Accounting For Managers

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Question:

Discuss about the Accounting for Managers, Accounting information aids the managers to develop high quality decision by infusing the practices of better decision making and utilizing the relevant information.

Answer:

Introduction:

Accounting information is one of the best tools for the managers, which is used to develop long-term operation plans and short-term strategies for an organisation (Collier 2015). Accounting information aids the managers to develop high quality decision by infusing the practices of better decision making and utilizing the relevant information. Cost accounting data is as well utilized as the framework of the industry in order to screen and gauge authoritative execution and to aid the managers to take authoritative actions (Drury 2013). A few reins guarantee that operations of the managers persist as indicated by arranged procedures, and different controls enable chiefs to decide if systems ought to be adjusted. Controls similarly incorporate sets of accepted rules, values proclamations, and different instruments to guarantee moral conduct. In this management report ideas to use the budget of the Happy Lim Limited in order to control and monitor the firm’s activity and the issues that may arise while doing responsibility accounting is discussed. Moreover, what type of data and information Martin would need to consider, being the manager of the firm is discussed below.

Discussion:

Management accounting data is focused at decision makers and internal managers (Soltani, Nayebzadeh and Moeinaddin 2014). Expected utilization of management accounting is to provide money related inputs applicable to a manager’s operations with a goal to settle on the sound business preferences. Management accounting data is related with proportions, budgetary forecast, cost accounting and variance analysis. Among these, budgetary forecast is the most important, without which settling on these preferences would be as like as betting, which is more related to luck rather than science (Chenhall and Mers 2015).

Usefulness Of Budget For Happy Lim Limited:

Once a business is operational, one of the key elements is to design and firmly deal with its money related execution for stable growth (Bebbington, Unerman and O’Dwyer 2014). Making a budget for the business is the best method to keep the business and its accounts always on track.

Budgeting For Business Success:

When it comes to organising a business, it is difficult to be stalled in day-to-day issues and ignore the business strategy. In the case of a fruitful organization, budget contributes time in order to oversee spending plans, survey market strategies and screen fund allocation as well as execution. Budgets have a significant role towards the development of a business (Barrow 2016). It empowers the manager to focus on the strategies to enhance benefits, reduce expenses and attain increasing rates of return. A budget can act as (Sandalgaard and Nikolaj 2014):

  • A marker of the incomes and expenses related to each of the action of the manager
  • A means for providing data and aiding in administration choices
  • A medium for controlling and checking the business, in the case if manager tries to analyse the contrasts between actual and planned budget of the firm

Benefits That Happy Lim Limited Can Get From Budgeting:

Introducing budgeting for business of the Happy Lim Limited is that, it will provide the manager scope to enhance the firm’s productivity and efficiency. It will moreover give Martin, a chance to audit his execution and the variables influencing the business. Business budgeting can give Martin the below mentioned benefits:  (Serra and Kunc 2015)

  • A prominent capacity to introduce persistent upgrades into the system and envision issues
  • Accurate money data to decide and base choices for the firm
  • Enhanced lucidity and increased amount of core interest
  • A noteworthy believe in the leadership structure of the firm

Implementing The Budget In Company’s Activities:

Implementing the budget in the company’s activities is not an easy task but it can be done using two simple pointers.

Benchmarking Execution: 

Comparing the budget of every year is a good idea to benchmarking the performance of the Happy Lim Limited and incorporating the budgetary system into the firm. For instance, comparing the projected figures in budget with the previous year real figures can give a clear idea about the growth of the firm (Zhan and Reda 2015).

Key Execution Pointers: 

In order to help a business budget execution of Martin have to understand and screen the key drivers of his business (Francesco and Alford 2016). There are various variables influencing each business’ execution, so it is indispensable to ponder on a modest group of these variables and screen them consciously. The three main drivers for most industries are:

  • Sales
  • Costs
  • Working capital

Any fall or rise in towards income issues will be showcased in the above-mentioned figures when the manager measure against budget and forecast of the Happy Lim Limited. This will aid the Martin to assess and eradicate the issues with the firm.

Responsibility Accounting Approach And Its Issues:

Responsibility accounting might be characterized as a sort of management accounting in which data of responsibility focuses are gathered and on this data, the obligation of every worker of the organization is resolved. Under this arrangement of accounting entire association is partitioned into responsibility focuses, controls are given to every worker to do particular work, his execution is recorded, and on his execution, his duty is resolved (Sekaran and Bougie 2016). This is the strategy of budgetary control. Responsibility accounting concentrates on obligation focuses. The administrators of various action focuses are in charge of controlling the expenses of their respective duties. Data about expenses brought about for various exercises is provided to the individual responsible for different duty. The execution is always contrasted with the benchmarks set and this procedure is extremely helpful in practicing taken a toll controls (Henderson, et al. 2015). Responsibility accounting is not quite the same as cost accounting as later on lays accentuation on cost control; however the last laid accentuation on cost ascertainment.

Steps Involved In Responsibility Accounting: 

It can clearly be stated that Happy Lim Limited can use these above-mentioned steps to incorporate the responsibility accounting in its system.  However, there will be various issues, which Martin may face while implying the responsibility accounting in the firm. The issues are mentioned below:

  1. Responsibility accounting requires proper reporting system; Happy Lim Limited lacks in this place, which will act as the barrier in front of Martin while implying the new method
  2. Proper delegation toward the work and responsibility need to be there among the workers for smooth operation of responsibility accounting. However, achieving this for the Happy Lim Limited is hard
  3. Owing to the reduction in demand and lack of new capital, Happy Lim Limited presently has a dwindling organisational structure, which can hamper the responsibility accounting for the firm

Well, these are the main issues that Martin may face while implementing the responsibility accounting in his Happy Lim Limited. However, there are various way outs that the manager can use to mitigate the issue, which are mentioned below.

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Types Of Information And Factors For Buying Additional Equipment:

The settle on or purchase choice alludes to the issue experienced by an association when choosing whether an item or administration ought to be acquired from outside sources or fabricated inside. Hypothetically, everything, which is right now bought from an outside provider, is dependably a possibility for inside make and each thing as of now fabricated in-house is a potential contender for procurement (Monczka et al. 2015). Most of the settlement on or purchase choices are made based on cost. However, this is just a single of the criteria, which is to be assessed in this key choice. Numerous noncash factors energize long haul contracts with the providers to help in the accomplishment of generation and quality levels and empower interests in suitable assets and new thoughts. Factors that Martin needs to consider are as follows (O’brien 2015):

Volume Of Production

Martin is about to infuse $110,000 in his business and it would be good idea if the new capital adds something to the volume of production. From the index it can be seen that adding the new capital will help the Happy Lim Limited to increase its production.

Opportunity Cost

If the Happy Lim Limited buys new equipment, then its opportunity cost will be lowered. Thus, Martin need to infuse additional cash for purchasing new equipment.

Marketing Aspect Strategic Aspect 

With better production, the Happy Lim Limited can reach to new prospect buyers, which can only be achieved using the new capital only. Thus, Martin need to consider this aspect too, while making the budget for additional equipment.

Conclusion:

Budget is the quantitative expression of the planning of the managers for the forthcoming periods. If the budget can be prepared properly, then it can serve as the planning mechanism and controlling tool. Budget conveys to the upper and lower administration, which is the best administration’s desires and furthermore imparts the administration’s needs to the lower levels. Moreover, the budget sets the costs for inner administrations and is the reason for execution assessment. From the above analysis, it is cleared that if the budgeting is incorporated in the Happy Lim Limited, then it would certainly aid Martin to manage the business and forecast its future endeavours properly. Minimising the cost of production and enhancing the profit by fulfilling the organisational goal can easily be achieved by using the budgeting management in the Happy Lim Limited.

Reference:

Barrow, C., 2016. The 30 Day MBA: Your Fast Track Guide to Business Success. Kogan Page Publishers.

Bebbington, J., Unerman, J. and O’Dwyer, B. eds., 2014. Sustainability accounting and accountability. Routledge.

Chenhall, R.H. and Moers, F., 2015. The role of innovation in the evolution of management accounting and its integration into management control. Accounting, Organizations and Society, 47, pp.1-13.

Collier, P.M., 2015. Accounting for managers: Interpreting accounting information for decision making. John Wiley & Sons.

Di Francesco, M. and Alford, J., 2016. Flexibility, Inflexibility, and Budgeting. In Balancing Control and Flexibility in Public Budgeting (pp. 17-28). Springer Singapore.

DRURY, C.M., 2013. Management and cost accounting. Springer.

Henderson, S., Peirson, G., Herbohn, K. and Howieson, B., 2015. Issues in financial accounting. Pearson Higher Education AU.

Monczka, R.M., Handfield, R.B., Giunipero, L.C. and Patterson, J.L., 2015. Purchasing and supply chain management. Cengage Learning.

O’brien, J., 2015. Category management in purchasing: a strategic approach to maximize business profitability. Kogan Page Publishers.

Sandalgaard, N. and Nikolaj Bukh, P., 2014. Beyond Budgeting and change: a case study. Journal of Accounting & Organizational Change, 10(3), pp.409-423.

Sekaran, U. and Bougie, R., 2016. Research methods for business: A skill building approach. John Wiley & Sons.

Serra, C.E.M. and Kunc, M., 2015. Benefits realisation management and its influence on project success and on the execution of business strategies. International Journal of Project Management, 33(1), pp.53-66.

Soltani, S., Nayebzadeh, S. and Moeinaddin, M., 2014. The Impact Examination of the Techniques of Management Accounting on the Performance of Tile Companies of Yazd. International Journal of Academic Research in Accounting, Finance and Management Sciences, 4(1), pp.382-389.

Zhan, X. and Reda, S., 2015. Power budgeting techniques for data centers. IEEE Transactions on Computers, 64(8), pp.2267-2278.

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