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The article discusses the evolving role of controllers in the modern workplace. Topics discussed include studies by the Institute of Management Accountants (IMA) indicating shift of controllers' function from the delivery of data and results to the interpretation of information and contributing to decision-making process. Also mentioned are skills needed by controllers to become business partners based on the IMA book "The Master Guide to Controllers' Best Practices."

The article looks at the Corporate Control and Analysis (CCA) Certificate program in the Department of Accounting at Pennsylvania State University. According to the author, the program was developed to serve students not accepted to the University's selective Master of Accounting (MAcc) program and to encourage accounting students to explore career paths outside of public accounting. Details on the CCA program's relationship to the Certified Management Accountant (CMA) exam are also presented.

The article discusses corporate control systems. The author uses an example involving a tomato farm to illustrate the key components of internal control, which include identifying a company's goals and communicating them to employees, creating systems that promote compliance with sought-after objectives, and evaluating results.

The article explains the occupation of controllership which includes compliance responsibilities and proposes a reorganization of the corporate reporting structure. The functions of management and compliance accountants and the benefits of separating the controller's function from enterprise optimization are discussed. Twelve aspects of the division controllers' role, eight duties of controllership, and five responsibilities related to compliance are mentioned.

This article discusses how an interim financial controller can help in growing a business. The author examines some of the capabilities of financial and accounting software as well as the skills that must be possessed by an interim financial controller. The author also discusses the value of membership in the Institute of Management Accountants.

The article looks at the different personality types of controllers. The Myers-Briggs Type Indicator test is discussed. Characteristics of typical controllers are considered. The results of a survey of 162 members of the Institute of Management Accountants (IMA) is examined. Dimensions measured by the Myers-Briggs Type Indicator test are introvert-extrovert, sensor-intuitor, thinker-feeler, and judger-perceiver.

The article focuses on the customer orientation of Warner-Lamber Co.'s corporate controller's office. Management's decision to invest in the creation of a human systems design and it's effect on planning, communication and cooperation is described. Some lessons learned regarding the implementation of process management initiatives are discussed.

The article describes how a controller reengineered James Street Fashions dba Latt-Greene, a small textile business in Vernon, California. The author discusses problems that surfaced during cost sheet development and the installation of a computer system. The process of introducing data processing is also looked at. The author makes note of the software he installed to handle each function. Factors influencing profit are examined.

The article discusses the challenges financial executives face, and why so many chief financial officers and controllers are unhappy with their relationships with their bosses and complain in job interviews. The article discusses why people complain, particularly those in the financial field, how candidates can choose to work for companies that share the same values and concerns, and how financial executives can assert control over their own lives and performance.

The article discusses a survey of participants in a January 2017 Deloitte Dbriefs webcast which suggests that most organizations expect the controllership function to more directly determine strategic priorities, and that few organizations believe their current financial leadership offers a vision that shapes business growth.

The article reports that the Committee of Sponsoring Organizations of the Treadway Commission (COSO) has released "Guidance on Monitoring Internal Control Systems," a discussion document designed to help organizations assess the quality of those systems. The discussion period for the document ends October 31, 2007. Its final version is scheduled for release in early 2008.

The article presents the results of a survey of corporate controllers and nonaccounting managers in the lodging industry as to what are the most important responsibilities of the controller's job. There was a broad overall agreement as to priorities among the two groups. The two four skills listed by the managers were among the top six listed by controllers.

The article focuses on accounting journals that offer electronic access. It stated that of over 300 accounting or accounting-related journals, ten percent of them offered electronic access to tables of contents, full-text articles, and/or abstracts. It mentioned that the criteria addressed accounting topics such as cost analysis and management, controllership issues, and more. It provides website URLs for the journals in question.

The article reports on a 2000 study relating to the business role of corporate controllers. According to the research controllers who report to the heads of business units rather than to chief financial officers (CFO) are moving into the inner circles of business management. Researchers say that's because these controllers are involved on a daily basis in helping unit managers make tough decisions that affect a firm's bottom line.

The article reports on the impact of controllers on corporate financial planning in U.S. firms. The author feels that controllers need to engage in business planning and become business partners in order to remain relevant. The responsibility of controllers in financial management, financial systems and reporting functions is discussed. A controllers' level of accountability in financial control environment and taxation compliance is considered.

The article notes the appointment of, Robert H. Attmore, a former deputy state comptroller in the New York State Comptroller's Office, as chairman of the Governmental Accounting Standards Board (GASB), effective July 1, 2004. The article notes that Attmore was the former president of Attmore & Associates in Albany, New York. He succeeds Tom L. Allen.

A letter to the editor is presented in response to the article "Why Isn't the Controller Having More Impact?" appearing in the April 1999 issue of "Strategic Finance."

A letter to the editor is presented in response to the article "Why Isn't the Controller Having More Impact?" appearing in the April issue of "Strategic Finance."

Financial managers will be increasingly in the spotlight as the economy improves. Controllers must redefine their role as part of management. Operations are growing decentralized and lean. Controls should foster ethical conduct. Predictive models can be used as management tools. Motivating entrepreneurs should be examined. Special sessions were held on the impact of automation on controllership.

IFPS-Personal from Execucom is financial planning and decision-support software for a microcomputer with 512K of memory and a hard disk. IFPS-Personal retails for $895. IFPS-Personal is based on Execucom's mainframe version of its Interactive Financial Planning System, and is praised as being innovative since it: allows programming in English; is not procedural (meaning variables can be entered and defined in any order); provides 'goal-seeking' options that allow break-even analyses to be performed without complicated equation-writing; features excellent graphics; and can be used for financial and accounting purposes, strategic planning efforts, inventory management decision-making, or acquisition-divestiture analyses. The personal computer spreadsheet package is occasionally be difficult to use, but its potential usefulness outweighs these inconveniences.