t management wants to attain & the adverse effects that management wants to avoid. The management accountability systems concentrate in the control procedures, i.e. the specific steps which management has established to provide reasonable assurance of achieving control objectives. The major contribution of performance contribution is its focus on achieving results by reminding us that being busy is not the same as producing results & it redirects the efforts away from busyness toward effectiveness.Moreover, the performance measurement system also justifies the control objectives & procedures since both results & accomplishments cannot be focused or managed unless we know that where we want to go (objectives) & by what means we are going there (procedures). Reference1. Wood, F., Business Accounting 2, Longman, International Student Edition, 1985, p. 321.2. Broadbent M. & Cullen J., Managing Financial Resources, Second Edition, Butterworth-Heinemann, 1999, p.120.3. Brooks M.J., Financial Accounting Principles & Management Accounting Practice, Management Accounting, October 1988, p.20.4. Bromwich M., Managerial Accounting Definition & Scope From a Managerial View, Management Accounting, September 1988, p.27.5. Jeans M. & Morrow M., The Practicalities of Using Activity-Based Costing, Management Accounting, November 1989.6. Murphy J.C. & Braund S.L., Management Accounting & New Manufacturing Technology, Management Accounting, February 1990.7. Clark A. & Baxter A., ABC + ABM = Action, Lets Get Down to Business, Management Accounting, June 1992.8. Kennedy A., Activity-Based Management & Short-Term Relevant Cost: Clash or Complement?, Management Accounting, June 1995.9. Robert G., Fixed Costs & Sunk Costs in Decision-Making Management Accounting, January 1992.10. Broadbent M. & Cullen J., Managing Financial Resources, Second Edition, Butterworth-Heinemann, 1999, p.121.11. Mills R. & Cave M., Overhead Cost Allocation in Service Organizations...
