|Course Title:||The Job of the Accounting Manager: Leading Edge Strategies|
|Author:||Michael P. Griffin, Stephen J. Griffin|
|Register for this course|
The accounting manager’s role has changed dramatically over the past ten years. Once an overseer of transaction processes and financial reporting, today’s accounting manager must be prepared to play a larger role—as planner, leader, communicator, internal consultant and business partner to senior management. Functional expertise still matters, but it isn’t sufficient for excellent performance in today’s business environment.
You’ll learn how to:
The Job of the Accounting Manageris written for accounting managers and all those who aspire to that position. It provides a solid grounding in all the traditional responsibilities of accounting management, including the latest on IT/accounting systems content and activity-based costing. But it goes much further, imparting the broader business knowledge, skills, and competencies that every accounting manager will need today and in the years ahead.
The course is amply illustrated with exercises, exhibits, and helpful checklists.
Orient accounting professionals to the duties, functions, and responsibilities of the accounting manager.
About This Course:
As one course among many offered in the American Management Association’s curriculum, The Job of the Accounting Manager: Leading-Edge Strategies is designed to give the new or aspiring accounting manager a solid base in the job’s technical and core responsibilities as well as an understanding of the new directions accounting and finance professionals are taking in response to a changing environment.
The authors have drawn heavily on the new finance models developed by the Institute of Management Accountants and the American Institute of CPAs to design a course that prepares accounting managers for the demands they will face—managing the accounting department; operating in crossfunctional, consultative roles within the company; communicating with other managers and with outside users of financial information; and managing information to further executives’ decision making and strategic objectives. The course emphasizes core competencies, internal controls, personal attributes, and leadership skills. It will give you the skills you need to perform as a key manager to add optimal value to your organization.
Michael P. Griffin, CMA, ChFC is a professor in the Charlton College of Business at the University of Massachusetts Dartmouth. He has taught Cost Accounting, Managerial Accounting, and Financial Accounting at both the undergraduate and graduate levels. Griffin has written a variety of books for the American Management Association, AMACOM, and many other publishers. He is the founder of Griffin Financial Consulting, a firm that specializes in content development for financial books and software. Griffin holds a bachelor’s degree from Providence College and a master’s degree from Bryant College. He is both a Certified Management Accountant and a Chartered Financial Consultant.
Stephen J. Griffin, CPA is a director of Riparian Partners, Ltd., an investment banking firm based in Providence, Rhode Island. Prior to joining Riparian, he was the Chief Financial Officer for CTM, LLC, a manufacturer in Bristol, Rhode Island, and a Senior Associate at KPMG Peat Marwick, LLP where he was responsible for planning, coordination, and completion of annual financial statement audits and quarterly reviews for SEC registrant clients. Griffin holds a bachelor’s degree from Providence College and a master’s degree from the University of Rhode Island.
The publisher would like to thank the following people for their review of the manuscript of this course:
Emery Trahan, Associate Professor, Northeastern University, Boston, Massachusetts
John P. Laschenski, CPA, Webster, New York Bruce J. Wright, B. Wright & Associates, Midvale, Utah
James B. Edwards, Professor, University of South Carolina, Columbia, South Carolina