chapter 12 decentralization and performance evaluation
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Chapter 12 Decentralization and Performance Evaluation. Presentation Outline. The Concept of Decentralization Types of Responsibility Centers Evaluating Investment Centers with Return on Investment (ROI) The Balanced Scorecard Transfer Prices. I. The Concept of Decentralization. - PowerPoint PPT PresentationTRANSCRIPT
Chapter 12Decentralization and Performance
Evaluation
Presentation Outline
I. The Concept of Decentralization
II. Types of Responsibility Centers
III. Evaluating Investment Centers with Return on Investment (ROI)
IV. The Balanced Scorecard
V. Transfer Prices
I. The Concept of Decentralization
A. Decentralization Defined
B. Advantages/Disadvantages of Decentralization
C. Two Reasons for Evaluating Subunit Performance
D. Responsibility Accounting
A. Decentralization Defined
Firms that grant substantial decision making authority to the managers of subunits are
referred to as decentralized organizations. Most firms are neither totally centralized
nor totally decentralized.
B. Advantages/Disadvantages of Decentralization
Advantages Better information,
leading to superior decisions.
Faster response to changing circumstances.
Increased motivation of managers
Excellent training for future top level
executives.
Disadvantages Costly duplication of
activities. Lack of goal congruence.
C. Two Reasons for Evaluating Subunit Performance
Identification of successful areas of operation and areas in need of
improvement.Influence over the behavior of managers.
Note that it is quite possible to have a good manager and a bad subunit.
D. Responsibility Accounting
Managers should only be held responsible for costs
and revenues that they control.
In a decentralized organization, costs and
revenues are traced to the organizational level where
they can be controlled.(See Illustration 12-3 on p.
421)
II. Types of Responsibility Centers
A. Cost Centers
B. Profit Centers
C. Investment Centers
A. Cost Centers A cost center is a subunit that
has responsibility for controlling costs but not for
generating revenues. Most service departments (i.e., maintenance, computer) are classified as cost centers.
Production departments may be cost centers when they
simply provide components for another department.
Cost centers are often controlled by comparing actual with budgeted or
standard costs.
B. Profit Centers
A profit center is a subunit that has responsibility of generating revenue and
controlling costs. Profit center evaluation
techniques include: Comparison of current year income with a target or budget.
Relative performance evaluation compares the center with other
similar profit centers.
C. Investment Centers
An investment center is a subunit that is responsible for
generating revenue, controlling costs, and
investing in assets. An investment center is charged with earning income consistent with the amount of assets invested in the segment.
Most divisions of a company can be treated as either profit centers or investment centers.
III. Evaluating Investment Centers with Return on
Investment (ROI)
A. The Components of ROIB. Measuring ROI Income and Invested
CapitalC. Problems with Using ROI
D. Residual Income (RI) as an Alternative to ROI
A. The Components of ROI
ROI has a distinct advantage over income as a measure of performance since it considers both income (the numerator) and investment (the denominator).
ROI = Income
Invested capital
ROI = Income
Salesx
Sales
Invested capital
Profit Margin Investment Turnover
The breakdown of the formula shows that managers can increase return by more profit and/or generating more sales for each
investment dollar.
B. Measuring ROI Income and Invested Capital
ROI Income Investment center income
will be measured using net operating profit after taxes
(NOPAT). NOPAT should exclude nonoperating items such as
interest expense and nonoperating gains and
losses, net of the tax effect.
ROI Invested Capital Invested capital is measured
as total assets less noninterest bearing current
liabilities. Noninterest bearing current
liabilities are deducted from total assets because they are a free source of funds and
reduce the cost of the investment in assets.
See Illustration 12-4 on page 426
C. Problems with Using ROI
Investment in assets is typically measured using historical cost. ROI becomes larger as assets become depreciated. This may result in managers taking unnecessary delays in
updating equipment.Managers may turn down projects with positive net present
values, simply because accepting the project results in a reduced ROI. In other words, projects may be turned down if they provide a return above the cost of capital but below
the current ROI.
D. Residual Income (RI) as an Alternative to ROI
Residual Income = NOPAT – Required Profit
= NOPAT – Cost of Capital x Investment
= NOPAT – Cost of Capital x (Total Assets – Noninterest Bearing Current Liabilities)
Residual Income (RI) overcomes the underinvestment problem ofROI since any investment earning more than the cost of capital will
increase residual income.
IV. The Balanced Scorecard
A. The Balanced Scorecard Approach
B. The Balanced Scorecard Dimensions
C. How Balance is Achieved
A. The Balance Scorecard Approach
A problem with just assessing performance with financial measures is that
such measures are backward looking.
The balanced scorecard approach also focuses on
what managers are currently doing to create future shareholder value.
B. The Balanced Scorecard Dimensions
Financial PerspectiveIs company achieving
financial goals?
Financial PerspectiveIs company achieving
financial goals?
Internal ProcessIs company improving
critical internal processes?
Internal ProcessIs company improving
critical internal processes?
Customer PerspectiveIs company meeting
customer expectations?
Customer PerspectiveIs company meeting
customer expectations?
Learning and GrowthIs company improvingits ability to innovate?
Learning and GrowthIs company improvingits ability to innovate?
Strategy
C. How Balance is Achieved
Performance is assessed across a balanced set of dimensions (see Illustration 12-10 on p. 437).
Quantitative measures (e.g., number of defects) are balanced with qualitative measures (e.g., rate
of customer satisfaction).There is a balance of backward-looking and
forward-looking measures.
V. Transfer Prices
A. Transfer Price Defined
B. Market Prices as the Maximum
C. Variable Cost as the Minimum – Excess Capacity Exists
D. Variable Cost Plus Lost Contribution Margin on Outside Sales as the Minimum
– Excess Capacity Does Not Exist
E. Transfer Pricing and Income Taxes in an International Context
A. Transfer Price Defined
The price that is used to value internal transfers of goods and services
within the same company is known as
the transfer price.
B. Market Prices as the Maximum
The transfer price should not exceed what the
acquiring division would have to pay for a similar
good and given set of conditions on the outside
market. If the outside market is cheaper, the
good should be acquired outside the organization.
C. Variable Cost as the Minimum – Excess Capacity Exists
The supplying division should not set a transfer price that is lower than
the variable cost of supplying the good and/or service to the
requesting division. This may be less than the
variable cost of serving an outside customer.
D. Variable Cost Plus Lost Contribution Margin on Outside Sales as the Minimum – Excess
Capacity Does Not ExistThe minimum transfer price
will add a lost contribution margin on
outside sales if the supplying division must
turn away outside customers to provide the good and/or service to the requesting division.
E. Transfer Pricing and Income Taxes in an International Context
When income tax rates between countries differ
significantly, a supplier in a lower rate country will
want to charge the purchasing division a
higher transfer price to lower taxable income for
the purchaser in the higher rate nation, and
vice versa.
Summary
Decentralization and Responsibility Accounting
Cost, Profit, and Investment CentersROI
Residual IncomeBalanced ScorecardTransfer Pricing