By Paul M. Collier
Accounting for Managers explains how accounting info is utilized by non-financial managers. The booklet emphasizes the translation, instead of the development, of accounting info and encourages a serious, instead of unthinking recognition, of the underlying assumptions in the back of accounting. It hyperlinks idea with useful examples and case reviews drawn from genuine existence company occasions in provider, retail and production industries.
Paul M. Collier applies a managerial method of convey the way to: comprehend the connection among approach, company occasions and monetary info. Use accounting info in making plans, decision-making and keep an eye on. establish the recommendations that underlie the development of accounting experiences and the constraints of accounting numbers. The ebook has been written for MBA and different postgraduate scholars, undergraduate scholars who're venture classes in accounting that don't result in expert accreditation, and non-financial managers who desire a higher figuring out of the position of accounting of their firms.
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Extra info for Accounting For Managers - Interpreting Accounting Information For Decision-making
Example text
This chapter introduces the structure of business organizations, with emphasis on the divisionalized structure and decentralized profit responsibility. Part II develops the divisional performance issue in much greater detail. The chapter concludes with a critical perspective that questions the focus on shareholders alone and raises issues concerning accounting in the divisionalized organization. Capital and product markets Since the seventeenth century, companies have been formed by shareholders in order to consolidate resources and invest in opportunities.
Davies, M. and Davis, E. W. (2001). Shareholder or Stakeholder Value: The Development of Indicators for the Control and Measurement of Performance. London: Chartered Institute of Management Accountants. Dermer, J. (1988). Control and organizational order. Accounting, Organizations and Society, 13(1), 25–36. , Otley, D. and Merchant, K. (1990). Accounting for Management Control. (2nd edn). London: Chapman & Hall. Galbraith, J. R. and Nathanson, D. A. (1976). Strategy Implementation: The Role of Structure and Process.
These non-financial performance measures (which are described in detail in Chapter 4) are important elements of business events that are not captured by financial transactions. This is a limitation of accounting as a tool of business decision-making. Each transaction is recorded on a source document that forms the basis for recording in a business’s accounting system. Examples of source documents are invoices and cheques. The accounting system, typically computer based (except for very small businesses), comprises a set of accounts that summarize the transactions that have been recorded on source documents and entered into the accounting 26 ACCOUNTING FOR MANAGERS system.