Read e-book online Controllership: The Work of the Managerial Accountant PDF

By Steven M. Bragg

ISBN-10: 0470481986

ISBN-13: 9780470481981

Modern controllers are not any longer noticeable as technicians who procedure transactions; they're now obvious as enterprise executives with a wide-ranging wisdom of overall company operations, top practices, and company method. delivering a accomplished evaluation of the jobs and tasks of controllers in latest atmosphere, this 8th variation of Controllership maintains to supply controllers and vice presidents of finance with all elements of administration accounting from the controller's point of view, together with inner keep an eye on, revenue making plans, expense keep watch over, stock, and monetary disclosure.

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Extra resources for Controllership: The Work of the Managerial Accountant

Sample text

If the controller is a good one, this is a severe loss, for someone with a detailed knowledge of a company’s processes and operating structure is extremely difficult to replace. The controller should take a job elsewhere if he or she perceives that the person newly filling the CFO position is a roadblock to further advancement. However, this does not have to be a dead-end position. The controller should talk to the CFO about career prospects within the company and suggest that there may be other responsibilities that can replace those being switched to the CFO.

A final consideration is the production methodology currently in use. If it is a lean manufacturing system, such as just-in-time, there will be a strong orientation away from requiring employees to conduct any data entry work, since extremely focused and efficient workflows are the key to success in this environment—which is interrupted if data entry tasks are included. In these cases, one should avoid any type of manual data entry, focusing instead on more automated approaches. Given the above parameters, it is clear that the controller must devise a wide array of data collection tools in order to collect data in the most appropriate manner.

However, it requires conversion of the time card data by the payroll staff into another format before it can be used, which introduces the likelihood of computational errors. Also, it is difficult to use for recording time worked on specific jobs. 26 The Broad Management Aspects of Controllership Electronic time clocks. This clock allows employees to swipe a badge through a reader on the side or top of the clock. This results in a computer entry for the time of the scan, which is also associated with the employee code that is embedded in the card, through the use of either a bar code or a magnetic stripe.

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Controllership: The Work of the Managerial Accountant by Steven M. Bragg


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