This book serves as a guide to strategic management accounting. It introduces new and useful concepts on how to collect, analyse, and evaluate options to enable managers to steer corporate directions and write strategic plans for the long-term success of the corporation. Starting with basic techniques and the latest strategic management approaches, the book then presents cases that show the techniques employed step by step. By demonstrating how easily the ideas can be translated into action, it is a valuable resource for business practitioners, as well as for students taking advanced management accounting courses.
For upper level undergraduate programs in accounting, finance and business. The primary focus of this text is on understanding and using the concepts of contemporary management accounting for strategic business decisions. The text maps out contemporary changes to management accounting, explaining the major new techniques, practices and philosophies associated with the rise of strategic management accounting. It gives students a broad and succinct introduction to the issues at the forefront of best practice and academic research.
This book responds to key issues in strategic management control beyond the numbers. Grounded in research but written with practitioners and students in mind, this second volume addresses the most up-to-date management control issues in the public sector, forecasting, budgeting and controls in international organisations.
* Challenging and provocative book * Shows how management accounting techniques can be integrated into the strategic decision making process * Extensive use of practical examples from a variety of contexts.An introduction to business strategy for management accountants, financial accountants or managers with an accounting orientation. The book places management accounting clearly within the context of strategic management of the business. Offers qualified accountants a sound introduction to strategic management, and with practical examples and mini-cases provided throughout, this book is comprehensive yet concise. Keith Ward addresses strategic management accounting as a continuous process of analysis, planning and control. Management accounting is about supplying the right information to the right people at the right time, and this can only be expressed in the context of the business strategy and strategic plan. The implementation of appropriate management accounting systems to complement different strategies is discussed in detail. Applications and examples include multinational organizations, non-profit organizations and varying organizational structures. Finally the author covers methods of using management accounting for strategic advantage.
Ideas about the role of management accounting systems in a firm's strategy have changed in recent years, and this book explores the ways in which this has happened. Management control systems have frequently been seen as irrelevant to strategy, or even damaging. Controlling Strategy draws out the various ways in which management control systems can build and sustain valuable strategic roles. The book explores topics such as: *Strategic measurement; *Strategic data analysis; *The Balanced Scorecard; *Capital budgeting; *Strategy coordination; Written as an introduction to the strategic role of management control systems Controlling Strategy provides a synthesis of important work in the fields of strategy and management accounting. Academics and Advanced Students of Accounting, Strategy, or Management Studies will find the book an indispensable guide to this area.
This book explores two combined approaches (strategy and accounting) from a cross-disciplinary perspective in order to improve knowledge of value creation in various contexts. Existing studies on this topic have generally adopted a purely account-based or strategy-oriented approach to address this issue. However, this book draws upon a number of well-defined theoretical and empirical backgrounds and methodologies. Since the 1980s, many changes have occurred and companies have increasingly focused their strategies on value creation. Consequently, new strategic directions have emerged, especially for managerial accounting. Management accounting and alignment with strategy could thus improve performance. This book encourages further thought and reflection on these issues which should be pursued in the future as firms face new challenges associated with the acceleration of digital transformation.
This book responds to key issues in strategic management control by studying the interplay between strategy, operations, finance and controls. Grounded in research but written with practitioners and students in mind, it addresses the most up-to-date management control issues in the public sector, forecasting, budgeting and controls in international organisations.
This management accounting text for undergraduates details real life scenarios of decision making and problem solving in large and small organizations from both the manufacturing and service sectors. There is also appropriate emphasis on non-accounting inf
It would generally be safe to assume that finance and accounting especially strategic managerial accounting (SMA) would be anathema to the software professional. This book, written from the perspective of a software professional, attempts to address that belief. SMA is a prognostic as well as a diagnostic tool and therefore useful for making key day-to-day decisions. However the common view, especially in the IT industry, is that accounting is for the accountants, despite the fact that IT professionals are regularly confronted by financial situations such as project pricing, measuring performance, estimating risk, allocating costs, and so on. This means that every proposal needs to be vetted by the respective specialists. While this may be desirable and even necessary, the speed and reliability of the process could improve if the people who originate the proposal had knowledge of the fundamentals that go into the decision-making process. Another distinguishing feature of the IT and services industry is their unique cost structure, quite different from the manufacturing industry on which traditional managerial accounting is based. Different categories of the industry such as software products, software development (outsourcing), online services, and IT-enabled services have their own distinct cost structure requiring different metrics. The situation is becoming further differentiated as most IT companies shift to the cloud and software ownership is replaced by licensing. These aspects are not adequately addressed by existing books on managerial accounting which are generally manufacturing centric. The online services and mobile app industries constitute the fastest growing and most exciting segment of this industry. However there is hardly any published literature in this area for the software lay person. One chapter is entirely devoted to this subject. This book focuses on strategic managerial accounting in context of the IT software industry, where activities are typically organized as projects which have specific goals and finite life. It seeks to equip the IT professional with some of the knowledge and skills that are generally delegated to the managerial accountants, in an attempt to assist them in making more informed decisions.
Presenting core theories alongside practical applications, this publication will help students understand how to effectively move an organization toward strategic goals. Author Gary Cokins uses his deep knowledge of the subject matter to deliver an easy-to-follow road map to effective and strategic management through: Establishing the integral links between planning and performance Demonstrating how risk management and performance assessment impact planning Applying business analytics and Big Data in the finance and accounting functions as well as marketing, sales, operations and other functions Evaluating the effectiveness of a strategy map and the balanced scorecard as a management tool Tying budgeting to strategy and measuring the effectiveness of both via ongoing performance Written in a plain, straight-forward fashion that will allow students to draw immediate value from its content, this book pulls together several topics in an elegant yet sophisticated approach. It uses detailed graphics and diagrams to provide students with a clear understanding of the dynamic intersection between key management and organization leadership topics that management accountants need to master in order to fill a strategic leadership role within their organizations.
