Dr Lanita Winata

Career in accounting

Public Accountant

Management Accountant

Accountant in government or education sector

• Prepare financial statement

• Analyse financial report

• Internal auditing

• Give recommendations for decision

making

Working in a company

Accountant who work as an

academic

Working at government

institution

6+ years

4 to 6 years

2 to 4+ years

Entry level

Partner

Public

accountant

Audit

Manager

Senior

Auditor

Junior

Auditor

2018 ANNUAL SALARY SURVEY

Indonesia

1. Financial accountant: 1.6 – 2.5 billion Rupiah ( App AU$ 160,000 –250,000)

2. Marketing director ( AU$ 130,000 – $ 150,000

3. IT director ( AU $ 85,000 – 150,000)

Expected Employment GrowthAccording to the BLS, demand foraccountants and auditors will increase by13% between 2012 and 2022(www.bls.gov). When compared to theprojected growth for all otheroccupations, this rate for this field isabout as fast as the average. As of 2014,there were an estimated 1,187,310individuals employed in this field, andthis number is expected to grow by166,700 by the year 2022.

Financial accounting

Cost accounting

Management accounting

Financial report

Product cost

Accounting techniques

Strategy theory

Use of MAS information

Sustainability and

environmental accounting

Decision making

Accounting techniques

Dr Lanita Winata

1. Wrong design of performance management framework: Conflicting between individual and company ‘s goalsPerformance measurement metrics are not linked

with reward systemPoor performance reportingDoes not include all stakeholders

2. Incorrect use of performance management system

3. Lack of human resource support4. Lack of communication

vision Mission

Strategy

Goals/ objectives

Planning

Control

Performance evaluation

Reward

Revising

Business environment

Performance

•INFORMATION

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Vision, Mission, Goals, Objectives and Strategy

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The vision statement describes what the organisation wants to achieve in the future.

Its prime function is internal – to define the key measure or measures of the organization's success – and its prime audience is the leadership team and stockholders.

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The mission statement provides a short, written description of the organisation’s overall purpose,

The mission statement communicates boththe purpose and values of the organization.For employees, it gives direction about howthey are expected to behave and inspiresthem to give their best. Shared withcustomers, it shapes customers'understanding of why they should work withthe organization.

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The VISION of Farm Fresh Produce is:

"To become the number one produce store in Main Street by selling the highest quality, freshest farm produce, from farm to customer in under 24 hours on 75% of our range and with 98% customer satisfaction

Using the example VISION developed for Farm Fresh Produce, the owner examines what she, her customers and her employees value about her mission. The four most important things she identifies are: freshness, healthiness, tastiness and "local-ness" of the produce. Here'sthe MISSION Statement she creates and shares with

employees, customers and farmers alike:"We help the families of Main Town live happier and healthier lives by providing the freshest, tastiest and most nutritious local produce: From local farms to your table in under 24 hours”.

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Strategy is the art of working out how you'll "win" in business and in life.

Strategy is the process by which organisational managers, using a time horizon of three to five years, evaluate external environmental opportunities and also internal strengths and resources to decide on goals, as well as a set of action plans to accomplish these goals in order to achieve its vision eventually.

What makes you stand out from the crowd?

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BUSINESS ENVIRONMENT

INTERNAL EXTERNAL

STABLE/CERTAIN/ predictable

UNSTABLE/UNCERTAIN/ unpredictable

•Economy•Political situation•Technology•Competitor•Customer•Globalization

•Leadership•Management•Capacity•Infrastructure•Organizational culture•Human resources •Capital

What is the best strategy ?

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•An organisation’s strategy can be classified into three categories

•Strategic (competitive) positioning (Porter, 1980)

•Strategic typology (Miles and Snow, 1978)

•Strategic mission ( Gupta & Govindaranjan 1984)

STRATEGY THEORIES

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Porter (1980)

Based on competitive advantage

Competitive advantage is gained from e.g.:

• Leadership• Research and

development• Technology/ economic

of scale • Market/ customer

group• Operation management• Marketing/ distribution

channels

There are three generic strategies

•Cost leadership,

•Differentiation and

•Niche market or focus.

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•Organisations pursuing cost leadership strategy

•Aim to create its competitive advantageby

•Becoming the lowest-cost producer in its industry

•The source of this competitive advantage may arise from factors such as

• Economies of scale•Access to favourable raw material prices•Superior technology.

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• Organisations pursuing differentiation strategy

• Focus on providing products with attributes that are highly valued by its customers.

The product attributes include •Quality or dependability of the product•After-sales services•Wide range of product availability•Product flexibility

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•Organisations pursuing focus strategy

•Dedicates themselves to• a segment of the market that has special needs that are poorly served by the other competitors in the industry

vision Mission

Strategy

Goals/ objectives

Planning

Control

Performance evaluation

Reward

Revising

Business environment

Performance

To compare planning against actual performance

Evaluate the performance

Need a performance measurement

APPROPRIATE INFORMATION

Link the organisational objectives and organisational performance measures.

Determine the objectives of each strategy.

Translates strategy’s objective into an integrated set of financial and non-financial measures across a range of perspectives

14-28

HOW TO DESIGN

A tool that translates an organisation’s mission, objectives and strategies into performance measures for each key strategic area of the business

Used to implement strategy and to monitor and manage organisational performance

May form part of the organisation’s planning cycle

14-29

(cont.)

Financial perspective◦ Reflects perspective of the shareholder◦ Summarises the financial outcomes of decision and

actions◦ Measures include cost and product measures, ROI,

cash flow measures, shareholder value measures

Customer perspective◦ Measures the company’s success in achieving

customer value◦ Outcome (lag) measures include customer

profitability, market share, number of new customers

◦ Lead indicators include on-time delivery, number of defects

14-30

Organisational performance

Internal business processes◦ Objectives relate to specific processes that

contribute to customer and financial objectives◦ Measures of cost, product quality, time-based

measures, new product development

Learning and growth◦ Focus is on the capabilities of the organisation to

achieve superior internal processes that create both customer and shareholder value

◦ Delivers long-term growth and improvement◦ Measures focus on employee capabilities,

capabilities of information systems and organisational climate

14-31

(cont.)

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MAS INFORMATION Six types of information, ( Gordon 2000) :

FinancialNon FinancialInternalExternalExpostExante

How managers use this information

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Non financial

information

Financial information

Improvements in non-financial measures will not result in improved profits if◦ Management has selected the wrong strategic

priorities◦ Management fails to utilise freed-up resources,

which result from improvements in non-financial measures

◦ There is a lag between financial and non-financial performance

◦ There are incentives to engage in dysfunctional behaviour, such as manipulating measures or maximising performance of some measures at the expense of others

14-34

14-35

performance measures and information

Profit Sales growth Market share

Non financial measures

Financial measures

BUSINESS ENVIRONMENT, STRATEGY AND MAS INFORMATION

Dynamic/ unstable

Differentiation

Non financial > financial information

BUSINESS ENVIRONMENT, STRATEGY AND MAS INFORMATION

Stable business environment

Cost leadership

financial > non financial information

DR Lanita Winata

Griffith

Business School

Griffith International CRICOS 00233E

Griffith Business School

https://youtu.be/B8lXH_W8VOU

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Campus locations

Brisbane

Gold Coast

Griffith International CRICOS 00233E

Brisbane Capital of Queensland

Griffith Business School

The courses are offered in modes ranging fromthe traditional based on lectures classroomactivities through to the latest use of online anddigital technologies.All forms of delivery are focused on enhancingstudent learning, and aim to be as interactiveand collaborative as possible, but also to allowstudents as much flexibility in their studies aspossible.

Griffith Business School

Flexible learning at Griffith :

Blackboard which contains:Course profiles/ outlineReadingsTeaching materials: lecture notes, tutorial questions and solutionsLecture capture/ echo centre 360Assignment ( online assignment, submission, safe assign and marking) Mark centreCommunication through email and forum

https://www.youtube.com/watch?v=-borfLf9MsA

Griffith Business School

Established in 2005 (Griffith opened doors in 1975)

Almost 8000 students and 275 staff 37% of students are international from 130

countries 6 departments Accounting, Finance and Economics Tourism, Sport and Hotel Management International Business and Asian Studies Employment Relations and Human

Resources Marketing Government and International Relations

The competition for positions in the field is very tight

Ways to Improve Job Prospects

• CPAs will have the best outlook for securing accounting careers.

• While each state has its ownrequirements, qualifying to take the CPAexam typically requires possessing abachelor's degree and 150 semesterhours of college credits.

To become licensed,

2. Usually plus have two years or more experience in public accounting.

3. After you're licensed, continuing education is often needed to maintain licensure.

4. In addition to certification, possessing an accounting master's degree or a business master's degree with an accounting concentration can give you an edge.

1. Complete all CPA”s parts of exam.

proficiency with accounting software and strong communications skills.

strong interpersonal skills because more positions will be in a team environment

strong analytical skills, be good at math, pay attention to details and be organized to succeed in this career.

For graduates of Bachelor of Commerce (Accounting), Master of Commerce (Professional Accounting) or equivalent.

Duration: 120 CP, 1.5 years.

Structure: 6 courses supporting CPA Program studies + 6 postgraduate electives.

Purpose: provide support for the CPA Program professional level examinations and postgraduate studies in related disciplines.

Admission requirements: bachelor in accounting with GPA >= 4; eligibility for Associate membership with CPA Australia; English language requirements.

Available: Nathan full-time, part-time; Gold Coast part-time.

Griffith Business School

Griffith Business School

Griffith Business School

For graduates without an accounting major.

Duration: 180 CP, 2.5 years.(2 years with Summer)

Structure: 12 courses providing CPA Australia Associate membership + 6 courses supporting CPA Program studies.

Purpose: provide Associate membership and support for the CPA Program professional level examinations.

Associate membership must be applied for before proceeding to CPA Program studies.

Admission requirements: bachelor (not in accounting) with GPA >= 4; English language requirements.

Available: Nathan full-time, part-time.

Griffith Business School

Griffith Business School

Study abroad ( 1 0r 2 courses ) for 14 weeks

Credit transfer

Articulation program/ double degree

Griffith: Top 3% (291) of Universities world wide

(Times HES-QS ranking)

Griffith Remarkable scholarship : 50% off throughout degree – application required

Distinction (uncapped): two payments of $3,000 towards postgraduate coursework tuition fees totalling $6000

International student postgraduate scholarship – Certain countries (uncapped): 10% off first two trimesters program – automatic – issued with offer letter

International student A level scholarship : 10% off first two trimesters program (no application needed)

International Baccalaureate student scholarship (uncapped): 10% off first two trimesters program (no application needed)

Family Scholarship (uncapped): one off payment of $1000 towards degree tuition fees

Griffith College Diploma to Degree (3 per year): one off payment of $3000 towards degree tuition fees

Griffith Business School

Griffith Remarkable scholarshipOverviewFor: Outstanding students applying for undergraduate and postgraduate coursework studies at Griffith University. Please visit 'How to apply' for instructions on how to lodge an application for admission to a program.

Available to: Commencing students in Trimester 2 and 3 2018. See 'Eligibility' for more information.Level of study: Undergraduate and postgraduate.Citizenship: Citizen of a country other than Australia or New Zealand.

Award value and benefits: Scholarship covers 50 % of tuition fees throughout the undergraduate or postgraduate coursework degree program. Students must be enrolled full-time to receive the tuition fee reduction.

Duration: Up to six trimesters of study.Programs of study: Undergraduate and postgraduate coursework programs (excludes online, non-award and offshore delivered programs, and students that defer commencement to 2019).

Applications open: Now.

Applications close:

Trimester 2 2018 – Applications close Friday, 18 May 2018 (for 9 July commencement). Outcome notified by 1 June.

Trimester 3 2018 – Applications close Friday, 7 September 2018 (for 29 October commencement). Outcome notified by 21 September.

Dr Lanita Winatal.winata@griffith.edu.au