{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

Warren SMChap23(08)

Warren SMChap23(08) - CHAPTER 23(FIN MAN CHAPTER 8(MAN...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
CHAPTER 23 (FIN MAN); CHAPTER 8 (MAN) PERFORMANCE EVALUATION FOR DECENTRALIZED OPERATIONS EYE OPENERS 1. In the cost center, the department manager is responsible for and has authority over costs only. In a profit center, the manager’s responsibility and authority extend to costs and revenues. 2. The department manager of a profit center has responsibility for and authority over costs and revenues, while the manager of an investment center has responsibility for and authority over investments in assets as well as costs and revenues. 3. The difference in budget performance re- ports prepared for department supervisors and plant managers is the amount of detail provided to each. The departmental super- visors require considerable detail to control costs. The report for the plant managers would contain more summarized cost data for the various departments. 4. A cost center manager is not responsible for making decisions concerning sales or the amount of fixed assets invested in the cen- ter. 5. Payroll: Number of checks issued. Accounts payable: Number of invoices paid. Accounts receivable: Number of sales invoices collec- ted. Database administration: Number of re- ports. 6. The major shortcoming of using income from operations as a measure of investment center performance is that it ignores the amount of investment committed to each center. Since investment center managers also control the amount of assets invested in their centers, they should be held account- able for the use of invested assets. 7. Revenues and expenses are considered in computing the rate of return on investment because they directly impact the determina- tion of income from operations. Invested as- sets are considered in computing the rate of return on investment because they are the base by which relative profitability is meas- ured. 8. A division of a decentralized company could be considered the least profitable, even though it earned the largest amount of in- come from operations, when its rate of re- turn on investment is the lowest. In this situ- ation, the division would be considered the least profitable per dollar invested in the divi- sion. 9. By dividing income from operations by the amount of invested assets, each division is placed on a comparable basis of income from operations per dollar invested. 10. East Division. The East Division will return 26 cents (26%) on each dollar of invested assets, while the Central and West divisions will return only 20 cents and 15 cents, re- spectively. Thus, in expanding operations, the East Division should be given priority over the Central and West divisions. 11. A balanced scorecard can indicate the un- derlying causes of financial performance from innovation and learning, customer, in- ternal, and financial perspectives. In addi- tion, a balanced set of measures helps man- agers consider trade-offs between short- and long-term financial performance.
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}