Controllership: The Work of the Managerial Accountant by Steven M. Bragg

By Steven M. Bragg

Cutting-edge controllers aren't any longer noticeable as technicians who technique transactions; they're now visible as enterprise executives with a wide-ranging wisdom of overall enterprise operations, most sensible practices, and company method. delivering a finished evaluate of the jobs and obligations of controllers in trendy atmosphere, this 8th version of Controllership keeps to supply controllers and vice presidents of finance with all features of administration accounting from the controller's standpoint, together with inner keep an eye on, revenue making plans, fee regulate, stock, and monetary disclosure.

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The controller should take a job elsewhere if he or she perceives that the person newly filling the CFO position is a roadblock to further advancement. However, this does not have to be a dead-end position. The controller should talk to the CFO about career prospects within the company and suggest that there may be other responsibilities that can replace those being switched to the CFO. For example, a small minority of controllers manage the materials management department; this will become increasingly common as controllers realize that much of the paperwork they depend on originates in that area and that they can acquire better control over their processes by gaining experience in this area.

For example, job costing is used for situations where specifically identifiable goods are produced in batches, while direct costing is most applicable in situations where management does not want to see any overhead allocation attached to the directly identifiable costs of a product. The large number of processing methodologies presented here is indicative of the broad range of options available to the controller for processing raw data into various types of reports for management use. Input: Data Collection Systems The first step in setting up a data collection system is to determine what types of data to gather.

A more advanced version uses the biometric measurement of the outlines of one’s hand to determine the identity of the employee (thereby eliminating the need for an employee badge, which might otherwise be lost or used to make a scan for someone who is not on the premises). This represents a significant advance over the punch clock, because there is no need for secondary calculations that might result in an error. It also yields greater control over the time-recording process, since it gives immediate feedback to supervisors regarding missed or late scans.

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