Download PDF by Paul M. Collier: Accounting for Managers: Interpreting Accounting Information

By Paul M. Collier

ISBN-10: 0470845023

ISBN-13: 9780470845028

Accounting for Managers explains how accounting info is utilized by non-financial managers. The publication emphasizes the translation, instead of the development, of accounting details and encourages a severe, instead of unthinking attractiveness, of the underlying assumptions at the back of accounting. It hyperlinks idea with useful examples and case experiences drawn from genuine lifestyles enterprise occasions in carrier, retail and production industries.

Paul M. Collier applies a managerial method of express how you can:

  • Understand the connection among technique, enterprise occasions and fiscal details.
  • Use accounting info in making plans, decision-making and regulate.
  • Identify the innovations that underlie the development of accounting experiences and the constraints of accounting numbers.

The booklet has been written for MBA and different postgraduate scholars, undergraduate scholars who're venture classes in accounting that don't result in specialist accreditation, and non-financial managers who desire a greater figuring out of the function of accounting of their organisations.

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Extra resources for Accounting for Managers: Interpreting Accounting Information for Decision-Making

Example text

1998). Creating Shareholder Value: A Guide for Managers and Investors. (Revd. edn). New York, NY: Free Press. Roberts, J. and Scapens, R. (1985). Accounting systems and systems of accountability – Understanding accounting practices in their organizational contexts. Accounting, Organizations and Society, 10(4), 443–56. 3 Recording Financial Transactions and the Limitations of Accounting In order to understand the scorekeeping process, we need to understand how accounting captures information that is subsequently used for planning, decisionmaking and control purposes.

These systems were concerned with evaluating the efficiency of internal processes, rather than measuring organizational profitability. Financial reports were produced using a separate transactions-based system that reported financial performance. Johnson and Kaplan (1987) argued that by 1925 ‘virtually all management accounting practices used today had been developed’ (p. 12). They also described how the early manufacturing firms attempted to improve performance via economies of scale by reducing unit cost through increasing the volume of output.

D. J. (1962). Strategy and Structure: Chapters in the History of the American Industrial Enterprise. Cambridge, MA: Harvard University Press. Child, J. (1972). Organizational structure, environment and performance: The role of strategic choice. Sociology, 6, 1–22. , Davies, M. and Davis, E. W. (2001). Shareholder or Stakeholder Value: The Development of Indicators for the Control and Measurement of Performance. London: Chartered Institute of Management Accountants. Dermer, J. (1988). Control and organizational order.

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Accounting for Managers: Interpreting Accounting Information for Decision-Making by Paul M. Collier

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