Reviews the book "Higher Management Control," by T.G. Rose and Donald E. Farr.

Abstract Opinions as to what the profession demands of, and offers to its practitioners can easily be bad in conversation and even in advertisements. One think there is need for a careful and impartial survey of the facts as found in the experience of a large number of individuals of all ranks in public accountancy. Only facts can provide a permanently satisfactory approach to the problems of personnel which affect every public accounting firm and its present and prospective employees, as well as the educational side of the profession. Moreover, instructors are aware that leaders among practicing accountants are also coming to recognize that the internship problem in accountancy is far from being as adequately solved as in law or medicine, as evidenced by editorials' and formal articles in the professional literature, by the creation and activities of committees on education in a number of state societies of certified public accountants, and by the activity of, and diversity of judgment concerning the Placement Bureau of the American Institute of Accountants.

Abstract The article focuses on the effect of business policy upon accounting and vice-versa. The most pressing problem facing large enterprises is the problem of controlling the organization through co-ordination, so as to achieve teamwork in executing a united program. Natural growth, consolidations, development of chain systems, and other influences have increased the size, complexity, and territorial dispersion of individual concerns and have created a situation out of which methods of managerial control arise from necessity. The growth of knowledge as to "best" ways of business operation has thrown into the spotlight the tendency of individuals to follow their own inadequate methods. Gains from adopting methods of "best" practice, together with the value of consistency of action within the fields set by sound organization, is rapidly forcing the deliberate adoption of company and departmental policies to establish control over objectives and operating methods. Departmental policies are concerned with procedures instead of objectives, are determined systematically if not scientifically and are changeable to cope with changing conditions or the increasing knowledge of principles of business practice

Abstract The organization of educational work has been viewed as a rapidly growing interest among accounting teachers in various business school across the U.S. Education in university schools of business is still in the experimental or possibly the transitional stage. These considerations underlie the proposition presented in this article, a proposition involving the way business is organizing for its work, the way an educational program in business is organized, and the problem of correlating business and educational organization, with special reference to the part which may and should be played by university teachers of accounting. It has been assumed for this discussion that the purpose is to train men who will eventually become responsible business executives or such professional techniques as public accountants. A separate study of controllership as a program in accounting would seem desirable for two distinct purposes. First, it would add the usual accounting training. The second purpose for which controllership may be studied is to serve as a unifying, organizing course for all business administration students.