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A Journal of Radix International Educational and

Research Consortium

RIJBFA
RADIX INTERNATIONAL JOURNAL OF
BANKING, FINANCE AND ACCOUNTING

DECISION MAKING AND THE ROLE OF MANAGEMENT

ACCOUNTING
FUNCTION A REVIEW OF EMPIRICAL
LITERATURE
Fitsum Kidane (Phd. Research scholar), Lecturer in
Accounting and Finance College of Business
and Economics
Mekelle University
Mekelle, Ethiopia
ABSTRACT
This study examines decision making and the role of management accounting function in a business
organization. Using the review of literature, I identify management accountants perform a wide variety
of tasks. Only a part of management accounting activity is directed at performance improvement.
Some of the activities they perform are related to the statutory reporting requirements of the
organization. Some of these are related to the operational requirements of the finance function itself
such as processing transactions receiving money and paying bills. Literature foresees new
management accounting techniques and changes in organizational and business environments ha i g a
huge i pact o a age e t accou ta ts roles, yet e pirical evidence on fundamental shifts in these roles
remains relatively scarce.

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KEYWORDS
Decision making, management accountant, management accounting

INTRODUCTION

Accounting can be defined as "the process of identifying, measuring and communicating economic
information to permit informed judgments and decisions by users of the information" (Hogget and
Edwards, 1987). The information in accounting systems relates mainly to financial data about business
transactions, which is presented in monetary terms. In addition to presenting financial information
about past transactions, the accounting system enables to generate forecasts and predictions as an aid
to decision making.
Accounting is sometimes efe ed to as the la guage of usi ess . It offe s a ediu through which the
marketing, production, human resources and other impacts of a decision may be reflected in monetary
terms. This indicates the way in which most companies use accounting and finance as an integrative
function to show the combined consequences of a proposed course of action on the firm's financial
situation.

The American Accounting Association formulated the definition of Accounting as the process of
identifying, measuring, and communicating economic information to permit informed judgments and
decisions by users of the information. Accounting is a language that communicates economic
information to people who have an interest in an organization- managers, shareholders, potential
investors, creditors, government and the employees. The accounting literature identifies quite a
number of specialized fields of accounting. Among them, financial accounting is the original field of
accounting. Its main purpose is to record transaction details in monetary terms and

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prepare financial statements and reports in accordance with GAAP. The other part of accounting,
Management accounting provides necessary information to assist management in decisions making
and management control.
Management accounting provides necessary information to assist management in decisions making
and management control. The Chartered Institute of Management Accountants (2001) describes
Management Accounting as: - the application of professional information in such a way as to assist the
management in the formation of policies and in the planning and control of the operations of the
undertaking. Management accounting has been considered as an integral part of the management
process, and management accountants have been visualized as important strategic partners in an
organization's management team. Hilton (1999) states that the management team seeks to create value
for the organization by managing resources, activities, and people to achieve organizational goals
effectively. To this end, managers require information which is utilized in the decision making process
and in controlling operations. Management accounting thus serve management in providing the needed
data and information, including advice and recommendations. Although there is no
o

o l a epted defi itio of a age e t a ou ta t , fo the pu poses of this

study, I use the term to refer to all people who report directly or indirectly to the finance function of an
enterprise.

OBJECTIVE OF THE STUDY

The main objective of the present study is to identify the types of managerial decisions and the role of
management accountant in decision-making process in a business organization.

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RESEARCH METHODOLOGY
The source for the data is entirely from secondary sources i.e., from books, published and unpublished
journals, related websites in the internet, and other documents that are related to the topic under study.

LITERATURE REVIEW
DECISION MAKING
Decision making is a fundamental part of management. Before discussing what
decision-making is, let us

discuss what decision is, because decision-making is a

p o ess of de idi g. Colli s

defi es de isio as the a t of aki g up o e s i d

by collecting, sharing and gathering significant ideas from different sources. Moreover,
Lo g a

defi es that de isio

pe iod of dis ussio o

thought . Lo g

as a hoi e o

judg

e t that ou ake afte a

a s defi itio

is e

lea ut it gi es ise to a

question on the definition of deciding or decision-making. In the end decision-making is to make a

choice or judgment about something, especially after a period of not knowing what to do or in way
that ends in disagreement (Alam, 2008).
Moreover, Fullan (1982) asserts that decision-making is the process of identifying and choosing
alternative courses of action in a manner appropriate to the demand of the situation. The act of
choosing implies that alternative courses of action must be weighed and weeded by sharing. Fremount,
et, al,. 1970 defined decision-making as the o s ious and human process, involving both individual and
social phenomenon based upon factual and value premises, which concludes with a choice of one
behavioral activity from among one or more alternatives with the intention of moving

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toward some desired state of affai s . It ep ese ts a ou se of eha io o a tio

about what must or must not be done (Herbert, 1960). Decision making is the selecting of action from
among alternatives to achieve a specific objective or solve specific problem (Donald, 1963). The art of
decision-making provide us a variety of approaches, methods and techniques helpful and useful for
making high quality of decision. A decision maker, as an individual, or as a member of formal
organization with his own philosophy and perception of the organization, selects for optimizing values
within the constraints imposed by the organization (Varshney, 1997).
Decision-making and its role in organizations can be viewed in a number of ways. Kreitner (1999)
believes good management can be defined in terms of good
oo di atio of a o ga izatio s e plo ees. Mulli s

, Moo head a d G iffi

(2000) posit that decision making is one of the first and a crucial step in management. Criteria of
decision and its nature vary in terms of kinds and types. Decision-making is the backbone of
administrative functions. This is because decisions direct actions (Marvin, cited in Igwe, 1995). Good
and effective decisions can only be made when right information is made available at the right time to
the right recipient. Johnson, Newell and Vergin (1972) stated that information for decision-making is
dynamic; therefore, it needs to be constantly up-dated. Decision-making, itself, is a dynamic process
(Harrison, 1995; Daft, 1983). Managers need continuous flow of information in order to make
appropriate decisions. Decision-making efficiency of managers can therefore be greatly enhanced by
the quality of information they are able to utilize in decision-making.
Right decisions give direction for a right course of action. Daft (1983) stated that when an organization
is designed to provide correct information to managers, decision processes work extremely well and
tasks will be accomplished. However, when

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information is poorly designed, problem-solving and decision processes will be ineffective and
managers may not understand why.
An individual or multiple participants that are involved in decision-making can be called decision
makers. Individual decisions can be made by a computer or a single person meanwhile the multi
participant decision makers can be divided into unilateral and negotiated decisions. In the first one,
which is also called team decisions, one of the participants has the power to decide. The others
although, can highly influence how the decision will look like. In negotiated decisions the participants
share the authority of making a decision. This type distinguishes between group decisions where the
participants have nearly equal authorities and discuss their different viewpoints in various meeting and
organization decisions. In the latter one the authority of making a decision is unequally shared
according to the organizations hierarchy and the coordination between the decision participants is
highly structured.
Classification of decisions

From the descriptive model of the basic features and assumptions of the management accounting
perspective of business, it is easy to recognize that decision-making is the focal point of management
accounting. The concept of decision-making is a complex subject with a vast amount of management
literature behind it. How businessmen make decisions has been intensively studied. In management
accounting, it is useful to classify decisions as:
1. Strategic and tactical
2. Short-run and long-run

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Strategic and Tactical Decisions

In management accounting, the objective is not necessarily to make the best decision but to make a
good decision. Because of complex interacting relationships, it is very difficult, even if possible, to
determine the best decision. Management decision-making is highly subjective.
Whether a decision is good or acceptable depends on the goals and objectives of management.
Consequently, a prerequisite to decision-making is that management
has set the o ga

izatio s goals a d

o je ti es. Fo e a

de ide st ategi o

je ti es su h as the

pa s p odu t li

ple,

a age e

e, p i i g st ateg

ust

, ualit

of product, willingness to assume risk, and profit objective.

In setting goals and objectives, it is useful to distinguish between strategic and tactical decisions.
Strategic decisions are broad-based, qualitative type of decisions which include or reflect goals and
objectives. Strategic decisions are non quantitative in nature. Strategic decisions are based on the
subjective thinking of management concerning goals and objectives. A strategic decision is one which
is made during a current time but whose primary effect will be felt during some future time. Strategic
decisions affect organizational structure and objectives. Strategic decision cannot be delegated lower
than a particular level (March, 1988).
Tactical decisions are tactical in nature and called routine decision. They are important repetitive need
little thoughts with few alternatives. The decision are taken up by middle and first line managers and
do not involve any higher risk or uncertainty. Tactical decisions support and compliment
organizational strategy. The tactical decision may be delegated to lower levels in the organization.
Moreover, what might

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be strategies decision for one organization may be tactical decision for another? (Prasad, 1997)

Tactical decisions are quantitative executable decisions which result directly from the strategic
decisions. The distinction between strategic and tactical is important in management accounting
because the techniques of management accounting pertain primarily to tactical decisions. Management
accounting does not typically provide techniques for assisting in making strategic decisions.

Once a strategic decision has been made, then a specific management tool can be used to aid in
making the tactical decision. For example, if the strategic decision has been made to avoid stock outs,
then a safety stock model may be used to determine the desired level of inventory.

The classification of decisions as strategic and tactical logically results in thinking about decisions as
qualitative and quantitative. In management accounting, the approach to decision-making is basically
quantitative. Management accounting deals with those decisions that require quantitative data. In a
technical sense, management accounting consists of mathematical techniques or decision models that
assist management in making quantitative type decisions.
Short-run Versus Long-run Decision-making
As stated above, decisions can be grouped into short- and long-term decisions. It is necessary to
consider decisions from both perspectives. Drury (2000) defined the short-term is usually as being one
year or even less. In short-term decisions the

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importance of the time value of money is low. These decisions are mainly based on toda s data. ho tterm decisions can usually be changed easily as opposed to long term ones. Operating activities
encompass what managers must do to run the business on a day-to-day basis. Operating decisions for
manufacturing companies include whether to accept special orders, how many parts or other raw
materials to buy ( or whether to make the parts internally), whether to sell a product or process it
further, whether to schedule overtime, which products to produce, and what price to charge. Other
operating decisions affecting all organizations include assigning tasks to individual employees,
whether to advertise, and whether to hire full-time employees or to outsource.

Long-term decisions have effects on longer periods of time. Consequently, such de isio s de a d a fi s
esou es fo a lo ge episode of ti e. u h de isio s a
influence future decisions and can have an impact on long-term potentials. Strategic planning
addresses long-term questions of how an organization positions and distinguishes itself from
competitors. Long-term decisions about where to locate plants and other facilities, whether to invest in
new state-of-the-art production equipment, and whether to introduce new products or services and
enter new markets are strategic planning decisions. Strategic planning also involves the determination
of long-term performance and profitability measures, such as market share, sales growth, and stock
price.

MANAGEMENT ACCOUNTANTS ROLE IN DECISION MAKING

The decision making process can be looked at as a group of people (decision makers, agents, actors)
trying to decide on the correct actions to achieve goals using

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information about the results of past actions. It is clear that management accountants have - as they've
always had - a significant contribution to make at each stage of the decision-making process (see
figure 1.1below). This is good news for financial managers who have technical know-how, understand
the business and use good communication and influencing skills.
The decision-making process can be characterized by the following (Peter Simons, 2007):
Decision-making is not the end of the process. It extends through to achieving results and is a
continuous process.
Accountants contribute to the strategic planning and enterprise governance framework (the
CIMA Strategic Scorecard}, which articulates the business's competitive position and
objectives,
Individuals' personal contexts and attitudes can impair decision-making, but business partners
can address this problem by championing evidence-based decision-making.
Business partners can help to "frame" a decision, provide management information, and
contribute insights and analyses alternatives to help the decision maker.

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Figure 1.1: depicts the six steps in the decision process, and the relationship between quantitative and
qualitative analysis
1. Clarify the decision

2. Specify the criterion

Quantitative

Management
3.Identify the alternatives

accountant

Participates as part of
Analysis
Cross-functional
management team
4.Develop a decision model
Primarily the
Responsibility of the
Managerial
5.Collect the data
Accountant

Qualitative
consideration
s

6. Make a decision
Source: Adapted from Hilton et al., 2008

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The a age ial a

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ou ta t s ole i the de isio -making process is to provide data

relevant to the decision. Managers can then use these data in preparing a quantitative analysis of the
decision. Qualitative factors are considered also in making the final decision. In order to be relevant to
a decision, a cost or benefit must: (1) bear on the future, and (2) differ under the various decision
alternatives.
Tasks of managerial accountants
In business organizations, accountants have remained to be primary providers of financial data and
analytical reports on which managers rely to pass decisions. The paper by M. Newman, C. Smart and
I. Vertinsky (1989) suggest that major tasks of management accountants are score-keeping and
maintenance of financial records for internal and external users. However, in 1995 R. Kaplan
identified new tasks and roles for management accountants. Kaplan (1995) proposes that in the future
management accountants would be involved in formulating and implementing corporate strategy and
designing organizations management information systems. Similarly, Cooper (1996a, 1996b) argues
that management accountants need to develop skills in systems design and implementation, change
and strategy management as well as in cost management.
The role of the Management Accountant in particular, has become more important, not only in the
corporate level, but also at the national level, and even more importantly, at the international level.
Management accountants have long played multiple roles variably described as scorekeeping,
attention-directing, and problem-solving roles (Simon, Kozmetsky, Guetzkow & Tyndall, 1955).
Whereas scorekeeping and attention-directing roles typically focus on compliance reporting and
control-type issues respectively, the problem-solving role centers on providing business unit managers
with relevant information for decision making (Hopper, 1980). These roles respectively match two
commonly held images of the typical accountant: the bean

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counter and the business partner (Friedman & Lyne, 2001; Granlund & Lukka, 1998; Vaivio, 2006;
Vaivio & Kokko, 2006).
Two roles played by the management accountant are commonly highlighted: the role of bookkeeper
and the role of decision-making facilitator (Emsley, 2005; Hopper, 1980; Indjejikian & Matejka, 2006;
Sathe, 1978; 1982; 1983). Each of these roles may be associated with both benefits and risks (Sathe,
1983). The bookkeeper management
a

ou ta t

i te

ust e su e that the fi a ial data of a usi ess u it is fai

al o

t ol p a ti es o pl ith p o edu es a d the

o pa

s poli

a d that
(Sathe,

1983: 31). The benefit tied to the bookkeeper is that this role ensures accurate information and
financial reporting about an entity and its activity (Maas & Matejka,
. The
a

efo e

decision
a age

isk is that the

the fa t

making
e ta

ookkeepe

e see

o t ol diffi ult

to a

hie e

makes mid-level operational

ou ta

ts. He e, the a

ou ta t s

as a

outside , the e

aking

athe,

. The ole

of aidi g

managers

the primary

ai

task is to p o ide

clients
a

of
age s

with data required for self-control (Hopper, 1980: 402). The benefit associated with this style of
management accounting function is its contribution to business decision
aki g G a lu d & Lukka,

. Ho e e , the a age e t a ou ta t s

involvement can also stifle operational management initiative and creativity (Sathe, 1983).
In particular, it was speculated that management accountants would become full members of
management team and regain a central role in performance management (Couto et al, 2005; IBM
Business Consulting Services, 2004; Kaplan, 1995). In the wake of the publication of the Johnson and
Kaplan book, a number of new tools were proposed including Strategic Cost Management, Activity
Based Costing, EVA and the Balanced Scorecard. However a strong argument can be made that
changes in management accounting practice so far have not been significant.

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The role of Management Accountant in a corporate world is closely involved in supporting, planning,
controlling, directing, communicating and coordinating with the decision-making activities.
Specifically, the role of management accountant in an organization is to support the information needs
of management. However, the type, size, structure, and form of the organization can affect the
complex role of management accountant (Kariyawasam, 2009). Management accountants were not
participants in the decision-making process but provide the information that can highly affect the
decision within the organization because they are the keepers of financial records.
The capacity for implementing change due to resource availability, supporting investment in new
technology, retaining and restructuring as part of adaptation of new roles for the management
accountant are part of the evolution (Cooper and Dart, 2009). The evolution of the role of a
management accountant defines its broad and deep responsibility. The accountant has the authority to
tell the executives about the information she or he gathered for over the years and expected to suggest
ways to improve the quality of the de isio iegel a d o e se , . The a ou ta ts credentials and skills are
needed for their own success as well as the organization. The communication, oral, written, and
presentation skills are highly appreciated by the business leaders to help them understand the financial
reports and react on it. Accountants have the ability to work in different surroundings and with a team
can make them have a solid understanding about the corporate accounting. And understanding the
business transactions can make it easier for an accountant to provide fruitful information (Siegel and
Sorensen, 1999).
The

a age s i Pie e s a d O Dea s

su e e phasized also tea

Management accountants should work as a member in the management team and be

considered by him/herself and other managers as business managers with special

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knowledge in accounting and finance. I additio , pie e a d O Dea

suggest

that future management accountants need not only knowledge of accounting and finance but also
knowledge of the o pa s usi ess espe iall u de sta di g of production and sales activities.
In his research, Leonard (1950) explains the extent to which cost analysis is a major role of the
management accountant. The management accountant devotes a large share of his time in determining
what cost should be at a given level of output and then analyzing why, in fact, that target cost was not
achieved. An effective cost control program is usually built around the management accountant's
reports and summaries of operating data, and management's corrective action taken as a result of
studying these reports and summaries. Thus, cost control is the responsibility of both of the
management accountant and management. The management accountant is responsible for the
recording and reporting phase of cost control, while management is responsible for taking corrective
action (Crossman, 1953:25).
Accountants prepare and submit to management progress reports that summarize activities to show
how efficiently various divisions are performing. By comparing actual results with the budget
amounts, they identify areas of deviation where problems may be developing. They then provide feed
back or information about current performance designed to encourage needed changes (Rayburn,
1993:4). In cost-benefit analysis accountants undertake detailed analysis of the benefits and costs of
alternative course of actions. The manager then selects the optimal alternative that benefits his/her
organization. The alternative chosen depends on the manager's beliefs about the future events, the
accountant's forecasts or estimates, and the manager's feelings about the various outcomes. In deciding
what to forecast or estimate, Lere (1991) considers two issues: identifying the forecasts and estimates
that are relevant to the

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decision being made and selecting the forecasts and estimates that has potentially the greatest benefit
over the costs.
CONCLUSION
This paper has provided in depth insights into the decision making and role of management accountant
in a business organizations. The role of an accountant is diverse and critical. They can affect the
decisions that the business leaders are going to create. They can also keep their eyes tracked in any
changes that might happen while the decision has bee i the p o ess of assi ilatio . A ou ta ts jo is oad a
d complex but still, those individuals can handle the presence of the pressure. The change of their role
in a management is another type of approach where they can manage the challenges brought by the
globalization and the change in the world of business.

It has been established that the role of the management accountant in an organization is to support the
information needs of management. The type, size, structure and form of ownership of the organization
will influence the management role, and thus,
dete

i e the o ple it of the a age e t a ou ta t s ole. u h diffe e es i

size do not change the basic role of the management accountant, nor the basic work which he or she
does. However, the size of the organization may change the degree of formality or sophistication with
which the function is carried out, or the level of resources devoted to management accounting. But, the
management accounting function remains essentially the same.
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