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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
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.
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)
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.
Profit Margin
ROI =
Income Sales
The breakdown of the formula shows that managers can increase return by more profit and/or generating more sales for each investment dollar.
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.
A. The Balanced Scorecard Approach B. The Balanced Scorecard Dimensions C. How Balance is Achieved
Strategy
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
D. Variable Cost Plus Lost Contribution Margin on Outside Sales as the Minimum Excess Capacity Does Not Exist
The 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.
Summary
Decentralization and Responsibility Accounting Cost, Profit, and Investment Centers ROI Residual Income Balanced Scorecard Transfer Pricing