Management accounting by Pauline Weetman

By Pauline Weetman

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They do not like being blamed unjustly for something they see as being beyond their control. So the management accounting information has to be presented in such a way as to relate to the level of responsibility and degree of authority held by the manager concerned. On the other side of the coin, managers enjoy being praised for achievements and may welcome management accounting information which helps them to demonstrate their accountability for the resources entrusted to them. In any organisation emphasising strategic management, it will be part of the role of management accounting to direct the attention of management towards information about competitors.

In a brewing company the sales manager set a low sales target, in the hope of exceeding it easily. This caused the company to reduce production, so that when demand for beer rose to a higher level because of good weather, the company could not provide adequate supplies. 2 shows that at some point in the past a decision was taken to create employee incentives by setting quantifiable targets. Unfortunately this has led to a narrow focus on measuring the achievement of the targets. There was a problem in allowing the employees too much freedom to influence either the setting of the target or the achievement of the target.

For this matching process to be effective, information must be complete and the basis of allocation must be fair. ’ Questions of fairness of 15 16 Part 1 Defining, reporting and managing costs allocation within the business may be important but it may be even more important to understand the performance of the business in relation to others. Such questions will be answered by both financial and non-financial measures. 3 Solving problems Solving problems involves a different type of question. ’ In solving problems of this type, relevance is an important issue.

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