The Future Of Work In The Accountant Industry

Matching Accountant Workers with Work Assignments

Question:

Discuss about the Cost and Management Accountant Roles.

Even in less service-centric industries — such as ship building — where very large multiyear and capital intensive projects are needed to deliver the end product, you fully expect that the project is managed by tapping into pools of visionaries, planners and builders who know the shipping industry and are excited about doing their small part in building a ship. All Accountants or Accountant workers who are matched up with particular work sell themselves for their next job based on how well they did on their previous jobs. This future could be our reality in the coming decades, as current employment market trends — along with technology and business model innovations — make it easier to be successful by working Accountant. The following analysis aims to examine what work will look like, and what business leaders and workers should do now to prepare for working in new ways (Woods, 2017). They will both compete and cooperate, enabling the automated matching up of particular work requirements with the resources that can complete the work at the right price and level of quality, and at the right time. Teams of Accountant workers will form from individual workers that often bid on work together across intersecting industry-specific platforms. Imagine overlapping circles of different sizes; the way that some organizations are already looking to represent their organizations. Alignment of work and resources happens primarily within a given circle, but also overlaps with other circles. The size of the platform or marketplace attracting workers to find the best work assignments in their platform will demonstrate the power of that platform in the chosen industry. In a Accountant future, organizations will shrink and support functions will need to transform. They will be supported by Accountant workers who do similar work for many clients.

In these contexts, the term "Accountant" gets to be too restrictive and is better replaced

does not directly employ others. These individuals may seek work through various channels, including dedicated platforms or marketplaces, which makes finding work and receiving payment for the agreed upon work package much easier (Fernandes, 2016).

Typical of traditional organizations, decisions are made at the top, trickle down through the layers of management and are executed by front-line workers. Workers follow commands and are accountable for fulfilling the work precisely as defined. They have little leeway in terms of deciding how to accomplish a given task. The military is a frequently cited example of this kind of management, though it is also encountered in more traditional and paternalistic private companies.

This model will no longer orchestrate tasks down through multiple layers of management, but will scale to a very large number of employees receiving orders from one centralized "management" algorithm. Technology will automate the assignment of work and resources and the monitoring of task completion. This will be especially common in more routine work environments where workers receive orders, follow a specified protocol, and are very closely monitored and measured (for work volumes, quality, and from a customer perspective).

Shrinking Organizations and Support Function Transformation

They will both compete and cooperate, enabling the automated matching up of particular work requirements with the resources that can complete the work at the right price and level of quality, and at the right time. Teams of Accountant workers will form from individual workers that often bid on work together across intersecting industry-specific platforms. Imagine overlapping circles of different sizes; the way that some organizations are already looking to represent their organizations. Alignment of work and resources happens primarily within a given circle, but also overlaps with other circles. The size of the platform or marketplace attracting workers to find the best work assignments in their platform will demonstrate the power of that platform in the chosen industry. In a Accountant future, organizations will shrink and support functions will need to transform. They will be supported by Accountant workers who do similar work for many clients. For example, they may provide support to help individual Accountant workers needing to bill and receive payment for services, bring solutions to the market and price end products while leveraging different talent networks and technological platforms to achieve their goals. Or, they might help in answering end-customer questions (Len, 2016). The following analysis aims to examine what work will look like, and what business leaders and workers should do now to prepare for working in new ways (Woods, 2017). They will both compete and cooperate, enabling the automated matching up of particular work requirements with the resources that can complete the work at the right price and level of quality, and at the right time. Teams of Accountant workers will form from individual workers that often bid on work together across intersecting industry-specific platforms. Imagine overlapping circles of different sizes; the way that some organizations are already looking to represent their organizations.

For the current employment model to be replaced by a model that promotes the Accountant worker as the primary way for workers to earn income and participate in society, certain conditions need to be met. These conditions build on elements of exchange that have existed since the first barter systems were put in place centuries ago. In "The Sharing Economy" (as previously mentioned), Arun Sundarajan cites Avner Greif's research about how the Maghribi traders of the 11 ^th century managed reputation and trust between merchants and traders across oceans where communications could take months to reach their intended recipients, if they reached them at all. Methods included premiums in payment for services and the formation of coalitions that would collectively blacklist dishonest agents. In the past, tradespeople found ways to build reputation and trust, set out the value of contracts and modes of value exchange, and regulate trade. Now, workers, labor bodies, governments, platforms and other entities that will shape the way trade is done in the future must think of new ways to achieve this.

Platform-delivered algorithms will collect data over time about what work individuals are able to deliver, within what types of time frame, as well as further details about worker preferences (such as times to work, types of jobs, types of work, who to work with). Skills and competencies will be mapped to specific types of work deliverables, and the relationships between skills and competencies will be derived through data. For example, if most people who have a certain certification list a certain set of competencies, those will be understood to be highly related and therefore inferred for any individual with that particular certification. Demand will be dynamic and short-term, based on the flow of work and timelines for delivering products or services to end customers; it will also be data-driven.

References:

Woods, R., 2017, March. Impact of Multimedia Learning versus Live Instruction on Adult Preparation for the Uniform Certified Public Accountant Examination. In Society for Information Technology & Teacher Education International Conference (pp. 1873-1885). Association for the Advancement of Computing in Education (AACE).

Fernandes, V., Gomes, D. and Ribeiro, J.L., 2016. Accounting, access and the practice of the profession of chartered accountant from the point of view of women. Ex aequo, pp.44-65

Len, V.S. and Nekhai, V.A., 2016. Accountant Professional Judgment: Definition of Concepts and Content. Oblik i Finansi, 73, p.21

Brown, J.O., Hays, J. and Stuebs, M., 2017. Modeling Accountant Whistleblowing Intentions: Applying the Theory of Planned Behavior and the Fraud Triangle. Accounting and the Public Interest

Lay, T.A., 2016. Business Strategy, Strategic Role of Accountant, Strategic Management Accounting and their Links to Firm Performance: An Exploratory Study of Manufacturing Companies in Malaysia. Asia-Pacific Management Accounting Journal, 7(1)