250 ACCOUNTING FOR MANAGERS
variety of theories and methodologies which have emerged in recent years, rather
than seeking to add yet more’ (p. 283).
For example, case study researchers are:
becoming aware of the need to study accounting change from the perspective
of global competition...there is a need to re-incorporate economics into
social theory, and case study based research. (p. 284)This book has attempted to integrate both views, i.e. to understand the tools and
techniques of accounting as though they were rational, while also introducing
alternative ways of seeing accounting. It is hoped that it may also encourage
readers to undertake research into accounting, either in an academic environment
or in their own business organizations, in order to challenge conventional wisdom
and better understand the context in which accounting is practised and the
consequences of the use of accounting information for decision-making.
In their introduction to a special issue ofManagement Accounting Research
devoted to management accounting change, Burns and Vaivio (2001) noted that
many firms have experienced significant change in their organizational design
(structures and processes), competitive environment and information technolo-
gies. There is a need for management accounting change, despite the relatively
recent (in the last 20 years) introduction of activity-based costing and the Balanced
Scorecard. Information technology in particular is driving the routine financial
accounting functions into centralized head offices or is being outsourced. However,
management accounting is increasingly decentralized to business units, where it
becomes the responsibility of functional and business unit managers. These oper-
ating managers are more and more responsible for setting and achieving budget
targets. As the role of non-accounting managers is being extended to encompass
(management) accounting functions, the role of the professional accountant is also
changing to a business consultant, advisory or change management role, often
with responsibilities outside the traditional accounting one.
One of the reasons for this changed role for accountants is that they do
understand the numbers, both financial and non-financial. The challenge for non-
accounting managers is to understand the numbers sufficiently well to be able to
contribute to the formulation and implementation of business strategy. Those who
do not understand, or who do not want to understand, the numbers are likely to
be increasingly marginalized in their organizations.
Conclusion: revisiting the rationale..........................
In the preface to this book, its rationale was described as being practitioner
centric rather than accounting centric. In this, the subtitle of the book –Interpreting
accounting information for decision-making– identifies its aim as not only to describe
the tools and techniques used by accountants, but to help managers understand
that these tools and techniques exist, to know when to apply them and to
appreciate their underlying assumptions and limitations. It is more important for
the non-accounting manager to be able touseaccounting than to be able todo