The Role of Management Accounting in the Organization.doc
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1、The Role of Management Accounting in the OrganizationThe purpose of management accounting in the organization is to support competitive decision making by collecting, processing, and communicating information that helps management plan, control, and evaluate business processes and company strategy.
2、The interesting thing about management accounting is that it is rare to find an individual within a company with the title of “management accountant.” Often many individuals function as accountants within the organization, but these individuals typically operate as financial accountants, costs accou
3、ntants, tax accountants, or internal auditors. However, the ability to develop and use good management accounting (which covers a lot more ground than the product costing done by cost accountants) is actually an important ability for many individuals, including finance professionals, operational and
4、 marketing managers, top-level executives, and information technologists. Generally, in a very large company, each division has a top accountant called the controller, and much of the management accounting that is done in these divisions comes under the leadership of the controller. On the other han
5、d, the controller usually reports to the vice president of finance for the division who, in turn, reports to the divisions president and/or overall chief financial officer (CFO). All of these individuals are responsible for the flow of good accounting information that supports the planning, control,
6、 and evaluation work that takes place within the organization. NETWORKDont make the mistake of believing that the career path of an accountant is limited to auditing and tax work. Spend some time at the AICPA Accounting career web site at http:/www.aicpa.org/nolimits/index.htm. What are the basic ca
7、reer paths that an accountant can follow? Be sure to review some of the work that an accounting professional might pursue within each of these career paths. You may also want to spend time at to see what actual jobs are currently available to accountants.As should be clear by now, the process of man
8、agement accounting is the process of creating and using cost, quality, and time-based information to make effective decisions within the organization. Many people in the organization play a role in this process. The internal audit department has the responsibility of ensuring that controls are follo
9、wed and operations are efficient. Financial accounting, while providing information to outsiders (such as creditors, investors, and government agencies), must also provide relevant financial reports to decision makers within the organization. Systems professionals have the responsibility to process
10、information so that it is available to management in formats useful for decision making. Tax department experts make sure that the organization complies with the tax laws and pays no more than its legally obligated tax liability, but these people also participate in good planning, control, and evalu
11、ation of processes and decisions that will affect future tax expense exposure. Finally, cost accounting obviously plays a key role in tracking and reporting relevant product and service costs. Overall, the controller works to bring together all this information as an integral part of the planning, c
12、ontrolling, evaluating, and decision-making activities that take place throughout the organization.FYIIndividuals interested in developing and demonstrating a professional competency in management accounting can obtain a professional certificate that is much like the CPA certification. The Certifica
13、te in Management Accounting (CMA) is sponsored by the Institute of Management Accountants (IMA), a national organization of professional management accountants. Five areas of study are emphasized on the CMA exam: (1) economics and finance, (2) organizational behavior, (3) public reporting, (4) perio
14、dic reporting for internal and external purposes, and (5) decision analysis, including modeling and information systems.Technology and the Management AccountantAs you have read this introductory chapter to management accounting, you have likely noticed that the goals of management accounting informa
15、tion provided to the management and executive teams inside the organization are quite different from the financial accounting information provided to groups outside the organization, such as investors, creditors, and regulators. You may even ask how information and performance measures regarding qua
16、lity and time can be provided by a typical general ledger system that is limited to debits and credits of dollar amounts. This is a good question! For most of the twentieth century, management accountants have been able to successfully produce management accounting information using the general ledg
17、er system of financial accounting. This marriage of management accounting and financial accounting information systems worked as long as the goal of management accounting was strictly to track cost information. Now, however, the emergence of JIT, coupled with increased competition in a worldwide mar
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