ࡱ> tvs#` (bjbj .\L \\\p====d\>dp[R>R????@@@QQQQQQQ$ShyUQ!\A{@"@AAQ??]R,B,B,BA(R?\?Q,BAQ,B,B:*G,:"\G?> @3s=AVG QD+R0[R`G.UA(UGU\G @0@",B@ A@@@QQB@@@[RAAAApppD"Dppp"ppp Lecture outline lecture notes E. Financial Controls 1. Financial information is meaningful only when compared with previous performance or industry averages. Learning objective 4 List the four basic types of financial ratios. (Text pages 306-308) 2. Financial ratio analysis a. Profitability ratios indicate the organizations operational efficiency, or how well the organization is being managed (example: gross profit margin.) b. Liquidity ratios are used to judge how well an organization will be able to meet its short-term financial obligations (example: current ratio.) c. Debit (sometimes called leverage) ratios measure the magnitude of owners and creditors claims on the organization (example: debt to equity ratio.) d. Activity ratios evaluate how effectively an organization is managing some of its basic operations (inventory turnover.) e. Financial ratios are meaningful only when compared to past ratios or industry average ratios. 3. The Sarbanes-Oxley Act of 2002 radically redesigned federal regulation of public company corporate governance. a. The law tightens accountability standards for corporate directors and officers. b. The cost of compliance has been high in both financial costs and man-hours. F. Direct Observation 1. Personal observation is sometimes the only way to get an accurate picture of what is really happening. 2. Potential problems: a. A visit from the boss may be seen as interfering. b. Behaviors change when people are being observed. 3. Visits can have positive effects if viewed as a display of the managers interest. G Written Reports 1. Reports may be prepared on a periodic or an as-necessary basis. a. Analytical reports interpret the facts they present. b. Informational reports present only the facts. 2. Steps in preparing a report: a. Plan what is to be done b. Collect the facts c. Organize the data d. Interpret the facts (this step is omitted with informational reports) e. Write the report H. Electronic Monitors 1. Many types of electronic devices can be used to monitor what is going on. 2. Examples: video cameras and Internet tracking programs I. Balanced Scorecard 1. The balanced scorecard (BSC) system is a measurement and control system that goes beyond financial measures. 2. BSC balances financial measures with quality measurements of customer service. 3. An advantage is that BSC is based on participation at all levels within the organization. 4. Scorecards at one level should be derived from the scorecards at the next level up. J. Management information systems are computerized systems designed to produce information needed for successful management of a process, department, or business. K. Audits 1. Audits are a method of control normally involved with financial matters. a. Audits can be conducted by either internal or external personnel. b. External audits are done by outside accountants and are limited to financial matters. c. Internal audits are performed by the organizations own personnel. 2. Management audits attempt to evaluate the overall management practices and policies of the organization. L. Break-Even Charts 1. Break-even charts depict graphically the relationship of volume of operations to profits. 2. The break-even point is the point at which sales revenues exactly equal expenses. 3. Most break-even charts assume that all costs are either fixed or variable. a. Fixed costs do not vary with output (examples: rent and insurance.) b. Variable costs vary with output (examples: direct labor and materials.) 4. The purpose of the chart is to show the break-even point and the effects of changes in output. Progress Check Questions (Text page 312) Explain the following ratios: productivity, liquidity, debt, and activity. Describe the five steps in the written report process. Explain the balanced scorecard (BSC) system. Define the term break-even point. PowerPoint 11-7 Types of Control (continued) (Refers to text pages 306-308) Bonus Case 11-1 Knowing the Numbers Employees at Setpoint know more about their companys finances than most investors do. See complete case, discussion questions, and suggested answers on page 11. PAGEREF SuppleCase1 \h 39 of this manual. TEXT Figure 11.3 Summary Of Financial Ratio Calculations (Text page 308) TEXT Figure 11.4 Major Points Of The Sarbanes-Oxley Act Of 2002 (Text page 309) PowerPoint 11-8 Types of Control (continued) (Refers to text pages 308-310) TEXT REFERENCE Career Management Box: Make Good Career Planning Habits a Life Skill The importance of career preparation and career execution. (Box in text on page 310.) An additional exercise and discussion is available in this chapter on page 11. PAGEREF CareerDev \h 30 REF CareerDev \h  \* MERGEFORMAT  REF CareerDev \h  \* MERGEFORMAT . PowerPoint 11-9 Types of Control (continued) (Refers to text pages 310-312) lecture link 11-3 E-Mail Snooping To protect sensitive information, more companies are reading employees e-mails. See complete lecture link on page 11. PAGEREF LectureLink2 \h 32 of this manual. TEXT Figure 11.5 Break-Even Chart (Text page 311) CASE INCIDENT 11.1 Bird-Dogging the Employee (Text page 312) Al Abrams is the owner of Ace Electronics, which produces walkie-talkies for the US military and employs low-cost, semi-skilled workers to do the assembly. In recent years, production of this product has become inefficient because employees have become less productive. Abrams cites employee motivation as the main cause. Abram has to fix the problem but is not sure what to do. 1. Describe in detail the control dilemma at Ace Electronics. Al has monitored the production process and has found a combination of problems. Employees are showing lack of concern about their duties (longer breaks), and slower line production has become a new strategy for employees work slower, be less productive, which leads to overtime and more income later in the month. 2. Are Al Abrams and the employees getting the same feedback? Why or why not? The employees see this strategy as a management interrogation. They feel they have limited involvement in the production problems. Al sees employee lack of concern and productivity issues going back several years. Each group sees a troubling situation, and it is up to Al to find solutions to the production problems. 3. Al is avoiding a substantial financial penalty from the government by paying the overtime in order to meet delivery schedules. Does that justify the decision to pay the overtime? Why or why not? Paying for overtime is a short-term fix of the problem and does not address the real production issues. Al needs to discuss the issue with his senior workers and develop a strategy for getting all workers back on the same page and motivated to get productivity back to normal. However, Al also needs to look carefully at employee performance and see where he needs to make changes as necessary, such as raising wages to meet current standard of living adjustments and any other benefits that might be necessary for adequate employee compensation. Likewise, more employee appraisals might help to find deficiencies and allow him ways to monitor employee skills. 4. What should Al do? Al needs to institute a series of controls that can restore productivity by using preliminary controlling (making sure employees are paying attention to production schedules during the workday), concurrent controlling (making sure the correct production staff is in place to avoid letdowns or carelessness during the production process), and postaction controls (where he can make sure outputs stay on target). While this can help get productivity back where it needs to be, Al also needs to look at employee incentives or other motivational techniques to create a focused team of workers. 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