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Critical Review of the Traditional Paradigm

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Critical review of the Traditional Paradigm of Management Accounting Arnold and Hope (1983) defined that management accounting is considered to provide the information to managers to assist them to make decisions about the ways in which an organisation’s resources should be allocated. Puxty (1998) said that a framework should be provided because of many different approaches that can be taken to define a subject. Also, in order to understand management accounting, it is necessary to study the assumptions and reasoning behind the various frameworks (Puxty, 1998). Therefore, Puxty (1998) categorised a wide variety of perspectives on management accounting into five frameworks, which are the traditional paradigm, the systems movement, the …show more content…

The character is similar to treating the organisation as a closed system. Management accountants only focus on the factors occurred in the organisation and thus they perhaps omit the crucial factors from the outside. It means that management accountants perhaps have not address the root of the problem. Take labour variances as an example. The adverse labour rate variances may be completely the result of uncontrollable and external factors, such as national and local wage awards for individual skills and grades. As a result, the personnel department has no responsibility for the rate changes which lead to the adverse variance (Arnold and Turley, 1996). In this case, management accountants are not able to address the problem if they investigate the variance from the internal factors of the organisation. It could be said, therefore, that management accountants should not only view the actions and processes from the organisation but also from the outside environment. The second one is that it has an ahistorical viewpoint (Puxty, 1998). The historical analysis attempts to explain subjects through their history. As has been suggested, however, the conventional management accounting was claimed to be ahistorical and all actions and decisions are based on the present and future of the organisation (Dungworth, 2011). Take Stedry’s (1960) model as cited by Puxty (1998) as an example.

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