Making decisions as a manager can impact a company or business in a positive or negative manner, so it is imperative that managers make the best decision with the information they are given. As a manager, accounting provides the necessary data used in implementing long term solutions as well as effective decision making in focusing effort (Freedman, 2015). Through managerial accounting BSE Veterinary Services will get a data-driven view of how the cattle testing demand is increasing and what it means as far as growing their business. Also, by utilizing the given data, BSE will be able to make decisions that will have a positive impact on the future developments of their services and what it means for their profits and employees. Before committing to a decision, one must understand managerial accounting and how to apply it. Managerial accounting takes a look at past and estimated future data that is used by managers to develop and support an overall business strategy (Warren, Reeve, & Fess, 2002). As we prepare profit statements for BSE, these financial statements will overlap with management and serve to assist in the planning of future operations (Warren et al., 2002). Taking into account past and future costs data and applying a deliberate thought process as to the increased workload will help BSE answer the questions of profitability while sustaining quality services to the beef community (Walker, 2009). In order to support BSE Veterinary Services’ decision as to the potential increase of 6,000 cattle tests, I would utilize the collaborative model on which to form my decision. According to Walker (2009), financial accounting information alone will not assist managers in answering all of their required operational questions. Operational development through managerial accounting and the involvement of additional decision making agents that support the functions that make up the entire testing process will assist in making a forward thinking decision that supports the organizations overall strategy (Nahavandi, Denhardt, Denhardt & Aristigueta, 2015). In developing facts and assumptions, we see in the additional factors for consideration section, utilizing the collaborative model, we would be participating along with financial managers, facility managers, human resource managers as well as others. Utilizing the subject matter experts from inside the organization, will support the need in developing a very detailed report that allows the internal decision makers to support the best possible outcome (Walker, 2009). Through the collaborative model organizations can clearly define their problems and work together to achieve the best possible outcomes based on the vantage point of each decision maker and the organizations strategic vision (Nahavandi et al., 2015). Having worked in the future operations directorate at the Field Army level, as the senior advisor to the chief operating officer, I feel confident that in using the collaborative model along with focus groups will help BSE achieve the best possible decision.
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Focus groups, like future operations assist the overall decider in making the ultimate decisions and being able to stand firm that they have made the best possible decision based on the information available. Future operations facilitate the operations process which is the Army’s framework for exercising mission command. Members, just like those of a focus group are able to visualize and conceptualize the plan, accurately describe potential bottlenecks in the process and direct a successful outcome through collaboration. Through talent management, or the right person for the right job, planners can build and maintain a situational understanding and apply critical and creative thinking. This along with the right facilitator encourages collaboration and dialogue and will provide a viable solution to complex situations. Once the facts and input from the key players are gathered, the decision maker will begin to visualize a desired outcome and the approach to how the organization will get there (Nahavandi et al., 2015). In measuring the outcome of the cost versus profit, for an increase in 6000 additional cattle tests, a cost-effective analysis needs to be completed. By utilizing a cost-volume-profit analysis, management will be provided with useful information on which to make their decision (Warren et al., 2002). Managers can utilize this information to examine the relationship of volume and price per test along with the fixed and variable costs to
Focus groups, like future operations assist the overall decider in making the ultimate decisions and being able to stand firm that they have made the best possible decision based on the information available. Future operations facilitate the operations process which is the Army’s framework for exercising mission command. Members, just like those of a focus group are able to visualize and conceptualize the plan, accurately describe potential bottlenecks in the process and direct a successful outcome through collaboration. Through talent management, or the right person for the right job, planners can build and maintain a situational understanding and apply critical and creative thinking. This along with the right facilitator encourages collaboration and dialogue and will provide a viable solution to complex situations. Once the facts and input from the key players are gathered, the decision maker will begin to visualize a desired outcome and the approach to how the organization will get there (Nahavandi et al., 2015). In measuring the outcome of the cost versus profit, for an increase in 6000 additional cattle tests, a cost-effective analysis needs to be completed. By utilizing a cost-volume-profit analysis, management will be provided with useful information on which to make their decision (Warren et al., 2002). Managers can utilize this information to examine the relationship of volume and price per test along with the fixed and variable costs to