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The purpose of management accounting in the organization is to support competitive decision making by
collecting, processing, and communicating information that helps management plan, control, and evaluate
business processes and company strategy. The interesting thing about management accounting is that it is
rare to find an individual within a company with the title of “management accountant.” Often many
individuals function as accountants within the organization, but these individuals typically operate as
financial accountants, costs accountants, tax accountants, or internal auditors. However, the ability to
develop and use good management accounting (which covers a lot more ground than the product costing
done by cost accountants) is actually an important ability for many individuals, including finance
professionals, operational and marketing managers, top-level executives, and information technologists.
Generally, in a very large company, each division has a top accountant called the controller, and much of
the management accounting that is done in these divisions comes under the leadership of the controller. On
the other hand, the controller usually reports to the vice president of finance for the division who, in turn,
reports to the division’s president and/or overall chief financial officer (CFO). All of these individuals are
responsible for the flow of good accounting information that supports the planning, control, and evaluation
work that takes place within the organization.
As should be clear by now, the process of management accounting is the process of creating and using cost,
quality, and time-based information to make effective decisions within the organization. Many people in
the organization play a role in this process. The internal audit department has the responsibility of ensuring
that controls are followed and operations are efficient. Financial accounting, while providing information to
outsiders (such as creditors, investors, and government agencies), must also provide relevant financial
reports to decision makers within the organization. Systems professionals have the responsibility to
process information so that it is available to management in formats useful for decision making. Tax
department experts make sure that the organization complies with the tax laws and pays no more than its
legally obligated tax liability, but these people also participate in good planning, control, and evaluation of
processes and decisions that will affect future tax expense exposure. Finally, cost accounting obviously
plays a key role in tracking and reporting relevant product and service costs. Overall, the controller works
to bring together all this information as an integral part of the planning, controlling, evaluating, and
decision-making activities that take place throughout the organization.
FYI
Individuals interested in developing and demonstrating a professional competency in management
accounting can obtain a professional certificate that is much like the CPA certification. The Certificate in
Management Accounting (CMA) is sponsored by the Institute of Management Accountants (IMA), a
national organization of professional management accountants. Five areas of study are emphasized on the
CMA exam: (1) economics and finance, (2) organizational behavior, (3) public reporting, (4) periodic
reporting for internal and external purposes, and (5) decision analysis, including modeling and information
systems.
FYI
By 2004, e-commerce activities across the world will be enormous, amounting to $6.8 trillion, or 8.6% of
the global sales of all goods and services. Interestingly, while the United States accounted for 75% of
worldwide e-commerce sales in 2000, that share is expected to drop to a little less than 50% by 2004.
Source: “Global eCommerce Approaches Hypergrowth,” Forrester Research, Inc., April 18, 2000
TO SUMMARISE
Management accounting plays a key role in organizations today. The top accountant in most organizations
is the controller. All accounting functions report to this individual, including the cost accountants, the
financial and tax accountants, the internal auditors, and systems support personnel. Though much
management accounting originates within these positions, all decision makers in the organization must
understand how to create and use good management accounting information. Management accounting is
also being significantly affected by dramatic improvements in computer technology. Today’s technology
allows management to track performance information that goes beyond the cost-based information of
historic general ledger systems. Good management accounting involves a responsibility to manage a wide
variety of critical information. Hence, those involved need to anticipate and be prepared to deal with
various ethical dilemmas. And finally, though we’ve used DuPont as the example company in this chapter,
you need to understand that management accounting is not just for manufacturing companies. Service and
merchandising industries represent a much larger portion of the U.S. economy than does the manufacturing
industry. Further, the advent of the Internet and e-commerce is bringing dramatic changes to many
companies and industries. This textbook will explore management accounting in all types of business. As
you work through the remainder of this textbook, you should consider how each new concept you learn
could be applied in multiple types of business settings.