Managerial Uses of Accounting Information
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Managerial Uses of Accounting Information

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Joel Demski
2050 g
23.5x15.5x cm
This text studies managerial uses of accounting information and how accounting information is used in the management of an organization.
Preface. 1. Introduction. 2. Classical Foundations. 3. Financial Reporting Influences. 4. Economic Behavior under Uncertainty. 5. Product Costing. 6. Product Costing: Heterogeneous Products. 7. Standard Product Costs. 8. Joint Costs and Cost Allocation. 9. Alternative Costing Environments. 10. Library Integrity: Internal Control. 11. Framing Decisions. 12. Applications of the Framing Principles. 13. Extraction from the Accounting Library. 14. Large versus Small Decisions: Short Run. 15. Large versus Small Decisions: Long Run. 16. Competitive Response. 17. Library Procedures for Performance Evaluation. 18. Managerial Performance Evaluation. 19. Evaluation Based on Controllable Performance. 20. Responsibility Accounting. 21. Communication and Budget Participation. 22. Coordination. 23. Interdivision Coordination. 24. A Dynamic Perspective. References. Index.
This book is an invitation to study managerial uses of accounting infonnation. Three themes run throughout. First, the accounting system is profitably thought of as a library of financial statistics. Answers to a variety of questions are unlikely to be found in prefabricated fonnat, but valuable infonnation awaits those equipped to in the accounting library is most interrogate the library. Second, the infonnation unlikely to be the only infonnation at the manger's disposal. So knowing how to combine accounting and nonaccounting bits of infonnation is an important, indeed indispensable, managerial skill. Finally, the role of a professional manager is emphasized. This is an individual with skill, talent, and imagination, an individual who brings professional quality skills to the ta sk of managing. This book also makes demands on the reader. It assumes the reader has had prior exposure to financial accounting, economics, statistics, and the economics of uncertainty (in the fonn of risk aversion and decision trees). A modest acquaintance with strategic, or equilibrium, modeling is also presumed, as is patience with abstract notation. The hook does not make deep mathematical demands on the reader. An acquaintance with linearprogramming and the ability to take a simple derivative are presumed. The major prerequisite is a tolerance for (if not a predisposition toward) abstract notation. This st yle and list of prerequisites are not matters of taste or author imposition.