often qualitative factors are ignored by heads. It occurs when the data prepared as an auxiliary material for decision-making, indicate directly one decision. Similar practice isn t effective as qualitative aspects of decisions are same important, as well as quantitative, and the most qualified decisions can be made only at the accounting of all available information [3] .order that administrative information could be used effectively, it has to answer some certain criteria:
. The brevity - information has to be accurate, not contain anything superfluous.
. Accuracy - the user has to be sure that information does not contain mistakes or admissions. Information has to be free from any jugglings.
. Efficiency - information has to be ready by then when it is necessary.
. Comparability - information has to be comparable on time and on departments/divisions.
. Expediency - information has to be suitable for that purpose for which it is prepared.
. Profitability - preparation of information should not cost more, than benefits from its use.
. Not tendentiousness - information has to be prepared and presented so that it was impartial.
. Addressing - information has to be brought to the executive; thus it is necessary to observe confidentiality.often heads receive information which demands additional processing. As a result, the decisions made on the basis of this information, are inexact or are accepted with delay and lose the relevance. Information can be processed before hit to the head, certain forms of providing information are thus used. Accuracy and brevity of received information allows to make decisions quickly and, as a result, increases the speed of working processes. Thus an important point is qualification of the head. As the system can not replace personal experience and judgment.for information of management accounting is various at each hierarchical level of the organization. At operational level where raw materials or the bought details and knots are transformed to finished goods and where clients are served, information is necessary mainly for control of operations and for their improvement. This information detailed and often repeating; it is measured most often natural, instead of financial performance, and by the nature rather technological, than economic.process of movement to higher levels of the organization it is visible that middle managers carry out monitoring of works and make the decisions concerning financial and material resources, production, services and clients. They can receive information of management accounting much less often, and information will be more aggregated and submitted in financial performance. Managers use this information as the instrument of expeditious diagnostics; she can warn them about existence of such aspects of daily activity which differ from the expected. Information can be used also for improvement of planning and adoption of more successful decisions.heads belonging to the highest echelons of organizational management, receive total information of management accounting on economic operations and the events occurring at the level of the certain employee, the client and division. They use this information for justification of the decisions having long-term consequences for the organization (adoption of strategic decisions).
Chapter 2. Functions and methods of managerial accounting
. 1 Functions of managerial accounting
and economic activity of the enterprise within management accounting finds reflection in the reporting formed on structural divisions, the responsibility centers, types or groups of production, to budget articles. Besides, the reporting as a whole on the enterprise with generalization of results of work of the enterprise for a certain reporting period is formed.concrete contents, forms and types of the internal administrative reporting depend on organizational structure of the enterprise, types of productions, a target orientation and other factors.can be both long-term (strategic), and short-term (tactical). Long-term planning considers enterprise activity for the period of three-five years and more. In its framework strategy of development of the enterprise on prospect is developed: possible objects of capital investments, increase in capacities, gain of sales markets, etc. Management accounting provides information for decision-making on long-term prospect on such questions: what types of production are more favorable to production and sale how to build price policy, what estimated profitability of capital investments in this or that object (rationality of investments) , etc.term planning (for up to one year) assume...
