Pauline Weetman BA, BSc (Econ), PhD, CA, FRSE, is Professor of Accounting at the University of Edinburgh, and has extensive experience of teaching at undergraduate and postgraduate level, with previous chairs held at Stirling, Heriot-Watt, Strathclyde and Glasgow Universities. She received the Distinguished Academic Award of the British Accounting Association in 2005. She has convened the examining board of the Institute of Chartered Accountants of Scotland and was formerly Director of Research at ICAS.
Part 1 A conceptual framework: setting the scene
Chapter 1: Who needs accounting?
Chapter 2: A systematic approach to financial reporting: the accounting equation
Chapter 3: Financial statements from the accounting equation
Chapter 4: Ensuring the quality of financial statements
Part 2 Reporting the transactions of a business
Chapter 5: Accounting information for service businesses
Chapter 6: Accounting information for trading businesses
Part 3 Recognition in financial statements
Chapter 7: Published financial statements
Chapter 8: Non-current (fixed) assets
Chapter 9: Current assets
Chapter 10: Current liabilities
Chapter 11: Provisions and non-current (long-term) liabilities
Chapter 12: Ownership interest
Part 4 Analysis and issues in reporting
Chapter 13: Ratio analysis
Chapter 14: Reporting corporate performance
Chapter 15: Reporting cash flows
Part 5 Setting the scene and defining the basic tools of management accounting
Chapter 16: Functions of management accounting
Chapter 17:Classification of costs
Chapter 18: Product costs: materials, labour and overheads
Part 6 Job costs and stock valuation
Chapter 19: Job costing
Part 7 Decision making
Chapter 20: Breakeven analysis and short-term decision making
Chapter 21: Preparing a budget
Chapter 22: Standard costs
Chapter 23: Performance evaluation and feedback reporting
Part 9 Capital investment appraisal and business strategy
Chapter 24: Capital investment appraisal
Chapter 25: Business strategy and management accounting
• Fully in line with IFRS, but provides comparative analysis with UK GAAP where relevant.
• Experience-driven conversations between two managers appear at intervals throughout the text, providing a valuable insight into the type of interpretative comment which the reader may find more taxing. These discussions allow a more candid examination of issues and problems within the subject.
• Fully redesigned text to aid navigation and understanding for students, including a unique colour-coding system to make technical material more accessible.
• Activity-based costing, strategic management accounting, the balanced scorecard and benchmarking are included in the main management accounting chapters.
• The approach to teaching and learning focuses on subject-specific knowledge outcomes and generic skills outcomes, with end-of-chapter self-evaluation.
• Questions are graded to test student understanding of chapter content, as well as skills in straightforward application of knowledge, and skills of problem solving and evaluation.
• Updated terminology and presentation to reflect the requirements of the International Accounting Standards Board from 2009 and the UK Companies Act 2006.
• New case studies containing examples from real-world companies reflect current issues such as cash flow management in Marks & Spencer, cost control at Debenhams, performance benchmarking at Argos.