I really like the second quote by Agha Hasan Abedi. In my
previous job, I learnt from an excellent Manager, that enabling the people
around you to do good work, makes for a better overall workplace and that when
you allow and encourage people to grow to their potential, not only the worker
benefits, but the overall organisation.
Reading on, I am thinking about my recent training (which I
thought was excellent), which was called ‘Manage to lead’. The first day, is a discussion about the
difference between a leader and a manager. When I think of this, and the
reading in Chapter 7 about the first step taken, I’m actually thinking of the
difference again. I personally think a leader is a visionary, someone who
dreams up a vision and inspires others to follow it. I think a Manager is the
right hand man (or woman), who facilitates this dream, who organises and
manages the processes that achieve this dream.
Can Managers help or hinder from accounting? Thinking of
this question at this point in the reading, I think definitely. People do seek
guidance, nurture and coaching throughout work but I think mainly, they seek
direction and purpose. People look to Management for direction and purpose and
where a Manager uses a budget to work out objectives and convey them down the
reporting line, people know where they stand, and what they are aiming towards
(or walking towards with their firs steps).
When thinking of budgets, I would say they are definitely
beneficial. Words can be interpreted in many ways but (as my previous Financial
Controller always said), numbers don’t lie.
Everyone will read the budget in the same way and objectives are clearly
laid out.
Delegation is instantly making me think a
Manager who does not naturally do this!
It can be difficult to let go of control but when you do, you can be
more supportive as an ally and a teacher.
Budgeting for programs that are reliant on government
funding, and given as block funding, seems at times difficult. Within my
industry, people are not trained in budgeting, or managing money to a high
standard. It seems as though people that are managing the money are not experts
on how to do this, and people who are managing the budgets are not experts on
how to operate the program. And, people
that are distributing the money (government) are completely unrealistic about
the needs of those with disabilities.
I will be appreciative of the NDIS and then changes within
the disability sector turning to a fee for service based model. This will
assist with clear budgets and understanding of our actual costs for operating.
It may provide clearer targets and I do believe these help staff work towards
something.
I like the idea of participative budgeting. I believe in the
opportunity to at least have a say. Each person has different things to offer
and when we listen to each other, our strengths are clearer (and weaknesses). I
think having a budget process that really does include people, does facilitate
a cooperative workplace.
Looking at the example of Purple Chocolates is a positive
and learning experience. I enjoy the examples used not only because I can see
the application of information but I also tend to refer to them later as
examples or reminders.
Looking further at the time delays between products sold and
money received, I’m connecting it to my company, Downer EDI and remembering
that it tightened it’s monitoring and retrieving of cash inflow as a key
strategy.
I personally like the ideas of objectives. I’ve not heard of
scorecards but also like this idea. My colleague and I recently conducted a
survey of our staff and less than half participated, this, perhaps like the
scorecard, was clearly a reflection that people are not motivated by their
jobs. It brings me back to the earlier points about motivation.
Again, I enjoy looking at the examples, it brings together
what we’ve so far learnt and visually it helps me align the concepts. The
conclusion then brings my mind back to the necessity for leadership and management
and the need to be forthcoming with information so people know where they’re
heading (or walking as described in the chapter).
I am feeling more and more that accounting is help in
relation to decision making. Of course, there is more to a firm than a budget
but when it comes to the bottom line and how to get there, Managers drive the
firm and being transparent about the bottom line and understanding the bottom
line, will bring together the flock.
