INTRODUCTION

Education change is taking place at an increasingly rapid pace. This is especially evident in schools and departments of accounting. We are all confronted with increased demands for accountability by students and parents; a rapidly changing practice environment that seeks graduates with substantially different knowledge, skills, and abilities; a decreasing student enrollment in business and accounting; rising costs; a major need for faculty development; and a shrinking supply of external resources. Managing these changes while furthering innovation in accounting programs presents a challenge to all of us. This handbook is written as a guide to help you successfully manage these challenges.

The job of an accounting administrator is multi-faceted. Gary Sundem, former Executive Director of the Accounting Education Change Commission, identified six roles for the accounting administrator:

1. Identify the department’s or school's mission.
2. Provide leadership for accounting faculty.
3. Be an advocate with the Dean and promotion and tenure committee.
4. Identify models of accounting education that fit your institution.
5. Recognize constraints of the current environment even as change is sought.
6. Recognize the high cost of change and develop realistic plans.

In fulfilling these roles, accounting administrators must deal with the unique environments faced by their institutions. Although there can be limits to the transferability of solutions among institutions, accounting administrators do face a number of common issues, and are encouraged to consider how practices can be adapted to fit the context of their department or school.

In this handbook we address eleven areas of common interest to accounting administrators:

1. Leadership Practices
2. Planning
3. Organization and Structure
4. Coordination and Communication
5. Faculty
6. Curriculum Change and Innovation
7. Students
8. University Administration
9. Alumni
10. Professional and Corporate Relations
11. Regulatory and Legislative Bodies

We also have included an appendix which lists what we think are particularly relevant documents as well as an abbreviated bibliography which provides a useful reference.

In discussing these items, we focus on managing change and innovation. We raise ideas and issues rather than present specific recommendations on how to run your particular program. Specific actions are best left to your judgment based on your understanding of the unique context of your program and faculty. As you review and use this handbook, we would welcome your comments and suggestions for future revisions.

Table of Contents

Leadership Practices