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Management accounting techniques



Table of Content
1 Introduction .......................................................................................................................... 2
2 Management accounting ...................................................................................................... 2
3 Management accounting techniques .................................................................................... 4
3.1 Residual Income and Economic Value Added ............................................................. 4
3.2 Multidimensional Models of Performance Measurement ............................................ 5
4 Conclusion ......................................................................................................................... 13
Reference.................................................................................................................................. 15
1 Introduction
Management accounting is connected with the condition and employment of financial and
non-financial information to supervisors inside associations, letting them able to make better
determinations concerning the upcoming day of their trade. Management accounting can be
taken into consideration to have been initially performed whilst supervisors started to get data
regarding their trading (Messner et al., 2010). Consequently, it is not simple for the
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determination of the beginning of management accounting implementations inside associations.
Considering this circumstance the below section of research will show the description of the
revolution of management accounting into the literature overview.
Table 1 Multi-dimensional performance measurement models

Source: Jorge (2008)

Source: Kaplan and Norton (1996)
Figure 1 Balanced Scorecard
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Table 2 Strong and weak points of balanced scorecard

Source: Striteska and Spickova (2012)

Source: Cross and Lynch (1988)
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Figure 2 Performance pyramid
Table 3 Strong and weak points of performance pyramid

Source: Striteska and Spickova (2012)

Source: Striteska and Spickova (2012)
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.
2 Conclusion
The staged overview displays that the context in which performance measurement is
employed is varying as well as how chosen methods to performing management attempt to give
solution to the restrictions of the conventional method of performance measurement. The
balanced scorecard and the performing pyramid happen to be two perfect displays to tactically
forced PMFs. Contrast; non-prescriptive self-analysis EFQM is more appropriate for benchmark.

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Reference
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