I realise the value of a management
accounting course in MBA programs as well as the value of hands-on experience
in industry.
I started my career as an
industrial engineer doing what are really cost management tasks, and
later when I entered accounting academia taught mostly management
accounting topics for the first five years. The time period between my
time in industrial engineering (1968-72) and accounting academia (1977-)
was a transformative period for management accounting.
First, all illusions of accounting in a
manufacturing environment just about disappeared from management
accounting except for a lot of hand-waving about manufacturing. When I
entered industry cost accounting was a very new term (it used to be
referred to earlier as Factory Accounts, a relic of classic British
understatement). Collateral to this was the dumping by management
accounting of all aspects of factory accounts, such as cost engineering
& estimation, project management, inventory management, and all
accounting aspects of operations management,... These were precisely the
parts that were grabbed by industrial engineering. This transition was
already underway when I started my career in industrial engineering.
Those days I was happy because my then chosen avocation was becoming
more attractive. Now I feel more ambivalent because the accountants lost
important skills.
Second, management became a superficially scholarly
field. Outright plagiarisation (I say so because it is questionable if
the work shed any new light on our domain enough to impact practice) of
work in Economics on principal-agent models and statisticians' models
of decision-making under uncertainty did not really hold our interest
except for a fleeting moment in history.
Third, we gave up modeling as a way of studying the
property of operational systems. With this went the idea of rigour in
representation and careful attention to assumptions. We substituted
them with impressive vocabulary. Since such modeling is the staple of
engineering disciplines, they moved into what was traditionally our
domain. Today, the most rigorous courses in cost/management accounting
are to be found in engineering and not accounting. You put an industrial
engineer even in a service operation and (s)he can be productive very
quickly. On the other hand you put an accountant in a manufacturing
environment and (s)he will quit in frustration soon.
Fourth, we moved our attentions up Bob Anthony's
hierarchy from operational to management controls to finally strategic
control. In this progression we also ascended to stratosphere in terms
of vocabulary but not in the relevance to practice.
Today, if I were running any enterprise and had to
hire a cost accountant I would any day prefer to hire an engineer with a
good appreciation of costing rather than an accounting with less than
rudimentary appreciation of engineering.