Many management reports are not a management tool, they are merely memorandums of information. Management reports as a management tool help with the alignment of behaviour in that the reports encourage action to take place, on a timely basis and in the correct direction. In other words, you need to measure and report on those activities the Board, management and staff need to focus on – â€œwhat gets measured gets doneâ€.
Accountants need to be great communicators to fulfil their role successfully. Gone are the days when reports could simply be drafted without consideration of the readerâ€™s needs. Reports should focus on how to best get the message across. What are the salient points? Where can this report add value to the readers understanding? And how can I deliver this report on a better practice time frame? This article is from a comprehensive white paper on decision based reporting which also covers Board and project reporting, reporting of performance measures (24/7,daily, weekly, and monthly), focusing on late projects and late reports and ways to enhance human resources data.