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dc.contributor.authorBeechey, John
dc.description.abstractThere is a school of thought that advances the proposition that "traditional" financial accounting measures are insufficient to track how a business is moving towards its strategic objectives. Traditional accounting does not link physical measures and profit. Nor does it identify the relationships between the business drivers, nor does it differentiate between leading and lagged indicators. New techniques, such as the balanced scorecard, active learning and benchmarking, are more powerful and forward looking. We cannot subscribe totally to the view that "traditional" accounting is dead, if only because legislation and stewardship require accounts to be produced. The newer techniques should supplement "management" accounts, not replace them. Before we can develop management accounts (accounting) further, current standards of "traditional" accounting presentation need to be addressed in order to get the basics right as a sound foundationen_NZ
dc.rightsAll rights reserveden_NZ
dc.subjectfinancial performance reportingen_NZ
dc.subjectbalanced scorecarden_NZ
dc.subjectactive learningen_NZ
dc.titleTailoring and customising financial performance reporting to suit the needs of different management teams and business unitsen_NZ
dc.typeConference Contribution - Oral Presentationen_NZ
dc.subject.marsden150105 Management Accountingen_NZ
dc.identifier.bibliographicCitationBeechey, J. (2001, June). Tailoring and customising financial performance reporting to suit the needs of different management teams and business units. Paper presented at the 2nd Annual Financial Strategy and Performance Summit, Aucklanden_NZ
unitec.institutionUnitec Institute of Technologyen_NZ
unitec.conference.title2nd Annual Financial Strategy and Performance Summiten_NZ
unitec.conference.orgBusiness Information in Actionen_NZ
dc.contributor.affiliationUnitec Institute of Technologyen_NZ
unitec.institution.studyareaAccounting and Finance

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