For several months ago, the accounting profession experienced events and major changes, which mostly focuses on the performance and financial accounting issues (such as financial accounting rules are complex, ethical aspects of the profession and so on). While we have taken in the journal argued that the crisis in management accounting as large as the crisis in financial accounting. It can be concluded with the terms of the crisis in management accounting is:

A. Users Factor

In traditional management accounting focuses on providing only to internal users such as factories, division, or the company’s internal environment and do not follow the economic expansion of the company, especially on the external part of the business that consists of stock, joint ventures, and other special purpose companies. Along with the global demands more attention focused on the ability of management accounting to measure and evaluates internal and external fields in order to optimize the company’s decision to be taken by external parties. The parties are:

1. Internal parties

2. External parties

• Investors
• Shareholder / owner of the company
• Government
• Creditors
• The other Parties

B. Restriction Factors and Process

Management accounting does not depend on accounting principles. SEC and FASB establish accounting procedures that must be followed to the financial statements. Input and the process of financial accounting must be clear and limited. Only certain economic activities which qualify as inputs and processes should follow the method accepted by the public. Unlike financial accounting, management accounting has no special institutions that govern the format, content, rules in selecting the inputs and processes, and preparation of financial statements. Managers are free to choose whatever information they want, their provision can be justified on the basis of cost-benefit analysis.

Performance assessment managers are now beginning to experience a shift. If the first judge a manager’s performance is quite simply from a financial perspective, but now to get a more comprehensive picture of the two perspectives should be known as the balanced scorecard. Performance appraisals will be done from two sides, namely finance (financial) and non-financial such as assessment of customer, growth and learning, as well as internal business processes.

Balanced scorecard is the latest issues in management accounting. Balanced scorecard is a strategic management system that describes an organization’s mission and strategy into operational objectives and performance benchmarks for four different perspectives, namely financial perspective, customer perspective, internal business perspective, and learning and growth.

C. Types of Information