ACCOUNTING INFORMATION FOR LOWER LEVEL MANAGERS

3.1 Distribution of questionnaire among state and industries

3.2 States, industries and number of respondents

3.3 Respondents, experience and education qualification

4.1 Job problem and causes

4.2 Mangers information sources need

and provision

4.3 Job problems and information sources needed

4.4 Information: nature and suitability in solving job problems

4.5.1Information: nature and uses

4.5.2Information uses and suitability

4.6 Job completion and factors responsible

4.7 Accounting information: Mangers perception and industry type

4.8.1Information type discarded

4.8.2Reason for discarding of information and type

4.9.1Information starvation: Mangers’ view

4.9.2Information starvation: managers view on how jobs are done

4.10 Performance improvement: Mangers’ view

TABLE OF CONTENT

TITLE PAGE

APPROVAL PAGE II

DEDICATION PAGE III

ACKNOWLEDGEMENT IV

ABSTRACT V

TABLE OF CONTENT vi

1.1 Introduction

1.2 Purpose of the study

1.3 Significance of the study

1.4 Statement of problem

1.5 Hypothesis formulation

1.6 Scope and limitations

1.7 Definition of terms

Review of Related Literature

2.1 Definition

2.2 General concept of information

2.3 Importance of information

2.4 Accounting information: General view

2.5 Sources of information

2.6 Criteria for accounting information

2.7 Users and uses of accounting information

2.8 Accounting information and the lower level mangers, functions, needs, form, content and uses

2.9 Improving the quality of accounting information

2.10 Summary

1.1 INTRODUCTION

Business firms are established to achieve specific objectives.

This may be to maximize profit or its shareholder weather. These are called “the and in view” Coventry, (1980;83) or the end of planning” Koontz (1980:189). In the pursuit of this objective, certain persons occupy positions of authority and are charged with the responsibility of integrating, through the functions of planning organization, directing are controlling, human and material resources and channeling such towards the actualization of the objective. There persons are the mangers.

In a typical organizational structure there are three categories of managers. These are the top medium and lower level mangers. The first group makes strategic decision by monitoring the external and internal environment of the firms forecasting operations, at the same time make long vange plan.

The medium level mangers make tactical decisions and intermediate plans on how to achieve plans made by the top managers. While the lower level mangers are controllers of operations and implementations, they interact directly with the workers and understand their problems better. These managers also understand better the job problems. They are also retired to as “frontline foremen and supervisions” Okono, (1993:62) Loto performs the day to day routine functions and makes adhoe plans to achieve objectives of minimal cost.

Business secessions are made in a complex and uncertain environment. This calls for a careful planning and implementation of plans for such plans to be made, the planner must be well informed on the object of planning. In the work of Ase chemic (1994:12), the off-the-scene, non-certainty, and social disintegration problems faced b mangers call for the use of information. Woel fel (1980:12) argued in favour of information when he called it “the raw material for decision making. To butteries his point, he further argued that “there is a direct relationship between the value of information received and the appropriateness of the decisions made”.

In a business concern information can be obtained from one accounting, marketing, external, research or other information sources. The use determines the courses and varies information content. Information can be presented in financial or non-financial form. It could be used, disregarded or seen to be irrelevant and complex by mangers. There are also cases when mangers are starred of information.

The lower level manger perform the important role of bringing management plans into action. Therefore any derivation at this point nullifies the entire plans and frustrate objectives. They therefore need more information for effective implementation of plans. For instance, a supervisor (lower level manger0 know through feed back information that so much quantity raw material has been used up in the

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