“RESPONSIBILITY ACCOUNTING”

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CHAPTER ONE

• Introduction 1
• Responsibility accounting 1
• Responsibility center 2
• Types of responsibility centers 8
• Expense center 9
• Profit center 9
• Investment center 10

 

CHAPTER TWO

• Management control process 12
• Steps in management control 14
• Type of budget 15
• The cash budget 17
• Uses of budget 20
• Budget preparation 23
• Reporting and analysis 23

 

CHAPTER THREE

• Control reports and their uses 25
• Information reports 25
• Performance reports 26
• Technical criteria for report 27
• Summary 29

BIBLIOGRAPHY                                                                         32

 

 

 

CHAPTER ONE

 

INTRODUCTION

Responsibility accounting is the third type of management accounting information.  It is called by that name because the accounting information is structured according to organization units, which are responsibility centers.  Responsibility accounting collects and reports information that is used in an important management function and management control.

 

RESPONSIBILITY ACCOUNTING

DEFINITION

An information system designed to a measure the performance of that segment of a business for such a given manager is responsible is often referred to as “responsibility accounting system”.

 

A responsibility accounting system should reflect the plans and performance of each organization.  It is designed to provide timely information for decision making and for the evaluation of performance.  In addition to being timely such information should highlight deviations of actual performance from planned performance so that appropriate corrective action can be taken.  All items of expense are the responsibility of an individual and should be charged to that individual at the point of origin.  In other words, expenses should be viewed as the responsibility of the manger of the organizational unit where costs originated.  The manager at this level is authorized to incur expenses and he is in a position to exercise direct control over them.

 

 

RESPONSIBILITY CENTRE

An organization has one or more leaders who are called managers who lead members of an organization to accomplish the organizational goals and objectives.  Managers user worker whom they motivate, take decisions on the resources that are available and set about in achieving the organizational goals and objective of either providing services or tangible goods.

 

A manager can conveniently supervise a limited number of subordinates, which the Old Testament writes put at ten.  However, this number could be varied depending on the nature of the job to be done and on the personality and skill of the manger.  It therefore, follows that in an organization there must be more than one manager and there must be several layers of managers in the organistion of a company.  Authority runs from the top unit down through the successive layers which is called “Organistion hierarchy”.  In an organization, the top line units are called divisions and within each division there are a number of departments and within each department there are a number of sections, all with leaders and supervisors.

Each of the organization unit is headed by a manager who is responsible for the work done by the unit.  These organization units are called responsibility centers which is simply an organization unit headed by a responsible manager.  The manager is responsible in the sense that it is the duty of manager to see that the organization unit does its part in achieving the goals of the whole organization.

The responsibility center uses resources.  These are its input.  It works with these resources.  People are involved in this process as well as machines, stock and other tangible things.  As a result of this work outputs are produced in the form of goods if they are tangible and services it they are intangible.  Those goods or services go either to other responsibility centers within the organistion or to customers in the outside world.  The information given by the below diagram can be classified as either accounting information or non-accounting information.  Although we are   interested primarily in accounting information, much of non-accounting information is relevant in understanding what has happened in a responsibility center.