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Accounting and Financial Management, 2002.
Discusses the differences between accountants and financial managers.
1,900 words (approx. 7.6 pages), 3 sources, AU$ 114.95
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Abstract
This paper examines the profession of accounting and that of financial management and the different issues both address, as shown primarily by the book "Fundamentals of Financial Management" by Eugene F. Brigham.
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Accountant and Financial Manager Roles, 2004.
This paper discusses, compares and contrasts the roles of the accountant and that of the financial manager.
900 words (approx. 3.6 pages), 5 sources, APA, AU$ 50.95
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Abstract
In this article, the writer compares and contrasts the relationship between the accountant and the financial manager within business entities. Included are the various types of accountants and financial managers as well as their inter-related roles. Further, the writer looks at their functions, orientations, concerns and purposes. Additionally, the intangible topic of ethics and its impact on revenue is also discussed.
Outline:
Abstract
References
From the Paper
"Broadly speaking, the accountant identifies, measures and communicates important economic information about a business entity; organization or corporation in order that informed judgments can be made. It has an internal orientation, is indirectly involved with but significantly supports the decision-making process. A variety of managers use this information to make informed decisions. Among them is the Financial Manager.
"Like the Accountant, there are various types of Financial Managers. A Chief Financial Officer is involved in financial policymaking and corporate planning. A Treasurer is responsible for cash management, raising capital and cultivating relationships with banks and investors. Finally, a Controller's role is quite similar to the role of the Accountant in that he or she prepares financial statements, is responsible for internal accounting and tax affairs."
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Accounting for Managers, 2004.
An analysis of the necessity of easy-to-understand financial statements.
1,129 words (approx. 4.5 pages), 3 sources, MLA, AU$ 63.95
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Abstract
This paper discusses the view that it is impossible to satisfy the needs of different users with a single set of published accounts. The paper contends that without standards, users of financial statements would need to learn the accounting rules of each company and comparisons between companies would be difficult.
From the Paper
"The Accounting Standards Board was working for some time to produce a definite Statement of Principles for financial reporting. The statement of Principles is a description of the fundamental approach that the ABS believes, should, in principle, underpin the financial statements of profit orientated entities. The Statement is intended to be a comprehensive and reasonably detailed description of that approach, and the approach itself is intended to be internally consistent, up to date and in line with the approached adopted elsewhere in the world. (ABS 1999)"
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The New Roles of Management Accounting, 2002.
Discusses how traditional management accounting is adapted to contemporary economics.
3,813 words (approx. 15.3 pages), 22 sources, APA, AU$ 167.95
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Abstract
This paper examines the applicability of traditional management accounting techniques in the modern market-driven environment, along with the new roles and responsibilities that are vital for thriving management accountants. The paper shows that it is imperative for management accountants to acquire critical skills, namely communication and analytical expertise, comprehensive knowledge in the area of accounting, information technology and the business and the ability to work in a team, so as to fully reap the benefits of the new advanced approaches.
Table of Contents:
1 Introduction
2 The Evolution of Management (Cost) Accounting
2.1 Single-Activity Enterprises
2.1.1 Early Nineteenth Century ? Textile Mills
2.1.2 Middle Nineteenth Century ? Railroad Companies
2.1.3 Late Nineteenth Century ? Large Retailers
2.2 Scientific Management Movement and Standard Costing
2.2.1 The Scientific Management Movement
2.2.2 The Emergence of Standard Costing
2.3 Multi-Activity Enterprises
2.3.1 Return on Investment (ROI)
3 Critique of 20th Century Management Accounting
3.1 Lack of Relevance
3.2 Cost Distortion
3.3 Inflexibility
3.4 Incompatibility with World Class Approaches
3.5 Inappropriate Links to the Financial Accounts
4 21st Century Management Accounting
4.1 The Focus of Future Management Accounting
4.2 The Role of Future Management Accounting
4.2.1 Internal Consultants or Business Analysts
4.2.2 Team Member / Leader and Advisor
4.2.3 Financial Information Specialists and Information System Designer
4.3 Critical Skill Required By Management Accountants
4.3.1 Sound Understanding of Accounting Knowledge and Skills
4.3.2 Comprehensive Understanding and Competence of Business
4.3.3 Communication Skills
4.3.4 Analytical Skills
4.3.5 Knowledge of Information Technology Systems
4.3.6 Teamwork
5 Conclusion
6 Bibliography
From the Paper
"According to a survey by the UK?s Institute of Internal Auditors (2001), communication skills are considered to be the most prized attributes of the internal accountants. The changing role and functions of management accounting entail management accountants to actively participate within cross-functional teams. Thus, it is fundamental for these professionals to possess strong communication skills, as they are required to liaise with managers and guide the firm?s strategic and tactical decisions on a daily basis (McNair, 2000). As such, communication skills are important for these professionals to communicate throughout the organization, which ranges from senior management to support staff levels, as well as vendors, competitors, and other professionals."
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The Crown and Thistle: Management Accounting Techniques., 2002.
Reports on the usefulness of incorporating management accounting techniques in businesses and recommends an approach to The Crown and Thistle Complex.
2,650 words (approx. 10.6 pages), 5 sources, AU$ 157.95
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Abstract
This paper is a report showing how management accounting techniques (e.g. accounting for material costs and accounting for overheads) could be usefully introduced into a business. In today's global society, many advanced management accounting techniques are being developed and used. Without these, a company may not survive in the long run. The Crown and Thistle Complex is recommended to use cost-volume-profit (C-V-P) analysis, cost behavior information and activity based costing to stay ahead of its times in its quest to provide excellent services.
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Strategic Management Accounting, 2006.
A discussion and overview of the ideas and issues behind strategic management accounting.
1,625 words (approx. 6.5 pages), 7 sources, MLA, AU$ 84.95
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Abstract
This paper explains that strategic management accounting is a balancing tool for top management that balances risk with opportunity, changes in the market place with pricing, profitability with expansion, and even diversification with withdrawal of an unsuccessful product line. The paper further explains that strategic management accounting is a tool that no modern corporation, regardless of size or its product, can do without in today's global, competitive economy.
From the Paper
"During the last few years, the ideas and issues of strategic management accounting have received widespread attention in accounting literature and studies. To some, these theories have seemingly been accepted without rigorous investigation. The fact remains that the burden of management is not merely to control people, products, and the bottom line, but to make use of forecasting, turning assumptions into reality, and to utilize accounting figures into making the proper decisions. Accounting, it turns out, has become far more than a "numbers" arm of management. It has become a means of finding the right and most profitable paths to growth and a strong market position."
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Strategic Management in Accounting, 2005.
This paper examines three journal articles on the subject of strategic management in accounting within an organization.
1,125 words (approx. 4.5 pages), 7 sources, AU$ 71.95
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Abstract
This paper discusses three articles: "Strategy Formation: The Roles of Conversation and Design" by Leidtka (2001), "Strategy as Strategic Decision Making" by Eisenhardt (1999) and "Organizational Structure: Looking Through a Strategy Lens" by Keats and O'Neill (2001). The author points out that modern organizations create and maintain value through the implementation of strategic management methods. The paper relates that these articles demonstrate that there is no one strategic management formula but rather that the possibilities are varied and can be tailored to the individual needs of the organization.
From the Paper
T"he purpose of this essay is to critically evaluate three separate journal articles that al focus on the role and importance of strategic management in the modern organizational setting. The first is "Strategy Formation: The Roles of Conversation and Design" by Leidtka (2001). The second is "Strategy as Strategic Decision Making" by Eisenhardt (1999). The third article is "Organizational Structure: Looking Through a Strategy Lens" by Keats and O'Neill (2001). All three of these articles will be compared and contrasted, described, critiqued and supported with other references from the literature. The purpose here is to identify the fact that modern organizations create and maintain value through the implementation of strategic management methods. These articles demonstrate that there is no one strategic management formula, but rather that the possibilities are varied and can be tailored to the individual needs of the organization."
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The History of Management Accounting, 2006.
A study providing a review of the relevant literature to identify changes in methods of product costing, investment analysis and organizational performance evaluation.
3,967 words (approx. 15.9 pages), 14 sources, MLA, AU$ 172.95
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Abstract
The paper is based on work by Robert N. Anthony that identified several significant changes in management accounting in recent years, providing an overview of management accounting and how it is used today. The paper discusses the need to go beyond cost accounting to integrate organization theory, behavioral sciences and information theory in a multidisciplinary approach to facilitate managerial decision-making.
From the Paper
"Clearly, managers today need timely information upon which to base informed decisions, and management accounting represents a solid framework in which this information can be gathered, analyzed, interpreted and communicated to those who are in a position to need to know. Not surprisingly, then, management accounting has become a hot topic in recent years, due in large part by the demands from governmental regulatory agencies such as the Securities and Exchange Commission and Internal Revenue Service, that require specific financial measures to be reported."
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The New Management Accountant, 2002.
Looks at the effects technology has had on the function of management accountants and financial managers.
3,150 words (approx. 12.6 pages), 6 sources, AU$ 186.95
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Abstract
This paper looks at how new technology has changed the roles and functions of managment accountants and financial managers.
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The Management Accountant and Strategic Partnering, 2003.
Discusses the evolving role of the management accountant and how the role is fitting into corporations as strategic partnering.
1,176 words (approx. 4.7 pages), 4 sources, APA, AU$ 65.95
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Abstract
A review of an article in the Fall 1999 Management Accounting Quarterly (written by Rusell et al), infers that the changing role of the accountant includes all forms of accounting professionals. The paper shows that not only do management accountants analyze financial information, review tax and other regulatory issues and execute much of the traditional accountant duties, but they are now migrating to be included in executive teams involved in strategic planning issues. The paper shows that accountants are involved in corporate technology and new product developments. In other words, they are now accountants with supplementary management. The paper makes use of charts.
Table of Contents
Introduction
The Evolution of the Management Accountant
The Management Accountant and Strategic Partnering
What Does It Mean to Me
Conclusion
References
From the Paper
"Reinvention on a grand scale appears to be the order of the day. Failure to provide today?s Management Accountant with the tools it needs tomorrow just adds risk of the profession becoming a marginal discipline (i.e., deskilled, decentralized and disappearing (Parker 7)). Therefore, the need is great for a partnering of sorts in which to provide the reinvented Management Accountant with a broader knowledge base that includes areas such as operations, product and process technology, systems, marketing and strategic management. The focus must be switched from historical accounting stewardship to strategic planning. For the traditional Management Accountant, this will be like putting on a new pair of shoes; and for those that challenge change, the shoes may be a little tight."
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The Differences Between Financial And Management Accounts, 2002.
Argues that there are practical issues, as well as legal issues, that determine the differences between financial and management accounts.
1,150 words (approx. 4.6 pages), 3 sources, AU$ 71.95
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Abstract
Perhaps one of the most prominent discussions involving accounting has to do with the differences between financial and management accounts. Some regard these differences to be a question of legality. Companies are required by law to submit financial statements based on certain requirements. On the other hand, management accounting can be structured to suit the needs of the company. However, the fact that firms can structure their management accounting statements according to their needs might lead one to suggest that major differences between these two systems relate to practicality. With this in mind, it is hypothesised that while legal issues are important for determining the differences between financial and management accounting they are not the only considerations, one must also consider the extent to which practical considerations contribute to the development of these differences.
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Financial Managers and Accountants, 2004.
An analysis of the differing roles of financial managers and accountants.
747 words (approx. 3.0 pages), 1 source, MLA, AU$ 42.95
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Abstract
The role of the financial manager has become more predominate over the last few years and is different from the role of an accountant. This paper discusses how financial managers have become more of a "hot commodity" because they provide more than just knowing how to record, and track transactions. It explains how a financial manager is involved in the vital roles of planning, budgeting, and analyzing risk.
From the Paper
"A Financial managers role works closely with accountants yet have a different role than an accountant. Financial managers are involved in the decisions that flow assets from investors to the companies and back to the investors. This typically is done to create a return on investments. They are the ones that make decisions on how to obtain financing for the companies, and then in turn how to use those assets to generate a return. This involves financial decisions about how they actually want to raise the money that will be utilized for the investment, and also the capital budgeting or which real assets the company will acquire."
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Management Report on Activity Based Accounting, 2002.
Discusses some of the pros, cons, advantages, disadvantages and uses for activity based accounting.
1,700 words (approx. 6.8 pages), 8 sources, APA, AU$ 89.95
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Abstract
This paper provides a basic introduction to ABC (Activity Based Costing) methods as a managerial accounting technique, a comparison to traditional based methods, benefits and disadvantages of ABC. The paper also includes an analysis of ABC methods as a TQM (Total Quality Management) component and provides a summary analysis of the system.
Table of Contents
Abstract
Introduction to Activity Based Accounting
Uses for ABC
Implementing ABC
Advantages of ABC Costing
Disadvantages of ABC Costing
ABC versus Traditional Accounting
The Concerns of Activity Based Management
Summary Analysis
References
From the Paper
"Activity-Based Costing (ABC) arose in the 1980s from the increasing lack of relevance of traditional cost accounting methods. The traditional cost accounting methods were designed around 1870 - 1920 and in those days industry was labor intensive, there was no automation, the product variety was small and the overhead costs in companies were generally very low compared to today. However, from the 1960s - particularly 1980s - this changed rapidly. Activity Based Costing is based on a simple principle: activities consume resources and customers consume activities. Associating the labor and overhead expenses of the business with the activities that consume those resources provides valuable facts. ABC defines categories of activity in overhead departments, which on the one hand are recognizable to overhead department managers but, on the other hand, are driven by factors (cost drivers) which are characteristic of products and other cost objects. This allows a much higher proportion of total company cost to be allocated to products according to causation. Ultimately, ABC provides accounting data points that can be used to improve decision-making and identify cost improvement opportunities. The basic building blocks for ABC are activity accounting spreadsheets for each element of a business. The workload of each activity is measured resulting in a cost per output. "
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Management and Human Resources, 2008.
An analysis of the Goldberg, Silverman, Weinstein, Kantor and Company Chartered Accountants' management and human resource (HR) issues.
1,171 words (approx. 4.7 pages), 2 sources, APA, AU$ 65.95
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Abstract
The paper examines the Goldberg, Silverman, Weinstein, Kantor and Company Chartered Accountants and their weaknesses in the areas of management and human resources (HR). The paper discusses the need to transform their group into a team with a leader who is not only well-liked but also achieves management goals. The paper relates that the working conditions for general employees is not good enough and addresses several HR and management issues. The paper looks at the need for performance-based policies, an improvement in conflict management, a focus on diversity and the implementation of training and development programs and succession planning.
Outline:
Analysis: Team or Group
Satisfaction & Dissatisfaction
HR Issues: Performance-based Policies
Conflict Management
Diversity
Training & Succession Planning
From the Paper
"A Cross-Functional Team is formed when people with varied levels of skills, experience, backgrounds or departments are brought together for to accomplish a task as in the case of Stan's team. An important consideration here is the understanding of the difference between the team and the group. All teams are groups but not all groups are teams. A group is the mere assembly of people brought together while team members come together for a common cause and mission. The key difference between a team and a group is performance and not play or camaraderie. It is good that Stan plays around with his team and they all get along well with each other but the main purpose that is performance seems to be missing from the Stan's team."
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Accountability and User-harm In Accounting, 1989.
A focus on responsibility and regulatory issues and revision of the ethics code. Examples of user-harm resulting from accounting information.
1,350 words (approx. 5.4 pages), 10 sources, AU$ 76.95
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From the Paper
Introduction
" The purpose of this research is to examine harm to users of accounting information stemming directly from the use of that information. Harm to users of accounting information has resulted from instances of (1) deficiencies in generally accepted accounting procedures (GAAP), (2) inadequate performance on the part of professional accountants, and (3) outright fraud (Dingell, 1988, E2161).
Accountability in Public Accounting
An important development which is in the process of occurring in contemporary American public accounting is a change in the way in which professional public accountants are held accountable for their actions ("National Commission on Fraudulent..."
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Accounting Information Systems, 2007.
An analysis of technological changes that have reshaped financial management and accounting for Riordan Manufacturing.
1,138 words (approx. 4.6 pages), 2 sources, MLA, AU$ 63.95
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Abstract
This paper describes the ways in which accounting information systems in the new era of business have changed all aspects of accounting and reporting. It discusses technological changes that have reshaped financial management and accounting. The paper examines the effects of this integration into the accounting cycle of the Riordan Manufacturing Company and analyzes the improvements of these changes. It explains how these changes aid in controlling their operational performance.
Table of Contents:
Introduction
Information About The Company And Their Closing Entries
Weakness of Post Closing Trial Balances
Changes That Can Be Made To Improve The System
Stating The Resources For The New System And How To Implement Them
Information About The Company And Their Post Closing Trial Balances
Weakness Of Post Closing Trial Balances
Changes That Can Be Made To Improve The System
Stating The Resources For The New System And How To Implement Them
Conclusion
From the Paper
"Accounting information systems in the new era of business has changed all aspects of accounting and reporting. Since the advent of the computer and the Worldwide Web technological changes have reshaped financial management and accounting. Workstations running applications can now instantly provide standardized data entry, inventory accounting, and financial worksheet inputs. We find the new accounting information systems provide a great deal of information and a real time control environment. They now change the way internal controls are implemented and the type of audit trails that exist within a modern organization. The lack of traditional forensic evidence, such as paper and journal entries is now replaced with a more accurate and updated form of accounting."
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