I need 1000 words report with references and bibliography please add references

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The Chief Finance Officer (CFO) of P plc has recently been e-mailed a copy of the 2016 published standard PAS 1919 Guide to management accounting principles, the first ever international management accounting standard. In the light of this new standard and recent criticisms from the board that there is a lack of strategic management accounting information available in the organisation, the CFO has asked you (as Management Accountant) to investigate the viability of using Balanced Scorecards within P plc.

Required:

Using the case study notes (see page 5) and research into Balanced Scorecards, write a report to the group CFO of P plc incorporating;

• A pilot Balanced Scorecard for the group that would help senior executives achieve the stated group strategic objectives, corporate responsibility aims and strategic developments. (30% marks)

• A pilot Balanced Scorecard for one of the operating divisions (Plumbing & Heating or Building Materials) that would help all levels of employee achieve divisional objectives that support group strategy, whilst maintaining goal congruence with the executive board and the board of directors. (30% marks)

• Based on appropriate academic literature and the context of the case study, critically evaluate the role of Balanced Scorecards as effective management tools within the existing organisational structure of P plc. (30% marks)

• Based on your findings, recommend if the group and each division should use Balanced Scorecards as part of future management control systems. (10% marks)

Support and guidance notes

Report guidance notes:

You are required to produce a 1000 word report excluding references/bibliography and appendices. A formal report structure is required with appropriate headings and format suitable for presentation at board level. Balanced Scorecards should be included in the appendices of the report and not included in the word count.

The word count is limited for this assignment, so focus on the specific requirements as listed below.

Do not provide unnecessary detail on the origins and historical development of the strategic tools contained in this report, or information on the company itself, as the CFO will be well versed on the company. Equally do not describe the measures contained in the diagrams, a well-designed Balanced Scorecard should be clear to the CFO without detailed explanation.

You are required to produce an internal business report addressed to the Chief Financial Officer (CFO). Professional reports are usually written in the third person rather than first person, for example a section of the report could include this report aims to rather than I aim to.

Report guidance notes (continued)

The Balanced Scorecard should include a column with leading/lagging indicators. A customer service index would be a lagging indicator, but customer service training would be a leading (proactive) indicator.

It does not matter which of the divisions you choose, but the Balanced Scorecard for the chosen division should have some consistency with that of the overall group.

In your critical evaluation of the use of the Balanced Scorecard, integrate academic references with specific points about P plc that would help or hinder the process of design and implementation.

Your recommendation should be consistent with the findings in the report. Provide a clear conclusion so the CFO could act on your recommendation.

Case Study

P plc is based in the UK. It is one of the worlds leading distributors of plumbing, heating and building materials employing over 35,000 people. It operates its own retail outlets, some of which share a common trading name and are organised as separate business units. P plc also sells directly to building and plumbing contractors and merchants through its external direct sales units.

P plc was founded in the early 20th Century as a plumbing and buildings materials manufacturing business and enjoyed very rapid growth in the 1970s and 1980s. In 1985, P was listed on the UK stock exchange and at this time first ventured into the USA by acquiring a building materials distribution company based in New Jersey. In 1990, P plc acquired a building supplies business in the UK and, later in that decade, made acquisitions of other European based plumbing and heating and building materials distribution companies. In the early years of the 21st Century, P plc sold off all its manufacturing business units and concentrated solely on being a distributor and retailer of plumbing, heating and building materials.

Corporate values

P plc is proud of its history and traditions of distributing and retailing good quality products in locations which are convenient to its customers. It has developed a series of core values which are:

Trading fairly and honestly;

Being responsive to customer needs and market changes and not being satisfied with standing still, but seeking to continuously improve;

Employing committed people and providing training opportunities to develop their skills;

Having respect for cultural diversity across all the companys stakeholders.