کتاب Management Accounting

کتاب Management Accountings – راهنمایی جامع در حسابداری مدیریت

کتاب Management Accountings به عنوان یکی از منابع مهم در حوزه حسابداری مدیریت، ابزارها و تکنیک‌های پیشرفته‌ای را برای تحلیل مالی، تصمیم‌گیری استراتژیک، و مدیریت منابع سازمانی ارائه می‌دهد. این کتاب یک راهنمای عملی برای مدیران، حسابداران و دانشجویان است که به دنبال درک بهتر از نقش حسابداری در مدیریت سازمان هستند.

درباره کتاب Management Accountings

این کتاب به بررسی مفاهیم پایه و پیشرفته حسابداری مدیریت می‌پردازد و نقش آن را در بهبود عملکرد سازمان‌ها توضیح می‌دهد. نویسنده با تکیه بر مثال‌های واقعی و مطالعات موردی، کاربردهای مختلف حسابداری مدیریت در تحلیل هزینه‌ها، بودجه‌ریزی، و تصمیم‌گیری‌های اقتصادی را به تصویر کشیده است.

موضوعات کلیدی کتاب

• اصول حسابداری مدیریت: توضیح مفاهیم اولیه و کاربردهای عملی در سازمان‌ها.
• بودجه‌ریزی و کنترل مالی: تکنیک‌های موثر برای تدوین بودجه و مدیریت منابع مالی.
• تحلیل هزینه و سود: بررسی روش‌های مختلف برای تحلیل هزینه‌ها و ارزیابی عملکرد سازمان.
• تصمیم‌گیری استراتژیک: نقش حسابداری مدیریت در تعیین استراتژی‌های کسب‌وکار.
• مطالعات موردی: ارائه مثال‌های واقعی از چالش‌ها و راهکارهای مدیریت مالی.

ویژگی‌های برجسته کتاب Management Accountings

• رویکرد جامع: پوشش تمامی جنبه‌های حسابداری مدیریت، از مبانی تا موضوعات پیشرفته.
• زبان ساده و کاربردی: مناسب برای افراد با سطوح مختلف دانش در حسابداری و مدیریت.
• تمرکز بر کاربردهای عملی: ارائه راهکارهای عملی برای مسائل روزمره سازمان‌ها.
• مطالعات واقعی: استفاده از مثال‌های کاربردی برای درک بهتر مفاهیم.

چرا کتاب Management Accountings را بخوانید؟

اگر به دنبال یادگیری تکنیک‌های پیشرفته حسابداری مدیریت برای بهبود تصمیم‌گیری‌های مالی و استراتژیک هستید، این کتاب یک منبع ارزشمند برای شما خواهد بود. این کتاب به‌ویژه برای مدیران، حسابداران و افرادی که به دنبال تقویت دانش خود در حوزه مدیریت مالی هستند، پیشنهاد می‌شود.

مخاطبان کتاب Management Accountings

• مدیران مالی و اجرایی: برای بهبود تصمیم‌گیری‌های استراتژیک و مدیریت منابع.
• حسابداران حرفه‌ای: برای توسعه دانش و مهارت‌های خود در حوزه حسابداری مدیریت.
• دانشجویان رشته‌های حسابداری و مدیریت: به عنوان یک منبع جامع و کاربردی.
• مشاوران مالی و اقتصادی: برای ارائه راهکارهای موثر به مشتریان و سازمان‌ها.

سفارش کتاب Management Accountings

برای خرید کتاب Management Accountings و آغاز سفری در دنیای حسابداری مدیریت و تصمیم‌گیری مالی، به بخش فروشگاه سایت مراجعه کنید یا با ما تماس بگیرید. این کتاب ابزاری کارآمد برای بهبود عملکرد مالی و مدیریتی سازمان شما خواهد بود.

در ادامه فهرست این کتاب قابل مشاهده است:

در ادامه بخشی از مطالب این کتاب قابل مشاهده است:

Presenting financial and non-financial decision-making information to managers is considered a simple definition of management accounting. Management accounting helps the managers within the organization with the decision making process by detecting, checking, decoding, and transferring information to supervisors. In addition, it leads to the achievement of business goals within the organization and that is why it can be considered as cost accounting. Information collected in management accounting involves all areas of accounting that train the management of business tasks identified with financial costs and decisions made by the organization.

Based on the Institute of Management Accountants (IMA), management accounting refers to participating in management decision-making, creating planning and performance management systems, and providing expertise in financial reporting and control to help management in developing and implementing an organization’s strategy.
Management accountants consider the events occurring in and around a business while regarding business requirements. The Chartered Institute of Management Accountants (CIMA) that is the largest management accounting institute with over 100000 members defines management accounting as the analysis of information to advise business strategy and create sustainable business success.
Scope, practice and application

The American Institute of Certified Public Accountants (AICPA) describes management accounting as a method which extends to three areas below:
• Strategic management- advancing the role of management accountant as a strategic partner within the organization
• • Performance management- developing the business decision-making practice and performance management of the organization
• Risk management- helping the frameworks and methods of identifying, measuring, managing and reporting risks to achieve organizational goals
The Chartered Institute of Management Accountants (CIMA) states: “A management accountant uses his professional knowledge and skills in preparing and presenting financial and other decision-oriented information in a way to help the development of policies, planning, and operations control.”
Management accountants are observed as “value creator” among the accountants. They are more worried about forecasting and making decisions which influence the future of the organization.
The CIMA developed the Global Management Accounting Principles (GMAPs) in 2014.
Financial accounting versus management
Management accounting information is different from financial accounting information in several ways:
• Only the organization’s managers use the confidential management accounting information while shareholders, creditors, and public regulators apply publicly reported financial accounting information.
• Management accounting information is primarily prospective while financial accounting information is historical.
• Management accounting data is model-based with a degree of abstraction to support general decision-making while financial accounting information is item-based.
• Management accounting information is calculated by referring to managers’ needs and often using management information systems while financial accounting information is calculated by referring to general financial accounting standards.
Focus:
• Financial accounting focuses on the company as a whole.
• Management accounting presents detailed information about products, individual activities, departments, plants, operations, and tasks.

Traditional methods versus innovative methods
Today, traditional standard costing (TSC) is an axial method in management accounting which is used in cost accounting and dates back to the 1920s.
Traditional standard costing should be in line with generally accepted accounting principles (GAAP US). Instead of providing solutions for management accountants, it aligns itself with responding to financial accounting requirements. Traditional approaches are limited by defining cost behavior merely in terms of production or sales volume.
Accounting practitioners and educators were highly criticized in the late 1980s since management accounting practices (and even the curriculum taught to accounting students) have changed slightly over the past 60 years despite fundamental changes in the business environment. In 1993, Statement No. 4 of the Commission on Changing Accounting Education asked faculty members to expand their knowledge of the actual practice of accounting in the workplace. Professional accounting firms devoted significant resources to developing more innovative skills for management accountants perhaps due to fear from management accountants to be increasingly considered redundant in business organizations.
Variance analysis is considered a systematic approach to comparing actual and budgeted costs of raw materials and labor used during a production period.
Although some form of variance analysis is still applied by most manufacturing companies, it tends to be applied with innovative techniques such as life-cycle costing and activity-based costing designed with certain aspects of the modern business environment. Life cycle costing recognizes that managers’ ability to affect the production cost is maximized when the product is still in the design phase of its product life cycle (i.e., before finalizing the design and beginning the production) because small changes in product design may result in significant savings in the cost of manufacturing products. Activity-based costing (ABC) recognizes that most production costs are determined by the amount of “activities” in modern factories (e.g., the number of times production is implemented per month and the amount of idle time for production equipment takes).
Thus, cost control refers to the optimization of efficiency in these activities. Both life cycle costing and activity-based costing recognize that avoiding catastrophic events (such as machine breakdowns and quality control failures) in typical modern factories is much more critical than the reduction of raw material costs. Furthermore, activity-based costing fails to emphasize direct labor as a cost driver but focuses on the activities which increase costs such as providing a service or producing a product component.
The German Grenzplankostenrechnung (GPK) costing method is another method which has been used in Europe for more than 50 years. In addition, it has been used in 3000 German companies for more than 60 years. This method has become a standard for management accounting in these countries and focuses more on the actual flow of resources in a company to produce a specific product, which in this way tries as much as possible. In this regard, it aims to identify the actual flow between resources and also between resources and products to prevent any irrational allocation.
Resource Consumption Accounting (RCA) is another accounting method which is available nowadays. RCA has been known by the International Federation of Accountants (IFAC) as a “complicated approach to the upper levels of the chain of costing techniques”. This approach provides the ability to extract costs directly from operational resource information.
RCA unused capacity costs were obtained by considering GPK costing characteristics and incorporating the use of activity-based triggers while required, such as those used in activity-based costing. A modern approach to closed accounting is continuous accounting that focuses on achieving moment-to-moment closure where accounting processes are usually conducted at the end of the period and are spread equally throughout the period.
Role in a company
Management accountants have a dual reporting relationship in accordance with other roles in modern companies. Management accountants as strategic partners and providers of decision-based financial and operational information are responsible for managing the business team. At the same time, they should report the relationships and responsibilities to the financial organization of the company and the financial affairs of an organization.
The activities provided by management accountants such as forecasting, planning, performing variance analysis, reviewing and monitoring the inherent costs of the business have dual accountability to both finance and the business team. New product costing development, operations research, business driving metrics, sales management scoring and customer profitability analysis are examples of tasks where accountability may be more significant to the business management team versus the corporate finance department. On the contrary, preparing some financial reports, adapting financial data to source systems, risk and regulatory reporting can be more beneficial for the finance team since they are in charge of collecting specific financial information from all parts of the company. IT costs are a significant source of uncontrollable costs in companies where most profits are obtained from the information economy such as banks, publishing houses, telecommunications companies, and defense contractors that is often the company’s largest expense in terms of size after total compensation costs.
Property costs are among the functions of management accounting in such organizations to work with the IT department and provide IT cost transparency. Accordingly, one view of the career path development for accounting and finance is that financial accounting is a step to management accounting. Regarding the concept of value creation, management accountants help with business success but strict financial accounting is basically a historical adaptation and endeavor.

Transfer costing
Management accounting is considered an applied discipline which is used in different industries. The specific functions and principles which are followed can vary in terms of industry. Management accounting principles are specialized in banking but share basic concepts whether the industry is production-based or service-based. For instance, transfer costing is a concept applied in manufacturing while it can also be used in banking. As a basic principle, it is used in allocating value and income to various business units. Transfer costing in banking is considered a method for allocating a bank’s interest rate risk to different financial sources and enterprises’ costs. Thus, the treasury department of the bank determines financial charges for the business units to be used in the bank. In addition, the Ministry of Treasury allocates financial credit to business units which bring deposits (resources) to the bank. This preventive method is applied to all assets and liabilities of the business sector although the transfer costing process of funds is basically applied to loans and deposits of different banking units. When transfer costing is applied and any management accounting adjustment is registered (which are typically note accounts and not included in the results of legal entities), business units can produce segment financial results which are applied by both internal and external users to evaluate performance.
Continuous learning and resources
Different strategies can continue to build and update a knowledge base in the field of management accounting. Certified Management Accountants (CMA) are obliged to earn continuing education hours annually, similar to a CPA. In addition, a company can have research and educational materials for use in a company-owned library. This is most common in Fortune 500 companies that have financial resources for this type of educational media. Further, the Cost Management journal (ISSN 1092-8057) and the Institute of Management Accounting website (IMA) are the resources which involve management accounting quarterly and strategic financial publications.
Provided duties and services
The list below includes the primary duties/services performed by management accountants. The complexity of these activities depends on the level of experience and abilities of each person.
• Rate and volume analysis
• Development of business criteria
• Cost modeling
• Product profitability
• Geographic reports versus industry or customer sector
• Sales management scorecard
• Cost analysis
• Cost-benefit analysis
• Cost-volume-profit analysis
• Life cycle cost analysis
• Customer profitability analysis
• Information technology cost transparency
• Capital budgeting
• Rent versus analysis
• Strategic planning
• Strategic management consulting
• Presentation and internal financial communication
• Sales forecast
• Financial forecasting
• Annual budgeting
• Cost allocation
Related qualifications
There are several related professional certificates in the field of accounting as follows:
• Management accounting qualifications
o CIMA
o ICAI-CMA
o CMA
• Other professional accounting qualifications
o Chartered Institute of Public Finance and Accountancy CIPFA
o Association of Chartered Certified Accountants ACCA
o Cost and Management Accountant (CMA)
o Certified Accountant (CA)
o Certified Public Accountant (CPA)
o Australian Certified Public Accountant (CPA)
Certified Global Management Accountant

Qualitative characteristics of accounting information
Qualitative characteristics of accounting information help management, investors, and accountants to make critical decisions and forecast financial results. Learning different characteristics can help you understand how to produce reliable financial documents and improve financial prosperity in the company.

What are the qualitative characteristics of accounting information?
The qualitative characteristics of accounting information allow financial professionals to more easily understand accounting reports and make decisions.
Six different types are available for the qualitative characteristics of accounting information, as follows:
1. Communication
Regarding accounting information, communication is a characteristic that can help people make decisions about business finances. Accounting information needs confirmatory value and predictive value in order to be relevant. Confirmatory value confirms the information provided about past financial events. Then, the predictive value provides some forecasting about future financial events. A business should have confirmatory and predictive value in order to develop accurate accounting information.
Professionals consider accounting information relevant if it can provide information about past events that can forecast future events that will hopefully lead to greater profits or solve future financial problems.
For instance, if a company owner aims to invest in a new asset, he can consult his previous investment history since this information applies to every future investment.
2. Agency loyalty
Agency loyalty, sometimes referred to as financial reliability, refers to the information which accurately shows a company’s financial transactions, resources, and assets. There are three factors which measure the agency loyalty of a company, including:
Completeness: A company which represents agency loyalty involves any transaction it makes or participates in to provide a more accurate picture of its finances.
Impartiality: An impartial company does not include bias while evaluating its financials, regardless of whether the information is positive or negative to provide an accurate report.
Error-free: This refers to a company’s accounting team making no mistakes in their calculations, leading to more accurate financial reporting.
3. Confirmability
A company ensures that its financial information is confirmable to make accurate financial forecasting.
Confirmability includes authenticating financial information and calculations using multiple independent sources to produce the same results. In other words, the external auditors and experts may evaluate a company’s financial statements and represent the same conclusions as the company’s accountants. In this case, a company’s information is accurate and confirmable. If the information cannot be verified, the company knows to rework its financial report and conduct the calculations again.
4. Comprehensibility
Financial reports should be easy to understand since decision making for a company often includes professionals outside the accounting department, such as management professionals. Comprehensibility is a criterion of showing how easily a person can understand a company’s financial report or accounting information. Financial reports can be often dozens of pages long and include complicated financial vocabulary and extensive calculations.
Most companies aim to have financial reports so that those without any accounting background can understand. A great approach to making financial reports easier to understand is to include notes which explain common accounting concepts, such as valuation methods and inventory information.
5. Comparability
Comparability refers to an essential part of accounting information since it helps professionals differentiate and analyze financial reports for decision making. Comparability includes the process of evaluating one financial period with another to understand the trends and overall financial performance of the company. A company can compare financial statements with the help of accounting methods such as the balance sheet, cash flow statement, or income statement. Furthermore, comparability can refer to a company’s ability to compare its financial statements with those of its competitors. This can present an insight into the performance of a company and allows a decision-making team to understand the changes made in response to the comparison.
6. Timeliness
Timeliness involves the speed with which accounting information is available to professionals. There is often a period of time for financial information to reach the accounting department after a transaction, the speed of which depends on the efficiency of communications in the company. If the information reaches a company quickly, it allows the accounting team to make timely decisions.
Why are the qualitative characteristics of accounting information critical?
The qualitative characteristics of accounting information are critical since they help business professionals understand and apply the information contained in accounting reports. Such characteristics present explanations for numbers in accounting reports and show professionals how to make decisions and forecast future financial results.
Here are some reasons why professionals may apply the qualitative characteristics of accounting information:
Reveal trends: Using qualitative research to accounting information can reveal financial trends which may not be apparent.
Provide explanations: Looking at information from a qualitative perspective enables people to understand why a business may act in a certain way.
Provide insight: If a company faces economic problems, the use of qualitative research can provide insight into the causes of the problems.
Develop forecast: Using qualitative characteristics can help a company forecast how it can perform better financially.
How to use the qualitative characteristics of accounting information
Follow the steps below to help you use the qualitative characteristics of accounting information for your company:
1. Extract relevant information
Extracting relevant information from past financial statements can help you forecast future financial results. Make sure that the information you extract is relevant to the information you attempt to forecast. For instance, if you want to forecast future tax information, you can look up previous tax information from past financial records and analyze trends.
2. Review your information
To ensure reliability, check if the information you extract is complete, neutral, and error-free. You can conduct this step yourself or ask external accountants to ensure that the information is accurate and error-free.
3. Confirm the information
Ask an auditor for help to ensure that your information is valid. To maintain data unbiased, use an auditor who does not work at your company. Hiring an external auditor can help keep your information accurate and unbiased.
4. Make sure that the information is understandable
When an auditor confirms the information, it is of great importance to ensure that the information is easily understood. The professionals outside the accounting department should evaluate the information to measure the ease of understanding information.
5. Compare the information
To complete the process, compare the information to similar information from a different financial period. In this regard, attempt to identify any kind of trend and evaluate the overall financial performance in order to make an accurate forecast for future financial periods.
An example of the qualitative characteristics of accounting information
Here is an example of how a company uses the above-mentioned steps to make important financial decisions:
A children’s toy company aims to understand how to improve its sales in the coming year:
Their accounting team collects relevant information about the improvement of their sales and helps them in the decision-making process by using the characteristic of relevance. This relevant information involves their last year’s cash flow statements, indicating their operating expenses and overall sales revenue.
Then, they apply the characteristic of reliability to ensure that the statement of cash flows is complete, neutral, and error-free. In addition, they checked all relevant statements and confirmed that the accountants who created the cash flow statement were unbiased. Moreover, they determine whether the calculations are error-free or not.