Chapter 18 Emerging Management Practices

1. Cost Accounting Foundations and Evolutions Kinney, Prather, Raiborn Chapter 18 Emerging Management Practices

2. Learning Objectives (1 of 3) • Explain how business process reengineering affects the way that firms execute processes • Describe the competitive forces that encourage downsizing and restructuring • Explain why operations are becoming more diverse

3. Learning Objectives (2 of 3) • Describe how diverse operations affect the accounting system • Describe the purpose of enterprise resource planning (ERP) systems and explain the benefits of adopting an ERP. • Describe strategic alliances and the different forms they take

4. Learning Objectives (3 of 3) • Explain why firms engage in strategic alliances • Describe open-book management and how it requires changes in accounting methods and practices • List three generic approaches used to control environmental costs

5. Managing Change • Recognize the importance of organizational culture • Adopt only those innovations that support current strategies • Do not try to implement innovations during downsizing • Dedicate as much time to managing the human side of change as the technical side

6. Managing Change • Educate all employees about the change • Use medium and long-term performance measures to gauge success • Generate useful and understandable reports to illustrate the effects of change • Make explicit agreements regarding when old information systems should be turned off once new one is in place

7. Business Process Reengineering Examine processes to identify and then eliminate, reduce, or replace functions and processes that add little customer value to products or services • Handling or storing materials and components • Issuing checks • Packaging finished goods for shipment to customers • Recording journal entries • Developing an organizational strategic plan

8. Associated with radical change employee layoffs outsourcing technology acquisitions Enabled by advanced technology pursuit of increased quality increase in price competition due to globalization Business Process Reengineering

9. Creativity Business Process Reengineering • Define objectives of the project • Identify processes to reengineer • Determine how to measure success • Identify technology levers (innovation, increased quality, increased output, decreased costs) • Develop a prototype of the reengineered process and then refine it

10. Downsizing • Reduces costs and improves profits in conjunction with substantial investments in advanced technology • Changes mix of inputs used to produce outputs • Increases emphasis on technology-based conversion processes • Reduces the emphasis on manual conversion processes (reduces the labor requirement)

11. Why Diversify? • Legal requirements • Business initiatives to employ minorities • Organizational self-interest • diverse workforce connects to diverse markets • increased diversity leads to lower employee turnover • heterogeneous groups are more creative • diverse employee pool yields more management talent • need large employee pools for future workers

12. Enterprise Resource Planning (ERP) • Automate and integrate business processes • Share common data and practices across the entire enterprise • Produce and access information real-time • Links the customer end of the supply chain through production and delivery to the supplier

13. Enterprise Resource Planning • Financial professionals • Help to select and install ERP software • Analyze the data repository to support management decisions • Maintain the integrity of the data

14. Strategic Alliances An agreement, involving two or more firms with complementary core competencies, to jointly contribute to the supply chain • Joint ventures • Equity investments • Licensing arrangements • Joint R&D arrangements • Technology swaps • Exclusive buyer/seller agreements

15. Strategic Alliances Output produced reflects a joint effort between (or among) independent firms and the rewards of that effort are split between (or among) the allied firms • Blurs boundaries between supplier and customer • Typical strategic alliances • Exploit partner knowledge • Have partners with access to different markets • Allow sharing of risks and rewards

16. Strategic Alliances and the Finance Function • When forming a strategic alliance, finance professionals • Assess risk • Develop strategies for parent company management • Design the financial structure • Develop management control systems • Install accounting and other information systems

17. Open-Book Management Increasing a firm’s performance by involving all workers and by ensuring that all workers have access to the operational and financial information necessary to achieve performance improvements

18. Financial Results Open-Book Management • Disclose financial information to all employees • Train employees to interpret and use financial information • Empower employees to make decisions • Tie a portion of employee pay to the company’s bottom line

19. Financial Results Open-Book Management • Open-Book Management works best in the following types of firms • Small size • Decentralized management • History of employee empowerment • Trust between employees and management

20. Environmental Issues • Measure business performance with regard to environmental issues and management of environmental costs • Span the entire value chain • amount of scrap and by-products produced • materials used - are they recyclable? • actions of suppliers who produce inputs • customer habits in consuming and disposing of products and packaging

21. Questions • How does business process reengineering affect the way that firms execute processes? • What are the benefits of adopting an enterprise resource planning system? • Why do firms form strategic alliances?