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MANAGEMENT
ACCOUNTING
FOR DECISION MAKERS
MANAGEMENT
ACCOUNTING
Peter Atrill and
Eddie McLaney FOR DECISION MAKERS
Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney
Dubai • Singapore • Hong Kong • Tokyo • Seoul • Taipei • New Delhi
Cape Town • São Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan
The Financial Times. With a worldwide network of highly respected journalists, The Financial
Times provides global business news, insightful opinion and expert analysis of business,
finance and politics. With over 500 journalists reporting from 50 countries worldwide,
our in-depth coverage of international news is objectively reported and analysed from an
independent, global perspective. To find out more, visit www.ft.com/pearsonoffer.
Preface xvii
How to use this book xix
Acknowledgements xxi
Index 587
Credits 601
BRIEF CONTENTS v
Preface xvii
How to use this book xix
Acknowledgements xxi
CONTENTS vii
3 Cost–volume–profit analysis 66
Introduction 66
Learning outcomes 66
Cost behaviour 67
Fixed cost 67
Variable cost 69
Semi-fixed (semi-variable) cost 70
Analysing semi-fixed (semi-variable) costs 70
Finding the break-even point 72
Contribution 78
Contribution margin ratio 79
Margin of safety 79
Achieving a target profit 81
Operating gearing and its effect on profit 82
Profit–volume charts 84
The economist’s view of the break-even chart 85
The problem of breaking even 87
Weaknesses of break-even analysis 87
Using contribution to make decisions: marginal analysis 90
Pricing/assessing opportunities to enter contracts 91
The most efficient use of scarce resources 93
Make-or-buy decisions 95
Closing or continuation decisions 97
Summary 100
Key terms 101
Further reading 101
Critical review questions 101
Exercises 102
viii CONTENTS
CONTENTS ix
6 Budgeting 197
Introduction 197
Learning outcomes 197
How budgets link with strategic plans and objectives 198
Exercising control 199
Time horizon of plans and budgets 201
Budgets and forecasts 202
Periodic and continual budgets 202
Limiting factors 203
How budgets link to one another 203
How budgets help managers 206
The budget-setting process 208
Step 1: Establish who will take responsibility 208
Step 2: Communicate budget guidelines to relevant managers 208
Step 3: Identify the key, or limiting, factor 208
Step 4: Prepare the budget for the area of the limiting factor 209
Step 5: Prepare draft budgets for all other areas 209
Step 6: Review and coordinate budgets 209
Step 7: Prepare the master budgets 210
Step 8: Communicate the budgets to all interested parties 210
Step 9: Monitor performance relative to the budget 210
Using budgets in practice 211
Incremental and zero-base budgeting 213
Preparing budgets 216
The cash budget 216
Preparing other budgets 220
Activity-based budgeting 222
Non-financial measures in budgeting 225
Budgets and management behaviour 225
Problems with budgets 226
Beyond conventional budgeting 228
The future of budgeting 230
x CONTENTS
CONTENTS xi
xii CONTENTS
CONTENTS xiii
xiv CONTENTS
CONTENTS xv
Welcome to the tenth edition of Management Accounting for Decision Makers. This book is
directed primarily at those following an introductory course in management accounting. Many
readers will be studying at a university or college, perhaps majoring in accounting or in another
area, such as business studies, IT, tourism or engineering. Other readers, however, may be
studying independently, perhaps with no qualification in mind.
The book is written in an ‘open learning’ style, which has been adopted because we believe
that readers will find it more ‘user-friendly’ than the traditional approach. Whether they are
using the book as part of a taught course, or for personal study, we feel that the open learning
approach makes it easier for readers to learn.
In writing this book, we have been mindful of the fact that most readers will not have studied
management accounting before. We have tried to make the topic accessible to readers in a
number of ways. This includes avoiding unnecessary jargon. Where technical terminology is
unavoidable, we have given clear explanations. At the end of the book (in Appendix A) there
is a glossary of technical terms, which readers can use to refresh their memory if they come
across a term whose meaning is in doubt. In the book, we also introduce topics gradually,
explaining everything as we go. We have included frequent questions and tasks of various
types to try to help readers to understand the subject fully, in much the same way as a good
lecturer would do in lectures and tutorials. These questions and tasks have been framed in a
way that is designed to encourage readers to help improve their critical thinking. Many of the
questions and tasks require readers to think beyond the material in the text and/or to link the
current topic with material covered earlier in the book. More detail on the nature and use of
these questions and tasks is given in the ‘How to use this book’ section immediately following
this preface.
■ assessing how much inventories (stock) a retail outlet should hold for optimal profitability;
■ deciding whether to abandon a particular product by a manufacturing business on the basis
of its profitability:
■ appraising the economic desirability of investing in new equipment that would enable a
business to provide a new service to its customers; and
■ a government weighing the costs and benefits of building a high-speed rail link from London
to Birmingham and the North.
It should be clear that these types of decision have a real impact on businesses, those who
work for them and for their customers. Getting these decisions wrong could have profound
effects, perhaps leading to a business collapsing, throwing its employees out of work and
PREFACE xvii
xviii PREFACE
Whether you are using the book as part of a lecture/tutorial-based course or as the basis for a
more independent mode of study, the same approach should be broadly followed.
■ To give you the opportunity to check that you understand what has been covered so far.
■ To try to encourage you to think beyond the topic that you have just covered, sometimes
so that you can see a link between that topic and others with which you are already familiar.
Sometimes, activities are used as a means of linking the topic just covered to the next one.
You are strongly advised to work through all the activities. Answers are provided immediately
after each activity. These answers should be covered up until you have arrived at a solution,
which should then be compared with the suggested answer provided.
Towards the end of Chapters 2–12, there is a ‘self-assessment question’. This is rather
more demanding and comprehensive than any of the activities. It is intended to give you an
opportunity to see whether you understand the main body of material covered in the chapter.
The solutions to the self-assessment questions are provided in Appendix B at the end of the
book. As with the activities, it is very important to make a thorough attempt at the question
before referring to the solution. If you have real difficulty with a self-assessment question you
should go over the chapter again, since it should be the case that careful study of the chapter
will enable completion of the self-assessment question.
The publisher thanks the following reviewers for their very valuable comments on the book:
ACKNOWLEDGEMENTS xxi
Learning outcomes
When you have completed this chapter, you should be able to:
■ identify the purpose of a business and discuss the ways in which a
business may be organised and managed;
■ discuss the issues to be considered when setting the long-term direction
of a business;
■ explain the role of management accounting within a business and
describe the key principles upon which management accounting rests;
and
■ explain the changes that have occurred over time in both the role of
the management accountant and the kind of information provided by
management accounting systems.
Peter Drucker, an eminent management thinker, has argued that ‘The purpose of business is
to create and keep a customer’ (see Reference 1 at the end of the chapter). Drucker defined
the purpose of a business in this way in 1967, at a time when most businesses did not adopt
this strong customer focus. His view therefore represented a radical challenge to the accepted
view of what businesses do. Now, more than 50 years later, his approach forms part of the
conventional wisdom. It is now widely accepted that, in order to succeed, businesses must
focus on satisfying the needs of the customer.
Although the customer has always provided the main source of revenue for a business, this
has often been taken for granted. In the past, too many businesses assumed that the customer
would readily accept whatever services or products were on offer. When competition was weak
and customers were passive, businesses could operate under this assumption and still make a
profit. However, the era of weak competition has passed. Today, customers have much greater
choice and are much more assertive concerning their needs. They now demand higher quality
services and goods at cheaper prices. They also require that services and goods be delivered
faster with an increasing emphasis on the product being tailored to their individual require-
ments. If a business cannot meet these criteria, a competitor often can. Thus, the business
mantra for the current era is ‘the customer is king’. Most businesses now recognise this fact
and organise themselves accordingly.
Real World 1.1 describes how the Internet and social media have given added weight to
this mantra. It points out that dissatisfied customers now have a powerful medium for broad-
casting their complaints.
Nearly all businesses that involve more than a few owners and/or employees are set up as
limited companies. Finance will come from the owners (shareholders) both in the form of a
direct cash investment to buy shares (in the ownership of the business) and through the share-
holders allowing past profits, which belong to them, to be reinvested in the business. Finance
will also come from lenders (banks, for example) as well as through suppliers providing goods
and services on credit.
In larger limited companies, the owners (shareholders) tend not to be involved in the daily
running of the business; instead they appoint a board of directors to manage the business on
their behalf. The board is charged with three major tasks:
Each board has a chairman who is elected by the directors. The chairman is responsible
for the smooth running of the board. In addition, each board has a chief executive officer
(CEO) who leads the team that is responsible for running the business on a day-to-day
basis. Occasionally, the roles of chairman and CEO are combined, although it is usually
considered to be good practice to separate them. It prevents a single individual having
excessive power.
The board of directors represents the most senior level of management. Below this level,
managers are employed, with each manager being given responsibility for a particular part of
the business’s operations.
Activity 1.1
Why doesn’t just one manager manage larger businesses as a single unit? Try to think of
at least one reason.
■ The sheer volume of activity or number of employees makes it impossible for one person
to manage them.
■ Certain business operations may require specialised knowledge or expertise.
■ Geographical remoteness of part of the business operations may make it more practical
to manage each location as a separate part, or set of separate parts.
The operations of a business may be divided for management purposes in different ways.
For smaller businesses offering a single product or service, separate departments are often
created. Tasks are grouped according to functions (such as marketing, human resources and
finance) with each department responsible for a particular function. The managers of each
department will then be accountable to the board of directors. In some cases, a departmental
manager may also be a board member. A typical departmental structure, organised along
functional lines, is shown in Figure 1.1.
Human
Finance Marketing Operations
resources
Departments based around functions permit greater specialisation, which, in turn, can pro-
mote greater efficiency. The departmental structure, however, can become too rigid. This can
lead to poor communication between departments and, perhaps, a lack of responsiveness to
changing market conditions.
The structure set out in Figure 1.1 may be adapted according to the particular needs of
the business. Where, for example, a business has few employees, the human resources func-
tion may not form a separate department but rather form part of another department. Where
business operations are specialised, separate departments may be created to deal with each
specialist area. Example 1.1 illustrates how Figure 1.1 may be modified to meet the needs of
a particular business.
Example 1.1
Supercoach Ltd owns a small fleet of coaches that it hires out with drivers for private group
travel. The business employs about 60 people. It could be departmentalised as follows:
For large businesses with a diverse geographical spread and/or a wide product range, the
simple departmental structure set out in Figure 1.1 will usually have to be adapted. Separate
divisions are often created for each geographical area and/or major product group. Each
division will be managed separately and will usually enjoy a degree of autonomy. This can
produce more agile responses to changing market conditions. Within each division, however,
Board of directors
This is a typical organisational structure for a business that has been divided into separate
operating divisions.
Once a particular divisional structure has been established, it need not be permanent.
Successful businesses constantly strive to improve their operational efficiency. This could well
result in revising their divisional structure. Real World 1.2 includes an extract from a press
release that describes how one well-known business restructured in order to simplify opera-
tions and to reduce costs.
Engineering change
Rolls-Royce plc, the engineering business, announced in 2018 that it would simplify its busi-
ness operations. This involved consolidating its five operating divisions into three core units
based around Civil Aerospace, Defence and Power Systems.
Chief Executive Warren East justified the restructuring of the business as follows:
Building on our actions over the past two years, this further simplification of our business means
Rolls-Royce will be tightly focused into three operating businesses, enabling us to act with much
➔
While both divisional and departmental structures are very popular in practice, it should be
noted that other organisational structures will be found.
Over the past three decades, the environment in which businesses operate has become
increasingly turbulent and competitive. Various reasons have been identified to explain these
changes, including:
The effect of these environmental changes has been to make the role of managers more
complex and demanding. This, along with the increasing size of many businesses, has led
managers to search for new ways to manage their businesses. One important tool that has
been developed in response to managers’ needs is strategic management. This is concerned
with establishing the long-term direction for the business. It involves setting long-term goals
and then ensuring that they are implemented effectively. To help the business develop a
competitive edge, strategic management focuses on doing things differently rather than simply
doing things better.
Strategic management provides a business with a clear sense of purpose along with a
series of steps to achieve that purpose. The steps taken should link the internal resources
of the business to the external environment of competitors, suppliers, customers and so
on. This should be done in such a way that any business strengths, such as having a skilled
workforce, are exploited and any weaknesses, such as being short of investment finance,
are not exposed. To achieve this requires the development of strategies and plans that take
account of the business’s strengths and weaknesses, as well as the opportunities offered
and threats posed by the external environment. Access to a new, expanding market is an
example of an opportunity; the decision of a major competitor to reduce prices is an example
of a threat.
Real World 1.3 provides an indication of the extent to which strategic planning is carried
out in practice.
Percentage 5 = highest
of respondents satisfaction
100% 5
80 4
60 3
40 2
20 1
0 0
1996 2017
The results were based on a survey of 1,268 senior executives throughout the world.
Source: Rigby, D. and Bilodeau, B. (2018) Management Tools and Trends 2018, Bain and Company.
Figure 1.3 The level of satisfaction with, and usage of, strategic planning
We can see that the level of satisfaction with this technique has remained remarkably stable
over time. However, there has been a decline in usage in recent years.
The strategic management process may be approached in different ways. One popular
approach, involving five steps, is described below.
Having to produce concise statements will force managers to think very carefully about the
essential nature of their business and the aspirations that they have for it. In practice, this
can prove more difficult than it may sound. Concise statements have the added advantages
that they are easier to remember and to communicate to employees, owners and others.
The mission and vision of a business will often adorn its website. Real World 1.4 provides
an example of these strategic statements for one large business.
On a mission
Spire Healthcare plc is a leading independent hospital group operating in the UK. Its mission is:
To bring together the best people who are dedicated to developing excellent clinical environments
and delivering the highest quality patient care.
Its stated vision is:
To be recognised as a world class healthcare business.
Having established the purpose and aspirations of the business, objectives must be devel-
oped in order to translate these into specific commitments. Objectives help to bring real dis-
cipline into the strategy process. They should provide clear targets, or outcomes, which are
both challenging and achievable. They should also provide the basis for assessing actual
performance. Although quantifiable objectives provide the clearest targets, some areas of
performance, such as employee satisfaction, may be capable of only partial quantification.
Other areas, such as business ethics, may be impossible to quantify.
In practice, the objectives set by a business are likely to range across all key areas and
might include a commitment to achieve:
Activity 1.3
Can you think why they may not wish to do so?
It is often because they do not wish to make their intentions clear to their competitors.
Activity 1.4
Ryanair Holdings plc is a highly successful ‘no-frills’ airline. Can you suggest some factors
that could be strengths, weaknesses, opportunities and threats for this business? Try to
think of two for each of these (eight in all).
The SWOT framework is not the only way to carry out a position analysis; nevertheless, it
seems to be very popular. A 2009 survey of businesses covering different industry sectors,
geographical locations and size found that about 65 per cent of the total used SWOT analysis
(see Reference 2 at the end of the chapter).
HOW ARE BUSINESSES MANAGED? 9
A good fit
Anglo-Dutch conglomerate Unilever has acquired British healthy snacking brand Graze
from Washington-based buyout group Carlyle, the companies said in a statement on
Tuesday.
The consumer goods giant beat bids from rivals including Kellogg’s and PepsiCo, which
had expressed interest in the business. Nitin Paranjpe, president of Unilever’s food and
refreshment business said the acquisition of Graze fits the group’s strategy: “Accelerat-
ing our presence in healthy foods and out of home this is an excellent strategic fit for the
Unilever food and refreshment business, and a wonderful addition to our stable of purpose
driven brands.”
Graze, founded in 2008, sells snacking nuts, seeds, trail mixes and snack bars with no arti-
ficial ingredients.
Source: Extracts from Espinoza, J. (2019) Unilever snaps up healthy snack brand Graze, ft.com, 5 February.
© The Financial Times Limited 2019. All Rights Reserved.
The acquisition mentioned above was described by Unilever as an ‘excellent strategic fit’.
A different acquirer, paying the same price, would not benefit as much if the strategic fit was
not as good.
The business should set out its mission, vision and objectives and then develop plans in a
systematic manner to achieve them.
■ The growth of the service sector. This includes businesses such as financial services, com-
munications, tourism, transportation, consultancy, leisure and so on. This growth of the
service sector has been matched by the decline of the manufacturing and extractive (for
example, coal mining) sectors.
■ The emergence of new industries. This includes science-based industries such as genetic
engineering and biotechnology.
■ The growth of e-commerce. Consumers are increasingly drawn to buying a wide range
of goods including groceries, books, music and computers online. Businesses also use
e-commerce to order supplies, monitor deliveries and distribute products.
■ Automated manufacturing. Many manufacturing processes are now fully automated and
computers are used to control the production process.
These changes have presented huge challenges for the management accountant. New tech-
niques have been developed and existing techniques adapted to try to ensure that manage-
ment accounting retains its relevance. These issues will be considered in more detail as we
progress through the book.
A business is normally created to enhance the wealth of its owners. Throughout this book
we shall assume that this is its main objective. This may come as a surprise, as there are
other objectives that may be pursued that relate to the needs of others associated with the
business.
Activity 1.5
Can you think of two examples of what these other objectives may be?
While a business may pursue these objectives, it is normally set up primarily with a view to
increasing the wealth of its owners. In practice, the behaviour of businesses over time appears
to be consistent with this objective.
Within a market economy there are strong competitive forces at work that ensure that failure
to enhance owners’ wealth will not be tolerated for long. Competition for the funds provided
by the owners and competition for managers’ jobs will normally mean that the owners’ inter-
ests will prevail. If the managers do not provide the expected increase in ownership wealth,
the owners have the power to replace the existing management team with a new team that is
more responsive to owners’ needs. Does this mean that the needs of other groups associated
with the business (employees, customers, suppliers, the community and so on) are not really
important? The answer to this question is almost certainly no, if the business wishes to survive
and prosper over the longer term.
Increasing the wealth of the owners may not be the perfect definition of what businesses
are seeking to achieve, but it is clear that a business cannot consistently take decisions that
reduce the wealth of the owners. If it does this, it will quickly collapse as a result of having
insufficient funds to carry on trading.
Generating wealth for the owners is not the same as seeking to maximise the current
year’s profit. Wealth creation is concerned with the longer term and so it relates not only to
this year’s profit but to that of future years as well. In the short term, corners can be cut and
risks taken that improve current profit at the expense of future profit. Real World 1.7 is a
Financial Times article that provides some examples of how emphasis on short-term profit
can be damaging.
Source: Adapted from Goyder, M. (2009) How we’ve poisoned the well of wealth, Financial Times,
15 February.
© The Financial Times Limited 2009. All Rights Reserved. We would like to thank Mark Goyder,
Founder Director of Tomorrow’s Company for permission to quote his article ‘How we’ve poisoned
the well of wealth’ as published in the Financial Times.
All decisions attempt to influence future outcomes, and financial decisions are no exception.
The only thing certain about the future, however, is that we cannot be sure what will happen.
There is a risk that things may not turn out as planned and this should be taken into account
when making financial decisions.
Return
Risk
Even at zero risk a certain level of return will be required. This will increase as the level of risk
increases.
Activity 1.6
Look at Figure 1.5 and state, in broad terms, where an investment in:
A government savings account is normally a very safe investment. Even if the government is
in financial difficulties, it can always print more money to repay investors. Returns from this
form of investment, however, are normally very low.
Investing in shares in a commercial business runs a risk of losing part or, possibly, the
entire amount invested. Moreover, oil exploration carries more risk than many types of
business activity. It can, however, produce very high returns.
Thus, the government savings account should be placed towards the far left of the
risk–return line and the oil-exploration business towards the far right.
This relationship between risk and return has important implications for setting financial
objectives for a business. The owners will require a minimum return to induce them to
invest at all, but will require an additional return to compensate for taking risks; the higher
the risk, the higher the required return. Managers must be aware of this and must strike the
appropriate balance between risk and return when setting objectives and pursuing particular
courses of action.
In practice, the right balance is not always struck. Real World 1.8 discusses how one large
business is trying to learn from past mistakes.
Risky returns
BHP Group, the world’s biggest miner, is seeking a mandate to grow, telling investors
that it has learnt the lessons of past mistakes and has the rules in place to make sure
it invests wisely in future. The mining industry has been slammed by shareholders for
ploughing billions of dollars into big ticket deals and new projects that failed to deliver
adequate returns during the commodities boom. BHP, for example, spent more than
$40 billion trying to break into the onshore US oil industry before admitting defeat and
selling its shale assets to BP Group for around $11 billion earlier this year.
But the fact remains that miners have to replace the raw materials they are extract-
ing from the ground otherwise they will go out of business. Getting the balance right
between investment and shareholders returns is something the industry has found dif-
ficult to do.
In a briefing on Wednesday, BHP’s finance chief Peter Beaven said the Anglo-Australian
group, which has been criticised by Elliott Advisors, the activist investor, for being a poor
steward of capital, had been making better investment decisions since the introduction of
new spending rules.
In the future, he said BHP was more likely to make small acquisitions in early stage
assets than ‘big ticket’ purchases, citing the company’s recent investment in SolGold,
a junior exploration company looking to develop a highly prospective copper deposit in
Ecuador.
He said BHP would also invest in high risk, high return projects like Trion, an oil joint
venture with Pemex, Mexico’s state oil company. “We could lose all our investment on
these, if, for instance, exploration fails. But we could create the tier one assets of the
future,” he said.
Source: Extracts from Hume, N. (2018) Anglo-Australian miner BHP seeks mandate to grow, ft.com,
21 November.
© The Financial Times Limited 2018. All Rights Reserved.
Having considered what businesses are and how they are organised and managed, we can now
turn our attention to the role of management accounting. A useful starting point for our dis-
cussion is to understand the general role of accounting, which is to help people make informed
business decisions. All forms of accounting, including management accounting, are concerned
with collecting and analysing financial, and other, information and then communicating this to
those making decisions. This decision-making perspective of accounting provides the theme
for the book and shapes the way that we deal with each topic.
For accounting information to be useful for decision making, the accountant must be clear
about for whom the information is being prepared and for what purpose it will be used. In
practice there are various groups of people (known as ‘user groups’) with an interest in a
particular organisation, in the sense of needing to make decisions about that organisation. For
the typical private-sector business, the most important of these groups of users of accounting
information are shown in Figure 1.6. Each of these groups will have different needs.
Employees
Managers and their
representatives
Business
Lenders Government
Investment Community
Suppliers
analysts representatives
This book is concerned with providing accounting information for only one of the groups
identified – the managers. It is, however, a particularly important user group. Managers are
responsible for running the business, and their decisions and actions play a vital role in deter-
mining its success. Planning for the future and exercising day-to-day control over a business
involves a wide range of decisions being made. For example, managers may need to decide
whether to:
■ develop new products or services (as with a computer manufacturer developing a new range
of computers);
■ increase or decrease the price or quantity of existing products or services (as with a
telecommunications business changing its mobile phone call and text charges);
■ outsource activities carried out by the business to outside contractors (as with an airline
outsourcing its ticketing operations)
■ increase or decrease the operating capacity of the business (as with a beef farming business
reviewing the size of its herd); and/or
■ change the methods of purchasing, production or distribution (as with a clothes retailer
switching from local to overseas suppliers).
The accounting information provided should help in identifying and assessing the financial
consequences of the kind of decisions listed above. In later chapters, we shall consider
each of the types of decisions in the list and see how their financial consequences can be
assessed.
There are arguments and convincing evidence that managers regard management accounting
information as useful. There have been numerous research surveys that have asked managers
to rank the importance of management accounting information, in relation to other sources of
information, for decision-making purposes. These studies have almost invariably found that
managers rank accounting information very highly. It is also worth noting that businesses of
any size will normally produce management accounting information even though there is no
legal compulsion for businesses to do so. Presumably, the cost of producing this information
is justified on the grounds that managers believe it is useful. Such arguments and evidence,
however, leave unanswered the question as to whether the information is actually useful for
decision-making purposes: that is, does it really affect managers’ behaviour?
It is impossible to measure just how useful management accounting information is to managers.
We should remember that this information usually represents only one input to a particular deci-
sion. The precise weight attached to it by managers, and the benefits that flow as a result, cannot
be accurately assessed. We shall shortly see, however, that it is at least possible to identify the
kinds of principles that accounting information should be followed in order to be useful. Where
these principles have not been followed, the usefulness of the information will be impaired.
PROVIDING A SERVICE
■ Influence. This principle asserts that communication provides insights, which can, in turn,
influence management decisions. Communication is particularly important when developing
and implementing business strategies and plans. To be effective, strategic planning relies on
conversations occurring between those involved in the process. Through such conversations,
a better understanding can be achieved of the likely impact of key decisions and of where
improvements may be needed. By feeding information into these conversations, management
accounting can exert a powerful influence over the decisions made and the ultimate outcomes.
Conversations between the management accountant and those involved in the strategic plan-
ning process are also important in identifying the kind of information needed.
To exert maximum influence, managers should receive information that is customised to
their needs. This means that it should be in a form suitable to their level of financial under-
standing. It also means that it should avoid dense, jargon-ridden prose and should exclude
information that is of no great significance to the managers concerned.
18 CHAPTER 1 INTRODUCTION TO MANAGEMENT ACCOUNTING
Principles
focused
Trust Relevance
on four
outcomes
Analysis
Activity 1.7
What problems may arise with providing information to managers that has no great
significance for them?
It will clutter up the management accounting reports, making them more difficult to
understand. It may also draw the managers’ attention away from the more significant
information contained in the reports.
■ Relevance. Managers rely on information for planning and control purposes. The nature of
the information provided will depend on the nature of the decisions and the needs of manag-
ers. These must be identified so that the sources of information available can be examined
and, from these, relevant information extracted. This information can take various forms. It
can be financial or non-financial, future oriented or past oriented, drawn from inside or from
outside the business. Whichever form it takes, however, the information should be reliable
and should represent the best that is available.
Activity 1.8
Do you think that incomplete information, or unverified information, should be presented
to managers?
Sometimes, it may be the only information available and so the management accountant may
consider it to be better than nothing. However, managers must be made aware of the deficiencies
of the information provided so they can decide on the level of confidence to be placed on it.
Relevant information will cover issues that have a significant effect on outcomes. It is
important, however, that the information is communicated in a timely manner. Unless it
reaches managers before a decision has to be made, it loses its relevance.
PROVIDING A SERVICE 19
Management accountants are accountable to their ‘clients’ – the managers – and should
be responsive to issues raised regarding their performance. By adopting a positive attitude
towards accountability, they can cement their reputation for being reliable and trustworthy.
Total value
or cost Cost
(£)
Value
Optimal
quantity
The benefits of management accounting information eventually decline. The cost of providing the
information, however, will rise with each additional piece of information. The optimal level of information
provision is where the gap between the value of the information and the cost of providing it is at its greatest.
Figure 1.8 Relationship between the cost and value of providing additional management
accounting information
The economic benefit of having the information on the price of the job is probably even
harder to assess, in advance. The following points need to be considered:
■ What is the cheapest price that we might be quoted for the job?
■ How likely is it that we shall be quoted a price cheaper than £400?
As we can imagine, the answers to these questions may be far from clear – remember
that we have only contacted the local garage so far. When assessing the value of accounting
information, we are confronted with similar problems.
Producing management accounting information can be very costly. The costs, however, are
often difficult to quantify. Direct, out-of-pocket costs, such as salaries of accounting staff, are not
usually a problem, but these represent only part of the total costs involved. There are other costs,
such as the cost of users’ time spent on analysing and interpreting the information provided.
Activity 1.9
What about the economic benefits of producing management accounting information? Do
you think it is easier, or harder, to assess the economic benefits of management account-
ing information than to assess the costs of producing it?
It is normally much harder to assess the benefits. We saw earlier that, even if we could accu-
rately measure the economic benefits arising from a particular decision, we must bear in mind
that management accounting information will be only one factor influencing that decision.
Other factors will also be taken into account. Furthermore, the precise weight attached to the
management accounting information by the decision maker cannot normally be established.
We have already seen that management accounting can be seen as the provision of a service
to its ‘clients’, the managers. Another way of viewing management accounting is as a part of
the business’s total information system. Managers have to make decisions concerning the allo-
cation of scarce economic resources. To ensure that these resources are efficiently allocated,
managers often require economic information on which to base their decisions. It is the role
of the management accounting system to provide that information.
The management accounting information system has certain features that are common
to all information systems within a business. These are:
■ identifying and capturing relevant information (in this case, economic information);
■ recording the information collected in a systematic manner;
■ analysing and interpreting the information collected; and
■ reporting the information in a manner that suits the needs of individual managers.
There are four sequential stages of a management accounting information system. The first two
stages are concerned with preparation, whereas the last two stages are concerned with using the
information collected.
The design of a management accounting system should reflect the particular features of the
business. This means that no two management accounting systems will be the same. Never-
theless, all management accounting systems should be designed with the principles discussed
above (influence, relevance, analysis and trust) firmly in mind. In particular, managers need
to have trust in the integrity of the information generated and the reports provided should be
tailored to their individual needs.
The gentle, natural words, written five hundred years ago, went to
her heart. She loved the gaiety, the bustle, the gossip, the sense of
colour and vitality in that long procession which wound from the
Tabard Inn, along the white roads full of sunshine, which led to
Canterbury.
She read the ballads which like vivid lightning flashes illumine the
darkness of the Middle Ages, and show the mainsprings of human
action to be ever the old mainsprings of love and hate.
She came to the Elizabethan poets—to the period when England
had become “a nest of singing birds.” She found Spenser’s glorious
love-song, and the wonderful cry in which Marlowe’s Faust links one
great love-story to another.
She learnt to know so well that they haunted her thoughts like
music, the sonnets of Shakespeare, and the lyrics of all the “singing
birds,” Lodge and Peele and Nash, Ben Jonson and Campion, who,
a musician in every sense of the word, framed his “Ayres for one
voyce with the Lute or Violl,” so as “to couple words and notes
lovingly together.” She came to Milton, and the lighter poets of the
Restoration, of whom her love was given chiefly to Herrick. The
poets of comparatively modern times followed, and led her in due
time to Keats and Shelley, who revealed to her the modern note of
unrest, and the troubling effect on the human spirit, of beauty,
whether revealed as to Keats in the material world, or as to Shelley
in the intangible world of ideas. With these two poets, the library,
formed in her old friend’s youth, paused abruptly in its
representations of English poetry.
Anne found no volume of Browning, nor of Tennyson, on the
shelves.
In her friend’s day they were young, untried men, as in a still
greater degree, were Swinburne, Morris, and Meredith.
But without them, Anne, like Keats, had travelled in the realms of
gold, and the new planet that swam into her ken was the very world
in which for thirty years she had lived blind and a prisoner, ignorant
of its beauty, deaf to its calling voices.
It was of her five years of solitary reading that Anne was thinking
as she sat in the September sunshine with François’s letter open on
her lap.
She had read, she had thought. Imaginatively, she had entered
into the life of the great world outside her country home.
But of actual individual experience of one personal heart-beat,
known to thousands of men and women past and present, she was
as ignorant at thirty-five as she had been all through her quiet
existence.
Like the Lady of Shalott, she sat weaving her tapestry of dreams
before a magic mirror in which the pageant of the world was nothing
but a reflection; a shadow-dance of figures, loving, hating, struggling;
pursuing brave adventures, triumphing or defeated, hopeful or
despairing.
Miss Page folded her letter, and replaced it slowly in its envelope.
It was the day for her class of village children, whom she taught
to sew, and to whom, while they wrestled with long seams, she read
fairy tales.
There was tea in the garden afterwards, and she had forgotten to
tell Burks to put out the strawberry jam.
She rose, and went into the house to repair the omission.
VII
“We shall have a very dull winter,” complained Mrs. Carfax, “with
so many of you away. Sylvia and Mrs. Dakin have gone already, and
now you are going to desert us. We shall feel quite lost.”
It was a damp afternoon in mid-October, and the wood-fire in
Miss Page’s drawing-room glowed cheerfully.
The tea-table was drawn up near its blaze, and Mrs. Carfax leant
back comfortably in the corner of the sofa, sipping her tea and eating
hot cakes appreciatively.
“So you’re going to Rome?” she continued. “We hoped as you
didn’t go away last year you had become reconciled to an English
winter.”
“I didn’t mean to go,” confessed Anne. “I was very happy here
last year. But somehow this autumn I have begun to long for more
sunshine. I know we’ve had a lovely summer, and I ought to be
content, but the rain of the last fortnight has decided me.”
She glanced with a little shiver towards the drenched garden. The
rain had been too persistent to make much sweeping of leaves
practicable, and the grass was strewn with them, yellow, battered
and rotting.
“Tell me about Sylvia!” she inquired. “I heard from her the other
day, but I dare say you have later news. She seems very happy.”
“Oh, she writes in excellent spirits, as of course she would, now
she’s got her own way.”
Mrs. Carfax’s expression was one of rather irritable displeasure,
and Anne’s inward reflections turned on that deplorable yet possibly
comprehensible antagonism which so frequently exists between
children and parents; the tie of blood so binding, yet so provocative
of mutual adverse criticism, involuntary irritation and impatience.
“Do you like the boarding-house?” she asked.
“Oh yes. Very nice. Her father and I took her there last week, you
know. I couldn’t be easy till I’d seen what sort of place she was in.
And men are no good at that sort of thing.” She helped herself to
another tea-cake.
“Oh yes,” she repeated, “it’s a very comfortable house; on the
Embankment, I think you call it. At any rate, it’s quite close to the
school where she takes her lessons. Sylvia shares a sitting-room
with Susie Villiers, one of her school-fellows who is studying at the
Slade, is it? I always forget the names of these places. It’s a house
built on purpose for students, I understand. Most comfortable. Hot
and cold water on every floor, and bathrooms, and a beautiful dining-
room. To my mind it’s all too luxurious. Everything is done nowadays,
it seems to me, to tempt young people from their homes.”
Mrs. Carfax gave an exasperated sigh.
“But Sylvia has a great gift, dear Mrs. Carfax,” pleaded Anne. “It
isn’t as though she leaves home to do nothing.”
“That’s what her father says now. He never used to. He always
upheld me in maintaining that the place of the eldest daughter is at
home. I don’t know what you could have said to change him so, Miss
Page, but ever since he talked to you about Sylvia, his cry is that it’s
sinful not to use the gifts with which God has endowed us. Men are
so inconsistent; and if they’re clergymen they always seem able to
quote some text to annoy you. I don’t mean to be profane, but
sometimes I have found the Bible most trying.”
Mrs. Carfax sighed again.
“She has a lovely voice. You will be proud of her one day,”
declared Miss Page, with her disarming smile.
“But what is she going to do with it? I would never consent to a
child of mine singing in public, with her name in newspapers, and on
placards and all that! It would break my heart.”
“Still you needn’t think of the future yet, need you? She has years
of training before her.”
“But if she’s not going to do anything with it, what a waste of
money!” exclaimed Mrs. Carfax, tragically. “I think it’s much better for
girls not to have gifts,” she added.
Miss Page was rather disposed to consider that her guest had
uttered a great truth.
Her reply however, was non-committal.
“Perhaps,” she said. “But if they do possess them don’t you agree
with Mr. Carfax that it’s right to cultivate them? A gift of any sort is
such a worrying thing,” she added persuasively. “And if it’s allowed to
rust, it chiefly worries its possessor. Now that she’s doing what she
was born to do, Sylvia will be contented. I don’t think it’s just
because she’s getting her own way that she’s happy. It’s deeper than
that. She’s satisfied because she’s fulfilling a need of her nature for
which she’s no more responsible than she is for the colour of her
very pretty eyes.”
Anne’s voice was so gentle, her smile so irresistible, that Mrs.
Carfax was visibly softened.
“At any rate I’m glad it’s not art she’s got a taste for,” she
conceded.
To Mrs. Carfax, painting, to the exclusion of all the other activities
of the Muses, was art, as Miss Page understood.
“You wouldn’t like her to paint?”
“Oh landscapes and flowers, and that sort of thing is all right. A
very nice amusement. I’ve got lots of water-colour sketches I did as
a girl, and hand-painted screens, and sofa cushions too. But
nowadays art is such a shocking thing, isn’t it? I hear that Susie
Villiers draws from the nude, as they call it. To me, it’s a perfectly
disgusting idea. And they draw men, as well as women. Imagine a
young girl having the boldness to draw a man without his clothes!”
“Do have some of this toast before it gets cold,” urged Anne. “Oh!
while I think of it I wish you would tell me how to make that delicious
shortbread I tasted the last time I came to you.”
Mrs. Carfax, adroitly switched off the topic of art as she
understood it, was on firm ground now that culinary operations held
the conversational field.
She gave minute directions to which her friend listened with
flattering attention.
“I must write that down before I forget it,” said Anne, opening a
bureau to take from it her book of recipes.
“How beautifully orderly you are!” exclaimed her guest, glancing
with admiration at the packets of papers tied with ribbon, the piles of
little books which filled the pigeonholes. “What a pity you never
married. You would have made such a good wife. The wives of to-
day are shocking housekeepers. Look at that flighty little Mrs. Dakin!
The doctor, poor man, must suffer a good deal. I doubt whether he
ever gets a decent meal. Don’t you think it’s very extraordinary of
him to let her go away for such a long visit as she proposes to
make? I think that kind of thing is a mistake, you know.”
Launched upon the stream of gossip for which she possessed a
considerable weakness, Mrs. Carfax shook her head portentously.
“He thinks it will be good for her health. She’s not very strong, is
she? And this place doesn’t suit her in the winter.”
“Oh! I don’t think there’s much the matter with her health,”
answered Mrs. Carfax with a touch of scorn. “She hasn’t anything
else to think of. She hasn’t enough to do, that’s what’s the matter
with her. One or two children would soon make her forget her
ailments. Poor Dr. Dakin! I don’t think she’s very nice to him, do you?
I often pity him.”
“But I’m quite sure they’re devoted to one another,” began Miss
Page, hailing with relief the entrance of the Vicar, who had called to
fetch his wife, and to bid their hostess farewell.
“Well, dear lady!” he exclaimed in his hearty voice. “So you’re off
to the land of perpetual sunshine to-morrow. Lucky woman! And
Rome too, a city which I have always had a great desire to visit.
Most interesting. Most interesting. But you leave us desolate.”
“How kind of you to come and say good-bye! My farewells this
week have made me quite sad,” declared Anne. “I hate last days.”
“We shall all miss you terribly. You leave a heart-broken
community behind you,” said the Vicar. “Poor Dakin is already
bemoaning his fate, bereft of his wife and of you. It’s a good thing
Sylvia isn’t here, or we should have had nothing but lamentations till
the spring.”
“You all spoil me,” Anne said in a moved voice. “We have been
talking about Sylvia,” she went on rather hurriedly. “I’m so glad she’s
happy.”
“Best thing for her. Quite the right thing!” declared the Vicar
emphatically. “I’m always telling my wife that gifts are ours as a
sacred trust. Moreover, when the girl comes back for the holidays
and so on, she will appreciate her home, and we shall all get on
much better in consequence. Girls as well as boys must find their
own paths, and make their own lives. To thwart them only leads to
unnecessary friction, and is after all unjust. Every girl should have
her chance.”
If Miss Page smiled in secret to find the ideas she had implanted
in the Vicar’s mind so well assimilated that they re-appeared in the
form of original conviction, no trace of her amusement was visible.
“I’m sure Mrs. Carfax will find that you’re right,” was her remark,
as she smiled at the lady in question.
Mrs. Carfax kissed her affectionately. “Good-bye. I’m sure we’re
preventing you from looking after your packing,” she said.
“Good-bye,” echoed her husband, enclosing Anne’s frail hand in
his vigorous clasp. “Don’t let Sylvia bother you with too many letters.
I am convinced that I’ve done the right thing by the child in sticking to
my own ideas.”
He smiled the manly smile of self-confidence and wisdom denied
to women, and Miss Page, following her visitors to the hall-door,
waved to them as they went down the drive together.
Before she had been with them two days, Anne had found herself
filled with a passionate longing to return to her quiet home. To get
back to the shelter in which she was not reminded twenty times an
hour that she “didn’t count.”
She was amazed at the violence of her own emotions.
Every glance exchanged by the married lovers, every word of
love, every caress, stabbed her afresh.
She had never before known what it was to feel acutely, and the
suffering bewildered her. She was afraid of it. She wanted
desperately to escape from herself, this new self which seemed all
torn and bleeding.
There was a hunted look in her eyes like that of a starving and
desperate animal. She shuddered at them sometimes when they met
her suddenly in the glass. One evening, unable to bear the sight of
their endearments, she had gone early to her room, pleading a
headache. She groped her way to the window, in the dark, and
kneeling down beside it, looked out upon the sea.
Every few minutes, a flash from the lighthouse on the cliffs
momentarily illumined the still water. Far out, lights moved on the
prow of passing ships. She could hear the wash and murmur of the
waves, as they broke lazily on the pebbly shore.
For a long time she knelt there immovable, the sound of the sea
lulling her into a sort of painless trance, till the hum of voices below
gradually filtered to her senses. The evening was so warm that Hugh
and his wife were sitting in the garden. At first, numbed and half
conscious in mind, she scarcely heeded the murmur of talk, but
finally a sentence in a man’s voice reached her consciousness.
“Nonsense, darling! She’s not at all bad looking. Well dressed,
she’d be a fine figure of a woman.”
“Why is she so dowdy then?”
“She lives in the country, you see. I suppose there’s no one to
dress for. And after all what does it matter?”
There was a little laugh. “No. She’s too old now. She’ll never
marry.”
Again there was an incoherent murmur. “Yes I know, darling, it’s
boring for you. But she’s had a dreary life, poor girl. I want you to be
nice to her.”
“I am nice,” the answer came in a hurt voice, and was followed
immediately by a rustle.
“I know you are. You’re a darling. You’re the sweetest thing on
this earth!”
There was a sound of a kiss, and Anne drew back from the
window with a quick movement.
“Hush!” The exclamation came swiftly from Hugh.
“Oh! it’s all right. Her light’s out. She’s asleep.”
Anne closed the window noiselessly to shut out the voices to
which she had listened without her will, scarcely conscious of how
they had reached her. She threw herself on her bed in the dark. After
all, as Hugh said, it didn’t matter. But she cried all night as though it
did.
In the journal which Miss Page held open on her knee, she saw
the date of her return recorded.
“Came back to Fairholme Court, March 17th.”
She remembered her old friend’s greeting, as she went to find
her in the morning-room, where she was lying on the sofa.
“Why, Anne! Sea air doesn’t suit you. You’ve got thin, my dear.
You look quite ill. You mustn’t go away again.”
“No,” she said quietly. “I will never go away again.”
She remembered going into the library before she took off her
walking things, looking round at the walls lined with books, and
wondering why they had ever meant anything to her at all.
“Books are no good,” she said to herself, as she went upstairs.
“This also is vanity,” was what the words implied.
Miss Page looked out with a sort of surprise upon the garden
steeped in sunshine. The fountain was still splashing gaily into its
marble basin. In the blue overhead, two pigeons flashed and
wheeled. She had been living over again the life of many years ago,
with such intensity of vision and of feeling, that her present
surroundings had the unreality of a dream.
After a few moments, she turned the next page, knowing well
what she should find, yet curious to see the words in her own
handwriting of twenty years ago.
“May 15th.—We have had visitors to-day for the first time
almost, since I have lived here. They were all men, too, and
Frenchmen. The parents of one of them, Monsieur René
Dampierre, knew Mrs. Burbage long ago, and he called and
brought three friends with him.”
As Anne slowly turned the pages, isolated paragraphs met her
eye.
“I felt horribly shy at first, but only for a little while. They
were all so nice. I suppose Frenchmen have easier manners
than Englishmen, though I have had no experience of either.”
“Monsieur Fontenelle is very amusing and clever. I like his
face, though he looks sarcastic, and I’m sure he can say bitter
things. But he never says them to me.”
“Mrs. Burbage wanted me to describe Monsieur Dampierre
in whom she is chiefly interested, because she knew him
when he was a child. I found it very difficult. When I had said
that he was tall, and broad-shouldered, and very fair and
handsome, it seemed as though I had said nothing. It’s his
smile and his changing face which make up his personality—a
very charming one.”
All through that summer there were short entries concerning the
little colony of Frenchmen that had settled in the village.
Anne glanced at them with a smile. It was a very sweet smile,
scarcely sad, scarcely regretful. It was the smile of content with
which a woman bends over a bowl of dried rose-leaves, and feels
again the warmth of the sun, and sees the glitter and the blueness of
the day when the leaves were red.
IX
It was grey and cheerless in Paris, while Anne sat in the
sunshine of Rome.
Winter had set in early, and in François’s studio the stove piled
with fuel was almost insufficient to warm the great room.
It was as he had suggested, the typical luxurious studio of a rich
man.
A broad divan under the window, was piled with cushions, and
supported by them in an attitude suggestive of extreme comfort,
François sat and smoked while he talked to an old friend.
The Vicomte de Montmédy, rich now, through his marriage with
an American heiress, was a lover of the arts, a connoisseur and a
buyer of pictures.
Fontenelle had known him in the days when he was only a
struggling and unsuccessful painter.
His title and his noble birth, had stood him in better stead than his
talent. That this was of an inferior quality to his fine taste in art,
François had early recognized, and his felicitations on the subject of
his prudent marriage had therefore gained an added warmth and
fervour of approval.
The two men had been talking while the daylight waned, and
when François, finding his match-box empty, rose to refill it from a jar
on a side table, he paused to glance with a shiver upon the prospect
outside the window.
The studio looked upon the Luxembourg Gardens. The trees
were bare now, and their branches showed black and stiff against a
wintry sky.