During their professional careers, managers in all organizations, profit and nonprofit, interact with their accounting systems. Sometimes managers use the accounting system to acquire information for decision making. At other times, the accounting system measures performance and thereby influencestheir behaviour. The accounting system is both a source of information for decision making and part of the organization’s control mechanisms-thus, the title of the book, Accounting for Decision Making and Control.
The purpose of this book is to provide students and managers with an understanding and appreciation of the strengths and limitations of an organization’s accounting system, thereby allowing them to be more intelligent users of these syatems. This book provides a framework for thinking about accounting systems and a basis for analyzing proposed changes to these systems. The text demostrates that managerial accounting is an integral part of the firm’s organizational architecture, not just an isolated set of computational topics.