The Traditional Role Of Management Accounting In The Organization

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Management accounting states “process and techniques that focus on the effective and efficient use of organisational resources, to support managers in their tasks of enhancing both customer value and shareholder value (Langfield-Smith, 2003). In which, the objective of management accounting in the organization is to encourage competitive decision-making by collecting, processing, and communicating knowledge that benefits management proposal, assessing corporate procedures and company policy.

Over the past few years, the advancement in technology and other factors has taken over the business environment. The development of new technology has created arise for new business form; some great examples are Uber, Airbnb, and Alibaba. These are the
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In the past, a manager’s role consisted of planning, leading, organizing and controlling. Furthermore, they were mainly responsible operational efficiency and employee motivation. Simply, management accountants accumulate and interpret data in order to help managers make decisions regarding the business (Martin and Rice, 2015). Hence, management accounting portrays a major portion in the future of new organizations. As globalization is advancing in various companies, management accounting is a critical competitor in preparing efficient information.

In recent times, we have witnessed the traditional role of management accounting irrelevant due to the rapidly changing world of business. It is apparent in order to keep up with modern time management must adapt in order to facilitate the growth of new organisational forms (Evans et al., 1996; Burns and Yazdifar, 2001; Scapens et al., 2003). In general, the development of management accounting in modern society has seen a change from the traditional control-type business analysis to organizational consultancy (Evans et al., 1996; Burns and Yazdifar, 2001; Scapens et al., 2003). One of the most significant changes in management
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The traditional approach to management accounting has been criticized for being too internally focused and limited to operational issues, thus lacking in its contribution to strategic management (Pitcher, 2015). However, nowadays management accountants require a wider set of skills, including business acumen, interpersonal skills, and they are becoming more involved in strategic management and in turn have moved towards a business partner role. The major area where accounting information and techniques are utilized to support strategic management is in the stage of gathering and analysis information (Pitcher, 2015). Moreover, it is also widely used in the validation of strategic decisions. The role management accounting plays in decision-making have

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