Thesis Abstract

Accounting information plays a crucial role in decision-making processes within organizations. While top-level managers typically have access to detailed financial reports and sophisticated analysis tools, lower-level managers often rely on summary reports and key performance indicators to make operational decisions. This study aims to explore the importance of accounting information for lower-level managers and how it affects their decision-making processes. The research will investigate how the quality, timeliness, and relevance of accounting information impact the decision-making effectiveness of lower-level managers. By examining the type of accounting information available to these managers, the study will seek to identify areas for improvement in providing relevant financial data for operational decision-making. Furthermore, the research will explore the challenges that lower-level managers face in interpreting and using accounting information. This includes understanding financial reports, analyzing key performance indicators, and integrating accounting data with operational information to make informed decisions. By identifying these challenges, the study aims to propose strategies to enhance the accounting information provided to lower-level managers. In addition, the study will examine the role of training and support in improving lower-level managers' ability to utilize accounting information effectively. By evaluating the impact of training programs and support systems on decision-making processes, the research aims to provide recommendations for organizations to enhance the financial literacy and analytical skills of their lower-level managers. Moreover, the research will investigate the relationship between accounting information and performance outcomes at the operational level. By analyzing how the use of accounting information influences decision-making and performance metrics such as cost control, efficiency, and profitability, the study aims to provide insights into the value of accounting information for lower-level managers. Overall, this research seeks to contribute to the existing literature on the role of accounting information in organizational decision-making, with a specific focus on lower-level managers. By exploring the challenges, opportunities, and implications of accounting information for this group of managers, the study aims to provide practical recommendations for organizations to enhance the quality and relevance of financial data provided to lower-level managers, ultimately improving their decision-making processes and operational performance.

Thesis Overview

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