Key Features:
Chapters: 5
No of Pages: 84
Methodology: Chi Square
Table of Content:
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study
1.2 Statement of Research Questions
1.3 Aim and Objective of Study
1.4 Scope of Study
1.5 Significance of the Study
1.6 Hypothesis
1.8 Limitations
CHAPTER TWO: LITERATURE REVIEW
2.1 Background of the Study
2.2 Management Accounting Theory
2.3 Management Accounting Application
2.4 Planning And Control
2.5 Cost Information
2.6 New Role
2.7 Professional and Group Designation
2.7.1 Compensation
2.8 The Advantage of Management Accounting
2.8.1 Improve Profitability
2.8.2 Strong Decision Making
2.8.3 Better Financial Report
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research Design
3.2 Source of Data
3.3 Designing of Research Instrument
3.4 Population
3.5 Sample Size Determination
3.6 Research Instrument
3.7 Procedure For Gathering of Data
3.8 Data Analysis
3.9 Validation of Instrument
3.10 Limitation of Methodology
3.11 Percentage Frequency Distribution
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Data Presentation
4.2 Hypothesis Testing
CHAPTER FIVE: FINDING, CONCLUSION AND RECOMMENDATION
5.1 The Following are the main Finding from the Study
5.2 Recommendation of Findings
5.3 Conclusion
5.4 Suggestions for Further Studies
Bibliography
Appendices
Introduction:
Management accounting or managerial accounting is concerned with the provision and using of accounting information to managers within an organization to provide items with the basis to make informed business decision that will allow them to be better equipped in the managerial and control function.
In contrast to financial accounting information, management accounting information is design and intended for use by manager within the organization instead of being intend for by shareholders, creditors and public regulators.
It is usually confidential instead in stead of being public report. It is forward looking (futuristic) and not historical.
Management accounting has be defined by chartered institute of management accounting (CIMA) 0as the p0rocess of identification, measurement, analysis, accumulation, preparation, interpretation, and communication of information used by to plan, evaluate an control within an entity and to ensure appropriate use and accountability of it resources. Management accounting also comprises the preparation of financial report for non 1. management group such as shareholders, creditors, regulatory agencies and tax authorities. CIMA, (2001).
Management accounting as a practice extend to the following three areas;
1. Strategic management: Advancing the role of the management accountant as a strategic partner in organization.
2. Performance management: Developing the practice of business decision making and managing the performance of the organization.
3. Risk management: Contributing to the frame work and practices for identifying, measuring, managing and reporting risk to the achievement of the objective of the organization.
The origin of management accounting which as a branch of accounting has been trace to the nineteenth century. The accounting practice that was in use in the mid 1980’S has been developed in 1925.For the next 60yrs there was a slow down in the development of accounting, these was attributed to the demand of product cost information for external report. The separation of ownership from manager gave rise to the requirement of financial report (an audited financial report which should be provided annually) and must be conform with the laid down rule of the Generally Accepted accounting principle.
Some of the important or significance of management accounting are as followed:
1. It provides information for the control, planning, performance evaluation and continuous improvement.
2. Allocations of cost between cost of goods sold and inventory for internal and external profit reporting.
3. Provision of relevant information to help to help managers make relevant information.
HOW MANAGEMENT ACCOUNTING INFORMATION HELP THE MANAGEMENT
1. For effective planning: Budget(goals and desire of management in quantifiable term) and performance report (comparing budget information and actual information).
2. To direct operations: examine cost/price re0lationship0 to develop market/advertising strategies.
3. For prob0lem solving: Determination of appropriate re0lationship between cost and price for forecasting.
THE DIFFERENCE AND SIMILIARTIES OF MANAGEMENT ACCOUNTING AND FINANCIAL ACCOUNTING
Financial accounting report what happened in the past (historical data), it is for external use, it has very précised information that follows rules and it is mandatory for business.
Management accounting on the other hand provides data that are used internally by managers for their day to day operations. It place emphasis on the future- production of cost and revenue of alternate course of action. It emphasize and flexibility of data – information must be relevant to the problem at hand rather than follow a set of rule. Management need to make a good estimate do not necessary need to follow a set of rule.
It place emphasis on non-monetary data and estimate with less emphasis precision. It also emphasize on segment or department of the organization rather than whole; for example department, division etc.
Management accounting is not mandatory, an organization is completely free to do as much as little management accounting as it wishes. The most important question is “is the information useful”. Marquise, (2010).
SIMILIARITIES BETWEEN MANAGEMENT ACCOUNTING AND FINANCIAL ACCOUNTING
1. Management accounting relies on financial accounting information (unbiased support materials).
2. Both are concerns with responsibility on stewardship to organizations.
3. Both requires accounting information that must be Relevant, timely and accurate.
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