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Managerial Accounting in Nepal

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Submitted By bosskhatri
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Management accounting in Nepalese perspective
The history of account keeping in Nepal by the government is very old. Mandev, the first king of Nepal in Lichhavi period, had circulated the first coin called "Mananka" during the period 464-491 A.D. similarly, King Mahendra Malla had circulated the coin named "Mahendra Malla" in the Malla period. This seems to be the main step to record the nation transactions in a proper way and manner. It is said that a small number of financial transaction used to be performed in Lichhavi and Malla periods. It proves there was a certain form of accounting to record transactions. written records of accounting have been traced back to the 18th centuries in Nepal. After the unification of the nation in 1768(1825 B.S.) by the King Prithivi Narayan Shah the great, the chief of the district level solders used to keep the accounts of the government offices. In 1814 a book called "Laldhadda" was created for recording matters about land management and another book called "Mothdhadda" was also used for keeping accounts. these two records were important steps in the history of accounting in Nepal. Again, after a long gap in 1868 an office called "kitab Khana" was established for recording the salaries paid to government personnel, which is still in use. In the process of development of accounting in 1879 Kharidar Gunawanta, a senior official of that time propounded "Syaha Sresta Pranali" which was an advanced form of accounting and was up to fiscal year 1965-1966. A "faram Shrestha Pranali" was introduced in 1911( 1968 B.S.) especially to use in the Terai Region.
After the overthrow of Rana Regime, the first budget system was started in Nepal in 1951(21st Magh 2008 B.S.). The auditor general's office was established in 1959. Before it, there was Kumari Chowk, an office that performed the auditing jobs. In 1960(2017 B.S.) the "Bhukatni Shrestha Pranali" was adopted which was a little bit based on the formed to study and analyze the problems of accounting in Nepal. After a detailed study of 288days, the committee came up with a report that recommended the introduction of a new accounting system. His Majesty the King Mahendra recognized it in 1961(on 2nd Chaitra 2018 B.S.) and it became a new accounting system of H.M.G. of Nepal. But it was put into practice only from the fiscal year 1962/63 for the budget appropriation and from 1974/75 for revenue.
Currently, financial accounting based on double-entry bookkeeping is based following for recording transaction in government ministries, department and offices. Besides, controlled accounting seemed to have been used through the implementation of budgetary system since 2008 in Nepal. Budgeting practice is nothing but an implementation of managerial accounting technique to plan revenge and control expenditure. Since 2008, a slight practice of managerial accounting has started in Nepal.
Nepal being a small landlock country situated between the two large countries with a huge and rapid growth in business, industrial, and economic sector, the country has been creeping and trying to develop its economy. However, the country is under a serious political instability for a long period of time because of which the security problem has emerged, multinational companies are hesitating to come and establish their subsidiaries here. Because of the same reasons, Nepalese investors are also not very intense in making investments within the country. On top of that most of the existing companies are running in traditional approach with autocratic leadership as the majority of the people are illiterate and in poverty and the rapid changes in technology and the globalization of the market have become the real challenges today. Even then, as the people and the investors have been able to understand the opportunity and the huge market availability in the neighboring countries and throughout the globe after the country's entry into the WTO, the functions and importance of managerial accounting has been realized by the business people and companies. Thus there is still plenty of scope for managerial accounting to be practiced by the Nepalese companies and it has almost become mandatory to understand and use the same so as to grow and sustain oneself in today's rapidly changing and competitive global market.
Managerial accounting is a new thing and it is still a developing stage in the context of Nepal. The decisions that take place are usually based on the intuition of the strategic manager. It can be said that the role of managerial accounting is yet to be recognized by Nepalese corporations.
Sharma's study (2002) found that managerial accounting tools such as capital budgeting, annual budgeting, cash flow and ratio analysis are the most widely practiced tools, whereas practice of tools like zero-base budgeting, activity based budgeting, activity costing, target costing and value engineering are almost nil in the listed companies of Nepal. Lack of information and extra cost burden are the main reasons behind not practicing such tools. From the hypothesis test it was found that all the companies were independently practicing the managerial accounting tools. There was no significant relationship between the types of the companies and the practice of managerial accounting tools. Sharma (2000) concludes that the different types of managerial accounting tools, which are taught in the colleges, are not being applied by the listed companies of Nepal. It shows a gap between the theory and practice. Tools like capital budgeting, budget, ratio analysis and cash flow are in practice but application of new tools of managerial accounting is not in practice.
In the Nepalese listed companies, practice of hiring outside experts for carrying out different activities is almost nonexistent. Thus it can be concluded that Nepalese listed companies are in infant stage in the practice of managerial accounting tools. Nowhere in the companies can one find managerial accounting experts. They have the misconception that managerial accounting is similar to financial accounting. New tools and techniques such as zero base budgeting, activity costing, target costing, value engineering , have been developed around the globe but the practice of it is almost nil in Nepalese listed companies. Lack of information and cognizance about managerial accounting tools is the main factor causing problems in the application of such tools.
Sharma (2000) recommends that since Nepal is proceeding towards globalization and is about to get membership of WHO ( now already got ),Nepalese business enterprises should adapt themselves to the global environment. Best-fit managerial strategies should be developed. Managers should think in a global perspective. Information should be updated. For better utilization of the limited resources and for achieving goals under the circumstances of ruthless competition, application of advanced managerial accounting tools can be of great help.

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