Managerial Accountant’s Compass Research Genesis and Development

This is the first detailed view of the managerial accountant’s role and responsibilities in organization setting. Its aim is to foster role development: the opportunity to work at an advanced level of practice. Accounting studies develop technical skills associated with topics, and, responding to defined scenarios but provide very little guidance on what to recognizing and approaching the broad problems or challenges under conditions of uncertainty.It is a double first because it provides the managerial accountant’s compass as a general purpose analytical framework for managerial accounting independent of any selected theory and method. The metaphor of a compass creates a mental schema for its four points named (1) goals and principles, (2) boundaries and constraints, (3) methods and models, and, (4) collegial relationships. Dynastic Chinese and some other Central Asian cultures, view the center as a fifth principal direction, giving a total of five points. The center represents a high standard ethical conduct and self-care, or moral compass.Managerial Accountant’s Compass offers an integrated and systematic guide to approaching situations that are constantly changing. It gives a protective starting pattern which produces new meanings and awareness of the ambiguity and uncertainty for each situation. Ultimately the managerial accountant’s compass can help you make more effective sense of yourself, your expertise and your practice in the organization where you work, which should open career opportunities.

Part 1 Genesis of the managerial accountant’s compassChapter 1 Establishing the need for the managerial accountant’s compassPart 2 Resources contributing to the managerial accountant’s compassChapter 2 Pan-theoretical approach to the managerial accountant’s compassChapter 3 Concepts and classifications discourse of the managerial accountant’s compass Chapter 4 Importance of information and communication to the managerial accountant’s compassPart 3 Insights from the managerial accountant’s role, performance, decisions, and, judgementsChapter 5 Role, responsibilities, and, personal qualities of the managerial accountant that inform the managerial accountant’s compassChapter 6 Performance standards for the managerial accountant that permeate the managerial accountant’s compassChapter 7 Recommendations, decisions, and, judgments by the managerial accountant with the managerial accountant’s compassPart 4 Development of the managerial accountant’s compassChapter 8 Managerial accountant’s compass and its contextChapter 9 Four cardinal points of the managerial accountant’s compassChapter 10 Ethical conduct with self-care as the fifth point of the managerial accountant’s compassPart 5 Evaluation of the managerial accountant’s compass and conclusionChapter 11 Evaluation & perspective: Managerial accountant’s compass

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