Accounting Information Systems, 6th

edition
James A. Hall

COPYRIGHT © 2009 South-Western, a division of Cengage Learning. Cengage Learning and South-Western
are trademarks used herein under license
Objectives for Chapter 8
Features, advantages, and disadvantages of
various coding schemes
Operational features of the GLS, FRS, and MRS
Principle operational controls governing the GLS
and FRS
Factors that influence the design of the MRS
Elements of a responsibility accounting system
 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
Represent items in sequential order
Used to prenumber source documents
Track each transaction processed
Identify any out-of-sequence documents
Disadvantages:
arbitrary information
hard to make changes and insertions
Block Codes
Represent whole classes by assigning
each class a specific range within the
coding scheme
Used for chart of accounts
The basis of the general ledger
Allows for the easy insertion of new codes
within a block
Don’t have to reorganize the coding structure
Disadvantage:
arbitrary information
Group Codes
Represent complex items or events
involving two or more pieces of data using
fields with specific meaning
For example, a coding scheme for tracking
sales might be 04-09-476214-99, meaning:
Store Number Dept. Number Item Number Salesperson
04 09 476214 99

• Disadvantages:
– arbitrary information
– overused
Alphabetic Codes
Used for many of the same purposes as
numeric codes
Can be assigned sequentially or used in
block and group coding techniques
May be used to represent large numbers of
items
Can represents up to 26 variations per field
Disadvantage:
arbitrary information
Mnemonic Codes
Alphabetic characters used as
abbreviations, acronyms, and other
types of combinations
Do not require users to memorize the
meaning since the code itself is
informative – and not arbitrary
NY = New York
Disadvantages:
limited usability and availability
 IS Functions of GLS
General ledger systems should:
collect transaction data promptly and accurately
Input 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
Process
 update general ledger accounts and transaction files

 record adjustments to accounts

store transaction data

generate timely financial reports
Output
 Financial
Reporting
System
Management
Billings
Reporting
System

Sales Inventory
Control
General
Ledger
System
Cash Payroll
Receipts (GLS)

Cost Cash
Accounting Disbursements

Accounts
Payable
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
 Source Journal Trial balance
entries in the Post entries to
documents
journal the ledger

Financial
Adjusting and
statements
closing
Financial Reporting Process
Flowchart
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 Risks in the
GL/FRS
Improperly prepared journal entries
Unposted journal entries
Debits not equal to credits
Subsidiary not equal to G/L control accounts
Inappropriate access to the G/L
Poor audit trail
Lost or damaged data
Account balances that are wrong because of
unauthorized or incorrect journal vouchers
GL/FRS Control Issues
Transaction authorization - journal
vouchers must be authorized by a
manager at the source dept
Segregation of duties – G/L clerks
should not:
have recordkeeping responsibility for
special journals or subsidiary ledgers
prepare journal vouchers
have custody of physical assets
GL/FRS Control Issues
Access controls:
Unauthorized access to G/L can result in
errors, fraud, and misrepresentations in
financial statements.
Sarbanes-Oxley requires controls that limit
database access to only authorized
individuals.
Accounting records - trace source
documents from inception to financial
statements and vice versa
GL/FRS Control Issues
Independent verification
G/L dept. reconciles journal vouchers and
summaries.
Two important operational reports used:
journal voucher listing – details of each journal
voucher posted to the G/L
general ledger change report – the effects of
journal voucher postings on G/L accounts
GL/FRS Using Database
Technology
GL/FRS Using Database
Technology
Advantages:
immediate update and reconciliation
timely, if not real-time, information
Removes separation of transaction authorization
and processing
Detailed journal voucher listing and account
activity reports are a compensating control
Centralized access to accounting records
Passwords and authorization tables as controls
Management Reporting
Systems
Produce financial and nonfinancial
information needed by management to
“plan, evaluate, control”
Usually seen as discretionary reporting
Can argue that Sarbanes-Oxley requires
MRS
MRS provide a formal means for monitoring
the internal controls
Factors That Influence
MRS Design
Management principles
Management function, level, and
decision type
Problem structure
Types of management reports
Responsibility accounting
Behavioral considerations
Management Principles
Formalization of tasks:
structures the firm around the
tasks performed rather than around
individuals’ unique skills
allows specification of the
information needed to support the
tasks
Management Principles
Responsibility and authority:
responsibility - obligation to achieve desired
results
authority - power to make decisions within
the limits of that responsibility
delegated by managers to subordinates
define the vertical reporting channels through
which information flows
 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 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 Type
Management Function,
Level, and Decision Type
Strategic planning decisions:
firm’s goals and objectives
scope of business activities
organizational structure
management philosophy
long-term, with broad scope and impact
non-recurring , with high degree of uncertainty
need highly summarized information
require external & internal information sources
Management Function,
Level, and Decision Type
Tactical planning decisions:
subordinate to strategic decisions
short term
specific objectives
recur often
fairly certain outcomes
limited impact on the firm
Management Function,
Level, and Decision Type
Management control decisions:
using resources as productively as possible in all
functional areas
evaluating the performance of subordinates
against standards
Measuring performance is difficult because
sound decisions with long-term benefits may
negatively impact the short- term bottom line.
Management Function,
Level, and Decision Type
Operational control decisions:
deal with routine tasks
narrower focus, dependent on details
highly structured
short time frame
Three basic elements or steps:
set attainable standards
evaluate performance
take corrective action
Classification of Decision
Types by Decision
Characteristics
Problem Structure
Reflects and affects how well
decision makers understand and
solve problems
Elements of problem structure:
data
procedures
objectives
 Problem Structure
Information System Management Level Problem Structure
Non-Traditional IS

Unstructured

Strategic
Management

Tactical Partially
Management Structured
Traditional IS

Operations Management

Operations
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
Report Attributes
Relevance – useful to decision making
Summarization – appropriate level of detail
Exception orientation – identify risks
Accuracy – free of material errors
Completeness – essential information
Timeliness – in time for decisions
Conciseness – understandable format
 Attributes of Useful Information
According to FASB’s Conceptual
Framework
Feedback
Feedback
Value
Value

Representational Relevant
Relevant Timely
Faithfulness Timely
Information
Information
Predictive
Predictive
Reliable Value
Value
Verifiable
Reliable
Verifiable
Information
Information

Neutral
Neutral
Types of Management
Reports
Programmed reports:
scheduled reports – produced at specified
intervals, e.g., weekly
on-demand reports – triggered by events,
e.g., inventory levels drop to a certain level
Ad hoc reports:
designed and created “as needed”
situations arise that require new information
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
Budgeting helps management achieve
financial objectives by setting
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
Cost center – responsible for keeping
costs within budgetary limits
Profit center – responsible for both cost
control and revenue generation
Investment center – has general
authority to make a wide range of
decisions affecting costs, revenue, and
investments in assets
Behavioral Considerations:
Goal Congruence
MRS and compensation schemes help to
appropriately assign authority and
responsibility.
If compensation measures are not
carefully designed, managers may
engage in actions not optimal for the
organization.
Short-term v. long-term measures
Behavioral Considerations:
Information Overload
Occurs when managers receive more
information than they can assimilate
Can cause managers to disregard
formal information and rely on
informal—probably inferior—cues
when making decisions
Behavioral Considerations:
Performance Measures
Appropriate performance measures
Stimulate behavior consistent with firm objectives
Managers consider all relevant aspects, not just
one
Example of inappropriate measures:
price variance – can affect the quality of the items
purchased
quotas – can affect quality control, material usage
efficiency, labor relations, plant maintenance
profit measures – can affect plant investment,
employee training, inventory reserve levels,
customer satisfaction