Accounting for Managerial Plan & Control Section:. 201 Name:

Slides:

Advertisements

Similar presentations

12 August 2004 Strategic Alignment By Maria Rojas.

Advertisements

Appendix A © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole.

© 2012 Jones et al: Strategic Managerial Accounting: Hospitality, Tourism & Events Applications 6thedition, Goodfellow Publishers Chapter 10 Event and.

Cost Accounting Dr. Baldwin University of Arkansas – Fort Smith Fall 2010.

Strategy, Balanced Scorecard, and Strategic Profitability Analysis

The Accountant’s Role in the Organization

 A written document that specifies how, where, and to whom a business plans to market its product(s) and/or brand(s).  A small business typically creates.

The Accountant’s Role in the Organization © 2009 Pearson Prentice Hall. All rights reserved.

Business Plan Part I: Opportunity and Team The Need: how many $ have this problem. Our Solution: Value proposition, IP Market Opportunity: –customer –market.

Chapter 4 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M. Fandt Slides Prepared by Bruce R. Barringer University.

Management Accounting ACCT 481 Michael Dimond. Michael Dimond School of Business Administration Budgets Budget: What’s the plan? Types of budgets and.

P a g e | 1 Building a Customer Focused Business Ajay K. Sirsi, PhD

McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.

In this topic we will look at: Issues With Information Technology And Management Information Systems Planning A Conceptual Model for Information Systems.

Chapter 1. Major Differences Between Financial & Managerial Accounting Managerial AccountingFinancial Accounting PurposeDecision making Communicate financial.

An Integrated Approach Prepared By: AIMCORP-Automated Information Management Corporation.

Formulating a Simulation Project Proposal Chapter3.

Internal Scanning Organizational Analysis

Cost Accounting Dr. Baldwin University of Alabama in Huntsville Spring 2010.

Baldrige National Quality Program Baldrige Background l Results l Baldrige Program Impacts Legal Aid Group March 11, 2002.

Aligning Organizational Goals and Operations Strategy Oct , 2002.

Financial Management Paish Tooth provides so much more than just an accounts preparation service which your business calls upon once a year. We like to.

1 UNIT 3: THE STRATEGIC MANAGEMENT PROCESS. The formulation and implementation of strategies to achieve corporate success. –The Strategy Position The.

IMS 554 INFORMATION MARKETING for INFORMATION SYSTEMS DEPARTMENT CHAPTER 2 PRINCIPLES of MARKETING Pn Hasnah Hashim Lecturer Faculty of Information Management.

Planning and Organizing Chapter 4. The Planning Function Business Plan – a written description of the nature of the business, its goals, and objectives,

Strategy Evaluation and Control

The Budgeting Process 7. OBJECTIVE 1: Define budgeting, and explain budget basics.

Human Resource Management 1 Performance Management Process.

Strategic Management: Creating Competitive Advantages Chapter One McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 1 (Text book: Cost Accounting, 12th ed.)

KEY PERFORMANCE INDICATORS

Chapter 2: The Dynamic Marketing Environment

International Accounting, 6/e

The Accountant’s Role in the Organization

Using the Balanced Score card as a Strategic Management System

The Balanced Scorecard

Chapter 2 The Marketing Plan

The Manager and Management Accounting

Strategy Formulation and Implementation

Managerial accounting

Implementing Career Resources, Service-Delivery Tools, and Services

Strategy Formulation and Implementation

COURSE TITLE : MARKETING MODULE : Brand Planning

Managing performance What is it? Why? How?.

Master Budget and Responsibility Accounting

Planning and Implementing a Service Project

The Strategic Planning Process

Company and Marketing Strategy

Master Budget and Responsibility Accounting

Frameworks for putting KAM into action

Using the Balanced Score card as a Strategic Management System

Strategy, Balanced Scorecard and Strategic Profitability Analysis

The Accountant’s Role in the Organization

Cash Flow and Financial Planning

Dissecting the Business Plan Chapter 1

The Accountant’s Role in the Organization

KEC Dhapakhel Lalitpur

Implementing Career Resources, Service-Delivery Tools, and Services

The Accountant’s Role in the Organization

Strategy Implementation and Management control system

The Marketing Plan 9 June 214.

Cash Flow and Financial Planning

Growth and innovation Project support overview.

Chapter 6 The Master Budget and Responsibility accounting

Budgeting Project support overview.

Accounting Discipline Overview

Strategy Implementation and Management control system

CEng progression through the IOM3

Presentation transcript:

Accounting for Managerial Plan & Control Section:. 201 Name: Accounting for Managerial Plan & Control Section: 201 Name: Layla AlSarraf ID#: 200-800-270

Budgeting is a common accounting tool that companies use for implementing strategy. Management uses budgets to communicate directions and goals throughout a company. Budgets turn managers’ perspectives forward and aid in planning and controlling the actions managers must undertake to satisfy their customers and succeed in the marketplace. Budgets provide measures of the financial results a company expects from its planned activities and help define objectives and timelines against which progress can be measured. Through budgeting, managers learn to anticipate and avoid potential problems.

Question 6-3 “Strategy, plans, and budgets are unrelated to one another.” Do you agree? Explain.

Strategy, plans, and budgets are interrelated and affect one another. Answer 6-3 Strategy, plans, and budgets are interrelated and affect one another. Strategy specifies how an organization matches its own capabilities with the opportunities in the marketplace to accomplish its objectives. Strategic analysis underlies both long-run and short-run planning. In turn, these plans lead to the formulation of budgets. Budgets provide feedback to managers about the likely effects of their strategic plans. Managers use this feedback to revise their strategic plans.

Exhibit 6-1 Strategy, Planning and Budgets:

Thank You for Listening