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建立人际资源圈加拿大essay代写范文：Strategic Management Accounting
2017-04-14 来源: 51due教员组 类别: Essay范文
这篇加拿大essay代写讲的是如特许管理会计师公会（CIMA）所述，管理会计被称为管理层在实体内进行计划，评估和控制所使用的信息的识别，计量，累积，分析，准备，解释和沟通过程， 确保其资源的适当使用和问责制。本篇加拿大essay代写由51due论文代写平台整理，供大家参考阅读。
The first role a management accountant can undertake is planning, which is defined by Atril and McLancey (2005) as ＆establishing objectives and developing corresponding strategic plans to fulfil these objectives＊. This is one of the core responsibilities of managers in any organisation. Therefore, the management accounting information can be essentially valuable in terms of providing managers with projections of the likely financial outcomes from the chosen courses of action. Then managers are able to use these projections to assess each of the proposals and select the most proper one as the final strategic decision (ibid).
Planning is closely linked with controlling, which is the second role a management accountant could play, involving the steps taken by managers to make sure that these objectives made in the planning stage can be attained and lead to favourable outcomes (CIMA, 2005). In order to quantify the controlling process, budgeting is commonly applied to help managers turn the plans into action (Atril and McLancey, 2005). It is normally a one-year business plan whose control process for most businesses is shown in Figure 1. Budgeting is valuable because it provides the yardstick to monitor whether things are going on as planned, and the difference between the actual and budgeted performance is termed as variances (ibid). According to Dugdale and Lyne (2009), budgeting is rather popularly adapted in UK companies. Among their research all the 40 respondents confirmed that their companies set budgets and as many as 95% financial managers regarded budgets as very or extremely important.
Thirdly, the accounting information provided by management accountant can be used to evaluate organisational performances by comparing the planned and actual results. As long as the variance is significant, some investigation should be carried out together with corresponding actions. This is known as ＆management by exception＊ (ibid). Traditionally performance evaluation was mainly focusing on financial performance via ARR (Accounting Rate of Return) or ROI (Return on Investment), complemented by budgeting and other core financial ratios such as profit margins, return on capital employed (ROCE) and earnings per share (EPS). However, they had only limited usage because of solely focusing on historical data, lack of comparability across organisations, being short-termist, and one dimensional (O＊Hanlon & Peasnell, 1998; Mouritsen, 1998). Today, many companies are increasing using new approaches such as Economic Value Added (EVA) and Cash Flow Return on Investment (CFROI). Some even apply more than one method for different purposes. For instance, the U.S. based multinational agricultural biotechnology corporation Monsanto is using CFROI at group level and EVA at divisional level (ibid). These new approaches are still imperfect yet since they ignore non purchased intangible assets like employee skills and customer satisfaction, which also create great value for the company and shareholders (Ittner & Larcher, 1998; Riceman, Cahan & Lal, 2002). Kaplan and Norton (1992) thus developed ＆balanced scorecard＊ (see Figure 2) to evaluate non-financial performance. Unlike the traditional one-dimensional methods, balanced scorecard successfully covers multi perspectives including financial, customer, internal processes and organisational learning. Its aim is to achieve a balance between short term and long term objectives, inside and outside measures, and objective and subjective measures (ibid).
Furthermore, management accountants are also responsible for ensuring the accountability of organisational resources. Resources especially rare and valuable ones are rather limited to an organisation and thereby it is the responsibilities of managers to ensure that these resources are used effectively and efficiently. In consequence, management accounting knowledge is essential to decisions regarding to matters like the optimum level of production, the range of product and/or service lines and the appropriate amount of investment in new equipment (Atril and McLancey, 2005). As the demand for better usage of resource becomes increasingly important, a new accounting approach 每 Resource Consumption Accounting (RCA) has been developed recently in order to provide managers with supporting information of such decisions, and its core idea is a different view of resources (Clinton and Anton, 2008a & 2008b). Under this approach, the cost and revenues of an organisation are all a function of the resources that produce them. Cost behaviour thereby is determined by the behaviour of resources as they are applied to organisational value added activities (ibid).
Finally, it has been an increasing essential role of management accountants to report externally. In the past the information offered to managers was largely restricted within the organisation. However, due to the growing significance of external factors such as the attitudes and behaviours of customers and rival businesses, the focus of management accounting today has become much more outward-looking (Atril and McLancey, 2005). On one hand, management accountants are suggested to conduct competitor profitable analysis in order to gain valuable information of competitors. On the other hand, customer profitability analysis (CPA) has been widely applied to access the profitability of the business regarding to each customer (ibid). Drury and Tayles conducted a survey among 176 large UK businesses in 1999, indicating that 76% of respondents did analyse the profitability of trading with customers. The reason behind this is that companies＊ resources are limited and not all the customers are profitable to businesses. As seen in Figure 3, only 20% of customers are actually profitable. Therefore, companies must tailor their products or services to meet the specific requirements of the most profitable customers.
