We need dynamic performance measures

Article Abstract:

A company should have a dynamic performance measurement system to ensure its success. Performance measurements are important because they establish standards and objectives, monitor progress, motivate, communicate the strategic intent of the organization and modify behavior. When designing an effective performance measurement system, a company should identify a vision and strategic goals, translate these goals into more detailed subgoals, examine current systems, and create appropriate measures. In formulating a world-class performance system, a company should ask what it should measure, when it should measure, what the links are between measures at different levels and areas, how it can balance conflicting goals, and how it can foster organizational tension and learning needs. A company should address resistance to change when implementing a new performance measurement system.

Performance, Measurement, Organizational effectiveness

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Promoting the CMA

Article Abstract:

The successful promotion of the Certified Management Accountant (CMA) program in college campuses is illustrated by the success of the University of Wisconsin-Oshkosh in encouraging its business students to take an active interest in the CMA program and in providing these students with the motivation necessary to taking the certification exam. Integral to the success of the university is the development of CMA awareness. False notions regarding the CMA certification, and its difference from the CPA, were clarified through posted information campaigns and actual presentations to students. Counselors and professors provided students with assistance in career selection. The faculty also formulated teaching and evaluation methods specifically suited to students taking the CMA exam. A course that revolved around the CMA was likewise used to dispel students' test anxiety.

Colleges and universities, Standards, Curricula, Vocational guidance, Business students, University of Wisconsin

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Production managers need a course in cost accounting

Article Abstract:

Cost accounting in manufacturing firms has been blamed by production managers for lower production and decreasing quality. The former is attributed to cost accounting's emphasis on labor efficiency variances and production volume variances; the latter is attributed to cost accounting's emphasis on sustained production levels. Production managers are reminded that accountants merely record and report data, and that the lack of competitive production or the lack of competitive quality is the production manager's area of operation. Production managers are urged to: (1) become better acquainted with cost accounting, (2) communicate their equipment needs to accounting departments more clearly, (3) involve managerial accountants in planning of production changes, and (4) obtain upper management support for any desired accounting changes.

Management, Accounting and auditing, Study and teaching, Production control, Industrial management, Cost accounting

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