9780130082176

Each of the text authors-Anthony A. Atkinson, Robert S. Kaplan, and S. Mark Young-is both a scholar and a top consultant for Fortune 500 and smaller companies. As a result, they have a unique focus: to help readers better understand management accounting topics, research, and issues from the perspective of a business manager. bull; bull;New Chapter 9, "The Balanced Scorecard." This is the only textbook available to offer an authoritative, comprehensive, single-chapter treatment of this topic. bull;New Reorganization of chapters. Chapters 1-3 have been rewritten and revised into two new chapters. Chapter 1. "Management Accounting: Information That Creates Value" and Chapter 2, "Cost Management Concepts and Cost Behavior." bull;Revised Chapter 4, "Activity-Based Cost Systems." Written by Bob Kaplan, this is the most complete ABC chapter in any management accounting textbook.

Management Accounting: Information that Creates Value
Cost Management Concepts and Cost Behavior
Traditional Cost Management Systems
Activity-Based Cost Management Systems
Management Accounting Information for Activity and Process Decisions
Cost Information for Pricing and Product Planning
Management Accounting and Control Systems: Assessing Performance over the Value Chain
Motivating Behavior in Management Accounting and Control Systems
The Balanced Scorecard
Using Budgets to Achieve Organizational Objectives
Capital Budgeting
Financial Control
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All Businesses Have the Same Goal Whether an enterprise intends to earn money for owners and stockholders or is a not-for-profit organization, the goal is the same: creating value. One company may be improving workforce conditions while another may be investing in new product development based on customer feedback. Whatever the strategy, the only management accounting textbook that understands and teaches how to use measurement and management systems for value creation isManagement Accounting,Fourth Edition, by Anthony A. Atkinson, Robert S. Kaplan, and S. Mark Young. Management Accounting,Fourth Edition, Highlights the Strategic and Operational Uses of Management Accounting Information It's important that business managers as well as accountants have the necessary tools to implement new business strategies. The vision starts here: 12-Chapter Organization and Framework The 12-chapter organization allows for efficient coverage regardless of course length. What defines the nature, focus, and scope of management accounting? (Chapter 1) What determines the cost of products or customers? How do costs change over the product's life cycle? (Chapter 2) What approaches do managers use to compute the costs of their products and services? (Chapters 3 and 4) How can we use costs for planning (Chapters 5 and 6) and decision making (Chapters 7 and 11)? How can we use revenue and cost information for capacity planning (Chapter 7) and profit planning and evaluation (Chapter 8) purposes? How can we manage and control organizational behavior through organizational design, and how does cost and performance information inform the management control process (Chapters 9, 10, and 12)? The Vision Continues with Input from the World's Leading Expert Robert S. Kaplan, the foremost authority on activity-based cost management and the Balanced Scorecard, shares his expertise and experiences in the application of these important management tools to small and large organizations around the world. Updated and Revised Chapter 4 on activity-based cost systems. NEW coverage not available in other textbooks on time-driven activity-based costing, a simpler and more accurate ways for implementing ABC NEW treatment of measuring and managing customer profitability drawn from "Measuring and Managing Customer Profitability" by Kaplan and Narayanan Expanded treatment of activity-based management for process improvements Detailed comparison of costs from activity-based and traditional costing systems NEW, comprehensive Chapter 9 on the Balanced Scorecard (BSC) covers theory and application. A continuing example throughout the chapter illustrates the development of a Balanced Scorecard for a retail bank undergoing a major, strategic transformation. Chapter highlights include: Why use a Balanced Scorecard? The role of strategy maps in visualizing cause-and-effect linkages between drivers and outcomes of a strategy How to translate mission, vision, and strategy statements into a BSC Common customer outcome measures Choosing objectives and measures for internal processes and employee capabilities Applying the BSC to the nonprofit and public sector Using the BSC to implement strategy; the five principles to become a strategy-focused organization Incorporates examples from Volvofinans, U.K. Ministry of Defence, Wendy's International, New Profit, Inc., and the U.S. Army, all of which have successfully implemented the BSC Look Inside and See How Businesses Really Operate NEW, updated text examples and updated In Practice and The Technological Edge boxes provide current insights into today's changing business envirofiment. New examples include: Costing procedures at Dark Horse Comics

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Management Accounting

Management Accounting

0130082171

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