Management Accounting was written to introduce students to the new role for management accounting and control information in organizations.
Management accountants in organizations traditionally served as scorekeep-ers; they maintained and reported the financial consequences of events that occurred in past periods. The reports were derived from the aggregate financial statements of total enterprise performance. They were frequently delayed. highly aggregated. and. increasingly in recent years. distorted from the actual technology and economies of the organization.
Today. management accountants must play a much more central role in the management and control of organizational performance. Measures of the economic condition of the enterprise-such as the cost and profitability of the organization's products. services. and customers-are available only from management accounting systems. The information produced by management accountants must support both the operational and strategic needs of the enterprise. Historically used to control workers and employees. management accounting information must now be more detailed and more timely so that employees can receive rapid feedback on their performance. enabling them to learn from the recent past so that they can improve for the future.
Management accounting information. by measuring the economic performance of decentralized operating units-such as business units. divisions. and departments?provides feedback to senior management about the units' performance and also serves as the linkage between the strategy of the organization and the execution of that strategy in individual operating units.
Management Accounting was written with a focus on organizational activ-ities-the collection of tasks performed by the organization's employees to create value for customers. Chapter 1 introduces the nature of management accounting information and how it must be customized to the different needs of operators. middle managers. and senior executives. It contrasts the historical with the newly emerging contemporary role for management accounting in manufacturing and service organizations. Chapter 2 focuses on the organization's goals-including satisfying the expectations of multiple stakehold-ers-and how these goals determine the organization's strategy. The primary focus is on creating value for customers with performance measures derived to signal how organizational activities are contributing to customer value cre-ation. Benchmarking and continuous improvement are introduced as important measurement tools to help organizations improve their performance for customer.

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