Accounting Software

In recent years, the ineffective management and use of accounting software has been a significant and notable cause of significant performance deterioration within organisations. The inescapable conclusion is that SunSystems implementation accounting software does not contribute to financial management performance and does not adequately and inevitably contribute to a company's business planning and growth.

As a result, organisations are now consumed with solving the overwhelming issue of managing the expense accountability side of their business more effectively.

The advent of Competitive Accounting Software begs the question. How can well-managed SunSystems implementation practices from the finance and accounting department contribute to the performance of the HR department? To answer that question, I first need to fully understand the role of the finance and accounting unit within an organisation, by assessing their role in their organisation.

Responsibility for the policies of the organisation are formulated at the highest levels of management. For example, if theft within the organisation occurs, management must not only implement the policies that prohibit that type of theft but they must also implement them in the most efficient and effective manner for the SunSystems implementation organisation. The policies must be communicated effectively in every individual's area of responsibility and thus must be clear and concise and easily understandable by both employees and management.

Since the policies are reached within the organisation, it is the finance and accounting department's responsibility to develop, communicate and notify policy.

Responsibility for the processes within an organisation are formulated at the highest levels of management (i.e. it is they who formulate the accounting process toward acceptable practices). The finance and accounting department, being responsible for the SunSystems implementation process and policies, must be proactive involved in identifying improvement and potential improvements.

The policies are good guidelines and reference points, however, such policies need to be communicated to every employee or department in an interactive format. This communication requires adequate education within other departments on the topic, as well as an effective means of presenting to them the policy guidelines. The educational aspect is critical because many employees, normally accountants, lack the clarity pertaining to policies; thus they may either not follow the SunSystems implementation guidelines, or they may become confused and not understand the policies.

The process is the execution of the policies and is critical. The finance and accounting department should provide points for our aspect of the process and identify gaps or causes for the void of the process. Critical areas within the process should also be identified and corrected. However, this process overlooks the critical function of the finance and accounting department: tracking the precise progress of the processes.

The final responsibility is for the allocation of funds for the initiatives proposed by the department. The SunSystems implementation goals, objectives, process, strategy and other departmental goals, objectives, strategies and processes must be aligned and the challenge is to execute, execute, execute on the results.

One of the most effective methods for accomplishing this, is the realistic need for each finance and accounting department to receive adequate training and education on all areas of the finance and accounting department's role within the organisation.

The effective implementation of policies, processes and management any other management initiatives must be part of senior level and departmental staff member responsibilities. These project and program leaders should meet regularly with their staff, listing the key initiatives for the year and how they will be met and performance needs to be defined.

Effective SunSystems implementation scheduling displays a well-defined method to track and present the objectives to each layer of staff. It is an effective way to keep the CEO, CFO, COO and the CIO fully informed of the project's accountability. Chief Financial Officers, CFOs and CIOs that routinely follow this practice have been shown to dramatically improve revenue, expense and profit performance whereas those departments that regularly do not.