Management Accounting Practices and Concepts

This solved assignment delves into the multifaceted world of management accounting. It examines core concepts, definitions, and methodologies within management accounting. The assignment analyzes different perspectives on management accounting change and stability, drawing upon theoretical frameworks and real-world examples. Furthermore, it explores the influence of political budget cycles, actor networks, and boundary objects on management accounting practices.

Unit 9 Management Accounting

Table of Contents
INTRODUCTION ..........................................................................................................................3
TASK 1............................................................................................................................................3
1.1 Classifying the different types of cost...................................................................................3
1.2 Calculating the unit cost and total job cost for job 444 by using job costing method..........4
1.3 calculating the cost of Exquisite by using appropriate techniques.......................................5
b. reapportion of the cost of service and support department into the production department...6
1.4 Analyzing the overhead absorption rate by using direct labor hours....................................7
Task 2...............................................................................................................................................7
AC 2.1 Preparation of cost report for Jeffrey & Sons.................................................................7
AC 2.2 performance indicators that identify the areas of potential improvements.....................9
AC 2.3 Enhance business value, reduce cost and improve quality.............................................9
TASK 3..........................................................................................................................................10
3.1 Stating the purpose and nature of the budgeting process to the marketing manager of
Jeffery & Son's..........................................................................................................................10
3.2 Appropriate budgeting method for the organization and its need.......................................10
3.3 Preparation of the production and material purchase budget for Jeffery & Son's..............11
3.4 Preparation of the cash budget............................................................................................12
TASK 4..........................................................................................................................................13
AC 4.1 Variance analysis..........................................................................................................13
AC 4.2 operating statement that reconcile both the budgeted and actual figures.....................13
AC 4.3 Responsibility centers...................................................................................................14
CONCLUSION..............................................................................................................................14
REFERENCES..............................................................................................................................16

INTRODUCTION
Management accounting consists the technique through which manager of the
organization is able to make of the accounting information more effectively. It helps organization
in making management reports which provides deeper insight to them about the financial and
statistical information (Brender and Drazen, 2005). Besides this, management accounting also
helps organization in making control upon the cost and there by maximize their profitability
aspect. The present report is based upon the Jeffery and Son's which the manufacturing company
is. It offers many popular and branded products to their customers named as Exquisite. This
project report depicts the different types of cost which organization has to incur in order to
produce the product. Besides this, it will also develop understanding about the purpose and
nature of the budgeting process to the budget holder of the company. In addition to this, it also
depicts the ways through which organization can monitor their financial performance.
3

TASK 1
1.1 Classifying the different types of cost
Cost may be defined as expenses which Jeffery & Son's has to incur in order to produce
the product and services (Khan and jain, 2006). Classification of the different types of cost is
enumerated below:
On the basis of nature Material cost: It consists of the cost of the raw material which Jeffrey & Son's purchase
in order to produce the finished product. Labor cost: Labor cost refers to amount which organization pay to workers by taking into
consideration to the working hours. It also includes the rate per hour while company
make computation of the labor cost such as wages paid to labors.
 Overhead cost: It consists of the expenses which organization incurred in the selling and
distribution of the products or services (Attwell and Laughlin, 2001). In addition to this,
it also includes the expenses which company incurred to make administration of the
business functions.
On the basis of the degree of the tractability of the product Direct expenses: It is also known as prime which is directly attributable to the production
of the product. It includes cost of material, labor and other production related expenses.
 Indirect expenses: Indirect cost refers to the expenses which are not directly accountable
to a particular cost object. It may be either fixed or variable which is highly dependent
upon the nature of the expenses incurred by Jeffery & Son's.
On the basis of the changes in activity or volume Fixed cost: It may be defined as those which remains fixed irrespective of the changes
which take place in the level of output or production. In this, cost per unit is decreases
when production increase and vice versa. Fixed cost includes the cost of rent, salary of
the workers, insurance etc. Variable cost: It is highly associated with the unit produced by an organization. Variable
cost consists of the cost which varies as changes take place in the level of output
produced. For instance, material cost and labor cost get increases with increasing the
business production.
4

 Semi-variable cost: It is the combination of the fixed and variable cost. In this, cost
remains fixed at the certain level of output produced and it became variable as
predetermined level of output exceeds (Briers and Chua, 2001). For instance: Electricity
expenses
 Stepped fixed cost: Expenditures that do not get change within a fixed interval of activity.
After breaching this threshold point, expenditures also tends to rise. For instance, Jeffrey
& Son's business needs to buy new machinery to increase their production level.
Cost classification on the basis of functions
 Manufacturing costs: Expenditures that have been incurred on business productions
except direct material and direct labor. Jeffrey & Son's manufacturing expenses involves
indirect material, indirect labor and all the factory overheads such as supervisor salary,
heat, lighting and factory rent. It can be attributed to finished goods of the business.
 Non manufacturing cost: office administration expenditures and selling and marketing
expenses are known as non manufacturing expenses. For instance, executive salary,
office rent, postage, printing charges and advertisement expenses.
1.2 Calculating the unit cost and total job cost for job 444 by using job costing method
Cost sheet: It accumulates all the cost which is incurred by an organization to produce the
predetermined output.
Job cost sheet of the Jeffery & Son's for Job no 444 are enumerated below:
Job cost sheet for Job no. 444
Particulars Total cost
Direct material 40000
Direct Labor 54000
Fixed production overhead 24000
variable production overhead 36000
Total cost 154000
Unit cost 770
Working note:
Particulars Formula Calculation
Direct material cost Material cost = Quantity * 50kg* 4£ per kg.*200 units=
5

price per kg. 400000£
Direct labor cost
Labor hours
Labor cost = Total working
hours * rate per hour
30 hours per unit*200 Units =
6000 Hours
6000 hours * 9£ per hour =
54000£
Fixed overhead Fixed overhead = Total fixed
production overhead/Total
budgeted labor hours*Labor
hours for job
= 80000£/20000 hours* 6000
hours
= 24000£
Variable production overhead Variable production overhead
= Total hours* rate per hour
= 6£ per hour * 6000 hours
= 36000£
Per unit cost Total cost/ number of units = 154000£/200 Units = 770£
cost per unit
1.3 calculating the cost of Exquisite by using appropriate techniques
a. Allocation and apportion of the overhead into the three production departments
Product
ion
Service
depart
ment
particular
Basis of
allocation
Total in
(£)
Machine X
(£)
Machin
e Y (£)
Assembly
1 (£)
Stores
(£)
Mainten
ance (£)
Indirect wages and
supervision
362000.
00 100000.00
99500.0
0 92500.00
Indirect material
253000.
00 100000.00
100000.
00 40000.00
light and heating
Area
occupied 50000 10000 5000 15000 15000 5000
rent Area 100000. 20000.00 10000.0 30000.00 30000.0 10000.0
6

occupied 00 0 0 0
insurance and
machinery
Book value
of
machinery
15000.0
0 7947.02 4966.89 993.38 496.69 596.03
depreciation
Book value
of
machinery
150000.
00 79470.2
49668.8
7 9933.77 4966.89 5960.26
Insurance of building
Area
occupied
25000.0
0 5000.00 2500.00 7500.00 7500.00 2500.00
salaries of work
management
No. of
employees
80000.0
0 24000.00
16000.0
0 24000.00 8000.00 8000.00
Total cost
103500
0.00 346417 287636 219927 79964 101056
b. reapportion of the cost of service and support department into the production department
Particular Production
Basis of
allocation
Total
in (£) Machine X Machine Y (£) Assembly 1 (£)
Primary
distribution
(Earlier table)
103500
0.00 314490.19 272264.70 245862.78
Stores Direct material 79964 39982 29987 9995
Maintenance Machine hours 101056 48506.88 32337.92 20211.2
Total 434905.88 349960.92 250133.2
c) Calculation of the overhead recovery rate for the production department X, Y and assembly
Overhead absorption rate = Fixed overhead/ machine hours
Particulars Overhead absorption rate
Department X = 346417 + 39982 + 48506.88/80000
= £ 5.44
Department Y = 287636+29987+32337.92/ 60000
7

= £5.83
Assembly = 219927 + 9995+ 20211.2/10000
= £25.01
D. Calculation of the overhead
Total overhead cost = (0.8*5.44£) + (5.83 * 0.6) + (25.01£*0.1)
= £4.35 + £3.50 + £2.50 = 10.35£
Total cost of the product= Material+ labor + overhead
= (8£ + 15£ + 10.35£) = 33.35£
1.4 Analyzing the overhead absorption rate by using direct labor hours
Calculation of overhead absorption rates
= (Total allocated overhead to the production department)/ (labor hours)
Machine X = 434905.88£/200000 Labor hours = £2.17
Machine Y = 434905.88£/150000 labor hours = £2.33
Assembly = 250133.20£/100000 labor hours = £1.25
Total overhead cost of all the three production departments
= (2.17£*2) + (2.33£*1.5) + (1.25£*1)
= £4.34 + £ 3.50 + £1.25 = 9.09£
Difference: There is the significant difference in occurred in the maintenance cost when
Jeffery & Son's undertakes labor hours instead of machine hours. When organization undertakes
machine hours then, overhead cost for the departments are 4.35£, 3.50£ and 2.50£ respectively.
Whereas if Jeffery & Son's undertake labor hours as the basis of the cost apportion then overhead
cost is 4.34£, 3.50£ and 1.25£ respectively. In addition to this, the cost per unit is also different
under both the basis to 10.35£ and 9.09£ respectively.
Task 2
AC 2.1 Preparation of cost report for Jeffrey & Sons
As per the given scenario, Jeffrey & Sons set budgeted material; labor and overhead cost
for 2000 units while in actual company produce only 1900 units. The cost is calculated here as
under;
Material cost: Total number of units*material price per unit
= 1900 units* 12£ = 22800£
8

Labor cost = Total number of units*Piece rate
= 1900 units * 10£ = 19000£
Electricity: It is a semi variable cost that remains constant up to a specified value and after that it
gets changed according to the production.
Variable cost of electricity = (8000£ - 5000£)/ (2000 – 1200 units)
= (3000£)/ (800 units)
= 3.75£ per unit
Variable electricity charges for 1900 units
= 3.75£ * 1900 units = 7125£
Fixed charges = Total cost – variable cost
= 8000£ - (3.75*2000)
= 500£
Total electricity charges = fixed + variable
= 500£ + 7125£ = 7625£
Maintenance cost get decrease due to lower the production by 1000£ for 500 units.
Maintenance cost = 5000£ - (1000£/500*100) = 4800£
Total cost = Material+Labour+Electricity+Fixed overhead+Maintenance
= 22800£+19000£+15000£+7625£+4800£ = 69225£
Per unit cost = Total cost / total number of units
= 69225£/1900 units = 36.43£
Preparation of statement reconciles budgeted and actual results and calculation of variance:
Variance can be computed through subtracting the actual results from the budgeted figures.
Particular Budgeted cost Actual cost Variance
Material 24000 22800 1200
Labor 18000 19000 -1000
Fixed Overhead 15000 15000 0
Electricity 8000 7625 375
Maintenance 5000 4800 200
Total 70000 69225 775
9

Interpretation: Material price variance does not get changed from 12£ while the total
material cost get declined to 22800£. The reason behind such declines is that the actual
production of the company gets declined to 1900 units. However, the budgeted Labor piece rate
was 9£ per unit get increased to 10£ per unit. Therefore the total labor cost get inclined create
negative impact to the company. Further, electricity and maintenance charges get decrease
because of production decreases.
AC 2.2 performance indicators that identify the areas of potential improvements
Jeffrey & Son's business has to assess the business performance on the regular basis. It
helps to make improvement and moving business in right direction. Key performance indicators
help the business in this way. Performance indicators are the set of quantitative measurement that
and business analyses to compare with the set targets. Business revenues are one of the great
important indicators that include the total business sales. If the business revenues get declined
over the period than Jeffrey & son's need to identify the reason for such decreases (Ward, 2012).
Moreover, the expenditure or cost also can be measured if business revenue is stable and cost is
decreasing than it will create an adverse impact to the organization. Therefore, all the
organization requires increasing the business sales and reducing its expenditures. On contrary,
profitability measures the business operational results. In case of declining the profits, Jeffrey &
Son's have to take necessary steps to improve it. Further, the customer satisfaction level, number
of customers, utilization of resources also helps to measure Jeffrey & Son's performance.
Increase the customers and their satisfaction level company will be able to attain customer
loyalty and retain it for longer time period. In addition, if Jeffrey & Son's utilizes the available
resources such as human resources and financial resources in an effective way, it can achieve
growth and make development. Moreover, business expansion, its market growth and corporate
image also helps to identify the areas for potential improvement.
AC 2.3 Enhance business value, reduce cost and improve quality
Each and every business has the objective to increase profitability and the financial
performance. Therefore business requires enhancing its value, declining its cost and increasing
the quality.
Business value: Business value can be improved through increasing the business profits
to a great extent. Moreover, skilled and able workforce can be employed in Jeffrey & Son's that
helps to improve the business turnover lead to increase profits (Whitecotton, Libby and Phillips,
10

2013). Further, Jeffrey & son's can differentiate its produced products and services from the
competitors. In addition to it, the expansion programs and new capital investment project also
contributes to improving the business value.
Reduce cost: It directly contributes to increasing the business profitability. All the
organizations have to establish an effective cost control system in the company. Purchase cost
can be declined through searching new source that provides material cheaper rate. Further,
company should employ the skilled workforce at reasonable work rate (Kokubu and et. al.,
2009). In addition to it, company can set targets and match it with the actual figures and take
corrective actions if the actual cost is high than budgeted. Further, business has to full utilize its
production capacity and reduce the wastage for that purpose.
Improve quality: Quality can be improved through using efficient technology and
efficient workforce. In case of any default corrective actions should be taken immediately.
Moreover, quality measurement tools and an effective training and development program can be
organized for this purpose.
TASK 3
3.1 Stating the purpose and nature of the budgeting process to the marketing manager of Jeffery
& Son's
Budget is the estimation of the receipts and payments of Jeffrey & Son's for the
predetermined time period. It facilitates effective allocation and use of the financial resources to
the large extent.
Purpose of the budgeting process: Purpose of the marketing manager of Jeffery & Son's behind
the preparation of the budget is as follows:
 One of the main objectives of marketing manager is to make proper allocation of the
financial resource in accordance with the functions organization need to perform. Further, another objective of budgeting process is to exert control over the expenditure by
comparing the actual performance with the budgeted figure (Burns, Hopper and Yazdifar,
2004). Through this, manager is able to assess the deviations which occurred in the
performance of an organization and thereby able to undertake the corrective measures.
Nature of the budgeting process: In the budgeting process marketing manager who is the budget
holder of Jeffrey & Son’s requires to assess the financial environment on the basis of previous
11

budget. Thereafter manager make estimation of the expenses which Jeffery & Son's will incur
over the period of time. In addition to this, marketing manager also make assessment of the
revenue which organization will generate during the predetermined time period. At last manager
subtracts inflow from the outflow and there by identify the condition of deficit and surplus.
3.2 Appropriate budgeting method for the organization and its need
Jeffrey & Son's prepared their budget by taking into consideration the incremental
budgeting in order to prepare budget. There are several drawbacks of incremental budgeting
which negatively impacts the financial performance of an organization. Thus, Jeffrey & Son's
requires to adopt the zero base budgeting which helps them in preparing the more effective
budget for the accounting year. In zero base budgeting managers take zero bases for the income
and expenditures. In this, organization prepares the budget by estimating the actual expenses
which they have to incur during the predetermined time period. In addition to this, manager also
makes assessment of the each possible alternative for the income and expenses (Cole, 2007).
Thus, it is based upon the realistic aspects rather than assumption. Therefore, zero base budgets
helps organization in getting the desired output.
3.3 Preparation of the production and material purchase budget for Jeffery & Son's
Production budget: It is the estimation of the number of the units which organization produce
during the financial year or predetermined time period.
Production budget of Jeffery & Sons are as follows:
Sales 105000 90000 105000
Op. Stock 11000 13500 15750
Total 94000 76500 89250
Closing stock 13500 15750 16500
Production 107500 92250 105750
Working note:
Closing stock = It is required equal to 15% of the next year sales
Month Calculation
July 90000Units*15% = 13500 Units
August 105000Units*15% = 15750 Units
12

September 110000Units *15% = 16500 Units
Material purchase budget: This budget consists of the quantity which organization requires
manufacturing the finished products and services (Mongiello, 2015).
. Material purchase budget ensures the smooth functioning of the business activities and
functions.
Material purchase budget of Jeffery & Son's are enumerated below:
Material Require (2 per kg) 215000 184500 211500
Less- Opening inventory 52000 45000 52500
163000 139500 159000
Add- Closing business inventory ( See
Working note) 46125 52875 54250
Purchase 209125 191250 212875
Working note:
Closing Stock = It is required to 25% of the next month requirements.
Month Calculation
July 92250 Units*2 Kg*25% = 46125Kg
August 105750 units*2kg *25% = 52875 Kg
September 108500 Units*2Kg*25% = 54250 Kg
3.4 Preparation of the cash budget
Cash budget: It represents the cash inflow which organization will generate over the period of
time. In addition to this, it also depicts the expenses which organization has to incur during the
predetermined time period (Gluch and Baumann, 2004). Through this, manager of Jeffery &
Son's is able to make optimum utilization of their financial resources.
Particular July August September
Cash balance 16000 44031 67993
Cash Receipts
Cash sales 900000 821250 864000
Total cash Income 916000 865281 931993
Cash Expenditures
13

Material Purchase 365969 334688 372531
Direct wages 322500 276750 317250
Variable overhead 108500 98350 100350
Fixed Overhead 75000 87500 87500
Total cash expenses 871969 797288 877631
Cash balance 44031 67993 54362
Jeffrey & Sons total cash sales
Months 60% of the
current month
sales
25% of the
previous sales
10% of the sales
before two
months
Total
July 567000 247500 85500 900000
August 486000 236250 99000 821250
September 567000 202500 94500 864000
Cash purchase of material for Jeffrey & Son's
July August September
Calculations (209125 * 1.75) (191250*1.750 (212875*1.75)
Answer 365969 334688 372531
Direct cash wages paid to Jeffrey & son's labor
July August September
Calculations (107500*3) (92250*3) (105750*3)
Answer 322500 276750 317250
Variable business overhead for Jeffrey & sons
Months 60% of the current month 40% of the previous month Total
14

overheads overheads
July (107500*1)*60% = 64500 (110000*1)*40% = 44000 108500
August (92250*1)*60% = 55350 (107500*1)*40% = 43000 98350
September (105750*1)*60% = 63450 (92250*1)*40% = 36900 100350
On the basis of the cash budget of Jeffery & Son's it has been assessed that sales of the
organization shows decreasing trend. In August sales of the company get declined to 821250
whereas it is 900000 in the month of July. In addition to this, in the month of August, Jeffrey &
Son's sales decreased to 821250. Besides this, in the month of August and September cash deficit
is arises up to the 3250 and 22300. However, in the month of September, there is a deficit cash
balance arises. One of the main reason behind the cash deficit is that cash outflow of an
organization is higher than the cash inflow. In the month of September, total cash outflow is
877631 however cash sales is 864000 results in negative balance of 13631. Thus, manager of
Jeffery & Son's requires making effective decisions which helps them in making control over the
expenses and there by helps in improving the financial position of the corporation.
TASK 4
AC 4.1 Variance analysis
Each and every organization prepare budget for computing variances. Variance is the
difference between budgeted and actual results.
Particular Budgeted Actual Variance
Sales 16000 13820 2180
Material 3840 3420 420
Labor 3200 2690 510
Fixed overhead 4800 4900 -100
Total cost 11840 11010 830
Profit 4160 2810 1350
Material variance Formula Calculations Variance
15

Price variance (SP-AP)*AQ (2.4-2.4)*1425 Nil variance
Usage variance (SQ-AQ)*SP [(0.4*3500)-
(1425)]*2.40
60(A)
Labor variance Formula Calculations Variance
Rate variance SH*(SR-AR) 350*(8£-7.8£) 70(f)
Efficiency variance SR*(SH-AH) 8£*(350-345) 40(F)
Overhead variance Formula Calculations Variance
Fixed overhead
variance
(Budgeted overhead-
actual overhead)
(4800£ - 4900£) 100 (A)
Possible causes: Material cost get declined from 3840£ to 3420£. The reason for such
declines is that decreases in the production from 4000 to 3500 units. Moreover, the budgeted
material quantity for producing 3500 units is 1400Kg. However, in actual the quantity gets
increased to 1425 kg. On contrary, the labor cost indicates variance amounted to 510£. Further,
the labor cost variance is incurred because of labor rate variance. The budgeted labor rate was 8£
per hour while in actual the labor rate get declined to 7.79£. Moreover, the budgeted labor hour
for producing 3500 units was 350 hours get declined to 345 hours.
Recommend actions: Jeffrey & Sons Company should be advised to increase the actual
sales in terms of units and increase the selling price so as to mitigate the selling variance.
Further, company should improve the labor efficiency so as to mitigate the labor variances
(Lukka, 2007). In addition to it, Jeffrey & sons should cut unnecessary kind of expenditures that
lead to increase the fixed overhead. By doing this company can mitigate the overall total cost
variance and maintain control over the cost.
AC 4.2 operating statement that reconcile both the budgeted and actual figures
Jeffrey & Sons statement that shows both the total budgeted and actual cost and per unit
cost is prepared here as under:
16

Particular Per unit Budgeted(4000 Units) Per unit Actual(3500) Variance
Sales 4 16000 3.94 13820 -2180
Material 0.96 3840 0.97 3420 420
labor 0.8 3200 0.77 2690 510
Fixed
Overhead 4800 4900 -100
Total 2.96 11840 3.14 11010 830
Operating
profit 1.04 4160 0.8 2810 1350
The statement conclude that per unit material price of the product get unchanged to 2.4
per kg. However, material quantity gets increased from 1400 kg of material to 1425 kg. This in
turn, material usage variance arises for 60 adverse impacts Jeffrey & Son's operations in a
negative way. However, the labor cost per unit get declined to 7.8£ per hour influenced
positively. Further, the total fixed overhead get inclined from 4800£ to 4900£ results in
increasing the overall cost. Therefore, per unit cost get increase to 3.14£ while the budgeted cost
was 2.96£. Due to the sales and cost variance the profit of the company also get declined from
4160£ to 2810£. In addition to it, profit margin per unit get declined from 1.04£ to 0.8£.
AC 4.3 Responsibility centers
Different responsibility centers role tends to vary from each other in Jeffrey & Son's
business organization. They are responsible for its activities and responsibilities. Cost center in
the organization is responsible for determining the actual cost to the budgeted cost. As discussed
earlier, larger the material quantity from the set budgeted quantity results in adverse material
usage variance. The reasons may be that material are not using in an effective way. Moreover,
spoilage and wastage of the material also tends to arise usage variance. By reducing the wastage
of material, Jeffrey & Son's cost center can eliminate the negative variance. Finding the supplier
that produce material at lower the rates than material variance can be eliminated. However, both
the labour variance indicate favorable variances shows that labor hours and rate both are lower
than set budgeted to 345 hours and 7.8£. Therefore, it will impact business in a positive
direction. In case of higher the actual cost the center is responsible for take corrective actions and
finds alternatives in order to eliminate it. Revenue center primary aims at generating higher the
17

business revenues through satisfying the customer needs (Otley and Emmanuel, 2013). Its
performance is measured through comparing the actual sales with the budgeted and actual
marketing expenses with the budgeted marketing expenses. Through selling the scrap products in
the market, helps to increase business revenue. However, profit center is responsible for getting
the desired profitability. They have to assess the actual profits and in case of worst business
performance manager can take decisions that affect both cost and revenues to the business. It
aims at both production and marketing activities (Bisbe, Batista-Foguet and Chenhall, 2007).
Therefore, the center is responsible for making effective market planning that helps to increase
the customer demand and sales. This in turn, the company can get higher the return for the
business.
CONCLUSION
On the basis of above report, it can be concluded that different management accounting
tools helps the organization to take important financial as well as non-financial decisions. The
report explained that cost sheet helps to set the selling price. However, budgeting process is an
effective tool for detecting the variance and take corrective actions. It helps to control overall
business costs in order to improve its profits. This in turn, helps to increase the business value
and the market position. It helps the organization to achieve set targets or organizational goals.
18

REFERENCES
Books and Journals
Attwell, D and Laughlin, S. B., 2001. An energy budget for signaling in the grey matter of the
brain. Journal of Cerebral Blood Flow and Metabolism. 21(10). pp. 1133-1145.
Bisbe, J., Batista-Foguet, J.M. and Chenhall, R., 2007. Defining management accounting
constructs: a methodological note on the risks of conceptual misspecification. Accounting,
organizations and society. 32(7). pp.789-820.
Brender, A and Drazen, A., 2005. Political budget cycles in new versus established democracies.
Journal of monetary Economics. 52(7). pp. 1271-1295.
Briers, M and Chua, W. F., 2001. The role of actor-networks and boundary objects in
management accounting change: a field study of an implementation of activity-based
costing. Accounting, Organizations and Society. 26(3). pp. 237-269.
Burns, J., Hopper, T. and Yazdifar, H., 2004. Management accounting education and training:
putting management in and taking accounting out. Qualitative Research in Accounting &
Management. 1(1). pp.1 – 29.
Cole, J. J., 2007. Plumbing the global carbon cycle: integrating inland waters into the terrestrial
carbon budget. Ecosystems. 10(1). pp. 172-185.
Gluch, P and Baumann, H., 2004. The life cycle costing (LCC) approach: a conceptual
discussion of its usefulness for environmental decision-making. Building and environment.
39(5). pp. 571-580.
Hofstede, G. H., 2012. The game of budget control. Routledge.
Khan and jain, 2006. Management Accounting. Tata McGraw-Hill Education.
Kokubu, K. and et. al., 2009. Material flow cost accounting with ISO 14051. ISO Management
System. 9(1). pp. 15-18.
Lukka, K., 2007. Management accounting change and stability: loosely coupled rules and
routines in action. Management Accounting Research. 18(1). pp.76-101.
Otley, D. and Emmanuel, K.M.C., 2013. Readings in accounting for management control.
Springer.
Ward, K., 2012. Strategic management accounting. Routledge.
Whitecotton, S., Libby, R. and Phillips, F., 2013. Managerial accounting. McGraw-Hill Higher
Education.
Online
19