PERAKAUNAN KOS EPPA 2033 MANAGEMENT ACCOUNTINGPRACTISES AND THE TURNAROUND PROCESS NOR SHAMILA BINTI SAUHAMI A143328

Controlling the current activities of a business Planning future strategies

 The management accounting applications, as discussed within the NAfMA framework, were perceived to be the key enablers in the airline turnaround which will continue to support the recovery journey

 A distinctive managerial function  Utility of work outcomes  Value of work processes and technologies  Capabilities required for function effectiveness

 Leadership  Management Accounting Information  Resource Management  Customer/market focus  Partnership Management  Value Creation  Business Results  Corporate Social Responsibility

o LEADERSHIP Nature of high commitment from top management. o MANAGEMENT ACCOUNTING INFORMATION For determining the appropriate strategy, sound knowledge of performance, prospects and competitive position is needed. o RESOURCE MANAGEMENT o Support, transformation and growth of employees and other intangible assets needed to produce high-quality staff with the appropriate skills for global development and successful turnaround

o CUSTOM/MARKET FOCUS Emphasis on the importance of the external focus for success turnarounds. o PARTNERSHIP MANAGEMANT Emphasis on management that combines good communication and good industrial relations. o VALUE CREATION Value creation measured by the number of accounting courses and long-term strategic tool comprising customer and shareholder perspective.

o BUSINESS RESULTS To encourages the success of the company, effective performance measurement and taking continuous action is required when there are different stakeholders goal achievement strategies that are consistent with the objectives o CORPORATE SOCIAL RESPONSIBILITY (CSR) Determination business practices by CSR behavior is open and honest ethics and respect in the eyes of the public, employees, shareholders, other stakeholders and the environment.

 The turnaround phases used to explain the turnaround process at Asian Airlines were largely consistent, with the second, third and fourth stages overlapping to some extent.  Internal and external factors involved in the decline phase and the relevant parties played important roles to make changes

 New/improved management  Financial cut-backs  Growth  Restructuring of the organization

 Decline and crisis  Triggers for change  Recovery strategy formulation  Retrenchment and stabilization  Return to growth

 The first phase would be expected to indicate the causes and severity of the problems experienced by the company, important since note, these will dictate the appropriate strategic response and the likelihood of its success.

 Will likely derive from intervention factors: change of ownership, threats of change, a new CEO and/or management recognition of problems and opportunities

 Include with the establishment of a priority to address the major issues and use of resources

 Advantage which will involve some workers will be removed to stabilize the organization and positive cash flow

 With financially distressed organizations regaining their strength

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