How Managerial Accounting Adds Value to Organization

Topics: Management accounting, Strategic management, Management Pages: 11 (3219 words) Published: April 1, 2006


Management accounting provides accounting and related information to support the management of an organization in its internal decision-making. It includes product costing, relevant costing, cost-volume-profit analysis, capital budgeting, and operational, tactical, and strategic planning. A major activity included in the management accounting is the measurement of costs of processes that create value.

Management accounting is performed inside organizations. It is the internal business-building role of accounting and finance professionals, who design, implement, and manage internal systems that support effective decision support, planning, and control over the organization's value-creating operations. Management accounting and finance professionals directly support an organization's strategic goals. Management accounting focuses on the real internal economics of the enterprise – creating new business, optimizing existing business processes, and analyzing customer value – that create long-term, sustainable value.

Management accounting is changing rapidly with technology, new analytical tools, and the pressure of increasing competitive challenges reshaping organizational information systems.


Management accountants are strategic financial management professionals who integrate accounting expertise with advanced management skills to drive business performance inside organizations. They serve as trusted partners to executives in all areas of an organization, offering the expertise and analysis necessary for sound business decisions, planning, and support. Management accountants monitor, interpret, and communicate operating results, evaluate performance, control operations, and make decisions about the strategic direction of the organization. They understand the business formula for delivering value to the customer, arriving at strategies for identifying, developing, marketing, and evaluating a product or service throughout its entire life cycle. Management accountants create value, rather than simply measuring it. (Institute of Management Accountants)

Accountants have traditionally concentrated on recording what has happened financially in the past; however, in managerial accounting, accountants are increasingly involved in helping to formulate policy for business organizations, providing information for decision-makers and frameworks for making those decisions. Managerial accountants use financial accounts in the process of decision-making within a business organization. Examples of this process would include determining which business activities were least profitable and then making a decision about whether or not to continue with these business activities, or estimating future revenues in order to aid decision-making today.


According to Professor Phillip W. Gillet, Jr, Managerial accounting is the process of identifying, measuring, analyzing, interpreting, and communicating information in pursuit of an organization's goals. a.Integral part of process: Managerial accounting is an integral part of the management process and managerial accountants are important strategic partners in an organization's management team. b.Creating value: The management team seeks to create value for the organization by managing resources, activities, and people to achieve the organization's goals effectively. c.Focus on internal personnel needs: The focus in managerial accounting is primarily on the needs of personnel within the organization. 4.MANAGERIAL VERSUS FINANCIAL ACCOUNTING

Both Management Accounting and Financial Accounting shares the same objective i.e. to provide information to their users. However, there are several differences between the two. Each field of accounting deals with the economic events of a business. Their interest is overlap....

References: 4. Chan Tuck Loong, The Management Accountant, New Straits Times 2 Jul 7, 2001 Appointments
5. James John Jurinski, Financial Tools to Drive Business Strategy
7. Siegel, G & Sorenson, J.E., 1999. Counting More, Counting Less, Transformation in the Management in the Management Accounting Profession. Montvale, NJ. The Institute of Management Accountant.
11. Azizah Dolah, Norsuhailati Manan, Siti Fatimah Noor Minhat & Yang Chik Johari, Management Accounting, 2004
12. Basu, Onker N, Conrad, Edward J, The Journal of Bank Cost & Management Accounting, 1994
13. Richard D. Irwin, Company Situation Analysis, Principles of Strategic Management, 1995.
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