explain to me what this menas please

please explain fo me what that part means

COST ACCOUNTING AND COST MANAGEMENT Mandgen' focus is customer safisfocfion as they cancentrate on the fout itsme suffosicire this priority one. Manogement accountants therefore must provide information en the fols value chain onalysis. cost, quality. Hime. Innovation 10 achiove continuolis iencecienest internaly but the external focus should not be ditegarded since external ervironifntin wi always affect the organizatlon. The fotal value chain includess suppiers and cusiomars to 5 . extemal foctors: Suppliers ORGANIZATION 2 STRATEGY AND ADMINISTRATION development Enibit 1.6. Diagram Presentofion of an Organization's Total volve Chain Organizational Structure and The Management Accountant Whether the organization is engaged in service, trading, ar manufocturing operotions tin departments or divisions will be either by functions, geograpical regions, or proaust grases The orgonizational structure depicted in on organization chart will show bothi frie ord tis positions. Line manogement, being in the formal chain of command. has as its mogr curpores the accomplishment of the organizotion's objective while staff manogement provider oavics and assistance to line management. The latter serves in an odvisory capocity butsde tse formal chain of command. Line manogers have the authority fo moie decisions and con 2 orders to those lower in the chain of command. The trend now-o-doys is using tearris carsest al employees regard ess of fine or staff classification for the purpose of ochieving crganastiona goo's. Where leams are ufilized. the distinction between line and staft is not clear. Loven = being eliminated since teamworkis becoming the norm and size is being corrportmentaits: os in hourglass organization, cluster organizalion. or network orgarization. An hourgian orgonization has only three layers where the fop management is responsibie for formusass? a vision/mission for the orgonization and making sure it becomes a reality. it is tra missiver manogement that coordinates the diverse activities in the lower echeion trrough comsuser networking. The people in the middle manggement are more of generol sts than ssecis: dealing with an occounting problem one doy and product design issue the day aftar suz marketing probiem the next doy - all within cross-functional feam settings. Alt the botion tar the hourglass is a brogd loyer of technical specialists acting as supervisors most of thise "ma. moving from one team fo another as projects need their services while a network organizatish (also known as virtual corporation) hos os its main or only turicion admiristrot ve aven the? it does not produce or sell. Production-related and markeling functions are dant tot independent companies under controct with the network organization. Nowodayt. whet? more common especially for medium and small-scale businesses is sub-controcting COST ACCOUNTING AND COST MANAGEMENT Managers' focus is customer satisfaction as they concentrate on the four items surrourioing this priority one. Management accountants therefore must provide infarmaticni Geri the tofel value chain analysis. cost, quality, time, innovation to achieve confinubus improvertsert internally but the external focus should not be disregarded since external environirnent wit always alfect the organization. The total value chain includes suppliers and custorners os reater extemal factors. COST ACCOUNTING AND COST MANAGEMENT Mandgen' focus is customer safisfocfion as they cancentrate on the fout itsme suffosicire this priority one. Manogement accountants therefore must provide information en the fols value chain onalysis. cost, quality. Hime. Innovation 10 achiove continuolis iencecienest internaly but the external focus should not be ditegarded since external ervironifntin wi always affect the organizatlon. The fotal value chain includess suppiers and cusiomars to 5 . extemal foctors: Suppliers ORGANIZATION 2 STRATEGY AND ADMINISTRATION development Enibit 1.6. Diagram Presentofion of an Organization's Total volve Chain Organizational Structure and The Management Accountant Whether the organization is engaged in service, trading, ar manufocturing operotions tin departments or divisions will be either by functions, geograpical regions, or proaust grases The orgonizational structure depicted in on organization chart will show bothi frie ord tis positions. Line manogement, being in the formal chain of command. has as its mogr curpores the accomplishment of the organizotion's objective while staff manogement provider oavics and assistance to line management. The latter serves in an odvisory capocity butsde tse formal chain of command. Line manogers have the authority fo moie decisions and con 2 orders to those lower in the chain of command. The trend now-o-doys is using tearris carsest al employees regard ess of fine or staff classification for the purpose of ochieving crganastiona goo's. Where leams are ufilized. the distinction between line and staft is not clear. Loven = being eliminated since teamworkis becoming the norm and size is being corrportmentaits: os in hourglass organization, cluster organizalion. or network orgarization. An hourgian orgonization has only three layers where the fop management is responsibie for formusass? a vision/mission for the orgonization and making sure it becomes a reality. it is tra missiver manogement that coordinates the diverse activities in the lower echeion trrough comsuser networking. The people in the middle manggement are more of generol sts than ssecis: dealing with an occounting problem one doy and product design issue the day aftar suz marketing probiem the next doy - all within cross-functional feam settings. Alt the botion tar the hourglass is a brogd loyer of technical specialists acting as supervisors most of thise "ma. moving from one team fo another as projects need their services while a network organizatish (also known as virtual corporation) hos os its main or only turicion admiristrot ve aven the? it does not produce or sell. Production-related and markeling functions are dant tot independent companies under controct with the network organization. Nowodayt. whet? more common especially for medium and small-scale businesses is sub-controcting COST ACCOUNTING AND COST MANAGEMENT Managers' focus is customer satisfaction as they concentrate on the four items surrourioing this priority one. Management accountants therefore must provide infarmaticni Geri the tofel value chain analysis. cost, quality, time, innovation to achieve confinubus improvertsert internally but the external focus should not be disregarded since external environirnent wit always alfect the organization. The total value chain includes suppliers and custorners os reater extemal factors