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This kind of management accounting can play a small part in helping to ensure that the long term view is taken into account by presenting relevant information to the managers.

For example: Whether to produce a low priced product and gain market share or produce a high priced product for a niche market.

STRATEGIC MANAGEMENT ACCOUNTANT:
This section analyzes the strategic management accountant's (SMA) role in dynamic organizations operating in the global business environment. The first and foremost thing is to define a strategic management accountant: A strategic management accountant is a person who is skilled in the process of accounting and is in charge of the accounts of the organization. A strategic management accountant is held responsible for the financial results.

While in the role, the accountant deals directly with higher management of the company and contributes to strategy development and implementation with the aim of creating customer value and a strong competitive position for the organization.

The key roles which a strategic management accountant would undertake in an organization are as follows:

The accountant will look at all the records and determine what has happened in the past and according to that will try to analyze it. For example: a person is sitting on the horse backwards to looks what have he left behind and then ascertaining what is going to happen in future.

The accountant takes information and tries to analyze future decisions.

He will find out the impact of rate of return on money.

He will ascertain for example whether to buy one piece of product and giving more importance to the one which gives out maximum profits.

He will make strategic decisions in order to maximize future profits.

These decisions are to me made by a CMA- Certified Management Accountant, he is person who is able to analyze decisions as they imply to the future decisions, in order to the regular financial scrutiny to avoid any frauds in finance.

3. SECTION II- SMA: TECHNIQUES
RELEVANT COSTS FOR DECISION-MAKING
Relevance is one of the key characteristics of good management accounting information. This means that management accounting information produced for each manager must relate to the decisions, which he/she will have to make.

Relevant costs are the costs that meet this requirement of good management accounting information. The Chartered Institute of Management Accounting defines relevant costs as:

Relevant costs and benefits only deal with the quantitative aspects of decision. The qualitative aspects of decisions are of equal importance to the quantitative and no decision should be made in practice without full consideration being given to both aspects.

The items of costs that are expected to differ from one alternative to another are the costs which are relevant/ pertinent to a decision. In comparing alternatives, only the relevant cost needs to be considered. The costs that are not affected by the choice made are not required to be considered. In computing costs for decision involving choice amongst alternatives, it is essential to filter out those items of costs that are irrelevant to the purpose fo本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。