Germain Boer, a professor from Vanderbilt University, offered his concerns about what is being taught in courses related to management accounting and that provided by actual profession (Cable, Healy amp. Mathew 2009). Textbook lessons regarding management accounting are missing, in this expert’s opinion, emphasis on cash flow analysis and decision-making (Cable et al). There are traditional accounting methods used in this role.Clintonamp. van der Merwe (2006) identify the roles of management accountants to include a monetary reflection of operations and sustaining the processes of generic management planning and control with appropriate adaptive strategies and corrective actions. It is linked also to the performance measurement systems and distribution or consideration of rewards (Clinton et al). All of these systems are internalized and do not extend much beyond line management roles and identifying new methods to link systems knowledge to actual business operations.The actual role of a management accountant is defined by their relationship with the organization and the level of knowledge they maintain regarding senior-level function and administration. Kittredge (2009) provides one functional management accounting role to include regulations and compliance with a focus on systems integrity. These are operational components that link the management accountant with a very visible member of the organization in areas of production and similar line leadership.