By Paul M. Collier
This revised and up-to-date 5th variation of Accounting for Managers builds at the overseas luck of the former variants in explaining how accounting is utilized by non-financial managers.
Emphasizing the translation instead of the development of accounting info, Accounting for Managers encourages a severe, instead of an unthinking recognition of accounting techniques. when immensely invaluable for making plans, decision-making and keep watch over, clients of accounting info have to realize the assumptions in the back of, and the constraints of specific accounting techniques. As within the prior versions, the booklet hyperlinks concept with useful examples and case reviews drawn from actual enterprise occasions throughout a variety of production, retail and repair industries.
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Additional info for Accounting for Managers. Interpreting Accounting Information for Decision-Making
Deﬁned it, cost is a resource sacriﬁced or forgone, then one of the questions we must ask is whether that deﬁnition implies a cash cost or an opportunity cost. A cash cost is the amount of cash expended RECORDING FINANCIAL TRANSACTIONS 35 (a valuable resource), whereas an opportunity cost is the lost opportunity of not doing something, which may be the loss of time or the loss of a customer, equally valuable resources. If it is the cash cost, is it the historical (past) cost or the future cost with which we should be concerned?
J. (1950). Managerial Accounting. New York, NY: Prentice Hall. 2 Accounting and its Relationship to Shareholder Value and Business Structure This chapter develops the two themes that were identiﬁed in Chapter 1 as being important to the content of this book: the separation of ownership from control and the divisionalized form of business. The ﬁrst is implicated in the emergence of capital markets and value-based management, the subject of this chapter, in which several tools for measuring shareholder value are described.
A detrimental consequence of the emphasis on shareholder value is that it has led to a continued focus on short-term ﬁnancial performance at the expense of longer-term strategy. Economic Value Added (EVA) is a ﬁnancial performance measure developed by consultants Stern Stewart & Co. It claims to capture the economic proﬁt of a business that leads to shareholder value creation. In simple terms, EVA is net operating proﬁt after deducting a charge to cover the opportunity cost of the capital invested in the business (when by taking one action you lose the opportunity to undertake any alternative; described in more detail in Chapter 3).