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Role of management principles in information systems design Effect of decision type and management level on information needs Difference between structured and unstructured decisions Different report types and the attributes common to all reports Elements of a responsibility accounting system Behavioral issues in management reporting
Sequential Codes
Represent items in some sequential order Commonly used to prenumber source documents Allows the system to track each transaction processed and to identify any out-of-sequence documents Disadvantages: arbitrary information hard to make changes and insertions
Block Codes
Represents whole classes of items by restricting each class to a specific range within the coding scheme Used for chart of accounts which is the basis for the general ledger Allows for the insertion of new codes within a block without having to reorganize the entire coding structure Disadvantages: arbitrary information
Group Codes
Used to represent complex items or events involving two or more pieces of related data using zones or fields that possess specific meaning
Store Number 04 Dept. Number 09 Item Number 476214 Salesperson 99
Disadvantages: overused
Alphabetic Codes
May be used for many of the same purposes as numeric codes and may be assigned sequentially or used in block and group coding techniques May be used to represent large numbers of items; the number of possible represents per space is 26 Disadvantages: arbitrary information
Mnemonic Codes
Alphabetic characters in the form of acronyms and other combinations that convey meaning Do not require the user to memorize the meaning; the code itself conveys a high degree of information
NY = New York Disadvantages: limited usability and availability
Process
collect transaction data promptly and accurately classify/code data and accounts validate collected transactions/ maintain accounting controls (e.g., equal debits and credits) process transaction data
post transactions to proper accounts update general ledger accounts and transaction files record adjustments to accounts
Output
Sales
Inventory Control
Cash Receipts
Payroll
Cash Disbursements
GLS Database
General ledger master file
principal FRS file based on chart of accounts
Source documents
Trial balance
Financial statements
GLS Reports
General Ledger Analysis
listing of transactions allocation of expenses to cost centers comparison of account balances from prior periods trial balances
Financial Statements
balance sheet income statement statement of cash flows
Managerial Reports
analysis of sales analysis of cash analysis of receivables
Accounting records - should be able to trace a source document from its inception to its impact of the financial statements and vice-versa
Key in journal voucher data Unsorted Journal Vouchers Old General Ledger Master
Disadvantages
inefficiency - production of manual documents which must be entered into the system and filed infrequent reconciliation
Decision-Making Process
Identify the problem - look for symptoms and underlying problem Evaluate alternative solutions - consider all alternatives and identify decision criteria Implement the best solution - requires detailed planning with deadlines and checkpoints Post-implementation review - provides insight into the thoroughness of problem identification
Management Principles
Formalization of tasks:
Management structures the firm around the tasks it performs rather than around individuals with unique skills. It allows specification of the information needed to support the tasks.
Management Principles
Responsibility and authority:
Responsibility is an individuals obligation to achieve desired results. Authority is an individuals power to make decisions within the limits of that responsibility. Managers delegate responsibility and authority downward to subordinates.
Management Principles
Span of control:
the number of subordinates directly under the managers control detailed reports for managers with narrow spans of control summarized information for managers with broad spans of control
Management Principles
Management by exception:
Managers should limit their attention to potential problem areas. Reports should focus on changes in key factors that are asymptomatic of potential problems.
Problem Structure
The problem structure reflects how well the decision maker understands the problem. Elements of problem structure:
data procedures objectives
Problem Structure
Information System Management Level Problem Structure
Unstructured
Non-Traditional IS
Traditional IS
Structured
Management Reports
Report objectives - reports must have value or information content They should
reduce the level of uncertainty associated with a problem facing the decision maker influence the behavior of the decision maker in a positive way
Timely
Predictive Value
Verifiable
Neutral
Ad hoc reports - reports designed and created on an as needed basis as situations arise that require new information needs
Responsibility Accounting
Implies that every economic event that affects the organization is the responsibility of and can be traced to an individual manager Incorporates the fundamental principle that responsibility-area managers are accountable for items that they control
Responsibility Centers
Cost center - an organizational unit with responsibility for cost management within budgetary limits Profit center - an organizational unit with responsibility for both cost control and revenue generation Investment center - an organizational unit with the general authority to make a wide range of decisions affecting costs, revenue, and investments in assets
Goal Congruence
A carefully structured management reporting system and compensation schemes help to appropriately assign authority and responsibility. If compensation measures are not carefully designed, managers may be tempted to engage in actions not optimal for the organization in the long-run.
Information Overload
occurs when a manager receives more information than he or she can assimilate can cause managers to disregard their formal information and rely on informal-probably inferior--cues to help them make decisions
Performance Measures
Appropriate performance measures
stimulate behavior consistent with the objectives of the firm consider all relevant aspects, not just one