Kinney 8e - CH 19

CHAPTER
EMERGING MANAGEMENT PRACTICES

19
Learning Objectives
After reading and studying Chapter 19, you should be able to answer the following questions:
1. How do business process reengineering initiatives cause radical changes in the way firms
execute processes?
2. How are competitive forces driving decisions to downsize and restructure operations?
3. In what ways, and why, are operations of many firms becoming more diverse? How does the
increasing diversity affect the roles of the firms’ accounting systems?
4. Why are firms adopting enterprise resource planning systems, and how are such systems used?
5. What are strategic alliances, what forms do they take, and why do firms participate in them?
6. What are the characteristics of open-book management, and why does its adoption require
changes in accounting methods and practices?
7. What are the three generic approaches that firms can take in controlling environmental costs?
©2011 Cengage Learning. All Rights Reserved. SM Cost Accounting 8th Edition by Raiborn and Kinney.
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Chapter 19: Emerging Management Practices IM 2
Terminology
Business process reengineering (BPR): a method of examining processes to identify and then
eliminate, reduce, or replace functions and processes that add little customer value to products or
services
Data mining: a form of analysis in which statistical techniques are used to uncover answers to important
questions about business operations
Downsizing: any management action that reduces employment upon restructuring operations in
response to competitive pressures
Enterprise resource planning (ERP) system: a packaged software program that allows companies to
(1) have a single, comprehensive, enterprise-wide database; (2) make quicker decisions based on real-
time information and facts; (3) improve decision making quality; (4) reconcile and optimize conflicting
organizational goals; (5) standardize business processes; (6) improve procedures that protect assets and
prevent falsification of accounting records; and (7) enhance the audit planning and execution process
Open-book management: a philosophy about increasing a firm’s performance by involving all workers
and by ensuring that they have access to the operational and financial information necessary to achieve
performance improvements
Organizational memory: the aggregation of data, facts, experiences, and lessons learned that is
important to an organization’s existence
Reality mining: the collection and analysis of technology-based data as it relates to social behavior
Strategic alliance: an agreement between two or more firms with complementary core competencies to
contribute jointly to the supply chain
Lecture Outline
LO.1: How do business process reengineering initiatives cause radical changes in the way firms
execute processes?
A. Introduction
1. Firms are presently decentralizing information, authority, and responsibility to make decisions.
2. Unfortunately, not all employees are adequately trained to understand financial information so
innovative approaches to developing information skills are needed.
3. This chapter discusses innovation in management practices and the impact of innovation on
accounting.
a. The “age of change” is an apt description for the current environment.
b. Although, some changes have been driven by the fast pace of evolution in management
practices and techniques, many changes have been driven by the even faster evolution of
technology.
c. These evolving management methods unite around a theme of focusing organizational

resources on customers and maximizing the value the firm delivers to its customers.
B. The Changing Workplace
1. The forces of global competition and technological advancements have caused profound
changes in business organizations.
2. To survive, managers must develop ways to achieve the competitive changes needed in their
organizations. Change can be achieved immediately or gradually.
3. Some overriding principles that managers should follow when implementing changes are
presented in text Exhibit 19–1.
4. Business process reengineering is one tool with which to achieve large, quick gains in
effectiveness or efficiency through redesigning the execution of specific business functions.
C. Business Process Reengineering
1. Business process reengineering (BPR) is a method of examining processes to identify, and

then eliminate, reduce, or replace functions and processes that add little customer value to
products or services.
a. The focus of BPR is on discrete initiatives to improve specific processes.
i. Examples of processes include handling or storing purchased materials and components,

issuing checks to pay labor and other production expenses, wrapping finished products
for shipment to customers, recording journal entries, and developing an organizational
strategic plan.
b. BPR is designed to bring radical changes to an organization’s operations and is often

associated with employee layoffs, outsourcing initiatives, and technology acquisition.
2. Three major business trends are promoting the increased use of BPR in the 21 st century:
a. the advancement of technology;
b. the pursuit of increased quality; and
c. the increase in price competition caused by globalization.
3. To successfully compete on the basis of price, firms must identify ways to become more efficient
and reduce costs.
4. Because BPR is a methodical way to revolutionize business practices, formal steps can be
defined; however, creativity is an important element of the methodology.
5. Text Exhibit 19-2 provides the steps for implementing BPR.
6. Accountants are important participants in the BPR process because they can provide baseline
performance measurements, help determine BPR objectives, and measure the achieved
performance of the redesigned process.
7. The following keys to a successful BPR implementation highlight the importance of involving
customers, suppliers, and top-level managers in the process:
a. Set “stretch” goals for the reengineered process, expressing them in the most appropriate
performance measure, such as financial, time, or defective production;
b. Make certain that the reengineering efforts have a “champion” and are supported by top
management;
c. To the extent possible, involve in the reengineering project all constituents of the value chain,
especially customers and suppliers;
d. Assign both the authority and responsibility for the project to a single person; and
e. Use a pilot project to identify problems that might arise during full implementation.
8. Involvement of customers ensures that their perspective drives the process redesign and the
involvement of top management signals the project’s importance to organizational success.
9. The focus of BPR is on improvement of organizational operations and so whether the issue is
quality, cost, or customer value, BPR can help effect organizational improvements and change.
10. BPR’s radical change is often implemented via downsizing and restructuring, which can have a
profound impact on employees.
LO.2: How are competitive forces driving decisions to downsize and restructure operations?
D. Downsizing, Layoffs, and Restructuring
1. Global competition and survival requires firms to improve product quality continually while
maintaining competitive prices.
2. Many methods discussed in the chapter, including the use of automated technology to replace
manual labor or equipment run by humans, have proven useful in improving process efficiency
and effectiveness as well as product quality.
3. One impact of such improvements is the creation of excess personnel as fewer and fewer
workers are required to achieve a given level of output.
4. Downsizing is any management action that reduces employment upon restructuring operations
in response to competitive pressures.
5. Firms can find that layoffs have depleted their in-house talent pool.
a. The collective workforce knowledge or organizational memory may have been reduced to the
point that the ability to solve problems creatively and generate innovative ideas for growth
has been greatly diminished.
i. Organizational memory refers to the aggregation of data, facts, experiences, and

lessons learned that are important to an organization’s existence.
b. After downsizing, many firms have found positions that once served as feeder pools for future
top management talent have been eliminated.
6. Successive rounds of layoffs diminish worker morale, cause worker trust in managers to wane,
and lead to decreases in communication between workers and managers.
a. Workers often fear that sharing information could provide insights to management about how
to further increase productivity which in turn would result in the elimination of even more of
the workforce.
7. Downsizing can destroy a corporate culture that embraced lifetime employment as a key factor in
attracting new employees or that was perceived as nurturing by employees.
8. Downsizing is an accounting issue because of its implications for financial reporting and its role in
cost management. The financial consequences of downsizing can be significant.
a. When restructuring and downsizing occur in the same year, the firm often reports, in that
year, large one-time losses caused by sales of unprofitable assets and severance costs
connected with employee layoffs.
9. Before recommending downsizing to improve organizational efficiency, accountants should

examine the likely impacts on customer service, employee morale and loyalty, and future growth
opportunities.
10. Text Exhibit 19-3 demonstrates that strategic decisions affect the manner in which inputs, such
as labor, technology, purchased material, and services are converted into outputs for customers.
11. Financial analysis of the downsizing decision is complex as it relies on comparing cost savings
from reduced labor costs realized in the future to the current outlay for restructuring and acquiring
additional technology.
LO.3: In what ways, and why, are operations of many firms becoming more diverse? How does the
increasing diversity affect the roles of the firms’ accounting systems?
E. Workforce Diversity
1. With globalization of manufacturing and other operations, companies find that their employees
have very divergent religions, races, values, work habits, cultures, political ideologies, and
education levels.
2. Corporate policies and information systems must adapt to the changing workforce and greater
diversity of operations, which often results in the accounting function having a larger role in
managing operations.
3. Accounting concepts, tools, and measurements can be the medium through which people of
diverse languages and cultures communicate.
a. Accounting provides an ideal international technical language because it is a basic

application of another universal language—mathematics.
4. Within the United States, there is a trend toward increasing workplace diversity driven partly by
legal requirements and business initiatives to increase opportunities for minorities.
5. Text Exhibit 19-4 presents the results of a survey seeking to identify why self-interested firms
seek a diverse group of employees.
LO.4: Why are firms adopting enterprise resource planning systems, and how are such systems
used?
F. Enterprise Resource Planning Systems (ERP)
1. Firms commonly use networked personal computers and minicomputers to handle the information
management requirements of specific business functions such as finance, marketing, and
manufacturing.
a. The increased use of personal computers and local-area networks has resulted in the
decentralization of information.
b. As data management and storage have become more decentralized, firms have often lost the
ability to integrate information across functions and to access quickly information that spans
multiple functions.
c. Text Exhibit 19-5 shows how internal processes and functions are distributed across the
supply chain and the types of information that may reside in isolated databases.
2. Enterprise resource planning (ERP) systems are packaged software programs that allow
companies to (1) have a single, comprehensive, enterprise-wide database; (2) make quicker
decisions based on real-time information and facts; (3) improve decision making quality; (4)
reconcile and optimize conflicting organizational goals; (5) standardize business processes; (6)
improve procedures that protect assets and prevent falsification of accounting records; and (7)
enhance the audit planning and execution process.
3. Implementing an ERP system should help a company provide its customers the highest-quality
products and best possible service.
4. Text Exhibit 19-6 illustrates an integrated centralized information system. In theory, the ERP
system should link the customer end of the supply chain with all functional areas responsible for
the production and delivery of a product or service.
5. The benefits of an ERP package to a business are in reduced overheads, improved customer
service and better quality, and more timely management information. Reduced overheads should
be achieved through the elimination of duplication of effort in duplicate keying and reconciliation
of independent systems.
6. ERP’s key concept is a central repository for all organizational data so that they are accessible in
real time by and in an appropriate format for a decision maker.
a. Text Exhibit 19-7 provides a list of typical modules included in an ERP system.
b. Text Exhibit 19-8 presents a survey of reasons for adopting ERP and perceived benefits
from adoption.
7. Installation of an ERP system impacts the finance function in three significant ways:
a. First, financial and system specialists become responsible for selecting and installing the
software;
b. Second, financial specialists will be responsible for analyzing the data repository to support
management decisions;
i. Data analysis often involves “drilling down” from aggregate data (such as total sales) to
detailed data (such as sales by store) to identify market opportunities and to better
manage costs;
ii. Analysis may also involve data mining, which uses statistical techniques to uncover
answers to important questions about business operations.
 Data mining can uncover quality problems, study customer retention, determine
which promotions generate the greatest sales impact, and identify cost drivers.
 The modern evolution of data mining is reality mining. Reality mining is the
collection and analysis of technology-based data as it relates to social behavior (e.g.,
tracking a user’s internet browsing activities).
c. Third, ERP installation places a burden on financial specialists to maintain the integrity of the
data depository.
i. Fulfilling this obligation requires accountants to monitor the ERP modules and to be
confident that the system successfully converts raw data into the standardized format
required for the main depository.
ii. Financial specialists are also accountable for integrating externally purchased data (such
as industry sales data) with internally generated data.
d. As ERP systems become increasingly integrated into Internet-based technology, customers

will have ease of access to a worldwide marketplace.
8. In turn, customer-driven competition will cause firms to seek continually innovative ways to attract
potential customers, such as through strategic efforts that combine the talents and capabilities of
two or more firms.
LO.5: What are strategic alliances, what forms do they take, and why do firms participate in them?
G. Strategic Alliances
1. While the traditional supply chain structure has no fuzzy boundaries that create an inability to
determine where one firm ends its contribution to the supply chain and another begins its
contribution, in some cases companies have incentives to develop interorganizational
agreements that go beyond normal supplier/customer arrangements.
2. A strategic alliance is an agreement, involving two or more firms with complementary core
competencies, to contribute jointly to the supply chain.
3. Strategic alliances can take many forms including joint ventures, equity investment, licensing,
joint R&D arrangements, technology swaps, and exclusive and buyer/seller agreements.
a. A strategic alliance differs from the usual interactions among independent firms in that there
is a joint output and the rewards of the joint effort are split among the allied firms.
b. In a typical strategic alliance, a new entity is created.
c. Beyond simply contributing cash, many new ventures require inputs of human capital,
technology, access to distribution channels, patents, and supply contracts.
4. An overriding concern in designing a strategic alliance is aligning the interests of the parent
organizations with the new entity.
5. Establishing strategic alliances involves a series of complex decisions that are based on inputs
from many specialists.
6. The process of managing an alliance requires the use of virtually every tool and concept
discussed in the text, including cost management systems, product costing systems, relevant
costing, cost allocation, inventory management, decision making, and performance evaluation.
LO.6: What are the characteristics of open-book management, and why does its adoption require
changes in accounting methods and practices?
H. Open-Book Management
1. General
a. Open-book management is a philosophy about 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.
b. Firms practicing open-book management typically disclose detailed financial information to all
employees, train them to interpret and use the information, empower them to make decisions,
and tie a portion of their pay to the company’s bottom line.
i. See text Exhibit 19-9 for ten common principles of open-book management.
ii. Application of this philosophy is appropriate in decentralized organizations that have

empowered employees to make decisions.
c. Merely opening the financial records to a firm’s employees will not necessarily solve any
problems or improve performance; the key to understanding the records is training.
d. If financial information is to be the basis of employee decision making, the information must
be structured with the level of sophistication of the decision maker in mind.
2. Using Games to Teach Open-Book Management
a. Games can be used to teach financially unsophisticated employees how to understand and
use accounting and financial information.
b. Games make learning both fun and competitive and can motivate employees to understand
complex financial practices as illustrated by the game described in this section of the text.
i. Data for the game is provided in text Exhibit 19–10.
c. To exploit the financial information they are given, workers should be trained in ways to
improve profits.
i. The “game” of trying to increase profits serves as motivation for workers to learn about
cost and operational management methods.
ii. Relating training to the game allows workers to see the relevance of training so that they
will seek training to help them understand financial information and to identify approaches
that can be used to improve results.
3. Motivating Employees
a. The obvious way to motivate workers to use the game information to improve profits is to link
their compensation to profits.
i. Open-book management works only if it is accompanied by adequate incentives.
b. Some companies offer performance-based bonuses to motivate employees, some offer

employee stock ownership plans (ESOPs), and some offer both.
c. Pay and performance links can also be based on non-financial measures such as on-time
delivery rates, defect rates, output per labor hour, and other measures to make workers
aware of how their inputs and outputs affect other departments and financial outcomes.
i. All critical dimensions of performance including cost, quality, and investment

management can be captured in performance measurements.
d. As soon as workers have become accustomed to receiving financial and other information to
manage their departments, more elaborate information systems can be developed as the
sophistication of the information consumers (workers) evolves.
4. Implementation Challenges
a. Open-book management can be difficult to implement.
i. Characteristics of firms that are best suited to a successful implementation include small
size, decentralized management, a history of employee empowerment, and the presence
of trust between employees and managers.
b. One significant obstacle to overcome in most organizations is a history of carefully guarding

financial information.
i. Even in publicly owned organizations that are required to release financial information,
top managers have historically limited access of employees to financial data that the top
managers regard as sensitive.
 Accountants have historically viewed themselves as the custodians of this sensitive

information rather than the conveyors.
 To successfully implement open-book management, accountants must develop an

attitude about information sharing that is as fervent as traditional attitudes of guarding
information.
c. Accountants must develop ways to convey accounting information so that unsophisticated

users will understand it. Furthermore, by teaching users to have a better understanding of
financial data, accountants help facilitate better organizational decision making.
d. The information system must be designed to be sensitive to the user’s financial

sophistication.
e. Similarly, performance measures that employees can understand must be devised.
i. The measures must capture the actual performance relative to the objectives of
organizational segments and the organization as a whole.
ii. The primary principle of measurement is to measure what is important.
f. Finally, because principles of open-book management include involving all employees and
evaluating and rewarding their performance, measures that can be integrated across
segments and functional areas must be devised.
LO.7: What are the three generic approaches that firms can take in controlling environmental
costs?
I. Environmental Management Systems
1. The impact of organizations on the environment is of increasing concern to governments,

citizens, investors, and managers.
a. Accountants are increasingly concerned with both measuring business performance with
regard to environmental issues and to management of environmental costs.
b. In the future, investors are likely to evaluate a company’s environmental track record along
with its financial record when making investment decisions.
2. Management of environmental costs requires the consideration of environmental issues in every

aspect of operations.
a. For example, there are environmental effects related to the amount of scrap and by-product
produced in manufacturing operations, materials selected for product components, actions of
suppliers that produce necessary inputs, and habits of customers in consuming and
disposing of products and packaging.
b. In short, environmental issues span the entire value chain.
3. There are three generic strategies for dealing with environmental effects of operations, each with
its own unique financial implications.
a. First, end-of-pipe strategies may be employed wherein managers produce the waste or
pollutant and then find a way to clean it up.
i. Common tools used in this approach are wastewater cleaning systems and smokestack
scrubbers.
b. A second strategy involves process improvements.
i. Process improvements involve changes to recycle wastes internally, reduce the

production of wastes, or adopt production processes that generate no waste.
c. A third strategy is pollution prevention.
i. This approach involves complete avoidance of pollution by not producing any pollutants.
4. Although minimizing the impact of operations on the environment may be a reasonable goal, it
must be remembered that some impact on the environment is unavoidable. For example, energy
must be consumed to manufacture products.
5. Other managerial concerns related to environmental costs include managing quality, research
and development, and technology acquisition.
a. Although the relationship between quality costs and environmental costs is not fully
understood, many examples can be cited suggesting that quality and environmental costs are
highly related.
b. Research and development identifies new products and new production processes, and
develops new materials.
c. New product design influences the (1) types and quantities of materials produced, (2) types
and quantities of waste, scrap, and by-products produced, (3) amount of energy consumed in
the production process, and (4) potential for gathering and recycling products when they
reach obsolescence.
d. Technology acquisition also has many environmental impacts.
i. For instance, technology affects energy consumption and conservation; environmental

emissions; the quantity, types, and characteristics of future obsolete equipment; the rate
of defective output produced; the quantities of scrap, waste, and by-products produced;
and the nature and extent of support activities necessary to keep the technology
operating.
6. Text Exhibit 19-11 lists considerations for the financial professional to evaluate to determine
whether a firm’s information systems provide relevant information for managing environmental
costs.
a. An analysis of the checklist will show that the accountant must effectively gather both
quantitative and non-quantitative data from both within and outside the firm.
Multiple Choice Questions
1. (LO.1) Which of the following is not a major business trend promoting the increased use of
business process reengineering?
a. Increasing use of the corporate form of business organization
b. Advancement of technology
c. Pursuit of increased quality
d. Increase in price competition caused by globalization
2. (LO.1) Business process reengineering changes the way firms execute processes by:
a. making better use of technology.
b. making less use of technology.
c. using more employees.
d. eliminating all but the most profitable products in order to simply operations.
3. (LO.2) Global competition is forcing firms to downsize and restructure operations to:
a. defend core competencies.
b. remain cost competitive.
c. eliminate non-value activities.
d. all of the above.
4. (LO.2) One of the grim realities of ever-improving efficiency is that

a. Input costs are declining
b. Cycle times are increasing
c. Fewer workers are required
d. All of the above
5. (LO.2) The data, facts, experiences, and lessons learned important to an organization’s existence
are referred to as:
a. a data depository.
b. an enterprise resource planning system.
c. workforce diversity.
d. organizational memory.
6. (LO.3) Different languages and cultures can impede communication within globally dispersed
operations. Why is accounting a useful coordinating mechanism?
a. Because accounting represents an application of the universal language of mathematics
b. Because the interpretation of accounting information need not depend on local culture
c. Because accounting is the universal language of business
d. All of the above
7. (LO.4) All of the following are objectives of enterprise resource planning (ERP) systems except:
a. to automate accounting processes.
b. to share data across the enterprise.
c. To eliminate information system installation costs.
d. to provide real-time access to company data.
8. (LO.4) Installation of an ERP system impacts the financial function in all of the following ways
except:
a. Financial specialists have to find ways to finance the acquisition of the ERP system.
b. Financial and system specialists become responsible for selecting and installing the software.
c. Financial specialists will be responsible for analyzing the data repository to support
management decisions.
d. Finance specialists are accountable for integrating externally purchased data with internally
generated data.
9. (LO.4) Which technique uses statistical techniques to uncover answers to important questions
about business operations?
a. business process reengineering (BPR)
b. data mining
c. employee to capital cost ratio (ECC)
d. enterprise resource planning system (ERP)
10. (LO.5) Joint ventures, equity investments, and technology swaps are examples of
a. venture capitalists.
b. licensing agreements.
c. strategic alliances.
d. exclusive buyer-seller agreements
11. (LO.5) An agreement involving two or more firms to jointly contribute to the supply chain
a. involves the exploitation of partner knowledge.
b. includes partners with access to different markets.
c. allows sharing of risks and rewards.
d. all of the above.
12. (LO.6) Characteristics of firms that are best suited to a successful implementation of open-book
management include all of the following except:
a. small size.
b. centralized management.
c. a history of employee empowerment.
d. the presence of trust between employees and managers.
13. (LO.6) Open-book management:

a. decreases the transparency of information within an organization.
b. requires accountants to change from a mind-set of sharing to guarding information.
c. frequently uses games and meetings to make information understandable to financially
unsophisticated employees.
d. centralizes both authority to make decisions and responsibility for decision results.
14. (LO.6) Which of the following is not a common principle of open-book management?
a. Teach employees to understand the company’s financial results
b. Link nonfinancial measures to financial results
c. Empower employees by allowing them to evaluate their own performance
d. Turn the management of the business into a game that employees can win
15. (LO.7) Which of the following is not a general approach to controlling environmental costs?
a. Signing the Kyoto Protocol to reduce pollution
b. Cleaning up pollutants after they are produced
c. Improving processes to reduce the amount of waste produced
d. Preventing pollution by never producing polluting materials
Multiple Choice Solutions
1. a
2. a
3. d
4. c
5. d
6. d
7. c
8. a
9. b
10. c
11. d
12. b
13. c
14. c
15. a

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CHAPTER

EMERGING MANAGEMENT PRACTICES

a. The “age of change” is an apt description for the current environment.

c. These evolving management methods unite around a theme of focusing organizational

B. The Changing Workplace

C. Business Process Reengineering

1. Business process reengineering (BPR) is a method of examining processes to identify, and

a. The focus of BPR is on discrete initiatives to improve specific processes.

i. Examples of processes include handling or storing purchased materials and components,

b. BPR is designed to bring radical changes to an organization’s operations and is often

a. the advancement of technology;

b. the pursuit of increased quality; and

c. the increase in price competition caused by globalization.

5. Text Exhibit 19-2 provides the steps for implementing BPR.

D. Downsizing, Layoffs, and Restructuring

i. Organizational memory refers to the aggregation of data, facts, experiences, and

9. Before recommending downsizing to improve organizational efficiency, accountants should

a. Accounting provides an ideal international technical language because it is a basic

F. Enterprise Resource Planning Systems (ERP)

d. As ERP systems become increasingly integrated into Internet-based technology, customers

b. In a typical strategic alliance, a new entity is created.

a. Open-book management is a philosophy about increasing a firm’s performance by involving

ii. Application of this philosophy is appropriate in decentralized organizations that have

2. Using Games to Teach Open-Book Management

i. Data for the game is provided in text Exhibit 19–10.

i. Open-book management works only if it is accompanied by adequate incentives.

b. Some companies offer performance-based bonuses to motivate employees, some offer

i. All critical dimensions of performance including cost, quality, and investment

a. Open-book management can be difficult to implement.

b. One significant obstacle to overcome in most organizations is a history of carefully guarding

 Accountants have historically viewed themselves as the custodians of this sensitive

 To successfully implement open-book management, accountants must develop an

c. Accountants must develop ways to convey accounting information so that unsophisticated

d. The information system must be designed to be sensitive to the user’s financial

e. Similarly, performance measures that employees can understand must be devised.

ii. The primary principle of measurement is to measure what is important.

I. Environmental Management Systems

1. The impact of organizations on the environment is of increasing concern to governments,

2. Management of environmental costs requires the consideration of environmental issues in every

b. In short, environmental issues span the entire value chain.

b. A second strategy involves process improvements.

i. Process improvements involve changes to recycle wastes internally, reduce the

c. A third strategy is pollution prevention.

d. Technology acquisition also has many environmental impacts.

i. For instance, technology affects energy consumption and conservation; environmental

Multiple Choice Questions

4. (LO.2) One of the grim realities of ever-improving efficiency is that

13. (LO.6) Open-book management:

Multiple Choice Solutions

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