Managerial Accounting

Paper Summary:

This paper analyzes the factors necessary for a managerial accountant to succeed in an independent practice and within a larger organization. The author emphasizes that managerial accountants must set the standard for communication within their practices, particularly in regard to strategic issues and relationships between other accountants in their practice. Additionally, the paper shows that managerial accountants must be linked organizationally to the accounting department that they support, which includes training end users to become more proficient in interpreting financial documents. The author concludes that more research is needed in the area of managerial accounting communication so that managers responsible for making training decisions and communicating on a continual basis will have enough tools with which to base their decisions.

Outline:
Introduction to Communication within the Accounting Profession
Leadership over the Managerial Accountant
Leadership by the Managerial Accountant
Decision-Making by the Managerial Accountant
Staff Motivation through Communication by the Managerial Accountant
Communication and Compensation
Outside Training
Management Priorities by the Managerial Accountant
Communicating Expectations of Staff
Marketing
The Communication of Ethical Standards
Conclusion

From the Paper:

"As a result, managerial accountants must be flexible to change and adaptation, and those with a broad spectrum of behavioral understanding in addition to financial skills are more properly suited for their positions. This includes a communication medium that reaches the intended audience efficiently and effectively. This paper will analyze the correlation between managerial accountants and their means of communication necessary for their practice to thrive. It will also provide recommendations throughout that managerial accountants can incorporate into their practice in order to bring the profession as a whole to a new level of success."

Sample of Sources Used:

• Adams, J.S. (1965). Inequity in Social Exchange. Advances in Experimental Social Psychology. pp. 267-299.
• Bass, B.M. (1985). Leadership and Performance Beyond Expectations. New York: Free Press.
• Businessballs.com. (2006). Action Centered Leadership. John Adair's action-centered leadership model. Retrieved November 20, 2006 from http://www.businessballs.com/action.htm
• Half, R. (1995). Successfully managing your career requires good communication. Journal of Accounting, December.
• Hartog, D., House, R., Hanges, P. Dorfman, P., Ruiz-Quintanilla, A. (1999). Emics and Ethics of Culturally Endorsed Implicit Leadership Theories: Are Attributes of Charismatic/Transformational Leadership Universally Endorsed? Retrieved November 26, 2006 from http://jonescenter.wharton.upenn.edu/papers/1999/wp99-02.pdf.

More papers on Managerial Accounting:

• Term Paper # 147249 : "The Value of Managerial Accounting"
• Essay # 52443 : "Ethics in Managerial Accounting"
• Cause and Effect Essay # 120821 : "Sarbanes-Oxley and Managerial Accounting"

APA Citation:

MLA Citation: