This text is designed for graduate level courses in managerial accounting. It makes use of the concept of opportunity cost, and the approach attempts to illustrate the tension created when accounting systems try to serve both decision making and control functions. This edition includes four more chapters which place emphasis on current topics, such as activity-based management, rather than the historical perspective of the first edition. The understanding of opportunity costs and organization theory is developed, and is ...
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This text is designed for graduate level courses in managerial accounting. It makes use of the concept of opportunity cost, and the approach attempts to illustrate the tension created when accounting systems try to serve both decision making and control functions. This edition includes four more chapters which place emphasis on current topics, such as activity-based management, rather than the historical perspective of the first edition. The understanding of opportunity costs and organization theory is developed, and is applied to the analysis of specific topics such as budgets and standard costs. The coverage is non-technical in nature as it illustrates the inter-relations among changing accounting systems. Organizational functions including marketing, finance, and human resources are considered, and critical thinking and analytical skills are developed through actual company applications, current readings, cases and real world problems.
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