Fr. 75.00

Managerial Accountants Compass - Research Genesis and Development

English · Paperback / Softback

New edition in preparation, currently unavailable

Description

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List of contents

Part 1 Genesis of the managerial accountant’s compass

Chapter 1 Establishing the need for the managerial accountant’s compass
Part 2 Resources contributing to the managerial accountant’s compass

Chapter 2 Pan-theoretical approach to the managerial accountant’s compass

Chapter 3 Concepts and classifications discourse of the managerial accountant’s compass

Chapter 4 Importance of information and communication to the managerial accountant’s compass
Part 3 Insights from the managerial accountant’s role, performance, decisions, and, judgements

Chapter 5 Role, responsibilities, and, personal qualities of the managerial accountant that inform the managerial accountant’s compass

Chapter 6 Performance standards for the managerial accountant that permeate the managerial accountant’s compass

Chapter 7 Recommendations, decisions, and, judgments by the managerial accountant with the managerial accountant’s compass
Part 4 Development of the managerial accountant’s compass

Chapter 8 Managerial accountant’s compass and its context

Chapter 9 Four cardinal points of the managerial accountant’s compass

Chapter 10 Ethical conduct with self-care as the fifth point of the managerial accountant’s compass
Part 5 Evaluation of the managerial accountant’s compass and conclusion

Chapter 11 Evaluation & perspective: Managerial accountant’s compass

About the author

Dr Gary R Oliver, FCMA, FCPA, is Senior Lecturer in Accounting in the Business School at The University of Sydney, Sydney, Australia.

Summary

The aim of the Managerial Accountant’s Compass is to give the managerial accountant or employee a framework to allow them to apply managerial accounting techniques in context. ‘Role development’ means the opportunity to work at an advanced level of practice.

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