Limitations of Management Accounting PDF Notes 2021 | What is Management Accounting and its Functions

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Managerial accounting is the practice of providing managers with information about financial and non-financial matters for decision-making. It essentially allows directors within an organization to make decisions based on information. Cost accounting may also be used for this purpose.

It is the process of recognizing, analyzing, deciphering, and presenting data to supervisors to assist in achieving business goals. All accounting fields have been researched to provide the administration with detailed information about business tasks associated with financial expenses and decisions made by the organization. Accounting plans are used by management to measure the effectiveness of the organization’s operations.

What is a Management Accounting

Managerial accounting refers to identifying, measuring, analyzing, interpreting, and communicating information to managers for the purpose of creating an organization’s goals. Accounting for management consists of all financial statements that serve as an information source for management. Information regarding the cost of products or services that the company purchases is used in the analysis.

Operating budgets are often used as a tool for quantifying operational decisions. A performance report shows variances between budgeted results and actual results for management accountants. The main difference between financial accounting and management accounting is that financial accounting involves the collection of accounting data to prepare financial statements, while management accounting refers to the internal procedures for recording business transactions.

What are the Limitations of Management Accounting

1. Based on Financial and Cost Records
2. Personal Bias
3. Lack of Knowledge and Understanding of the Related Subjects
4. Provides only Data
5. Preference to Intuitive Decision Making
6. Management Accounting is only a Tool
7. Continuity and Participation
8. Broad Based Scope
9. Costly Installation
10. Resistance to Change
11. Evolutionary State
12. Unquantifiable Variables

Management Accounting Syllabus

In India, numerous universities and colleges prescribe a detailed management accounting syllabus. A management accounting pdf can be downloaded from the official website.

• Management Accounting: Understanding management accounting, understanding the scope of management accounting, distinguishing management accounting from financial accounting and cost accounting.
• Financial statement analysis, financial statement users, and tools for analyzing financial statements – comparison statements, common-size statements, and trend analyses.
• Fund Flow Statement: Work balance statement, adjusted profit, and loss account — what it means, how it is prepared, and how to prepare it. How funds are gathered and what to do with them.
• Cash Flow Statement: How cash flow statement differs from fund flow statement, how cash is derived from operating, investing, and financing activities, and how it is prepared using direct and indirect methods (AS-3 Revised).
• Ratio Analysis: Understanding the meaning, scope, advantages, and limitations of each type of ratio; Calculating and interpreting them; relevance for analysis.
• Responsibility Accounting and Transfer Pricing: The assignment of costs and revenues to cost centers, profit centers, and investment centers.
• The meaning and features of good reports, their types, the steps involved in drafting a report and publishing them. Management reporting.

What Is a Management Accounting System?

To make operational business decisions, internal management accounting systems provide the necessary information to management. This type of system can be used by companies that are involved in manufacturing to assist with costing and process management.

In addition to helping hospitals with billing insurance companies, management accounting systems can also help them manage in-house requirements. Industry-specific functionalities and reports are offered within these systems depending on the industry in which they are used.

Scope, practice, and application

It has been stated that management accounting includes the following three areas by the Association of International Certified Professional Accountants (AICPA):

• Strategic management — Improving management accountants’ role as strategic partners in organizations.
• Performance management — Management of business performance and developing business decision-making procedures.
• Risk management — Establishing frameworks and practices to identify, measure, manage and report risks to the organization’s objectives.

Management accountants provide financial and other decision-oriented information to management, helping them formulate and control policies and to plan and control the operations of their enterprise. This is according to the Institute of Certified Management Accountants (CMA). “Value-creators” are considered among accountants the management accountants.

It is more important for them to look ahead and make decisions that will affect the organization’s future than to record historical data and keep compliance records. Information management, treasury, efficiency auditing, marketing, valuation, pricing, and logistics are among the fields and functions within an organization that can provide management accounting knowledge and experience.

Global Management Accounting Principles (GMAPs) were drafted by CIMA in 2014. Developed as a result of research from 20 countries on five continents, the principles aim to guide best practices in the field.

Key Managerial Accounting Skills and Techniques

The tasks of managerial accountants include the creation of accurate financial statements, forecasting future expenses, and identifying opportunities to reduce costs. From the cost of goods sold to its net present value, they analyze every aspect of their company’s operations in depth using key performance indicators. Individuals in this role may also be responsible for the following duties, according to the Association of International Certified Professional Accountants:

• Evaluating and managing financial risks.
• Analyzing the cost of products or services.
• Modeling and forecasting cash flows.
• Advising business leaders on mergers and acquisitions.
• Formulating evidence-based financial strategies.
• Conducting cost and margin analysis.

There are no two managerial accounting positions that are the same since every company has different operational needs and financial constraints. Manufacturing professionals, for instance, may place a higher emphasis on supply chain costs and production expenses, while retail professionals think more about inventory valuation. The skills and techniques used by managerial accountants are similar no matter their employer.

1. Margin analysis: It is impossible to predict how companies’ gross margins will fluctuate over time, no matter how many factors are accounted for. Profitability analysis aids business leaders in identifying inefficiencies that may lead to wasted expenditures. Additionally, Investopedia reports that this technique can be used to determine how small changes to a business’s pricing, production workflows, and staffing can affect the company’s profits. Managerial accountants formulate financial strategies aligned with their company’s long-term goals by analyzing the projected costs and estimating the benefits of specific investments.
2. Capital budgeting: A company must ensure that an investment or project will deliver profitable results before investing in it. Capital budgeting is used by management accountants to determine potential cash inflows and outflows associated with specific business decisions. If a manufacturer wanted to open a new manufacturing facility, they would need to compute the cost and the return on investment first. Investopedia says that discount cash flow and net present value are common criteria for capital budgeting.
3. Trend analysis: An accountant’s focus on market conditions and cost-related trends is one of the keys to forecasting revenue, profits, and capital expenditures for a company. CFA Institute points out that this accounting method is designed to inform future business decisions by tracking a company’s historic performance and growth. Adapting to new opportunities in their markets and constraints would be difficult without a forward-looking financial management framework.

Advantages and Objectives of Management Accounting

While there are several objectives of the program, the primary objective is to improve the quality of the decisions made by the management of an organization. Accounting for management aims to provide information to the managerial team that will help them run their business operations and activities more efficiently. Below is a list of how management accounting can help you.

• Decision Making
• Planning
• Controlling business operations
• Organizing
• Understanding financial data
• Identifying business problem areas
• Strategic Management

Limitations or Disadvantages of Management Accounting

1. Based on Financial and Cost Records

The management accounting system makes use of both financial and cost accounting information. Maintaining accurate financial and cost records is crucial for the accuracy and validity of management accounts. Records provide insight into a management accounting system’s strengths or weaknesses.

2. Personal Bias

Analysts and interpreters are fully responsible for the analysis and interpretation of financial statements. Therefore, the objectivity and effectiveness of conclusions and recommendations may be affected by an individual’s biases and prejudices.

3. Lack of Knowledge and Understanding of the Related Subjects

Accounting for management has several related subjects, such as financial accounting, cost accounting, statistics, economics, psychology, and sociology. If a management accountant has a thorough knowledge of related subjects, the organization can gain more benefits from management accounting. However, this is questionable if management accounting does not possess a thorough knowledge of related subjects.

4. Provides only Data

To solve a problem, alternative solutions are developed and presented to management under management accounting. In addition to the numerous options available, management can select any one of them or discard them all. The purpose of management accounting is merely to provide information and not to prescribe any actions.

5. Preference to Intuitive Decision Making

Using management accounting techniques, scientists can make scientific decisions. In making business decisions, most management accountants and executives rely on their past experience and intuition. They do this because intuition is a simple way to make decisions.

6. Management Accounting is only a Tool

In the management accounting system, accounting advice is given and decision-making is facilitated by the management accountant. In the end, it is the management’s responsibility to make the actual decisions, implement them, and follow up on them.

7. Continuity and Participation

It is the management that makes decisions. The management accountant is responsible for implementing those decisions. To operate a management accounting system successfully, management accountants need to put in the continuous effort and management needs to provide full participation.

8. Broad-Based Scope

It takes into account both monetary and non-monetary transactions of an organization, making its scope very broad. Management accountants can be limited in their knowledge and experience, resulting in inaccurate and unreliable data preparation.

9. Costly Installation

Management accounting systems are quite expensive to install. The cost of such installation is unaffordable for a small business organization. A large and complex organization is the only one that can use this system effectively.

10. Resistance to Change

Implementing management accounting changes the way the organization is set up and how accounting is performed. Unless the personnel involved are given confidence, such changes may be resisted.

11. Evolutionary State

A recent development in accounting is management accounting. Using the data available for managerial use intelligently is the key to management accounting’s utility. Therefore, it can be said that management accounting stands in a developmental stage.

12. Unquantifiable Variables

Management accounting emphasizes the interpretation and evaluation of money-related historical events. However, the business organization faces many problems that can’t be exposed in day-to-day operations.

Difference between Management Accounting and Financial Accounting

Sr. No.	Management Accounting	Financial Accounting
1	The firm uses it only internally	In most cases, external reporting is mandatory by law for various stakeholders
2	There are no laws or regulations governing it	Regulated by Standards, Laws, and Regulations
3	Decision-making by internal management is the main objective	Facilitates investment decisions for investors, creditors, etc.
4	Information related to both financial and non-financial matters	Has only financial information in mind
5	Audits or investigations not conducted	Records of financial transactions are audited in accordance with industry standards

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Characteristics or Nature of Management Accounting

An important function of management accounting is to provide accounting data to the management so they can make informed decisions. Information is also important for improving efficiency and achieving organizational objectives. Management accounting generally consists of the following features:

1. Providing Accounting Information. Based on accounting information, management accounting is performed. An accounting department’s main function is the collection and classification of data. From this information, management can make decisions regarding organizational policy. An element of management accounting entails presenting information so as to meet the needs of managers.
2. Cause and Effect Analysis. Management accounting goes beyond financial accounting by preparing profit and loss accounts and determining the ultimate result. In management accounting, we discuss the cause and effect relationship between actions. Losses are investigated to determine the reasons for them. Studying the factors directly influencing profitability is also a necessity if there is a profit. Therefore, management accounting can study cause and effect relationships.
3. Use of Special Techniques and Concepts. Management accounting makes accounting data more useful by using special techniques and concepts. Financial planning and analysis, budgeting, marginal costing, project appraisals, and control accounting are typical techniques used for project management. In order to determine the type of technique to be used, one has to take into account the situation and necessity.
4. Taking Important Decisions. Various important decisions can be taken using management accounting. Accounting provides the necessary information to management so it can make informed decisions. Data from the past is analyzed so decisions can be made in the future. While making important decisions, the implications of various alternatives are also considered.
5. Achieving of Objectives. Managing accounting involves using accounting information so that it contributes to achieving organizational objectives. Planning and setting objectives are based on historical information. The management will be able to get a clear picture of the performance of various departments by recording and comparing the actual performance with the targeted figures. In the event that standards are not being met and employee performance is not meeting standards, corrective measures may be taken immediately. Budgetary control and standard costing can facilitate all of this.
6. No Fixed Norms Followed. To prepare different accounting books, financial accounting follows certain rules. Management accounting, on the other hand, does not follow any specific rules. Although management accounting tools are the same, the way they are used varies from company to company. The way data is analyzed depends on the person doing the analysis. Conclusions are also derived according to the management accountant’s intelligence. The figures are used in different ways by every corporation. Depending on the concern, the figures will be presented in a different manner. Thus, every company analyzes the data according to its own rules and by-laws.
7. Increase in Efficiency. In order for a business to be more efficient, accounting information is used. Goals must be set for each department or section in order for the business to be more efficient. Using the performance appraisal, management will be able to pinpoint areas of efficiency and inefficiency. Efforts will be made to make employee costs conscious. Each employee will take responsibility for cost control.
8. Supplies Information and not Decision. Accounting information is supplied to management by management accountants. It is the top management that makes decisions. This information is classified according to the management’s requirements. Management accountants are only responsible for guiding and not making decisions. Decisions will be made based on data collected by management. Using the data effectively will depend on how competent and efficient the management is.
9. Concerned with Forecasting. Accounting for management involves planning for the future. Planning and forecasting are aided by accounting. Past performance is used in planning future actions. Management uses the information to make decisions about the future.

Following the discussion above, we can say that Management Accounting is primarily concerned with presenting accounting information in such a way that management can use it to make decisions.

Objectives of Management Accounting

The management is primarily concerned with maximizing profits or minimizing losses. Accounting for management is fundamental to assisting management in its daily operations. Additional objectives include:

1. Planning and policy formulation: Management’s primary function is planning. Based on available information, it makes forecasts. Accounting for management has the primary objective of providing data to the management to formulate plans for the future. Accounting for management involves preparing past financial statements and forecasting future results, which assist the management in formulating plans and policies.
2. Controlling: One of the main functions of management is to control the performance of different units within an organization. A comparison is made between the actual performance of each unit and the predetermined objectives to identify deviations and take corrective actions to improve the performance. By using management accounting tools such as standard costing, budgetary control, etc., the management is able to control the performance of each employee.
3. Help in the interpretation process: In management accounting, the main goal is to present financial data in a manner that is easily understood by the management. His use of diagrams, graphs, and charts can provide a precise depiction of the data.
4. Helps in decision making: Many strategic decisions have to be made by management. By providing significant information relating to various alternatives, management accounting contributes to a more modern, scientific approach to decision-making.
5. Reporting: In addition to keeping the management fully updated about the position of the company, management accounting is a primary objective. Management can make timely and informed decisions thanks to management accounting. A comparative analysis is given to the management of the different alternative plans.
6. Motivating: An accounting system can help management select the most effective way to do things. Each employee receives a set of targets and is given authority to carry out those targets. When employees are delegated tasks, they experience greater job satisfaction and are encouraged to look forward to their future. In this way, it facilitates motivation.
7. Helps in organizing: The organization is a group of individuals who establish relationships with each other. In addition, delegating authority and establishing responsibility is part of the organization. Accounting for management involves establishing cost centers, preparing budgets, preparing cost control books, and assigning responsibilities.
8. Coordinating operations: Coordinating the activities of various sections is facilitated through the tools provided by it. A functional budgeting system facilitates coordination.

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Scope of Management Accounting

Management accounting covers a wide range of topics. Managerial accounting is primarily concerned with providing information to management to enable them to fulfill their roles of planning, directing, and controlling. To provide effective management accounting services, management accounting includes a wide range of specializations.

• Financial Accounting: Accountants prepare Profit and Loss Statements and Balance Sheets to record financial aspects. A management accountant rearranges the statements and uses them to facilitate strategic planning. Financial accounting and management accounting are closely related.
• Cost Accounting: A key component of management accounting is cost accounting. Through cost accounting, different divisions, departments, and products can be evaluated to determine how efficient they are. All of this data can be used for managerial purposes through management accounting.
• Budgeting and Forecasting: Setting budget targets involves estimating expenditures and revenues for a given period. What forecasting does is to predict what will happen based on a given set of circumstances. The targets for each department are defined and responsibilities are assigned for their achievement. Performance is assessed as a result of the actual results against the predetermined targets.
• Inventory Control: During this phase, inventory is planned, coordinated, and controlled from the moment of acquisition until it is disposed of. Stock levels, ABC and VED analyses, and physical stock verification are some of the techniques used in inventory control.
• Statistical Analysis: Statistical tools are applied to the information in order to make it more useful. They can be graphs, diagrams, index numbers, graph charts, etc. In addition to time series regression analysis and sampling techniques, other tools such as sensitivity analysis are used for forecasting.
• Analysis of Data: Analyzing and comparing financial statements with historical figures, with those of other firms as well as with standards is done. The findings are analyzed and interpreted before the management is presented with reports.
• Internal Audit: Auditing internal controls helps management fix individual responsibilities.
• Tax Accounting: Income statements are used to determine tax liabilities. The management can deal with tax liabilities and comply with other laws, such as the Companies Act and the MRTP Act, with knowledge of tax provisions.
• Methods and Procedures: Maintaining an efficient data processing system and effective reporting of necessary data in a timely manner are part of this.

Functions of Management Accounting

Accounting for management aims to assist management with the efficient performance of its functions. Planning, organizing, directing, and controlling are some of the major functions of management. By implementing management accounting, these functions can be performed more effectively. There are two ways management accounting helps management:

• Management with the accounting information they need
• In addition, he assists the management in a variety of tasks and activities.

Providing necessary accounting information to management:

Measuring: Management measures work efficiency in various areas based on historical and current incidents with a perspective toward the future. Standard and actual performance is compared in standard costing and budgetary control in order to find out how efficient the process is.

Recording: The qualitative and quantitative data types are both included in management accounting, and this accounting is based on assumptions, and even items that cannot be expressed financially are included in this accounting.

Analysis: Management accounting involves collecting and analyzing facts regarding managerial problems and then presenting them in an understandable and clear manner.

Reporting: Various reports are prepared for the use of management. A general type of report includes the following:-

1. Regular Reports
2. Special Reports.

II. Helping in Managerial works and Activities:

Plans, organizes, staff, directs, and controls are the main functions of management. In order to fulfill the above-stated responsibilities, management accounting provides information to the various levels of management. Management accounting helps with the following functions:

(a) Planning: Using management accounting, it is possible to make financial predictions, which are useful for making justifiable plans. Standard costing tools, such as cost-volume-profit analysis, are of great value in managerial accounting.

(b) Organizing: Generally, management accounting divides an organization into different departments based on work or production, and then preparations are made to simplify the process. The management accounting technique of budgetary control and establishing cost centers results ineffective management.

(c) Staffing: Performing merit ratings and job evaluations are important aspects of staffing. Employees are generally only valuable for the organization if the value of the work they do exceeds the value of their salary. Performing a cost-benefit analysis in staffing functions improves management accounting.

(d) Directing: Coordinating, leading, communicating, and motivating are essential to good directing. An accounting-based management approach greatly facilitates these tasks. Accounting for management can be a valuable tool for analyzing the financial and non-financial factors that motivate people.

(e) Co-ordination: Management reports on the performance of departments from time to time, after they have been informed of their targets. In order to improve overall performance, this continuous reporting helps management coordinate multiple activities.

Difference between Cost accounting and Management Accounting

The two branches of modern accounting are cost accounting and management accounting. Each system involves the presentation of accounting data for use in management decisions and controlling day-to-day activities. In addition to cost determination, cost control and managerial decision-making are also components of cost accounting.

The concepts, techniques, and data in cost accounting are used in management accounting. The functions of management accounting and cost accounting complement each other. Management accounting also considers revenue, but the emphasis is on cost determination in cost accounting. Even though there may seem to be an overlap between management accounting and cost accounting, the differences between them are as follows.

Basis	Cost accounting	Management accounting
a)   Purpose	The main objective of cost accounting is to ascertain and control the cost of products or services.	The function of management accounting is to provide information to management for efficiently performing the functions of planning, directing, and controlling.
b)   Emphasis	Cost accounting is based on both historical and present data.	Management deals with future projections on the basis of historical and present cost data.
c)    Principles	Established procedures and practices are followed in cost accounting.	No such prescribed practices are followed in Management accounting.
d)   Data	Cost accounting uses only quantitative information.	Management accounting uses both qualitative and quantitative information.
e)   Scope	Cost accounting is concerned mainly with cost ascertainment and control.	Management accounting includes financial accounting, cost accounting, budgeting, tax planning, and reporting to management.
f)    Status	The Status of cost accountants comes after management accountants.	Management accountant is senior in position to cost accountant.
g)   Tools and techniques	It has standard costing, variable costing, break-even analysis, etc. as the basic tools and techniques.	Along with these, the management accountant has funds and cash flow statements, ratio analysis, etc. as his tools and techniques.
h)   Installation	It can be installed without management accounting.	It needs financial and cost accounting as its base for its installation.

Tools and Techniques Used in Management Accounting

An accountant supplied to management ensures that the latter is able to carry out all of its functions sincerely and faithfully, including planning, organizing, staffing, directing, and controlling. Here are the tools and techniques used by the management accountant.

1. Financial planning: To plan financial activities for a concern to achieve its primary objectives, it is necessary to decide in advance what those activities will be. It involves determining a business’s long- and short-term financial objectives, formulating its financial policies, and designing the financial procedures necessary to meet those objectives. When it comes to maximizing returns on capital, the role of financial policies cannot be understated. Policies are aimed at determining the amount of capital required, the sources of funds, determining and distributing income, guiding the use of debt and equity capital, and determining the optimal level of investment in various assets.
2. Analysis of financial statements: In this study, we attempt to analyze the financial statement data in order to forecast future earnings, debt maturities, and the profitability of a sound dividend policy based on the significance and meaning of the data. Such an analysis is conducted with comparative financial statements, trend analyses, funds flow statements, and ratio analyses. In the end, this analysis will provide information that will be useful to business executives, investors, and creditors.
3. Historical cost accounting: Management can compare past costs of jobs, processes, and departments using historical cost accounting. Management may find such a comparison useful for controlling costs and planning for the future.
4. Standard costing: To know the reason for variances, to pinpoint the responsibility, and to take remedial action in order to prevent such things from happening again, standard costing involves establishing standard costs under the most efficient operating conditions, comparing actual costs to the standard, calculating and analyzing variances. To control costs, this aspect is important.
5. Budgetary control: For planning and controlling the business’s activities, management accountants use budgetary control totally. Managing the budget, in other words, achieving a satisfactory return on investment, is an important component of business operations.
6. Marginal costing: Management accountants use marginal costing, differential costing, and break-even analysis to maximize profits, control costs, and make decisions.
7. Funds flow statement: The management accountant analyzes the changes in a business enterprise’s financial position between two dates by using the fund’s flow statement technique. It shows how the funds are used within the business and where the money comes from. Financial analysis and control, future planning, and comparative studies are all made easier and more effective with this.
8. Cash flow statement: In planning for the long term, a statement of funds flow based on working capital is highly useful. Even if the company has adequate working capital as indicated by the funds flow statement, it may not be able to meet its current obligations as and when they fall due. Possibly, accumulating investments and increasing trade debtors are responsible. Cash flow statements are more useful in such a case because they give information on the inflow and outflow of cash. A cash flow statement summarizes the sources of incoming cash and the uses of incoming cash for a firm over a particular period of time, say a year or a month. Liquidity analysis is very useful when using a cash flow statement.
9. Decision making: The best alternative to a particular work has to be chosen when there is more than one option. Management must decide which option is the best. Using techniques such as marginal costing, capital budgeting, and differential costing, management accounting helps the business to select the best option that maximizes profits.
10. Revaluation accounting: Using this technique, the management accountant helps to maintain and preserve the enterprise’s capital. The financial statements are adjusted to take into account the effect of changes in prices.
11. Statistical and graphical techniques: To make the information more meaningful and present it in such a way that management may use it to decide, management accountants use various statistical and graphical techniques. Statistical quality control, Linear programming, master chart, sales and earnings charts, investment charts, and so on, are among the techniques used.
12. Communication (or Reporting): Management success or failure is determined by the provision of the requisite information in the right form and at the right time for the management to be able to fulfill its planning, controlling, and decision-making functions. In order to provide information to management at all levels, the management accountant will prepare the necessary reports by selecting the right data, organizing the data, and selecting the right reporting method.

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Management Accountant and Its role

In accounting, a management accountant is someone who supplies accounting information to management. Management accountants provide information to different management levels. Depending on the organization, he may be referred to as Controller, Comptroller, Chief Accountant, Financial Adviser, or Financial Controller, for example. The role of a management accountant must be determined by the organization. Also, the scope of his duties and responsibilities must be clearly defined.

Management accountants cannot be held responsible for incorrect decisions made by management if they provide the facts accurately and in a format that allows for proper analysis and interpretation. Alternatively, if the information is skewed, inaccurate or is not presented properly, the management accountant bears the responsibility.

Functions of Management Accountant

Management accountants’ functions are determined by their status in an organization, the needs of the enterprise, and their own strengths and abilities. Management accountants are still asked to perform some functions commonly. Based on the Financial Executives Institute, America’s definition of controller duties, they are:

• Planning for Control. As a management accountant, you coordinate and maintain an integrated plan to control your operations. A system of this kind would provide cost standards, budgets, forecasts for sales, capital investment programmes, profit planning and the systems to implement them.
• Reporting. Plans and standards are used by management accountants to evaluate performance. All levels of management get insight into the results of an operation. In this function, we will install accounting and costing systems and record actual performance so that any deviations can be identified.
• Evaluating. Various policies and programs should be evaluated by him. The quality of the management accountant will determine the effectiveness of planning and procedures in achieving the objectives of the organization.
• Administration of Tax. Management accountants are responsible for reporting to government agencies in accordance with different laws and supervising all tax matters.
• Appraisal of External Effects. As well as evaluating the impact of various government economic and fiscal policies, he is to assess how they affect the achievement of organizational objectives.
• Protection of Assets. A management accountant is also responsible for safeguarding business assets. As part of this function, internal controls are maintained, audits are conducted and assets are properly insured.

Duties of Management Accountant

In addition to assisting management in making correct policy decisions, management accountants also help to improve the efficiency of entrepreneurial operations. In this position, he may need to gather information from both internal and external sources, ensuring that management has the necessary information.

Management understands the significance and utility of the information by arranging and rearranging it according to their needs. Generally, management accountants are responsible for the following tasks:

• Collection of Information. In management accounting, information is gathered from both internal and external sources. In order to decide on the type of information required, management accountants must first decide on the relevant sources.
• Evaluation of Information. After collecting information, the next task of the management accountant is evaluating it. Relevant from irrelevant information is the task the accountant will perform. In addition, the accountant will assess the information’s usefulness. The manager will only be provided with necessary information in a systematic manner, leaving out irrelevant and unnecessary information.
• Interpretation of Information. An additional task assigned to a management accountant is interpreting information. It is much less useful if the information is provided without explanation. Management accountants provide facts and figures about various policies and evaluate them based on money. Also, he is expected to provide his opinion on different alternative courses of action so that the management can easily take a decision.
• Reporting of Information. Providing management with information is another duty of a management accountant. It is his responsibility to provide management with the necessary information. As soon as necessary, the information is provided. Management can better understand the implications of various decisions when they are provided with this information, which allows them to make more realistic decisions.

Steps in Installation of Management Accounting System

Here are the steps needed to implement a management accounting system that is efficient and effective:

1. Organisation Manual: It is essential to prepare and adopt an appropriate organizational manual. Throughout the manual, the authority of each executive is explicitly defined and limited. Consequently, the responsibilities and functions of all executives do not overlap. Communication lines are also drawn.
2. Preparing Forms and Returns: Creating forms and returns that will be used for the collection and presentation of information for management purposes is the second step in installing a management accounting system.
3. Requisite Staffing: In order for this system to be effective, it must be staffed appropriately. Everyone involved in the administration of this system knows what the objectives are.
4. Classifying accounts and integrating the system: Data collection and analysis are facilitated by categorizing accounts. It is recommended that cost accounting and financial accounting are integrated.
5. Introducing standard costing techniques: Standards are set up and performances are recorded using standard costing techniques so that the reasons for variations can be identified and corrective measures can be taken.
6. Setting up budgetary control system: The various departments should be able to plan their activities using a budgetary control system.
7. Setting up operational research techniques: The business operates in an environment that is changing economically, politically, and socially. Each day brings new challenges. It is essential to use operational research techniques in order to deal with these challenges.

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Essentials for success of Management Accounting System

These features must be present in a management accounting system:

1. Simplicity: A good system must be easy to understand, flexible, and able to adapt to changing conditions. The management must also be able to understand it quickly and easily. In order to be effective, the information must be provided in the right order, at the right time, and to the right people.
2. Economy: Finance must be compatible with the management accounting system. In addition to the system benefits, the expenditures must be lower.
3. Comparability: To make an educated decision, the management must compare the facts and figures with the past, with other concerns, or with other departments within the same concern.
4. Minimum Changes to the Existing one: It may require only minor changes to the existing setup of the business to implement a management accounting system.
5. Less Clerical Work: Clerical work should be minimized in a management accounting system.
6. A Sound Plan: The collection of information and data must be done appropriately and in a timely manner.
7. Overall Efficiency of management Accountant: An effective system of management accounting would clearly define the responsibilities and duties of the management accountant.

Management Accounting Important Questions

Following are some of the questions and answers related to management accounting. Download the questions and answers in pdf format.

• Do you think management accounting is different from financial accounting? Discuss.
• Elucidate the various functions of management accounting.
• Write brief notes on the key branches of accounting.
• Distinguish between management accounting and cost accounting.
• List out the contradictory areas of interest in between management accounting and financial accounting.
• Management accounting is the accounting system for making decisions of the business enterprise. Discuss.
• “Management accounting serves as a tool to management.” Analyze this statement.
• Analysis the scope of management accounting.
• Write briefly of the evaluation of management accounting.
• The cost accounting is very closely related to financial accounting. Give some suggestions to support the above statement.

Management Accounting Notes FAQ

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