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Key Themes in Management Decision Making

Key Themes in Management Decision Making. Customer Focus. Value Chain and Supply Chain Analysis. Key Success Factors: Cost and Efficiency, Time, Quality, Innovation. Continuous Improvement and Benchmarking. Customer Focus. The challenge facing managers is to continue

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Key Themes in Management Decision Making

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  1. Key Themes in ManagementDecision Making Customer Focus Value Chain and Supply Chain Analysis Key Success Factors: Cost and Efficiency, Time, Quality, Innovation Continuous Improvement and Benchmarking

  2. Customer Focus The challenge facing managers is to continue investing sufficient (but not excessive) resources in customer satisfaction such that profitable customers are attracted and retained.

  3. Value Chain andSupply Chain Analysis This theme has two related aspects: 1. Treat each of the business functions in the value chain as an essential and valued contributor. 2. Integrate and coordinate the efforts of all business functions in addition to developing the capabilities of each individual business function.

  4. Value Chain andSupply Chain Analysis Supply chain – describes the flow of goods, services, and information from cradle to grave, regardless of whether those activities occur in the same organization or other organizations.

  5. Key Success Factors These are operational factors that directly affect the economic viability of the organization. Cost– organizations are under continuous pressure to reduce costs. Quality – customers are expecting higher levels of quality.

  6. Key Success Factors Time – organizations are under pressure to complete activities faster and to meet promised delivery dates more reliably. Innovation – there is now heightened recognition that a continuing flow of innovative products or services is a prerequisite to the ongoing success of most organizations.

  7. Continuous Improvementand Benchmarking Continuous improvement by competitors creates a never-ending search for higher levels of performance within many organizations.

  8. Value Chain The term “value chain” refers to the sequence of business functions in which usefulness is added to the products or services of an organization. The term “value” is used because as the usefulness of the product or service is increased, so is its value to the customer.

  9. Value Chain Management accountants provide decision support for managers in the following six business functions:

  10. Value Chain R & D Design Production Management Accounting Marketing Distribution Service

  11. Value Chain Functions Research and Development It is the process that is conducted to generate and experiment with ideas related to new products, services, or processes.

  12. Value Chain Functions Design It is the detailed planning and engineering of products, services, or processes.

  13. Value Chain Functions Production It is the acquisition, coordination, and assembly of resources to produce a product or deliver a service.

  14. Value Chain Functions Marketing It is the manner by which companies promote and sell their products or services to customers or prospective customers.

  15. Value Chain Functions Distribution It is the delivery of products or services to the customer.

  16. Value Chain Functions Service It is the after-sale support activities provided to customers.

  17. Key Guidelines 1. Cost-benefit approach 2. Full recognition of behavioral as well as technical considerations 3. Using different costs for different purposes

  18. Cost-Benefit Approach A cost-benefit approach should be used in order to spend resources if they promote decision making that better attains organization goals in relation to the costs of those resources.

  19. Behavioral and TechnicalConsiderations A management accounting system should have two simultaneous missions for providing information: 1. To help managers make wise economic decisions 2. To help managers and other employees to aim and strive for goals of the organization

  20. Different Costs forDifferent Purposes A cost concept used for the external reporting purpose need not be the appropriate concept for the purpose of internal routine reporting to managers.

  21. Line and Staff Relationships Line management is directly responsible for attaining the objectives of the organization. Staff management exists to provide advice and assistance to line management.

  22. Line and Staff Relationships

  23. Line and Staff Relationships

  24. Professional Ethics Competence Integrity Confidentiality Objectivity

  25. Ethical Guidelines The Institute of Management Accountants (IMA) is the largest association of management accountants in the United States. The IMA has issued a Standards of Ethical Conduct for Management Accountant.

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