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The objective of this book is to convey a foundation knowledge of management accounting practice within the context of relevant theory. The book situates management accounting in its social and organisational context, before examining costing, decision-making, planning and control and performance measurement. The book is particularly well illustrated with examples, exercises and graded questions to ensure that students have plenty of opportunity to apply the techniques they have studied.Management Accounting: Practice and Theory is aimed at students of accounting, finance and business taking a first course in management accounting, at either undergraduate or professional level.

Management Accounting: Theory and Practice

1. Introduction to management accountingDefects of financial reports from a manager's point of viewWhat is management and cost accounting?Managers and the management accounting processSome useful features of cost and management accounting informationOrganisation of the rest of the book2. Management Accounting and OrganisationsTheories of organisations and managementMotivation and incentives3. Product and Services CostingCosting in BusinessProduct CostingCosting of ProductsTraditional costing: is it still relevant?Costing of services4. Activity-based costingPrinciples of ABCABC: implementationThe use of ABC in practiceBenefits, constraints and problems in applying ABC5. PricingThe relationship between price and quantityCompetition in the marketHow do producers decide on prices?Market-based pricingSpecial casesPricing in context6. Marginal Costing and Short-Term Decision-MakingIssues in decision-makingCost variabilityMarginal costing for decision-makingCost-volume-profit analysisFurther applications of break-even in practiceSpecial decisionsLimitations of analysis based on marginal costing7. Capial Investment DecisionsCapital investment in contextSimple appraisal techniquesMore complex appraisal techniquesChoosing between projectsStrengths and weaknesses of the common investment appraisal techniquesThe social context of decision-makingInvestment appraisal in practice8. BudgetsThe relationship between strategy and budget settingPrincipal types of budgetThe budget processSetting the budget: a practical exampleMonitoring outcomesBudgeting and its benefits and drawbacks9. Accounting for ControlOrganisational control mechanismsStandard costing, flexible budgeting and variance analysisStandard costingOverhead variancesInvestigating the reasons for variancesStandard costing: issues and problems10. Divisional performance and transfer pricingDivisionalisation: advantages and drawbacksMeasurements fo divisional performance: return on investment, residual income, economic value addedIntroduction to transfer pricingTransfer pricing problems and issues: conflict between divisions, sub-optimal decisions and tax consequences11. Issues in management accountingInformation for strategic managementMarket orientation: analysis of markets, competitors and activitiesThe balanced scorecardNon-financial performance measurement