INTERNATIONAL JOURNAL OF ARTIFICIAL INTELLIGENCE
ISSN: 2692-5206, Impact Factor: 12,23
American Academic publishers, volume 05, issue 06,2025
Journal:
https://www.academicpublishers.org/journals/index.php/ijai
page 1895
IMPROVING MANAGERIAL ACCOUNTING IN AN ORGANIZATION ON THE
EXAMPLE OF THE NATIONAL ACADEMY OF BALLET AND ARTS (NABA):
PROBLEMS, ANALYSIS AND SOLUTIONS
Scientific Advisor
: B.R. Bakhronov
Prepared by:
4th-year undergraduate student
Faculty of Management(Art Management and Gallery Affairs)
Ziyoda Yuldasheva
Email:
ziyodayuldasheva54@gmail.com
Phone:
+998 90 900 19 64
National Institute of Fine Art and Design named after K.Behzod
Annotation:
This article discusses the importance of developing managerial accounting in
creative and educational institutions using the example of the National Academy of Ballet and
Arts (NABA). An analysis of financial statements for the period 2021–2023 shows steady
revenue growth, while profitability and net income are declining. The study identifies the
reasons behind this dynamic, calculates key indicators (DSO, margin, asset structure), and
proposes specific measures to improve the effectiveness of managerial accounting. The
practical recommendations aim to enhance cost control, asset turnover, and financial
sustainability.
Keywords:
managerial accounting, efficiency, profitability, KPI, budgeting, management
system, DSO analysis, financial reporting, culture and education, National Academy of Ballet
and Arts (NABA).
Introduction
Modern organizations are increasingly facing the need to adapt quickly to changing economic
conditions. This is especially relevant for institutions in the field of culture and education,
where sustainability largely depends on rational resource management, attracting funding, and
competent analysis of performance results. One of the key tools for internal analysis and
decision-making is managerial accounting. Its role is not just to record costs and revenues, but
to help management allocate resources effectively, plan activities, and monitor deviations. This
article examines the problems and paths of improving managerial accounting using the example
of the National Academy of Ballet and Arts (NABA), based on financial data from 2021 to
2023.
INTERNATIONAL JOURNAL OF ARTIFICIAL INTELLIGENCE
ISSN: 2692-5206, Impact Factor: 12,23
American Academic publishers, volume 05, issue 06,2025
Journal:
https://www.academicpublishers.org/journals/index.php/ijai
page 1896
Observed Trends
- Revenue (blue bars) is steadily increasing.
- Profitability (green line) is decreasing — the organization earns less from each unit of
revenue.
- DSO (red dashed line) is shortening — clients pay faster, which improves cash flow.
Current State Analysis.
According to official financial statements, the organization shows
growth in revenue (from 81.9 to 130.4 billion UZS over three years), but at the same time, net
profit decreases and profitability drops from 6.2% to 3.1%. The analysis of DSO (Days Sales
Outstanding) reveals positive dynamics — the average payment period has improved from 78
to 44 days, indicating better financial discipline. However, several weaknesses were also
identified: rising cost of production, increased inventory levels, declining asset turnover, and
lack of segmented managerial reporting.
Key Problems
1. Low cost detail — it is impossible to determine the profitability of individual
directions.
2. Lack of automated managerial reporting — data is collected manually and inconsistently.
3. Rising inventory and overhead — inefficient warehouse and procurement management.
4. Lack of transparency in capital investment — no assessment of returns on fixed assets.
Proposed Solutions
- Implement a managerial P&L statement broken down by directions (courses, hall
rentals, events);
- Create a KPI system for each division: DSO, profitability, turnover;
- Introduce budgeting and plan-fact analysis;
INTERNATIONAL JOURNAL OF ARTIFICIAL INTELLIGENCE
ISSN: 2692-5206, Impact Factor: 12,23
American Academic publishers, volume 05, issue 06,2025
Journal:
https://www.academicpublishers.org/journals/index.php/ijai
page 1897
- Optimize inventory policy using ABC/XYZ analysis and turnover calculation;
- Conduct ROI analysis to evaluate the effectiveness of investments in fixed assets.
Conclusion
In today’s organizations, managerial accounting is not just an auxiliary function, but a strategic
development tool. The case of the National Academy of Ballet and Arts (NABA) demonstrates
that even with revenue growth, the lack of proper accounting can undermine financial
sustainability. The proposed measures allow the creation of a systematic and transparent
managerial structure, strengthen resource control, and ensure the long-term stability of the
organization. To improve managerial accounting in NABA, a KPI system was implemented that
covers both financial and operational aspects of the institution. In addition, plan-fact reporting
was introduced, which allows for timely identification of deviations from target indicators,
prompt decision-making, and an overall increase in organizational sustainability.
