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Performance Measures

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Submitted By justdina
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Traditional performance measures slowly become insufficient tool in describing sophisticated and growing complexity among contemporary business organizations. They mainly concentrate on financial performance aspects such as: sales results, overhead absorption rate, return on investment, earnings per share and many other profitability ratios. Therefore management accounting evolved beyond these framework, as a solely profit measurement method, by including non-financial factors in the performance analyse. It is immensely difficult to justify the best approach, which business should operate, as management accounting techniques escalate in large extent and the choice depends on organizational profile. By evaluation of some performance measurements in this essay, it will be easier to understand their existence and apply acquired knowledge in the future, as a management accountant professional.
Considering divisional organizations it is important to distinguished between the managerial performance, where only directly controlled items includes, namely direct costs (which level depends on manager’s efficiency and acquired leadership skills) and divisional performance measurement because outcome of manager performance might not reflect the market recession that division is struggling with (Drury, 2008). Therefore in order to presents reliable view of division performance the assumption should be appointed on controllable contribution. Drury arguments that: 2it measure the ability of managers to use the resources under their control effectively”.
The most popular ratio used by vast majority of international companies is Return on Investment (ROI), which is extracted by dividing the divisional profit over the investments engaged. It is presented as a percentage, thus can be readily comparable with diverse scale of divisions within the organization (Lucey,2003).

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