Management Accounting in Support of Strategy explores how management accounting can support the strategic management process of analysis, formulation, implementation, evaluation, monitoring, and control. If the management accountant is to add value to the business they need to understand how the business works. The toolbox available to the management accountant does not just contain the accounting techniques, but also includes the strategy models and frameworks described in this book. Armed with this array of tools the management accountant is well placed to add significant value to the business. The reader will gain an understanding of the strategic management framework, strategic models and tools, and how management accounting can support the strategic management process. It will be beneficial for undergraduate and postgraduate course students studying strategy or management accounting. The book will also enable practicing accountants to understand how they can make a significant contribution to the success of their organization by demonstrating how management accounting can be used in support of strategy.

AUDIENCE: For upper level undergraduate and MBA Management Accounting courses. APPROACH: Atkinson is a managerially-oriented book that focuses on both quantitative and qualitative aspects of classical and contemporary managerial accounting. COMPETITORS: Garrison, MH;

Radical changes to public service delivery have swept across many regions of the world. Management accounting methods are vital to support operational and strategic decision making in public services internationally. This book provides a comprehensive and “leading-edge” guide to the topic. Written by an expert scholar with practical experience of public service delivery, the book takes account of key trends such as increased demand for public services, financial austerity, technological change and enhanced performance management. A globally relevant book, informed by cutting edge academic research and benefitting from integrated case studies, this is essential reading for both students and practitioners involved with the financial aspects of public services management.

This text is an introductory course in management accounting for those seeking an understanding of basic principles and underlying concepts without detailed technical knowledge. It has a strong practical emphasis, with plenty of examples taken from the real world as well as numerical examples with step-by-step explanations.

* Challenging and provocative book * Shows how management accounting techniques can be integrated into the strategic decision making process * Extensive use of practical examples from a variety of contexts.An introduction to business strategy for management accountants, financial accountants or managers with an accounting orientation. The book places management accounting clearly within the context of strategic management of the business. Offers qualified accountants a sound introduction to strategic management, and with practical examples and mini-cases provided throughout, this book is comprehensive yet concise. Keith Ward addresses strategic management accounting as a continuous process of analysis, planning and control. Management accounting is about supplying the right information to the right people at the right time, and this can only be expressed in the context of the business strategy and strategic plan. The implementation of appropriate management accounting systems to complement different strategies is discussed in detail. Applications and examples include multinational organizations, non-profit organizations and varying organizational structures. Finally the author covers methods of using management accounting for strategic advantage.

Business professionals that need to gain a stronger understanding of key accounting concepts will appreciate this book’s approach. It focuses on the core concepts framed within the context of one company, C & C Sports and its supply chain. Through this example, they’ll learn fundamentals of how a business operates along with the type of decisions that managers must make on a daily basis. Focus On mini chapters incorporate streamlined, complete coverage of certain topics. Reinforcing examples and exercises are also included to enable business professionals to assess their level of understanding before progressing to more advanced discussions.

Organisations today are operating in an ever changing and more risky external business environment. To survive and grow in this environment it is now more important than ever that the information needs o the organisation are shaped by its goals and objectives and driven by its strategy choices. These strategy choices determine the processes and activities necessary to achieve the organisational objectives and goals. The resulting organisational outcomes contribute to the generation of owner wealth and increased organisational value and, in doing so, recognise the value adding potential of significant organisational relationships such as those with suppliers and customers. From a management accountant's perspective, these strategy choices define the design, function and operation of the organisation's management control systems and its underpinning performance management system. The focus of this book is on accounting for an organisation's external business environment and the associated risk implications for decision making and performance management. It is about accounting for operating strategies, processes and activities and the incorporation of risk into these strategic decisions and the management of performance. The tools, techniques and frameworks available to the management accountant are drawn from those used in traditional and contemporary management accounting, as well as those developed through a strategy-based value chain lens and a discussion on how strategy-based accounting might be achieved.