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Essay / Research Paper Abstract
A 10 page paper discussing changes in the profession arising from changes in technology, globalization and competitive strategies. Integrated management accounting systems, such as those arising from activity-based costing and management (ABC/ABM) systems with enterprise resource planning (ERP) systems can be appealing for their instant accessibility to information in real-time, but they also can detract from sound decision making based on trends more easily discernible from the more standard monthly and annual reports of traditional management accounting systems. There can be a place for both, but their uses need to be as clearly defined as the qualities they are measuring. Bibliography lists 16 sources.
Page Count:
10 pages (~225 words per page)
File: CC6_KSmgmtAc.doc
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Unformatted sample text from the term paper:
140 professional accounting bodies, and keeps statistics on changes occurring within the profession. In 1997, there were 1.9 million accountants worldwide, only about 35 percent of whom were in
public practice. The remainder are permanently employed in business in a variety of responsibilities. "One can expect a growing demand for accountants in management to contribute to such
key considerations as the strategic direction for the enterprise and the formulation of goals and plans to build economic value" (Stuart, 1997; p. 5). Changes in technology, globalization and
competitive strategies already have had profound effect on management accounting, and more changes can be expected in the future. Decision Making Considerations
In 1993, some at least a few authors were touting fuzzy logic as a possible route to improving timeliness of decisions and management
of uncertainties. Activity-based costing already had been introduced, but it alone could not account for uncertainties inherent in such activities as sales forecasting, capital constraints or other aspects of
strategic planning for competitive advantage (Brewer, Gatian and Reeve, 1993). Fuzzy systems still have not met with wide appeal in Western philosophy, particularly
among those as highly cognizant of precision in values as accountants by nature and by training tend to be. Instead, activity-based management (ABM) has found more favor in the
latter years of the 1990s. ABM "is a cost accounting and management approach that incorporates strategic management and reengineering concepts" (Trussel and Bitner, 1998; p. 441). Considering information
both from a cost vantage as well as that of process, ABM is able to "determine the costs of services and products while the process view focuses on developing financial
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