This is the first detailed view of the managerial accountant’s role and responsibilities in organization setting. Its aim is to foster role development: the opportunity to work at an advanced level of practice. Accounting studies develop technical skills associated with topics, and, responding to defined scenarios but provide very little guidance on what to recognizing and approaching the broad problems or challenges under conditions of uncertainty.
It is a double first because it provides the managerial accountant’s compass as a general purpose analytical framework for managerial accounting independent of any selected theory and method. The metaphor of a compass creates a mental schema for its four points named (1) goals and principles, (2) boundaries and constraints, (3) methods and models, and, (4) collegial relationships. Dynastic Chinese and some other Central Asian cultures, view the center as a fifth principal direction, giving a total of five points. The center represents a high standard ethical conduct and self-care, or moral compass.
Managerial Accountant’s Compass offers an integrated and systematic guide to approaching situations that are constantly changing. It gives a protective starting pattern which produces new meanings and awareness of the ambiguity and uncertainty for each situation. Ultimately the managerial accountant’s compass can help you make more effective sense of yourself, your expertise and your practice in the organization where you work, which should open career opportunities.
By:
Gary Oliver
Imprint: Routledge
Country of Publication: United Kingdom
Dimensions:
Height: 229mm,
Width: 152mm,
Weight: 612g
ISBN: 9781138094543
ISBN 10: 1138094544
Series: Routledge Studies in Accounting
Pages: 300
Publication Date: 08 October 2018
Audience:
College/higher education
,
Primary
Format: Hardback
Publisher's Status: Active
Part 1 Genesis of the managerial accountant’s compass Chapter 1 Establishing the need for the managerial accountant’s compass Part 2 Resources contributing to the managerial accountant’s compass Chapter 2 Pan-theoretical approach to the managerial accountant’s compass Chapter 3 Concepts and classifications discourse of the managerial accountant’s compass Chapter 4 Importance of information and communication to the managerial accountant’s compass Part 3 Insights from the managerial accountant’s role, performance, decisions, and, judgements Chapter 5 Role, responsibilities, and, personal qualities of the managerial accountant that inform the managerial accountant’s compass Chapter 6 Performance standards for the managerial accountant that permeate the managerial accountant’s compass Chapter 7 Recommendations, decisions, and, judgments by the managerial accountant with the managerial accountant’s compass Part 4 Development of the managerial accountant’s compass Chapter 8 Managerial accountant’s compass and its context Chapter 9 Four cardinal points of the managerial accountant’s compass Chapter 10 Ethical conduct with self-care as the fifth point of the managerial accountant’s compass Part 5 Evaluation of the managerial accountant’s compass and conclusion Chapter 11 Evaluation & perspective: Managerial accountant’s compass
Dr Gary R Oliver, FCMA, FCPA, is Senior Lecturer in Accounting in the Business School at The University of Sydney, Sydney, Australia.
