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