— Should it be basic or complete? farm management chapter 3 29
  • 30. A period of time used to summarize revenue and expenses and estimate profit. It can be either a calendar year or a fiscal year. It is generally recommended that a firmโ€™s accounting period follow the production cycle of the major enterprises. farm management chapter 3 30
  • 31. โ€ข With single-entry, only one entry is made for each transaction. โ€ข A double-entry system records changes in values of assets and liabilities as well as revenue and expenses. โ€ข In double-entry, there are equal and off- setting entries for every transaction. โ€ข Double-entry accounting requires more effort, but it is also more accurate. farm management 31 chapter 3
  • 32. โ€ข The most basic accounting system is one that is very simple and uses cash accounting. โ€ข A complete system would be computerized with capabilities for both cash and accrual accounting, and with ๏ถ the ability to track inventories, loans, and depreciation, and to handle payroll accounting and perform enterprise analysis. โ€ข Between these extremes are many possibilities. farm management 32 chapter 3
  • 33. ๏‚— How much accounting knowledge does the user have? ๏‚— How large and complex is the farm? ๏‚— How much and what kind of information is needed or desired for management decision making? farm management 33 chapter 3
  • 34. ๏‚— Revenue: recorded when and only when cash is received for sale of product or service ๏‚— Expenses: recorded when they are paid, even if that is not when the item is bought or used to produce a product ๏‚— Advantages: simple and easy-to-use ๏‚— Disadvantages: recorded revenues and expenses may not be accurate reflections of activities during the accounting period farm management 34 chapter 3
  • 35. ๏‚— Revenue: recorded when the item is produced, regardless of when sold ๏‚— Expenses: โ€œmatchedโ€ to revenue; recorded when used to produce ๏‚— Advantage: accurate ๏‚— Disadvantage: requires more time and knowledge than cash system farm management 35 chapter 3
  • 36. ๏‚— November 2003: Purchased, paid for and applied fertilizer for the 2004 grain crop. $8,000. ๏‚— May 2004: Purchased and paid for seed, chemicals, fuel, etc. $25,000. ๏‚— October 2004: Purchased and charged to account fuel for drying. $3,000. ๏‚— November 2004: One half of grain sold for $50,000. The rest placed in storage and valued at $50,000. ๏‚— January 2005: Paid bill for fuel used to dry grain. $3,000. ๏‚— May 2005: Remaining 2004 grain sold. farm management 36 chapter 3
  • 37. Cash Accounting Accrual Accounting Cash grain sales 50,000 50,000 Grain inventory increase N/A 50,000 Total Revenue $50,000 $100,000 Fertilizer 0 8,000 Seed, chemicals, fuel 25,000 25,000 Drying fuel 0 3,000 Total Expenses 25,000 36,000 Net Farm Profit $25,000 $64,000 farm management 37 chapter 3
  • 38. ๏‚— Accrual-based system recommended, but cash system accepted, with end-of-year adjustments ๏‚— A full discussion of the adjustments will be provided in chapter 6 farm management 38 chapter 3
  • 39. ๏‚— Balance Sheet: report that shows the financial condition of the farm at a point in time ๏‚— Income Statement: report of revenue and expenses over the accounting period ๏‚— Other reports, depending on complexity of system farm management 39 chapter 3
  • 40. farm management 40 chapter 3
  • 41. โ€ข This chapter discussed the importance, purpose, and use of records as a management tool. โ€ข Records provide the information needed to measure how well a business is performing. โ€ข They also provide information needed to make sound decisions in the future. โ€ข Any accounting system must be able to handle production, investment, and financing activities. โ€ข The output desired from the accounting system must be considered when choosing one. farm management 41 chapter 3