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Chapter 8. General Ledger, Financial Reporting and Management Reporting Systems. Objectives for Chapter 8. Features, advantages, and disadvantages of coding schemes Operational features of the GLS, FRS, and MRS Operational controls governing the GLS, FRS, and MRS

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chapter 8

Chapter 8

General Ledger, Financial Reporting and

Management Reporting

Systems

objectives for chapter 8
Objectives for Chapter 8
  • Features, advantages, and disadvantages of coding schemes
  • Operational features of the GLS, FRS, and MRS
  • Operational controls governing the GLS, FRS, and MRS
  • Management decision-making process
  • 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
common uses of coding in ais
Common Uses of Coding in AIS
  • Concisely represent large amounts of complex information that would otherwise be unmanageable
  • Provide a means of accountability over the completeness of the transactions processed
  • Identify unique transactions and accounts within a file
  • Support the audit function by providing an effective audit trail
sequential codes
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
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
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 Dept. Number Item Number Salesperson

04 09 476214 99

A coding scheme used to track sales.

  • Disadvantages:
    • overused
alphabetic codes
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
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
is functions of the general ledger system
IS Functions of the General Ledger System
  • All general ledgers should (must):
    • 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
    • store transaction data
    • generate timely financial reports

Input

Process

Output

slide10

Financial

Reporting

System

Management

Reporting

System

Billings

Inventory

Control

Sales

General

Ledger

System

(GLS)

Cash

Receipts

Payroll

Cash

Disbursements

Cost

Accounting

Accounts

Payable

gls database
GLS Database
  • General ledger master file
    • principal FRS file based on chart of accounts
  • General ledger history file
    • used for comparative financial support
  • Journal voucher file
    • all journal vouchers of the current period
  • Journal voucher history file
    • journal vouchers of past periods for audit trail
  • Responsibility center file
    • financial data by responsibility centers for MRS
  • Budget master file
    • budget data by responsibility centers for MRS
the financial accounting process

Source documents

Journal entries in the journal

Post entries to the ledger

Trial balance

The Financial Accounting Process

Financial statements

Adjusting and closing

gls reports
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
  • Chart of Accounts: coded listing of accounts
potential exposures in the gl frs risks
Potential Exposures in the GL/FRS Risks
  • Improperly prepared journal entries
  • Unposted journal entries
  • Debits not equal to credits
  • Subsidiary not equal to general ledger control accounts
  • Inappropriate access to the general ledger
  • Poor audit trail
  • Lost or damaged data
  • Account balances that are wrongbecause of unauthorized or incorrect journal vouchers
gl frs control issues
GL/FRS Control Issues
  • Transaction authorization - journal vouchers must be properly authorized by a responsible manager at the source department
  • Segregation of duties - general ledger clerks should not:
    • have recordkeeping responsibility for special journals or subsidiary ledgers
    • prepare journal vouchers
    • have custody of physical assets
gl frs control issues16
GL/FRS Control Issues
  • Access controls:
    • direct - journal vouchers should only be posted by authorized individuals
    • indirect - source documents should be prenumbered and a log kept
  • Accounting records - should be able to trace a source document from its inception to its impact of the financial statements and vice-versa
gl frs control issues17
GL/FRS Control Issues
  • Independent verification
    • journal vouchers and summaries are reconciled by the general ledger department.
  • Two important operational reports used:
    • journal voucher listing
    • general ledger change report
gls tape batch processing

Edit input

and update

master file

Unsorted

Journal

Vouchers

New

General

Ledger

Master

Old

General

Ledger

Master

Sort vouchers

in chart of

account order

GLS: Tape Batch Processing

Sorted

Journal

Vouchers

Journal

Voucher

Batch

General

Ledger

Master

Key in journal

voucher data

Sorted

Journal

Vouchers

Error and

Exception

Report

automated gl frs using batch processing and sequential files
Automated GL/FRS using Batch Processing and Sequential Files
  • Advantages
    • control - journal vouchers can be approved, validated, and balanced prior to processing
    • reporting - provides summary feedback on transaction activity
  • Disadvantages
    • inefficiency - production of manual documents which must be entered into the system and filed
    • infrequent reconciliation
reengineered gl frs using direct access files
Reengineered GL/FRS Using Direct Access Files
  • Advantages
    • immediate update and reconciliation
    • timely information
  • Removal ofseparation between transaction authorization and processing
    • detailed journal voucher listing and account activity reports are a compensating control
  • Accounting Records and Access Controls
    • need computer control techniques such as passwords and authorization tables
the management reporting system
The Management Reporting System…
  • produces the financial and nonfinancial information needed by management to plan and control its business
  • applications are discretionary
  • provides a formal means for monitoring the function of internal controls and this control implication is specifically recognized in SAS 78
factors that influence management information
Factors That Influence Management Information
  • The decision making process
  • Management principles
  • Management function, level, and decision type
  • Problem structure
  • Types of management reports
  • Responsibility accounting
  • Behavioral considerations
decision making process
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
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 principles26
Management Principles
  • Responsibility and authority:
    • Responsibility is an individual’s obligation to achieve desired results.
    • Authority is an individual’s power to make decisions within the limits of that responsibility.
    • Managers delegate responsibility and authority downward to subordinates.
management principles27
Management Principles
  • Span of control:
    • the number of subordinates directly under the manager’s control
    • detailed reports for managers with narrow spans of control
    • summarized information for managers with broad spans of control

Narrow Span of Control

Wide Span of Control

management principles28
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.
management function level and decision type30
Management Function, Level, and Decision Type
  • Strategic planning decisions:
    • global goals and objectives
    • the scope of business activities
    • organization’s structure
    • management philosophy
    • long-term, broad scope and impact
    • highly summarized, high degree of uncertainty
    • non-recurring
    • require external & internal information sources
management function level and decision type31
Management Function, Level, and Decision Type
  • Tactical planning decisions:
    • subordinate to strategic decisions
  • They…
    • are shorter term
    • are more specific
    • recur more often
    • have more certain outcomes
    • have a lesser impact on the firm

…than strategic decisions

management function level and decision type32
Management Function, Level, and Decision Type
  • Management control decisionsinvolve managers in all functional areas using resources as productively as possible.
  • The manager compares the performance of subordinates against standards, and either rewards them or takes corrective action.
  • Measuring the performance of managers’ actions is difficult because sound decisions with long-term benefits may negatively impact the current period’s bottom line.
management function level and decision type33
Management Function, Level, and Decision Type
  • Operational control decisions ensure that the firm operates within pre-established criteria.
  • They are…
    • narrower
    • more focused
    • more structured
    • more dependent
    • have a shorter time frame

…than strategic and tactical decisions because they deal with routine tasks

problem structure
Problem Structure
  • The problem structure reflects how well the decision maker understands the problem.
  • Elements of problem structure:
    • data
    • procedures
    • objectives
problem structure36
Problem Structure

Information System

Management Level

Problem Structure

Unstructured

Strategic

Management

Non-Traditional IS

Tactical

Management

Partially

Structured

Operations Management

Traditional IS

Operations

Structured

management reports
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
attributes of useful information according to fasb s conceptual framework

Feedback Value

Representational Faithfulness

Timely

Predictive Value

Attributes of Useful Information According to FASB’s Conceptual Framework

Relevant Information

Reliable Information

Verifiable

Neutral

types of management reports
Types of Management Reports
  • Programmed reports:
    • Scheduled reports are produced at prespecified intervals, such as weekly.
    • On-demand reports are triggered by events, such as inventory levels dropping to a certain level.
  • Ad hoc reports - reports designed and created on an “as needed” basis as situations arise that require new information needs
responsibility accounting
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
setting financial goals budgeting
Setting Financial Goals: Budgeting
  • Budgeting is a process that helps management achieve its financial objectives by establishing measurable goals for each organizational segment.
  • Budget information flows downward and becomes increasingly detailed at each lower level.
  • The performance information flows upward as responsibility reports.
responsibility centers
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
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
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
Performance Measures
  • Appropriate performance measures
    • stimulate behavior consistent with the objectives of the firm
    • consider all relevant aspects, not just one
  • Inappropriate performance measures—examples of adverse effects
    • The use of price variance to evaluate a purchasing agent can affect the quality of the items purchased.
    • The use of quotas (such as units produced) to evaluate a supervisor can affect quality control, material usage efficiency, labor relations, and plant maintenance.
    • The use of profit measures such as ROI, net income, and contribution margin can affect plant investment, employee training, inventory reserve levels, customer satisfaction, and labor relations.