Cpa Australia Strategic Management Accounting Inde
Cpa australia strategic management accounting inde
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Cpa Australia strategic management accounting index A+ latest updated
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Cpa australia strategic management accounting inde
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Cpa Australia Strategic Management Accounting Inde
cpa australia strategic management accounting index
Module 1: Introduction to stratgic management accounting
Key word Module Page Content
Analyst, business adviser, partner 1 39
- The move to providing strategic support is combined with the traditional cost
management services that management...
Cpa australia strategic management accounting inde
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Module 1: Introduction to stratgic management a
Key word Module Page Content
- The move to providing strategic support is combin
management services that management accountan
- Risk management and mitigation is another impor
Analyst, business adviser, partner 1 39 performance;
- Design and management of information systems a
methods are often incorporated into the manageme
to access information themselves rather than being
- The Basel Accords aim to create a robust and stab
minimise banking problems and to avoid an interna
— which nearly occurred during the GFC;
- A key aim of the revised version of Basel III (Base
Basel 1 48-49 2011) is to enable the banking sector to absorb sho
- The most likely impact of Basel III on business wil
especially for higher-risk activities, such as trade cr
- there will be a dampening effect, where excessive
borrowing costs are slightly higher.
1. Stars—products that are sold into high-growth m
Although these products generate large cash inflow
market, the organisation needs to continue to inves
position.
2. Cash cows—as stars enter the maturity phase of
finance slows and they become cash cows, genera
products that hold a high market share in a low-gro
growth, the organisation does not need to continue
Boston Coulting Group ("PCG") 1 75 flows it produces support the development of other
3. Question marks—products that hold a low marke
the low market share, the organisation may need to
the product to maintain or increase its market share
needs to decide whether ‘question mark’ products a
they will make the transition to stars) or should be w
4. Dogs—products that hold a low market share in a
cash inflows. The organisation should probably elim
as dogs are unlikely to generate enough cash to su
Cause of change in biz environment 1 46
, Module 3: Planning, Budgeting and Forec
Key word Module Page Content
- uses a considerable amount of cost drivers;
- a participative management process for control and continuous impro
costs, operating at the activity level
Activity based
3 242-243 - starts with forecasting future market demand for the organisation’s pro
budgeting
- helps managers to estimate the resources that will be needed for eac
- Advantanges (pg 243)
- Components (pg 244).
Behavioural aspects
3 232 - goal congruence - when an individual’s goals coincide with the organi
of budgets
- a contemporary management model
- connects the organisation’s strategy with managers’ decisions, and re
philosophy consisting of 12 principles;
- 2 key demensions: decentralised leadership and adaptive manageme
- assuming that employees enjoy contributing to the organisation they w
their work.
- relies heavily on high levels of trust among employees with a strong c
Beyond budgeting 3 245-246 - uses rolling forecasts as a form of benchmarking
- when used as a tool to evaluate performance, BB uses ‘relative perfor
+ The relative component is because financial compensation is attache
financial results and not relative to the unit’s performance;
+ The hindsight component means that the performance is evaluated a
- BB focuses on radically decentralising organisations
- Not widely implemented across the world because it lends itself towar
so requires a radical change in mindset or a new management philosop
- For trading:
+ Not prepare production budget
Budget for non- + Prepare purchase budget
manufacturing 3 204 + Budget for period costs and expenses for retail and wholesale biz are
organization org
- For service entity
+ revenue, cost and expense budget
Similar to analysing the price and efficiency variances of direct materia
Direct labour analysis 3 217
variances of direct labour are useful in evaluating the performance of th
- the term ‘flexed’ budget is used to determine the price variance— the
and flexed budget. Further, to determine the efficiency variance—the d
and flexible budget
Direct material Price variance = (Actual Quantity of input × Actual price) – (Actual Qua
3 215-216
analysis Efficiency variance = (Actual quantity of input × Budgeted price) – (Bud
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