Analysis Report On Management Accounting System

The use of a balanced scorecard when gauging the performance of executives at Paradigm Toys is useful because it measures several key areas that measure past and real time performance that directly affects the company. A balance scorecard can contain both financial and nonfinancial measures as well as both quantitative and qualitative performance measures. Additionally because a balance scorecard can be tailored to the business’s specific targets it can measure the substance of performance better that basic financial indicators that are usually considered the basis of performance ratings. It is important to use more than just financial indicators, because other factors, those qualitative in nature, measure how an employee does their job and gives a larger picture of how well an employee performs. For example, in the case of sales concerning installation of home improvement products one might be measured by repeat buyers or customer satisfaction of how well the salesman followed up with their sale and installation. This kind of non-financial factor can be used to measure the company’s goal of repeat buyer and customer satisfaction which can translate into future sales and growth. Financial indicators are used in similar ways, but are more quantitative in nature. The main reason to use financial indicators is because they can provide a clear picture

Managerial accounting focuses on the needs of internal users (managers) and on data relevant for decision making.

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Managerial Accounting reports are primarily used by supervisors, line managers, process owners, as well as executives, to gain a better understanding of the current financial and operational health of the organization. (Internal)

Chartered Institute of Management Accountants defines MA as information that comes from combination of accounting, finance and management that needed to ensure the success of the organization. The changes in management accounting (MA) are a continuous matter that has been discussed by literature over an age. Thus, this paper also aims to discuss about the evolution of management accounting and changing roles of management accountants together with the development of strategic management accounting (SMA). In chapter introduction, this paper will explain the history and development of management accounting from ancient until now and also information about future of management accounting.

Rothschild, J. M., Lee, T. H., Bae, T., and others. "Survey of Physicians' Experience Using a Handheld Drug Reference Guide." (Presented at AMIA 2000 Annual Symposium). American Medical Informatics Association, Los Angeles, California, March 2000.

In the past annual reports only focused on financial measures. Financial measures can be easily manipulated, are historical and short term. Because of this and due to organizational and environmental changes, it has been accepted that financial performance indicators could not function reliably on their own and therefore, non-financial performance metrics were established to reflect the performance of entities from a different point of view.

According to Will S, Ray H, & Eric E.N. (2009), management accounting is a branch of accounting that is concerned with providing information to managers who direct and control the firm’s operations. Management directing function seeks to effectively use both the human and raw material wealth of a firm to achieve organizational set objectives on routine basis. Controlling function is the art of tele-guarding the activities of the organization to consistently fall in line with set objectives. Management accounting achieves this function through effective budgeting.

Managerial accounting provides essential data about the functions within the business. The reports that are provided by the managerial accountants focus on the performance of the business and the business environment. Managerial accounting is manager oriented and managerial accounting focus on the accounting duties of a manager. Managerial accounting is used on a day to day operation providing an analysis of cost and the cost benefits. Managerial accounting function as a source for the business developments and the capital budgeting. The primary concern with managerial accounting is to provide positive outcomes in the business production and the profit.

The first impression of the course managerial accounting for managers was that it would involve learning how to manage operations of a firm, especially in relation to its financial records and activities to ensure efficient and successful operation of a firm. I expected to learn how to deal with the final financial records and using them to perform an analysis of the records which will help to make informed decisions. It would also involve learning how to deal with the accounting records to make effective budget plans in considerations of resources available. My expectations of the course

19 One of the specific purposes of management accounting system is to provide information useful to help the enterprise achieve its goals, objectives, and mission.

The management accounting is an effective and important provider for business information that helps the management to make decisions relating to business activities and investment decisions. Managerial accountants play a crucial role in advising managers about the financial implications of projects; and run some analysis such as cost benefit analysis, sensitivity analysis. At the same time managerial accounting streamline the management by explain the financial consequences of business decisions. It plays a crucial role in formulate business strategy to assist the higher management to build the strategic goals and strategic plan. Managerial accountants always monitor spending and financial control as well as conduct internal business audits. The management accounting is a control tool used for various internal business processes of the enterprise, consequently becoming essential in any manager’s daily processes and operations.

Strategic Performance Measurement Systems (SPMS) explain strategic ideas and goals where Financial Services organisation follow with the intention to improve their performance. SPMS’s come in many forms such as the Balanced Scorecard, Intangible asset score cards, Six Sigma and Performance Prisms. 3. These SPMS’s provide a layout which can help determine the cause and effect between an organisations financial performance and the strategies that are implemented. This report entails the nature of SPMS’s, outlies major issues that arise when they are implemented into an organisation and how SPMS’s can help financial performances improve their performance. 3

Critically examine the above statements by analysing the contribution of traditional management accounting techniques in an organisation, the necessity for modern management accounting techniques and the role of accountants in the implementation of the modern management accounting techniques in an organisation.

Accounting Department: Data and information are the lifeblood of accounting. It needs good quality data to yield valuable information. Management information system helps the accounting department accomplish this task. Also, professional management information system reports are created by the accounting department for accurate analysis of the business’ performance. These reports are comprehensive and assist the middle and top management in determining the right decisions regarding the finance, accounting and overall business operations. All accounting reports are important to all stakeholders of a company. (Management Information System Reports)