ABSTRACT
This chapter establishes the need for a systematic analytical framework to be available for managerial accountants. The expression non-accounting manager is used to emphasize that most of the relationships that the managerial accountant has are with employees outside their organizational unit, and this requires a thoughtful approach. A systematic framework needs to be generally applicable as well as directly articulate wider values often described as 'doing the right thing'. Therefore, the framework should be broadly useful across the function of management accounting. A hallmark of the managerial accountant is skill in applying the managerial accounting methods and processes competently to new situations. The managerial accountant quickly develops inside knowledge about the organization and its environment. The use of the managerial accountant's compass involves planning and negotiating recommendations. The managerial accountant is involved with two broad types of recommendation and decision: decision facilitation and decision influencing.
