1. Accounting 6310 Chapter 4– Organizational Architecture

2. Organizational Behavior Individuals act in their self-interest to maximize their utility. Employees, managers, and owners are assumed to be rational, utility-maximizing people. Teams are good ways to accomplish tasks –Free-rider problem – the incentive to shirk in team production. –Teams try to overcome the free-rider problem through the use of team loyalty – pressure from other team members and through monitoring.

3. Agency Theory Principals hire agents to perform tasks for them. Agents maximize their own utility, sometimes to the detriment of the principal. Agency costs – the decline in firm value that results from agents pursuing their own interests to the detriment of the principal’s interest. Horizon problem – managers act in the short- term because they believe the benefits will arrive after they leave the organization

4. Goal Congruence The actions people take in accordance with their perceived self-interest are in the best interest of the organization Goal congruence is the MAIN objective of managers –Informal factors –Formal control systems

5. Informal Factors Work ethic – external factors –Diligence, spirit, pride in doing a good job Culture – internal factors –Common beliefs, shared values, norms of behavior –Influenced by personality of the CEO Management style – internal factors –People watch what the boss watches Informal organization Perception and communication

6. Formal Control Systems Management control systems Rules Organizational Architecture and Structures Decision rights and rights systems –Assigned to various people who are then held accountable –Employee empowerment – assigning decision rights to employees

7. Organizational Architecture Administrative devices must be formed to 1.Measure performance 2.Reward performance 3.Partition decision rights Termed the three-legged stool as all three must be present in order to work. Performance criteria: Financial and nonfinancial measures

8. Performance Measures Financial –Audited accounting numbers –More objective –Provide information for control Nonfinancial –Subjective –Relate to strategic factors –Provide information for decision making

9. Decision Management and Control Decision Management –Initiation –Implementation Decision control –Ratification –Monitoring

10. Accountant’s Role in the Organization’s Architecture Monitoring Providing accounting numbers Providing figures used in implementing executive compensation contracts

11. Performance Measures- Observations 1.Financial measures should not be under the complete control of the people being monitored 2.Nonaccounting measures are often more timely than accounting measures 3.Not every decision requires ratification or monitoring 4.Operating managers tend to be dissatisfied with financial measures for making operating decisions.

12. Organizational Structures Definition – the way in which individual parts or elements are arranged or put together to form a whole company; the structure facilitates work flows and focuses attention Work unit – represents a grouping of individuals who utilize the firm’s resources and are accountable for performance Individuals are grouped into work units to perform specific tasks Accountability – the outputs that a work unit is expected to produce and the performance standards that managers and employees of that unit are expected to meet

13. Basic Design Choices 1 – Groups of people and resources engaged in a similar work-process – FUNCTION –Sales, production, engineering, accounting, customer service, research and development –Used to take advantage of specialization and create economies of scale; EFFICIENCY –Often held accountable as cost or revenue centers

14. Basic Design Choices 1 – FUNCTIONAL UNITS (Continued) –Hard to determine the effectiveness of the separate functional managers –Hard to determine how much of the profit each division contributed –Disputes between functional managers can only be resolved at the top of the organization –Functional structures are inadequate for a firm with diversified products and markets –Hard to coordinate new product development cross- functionally

15. Basic Design Choices 2 – Groups of people and resources focused on a specific market – BUSINESS UNIT –All functions involved in producing and marketing a specific product line are grouped together –Units can be clustered by product, customer, or geography –Used to take advantage of economies of scope; EFFECTIVENESS

16. Basic Design Choices 2 –BUSINESS UNITS (continued) –Provides training ground for general management –Business units are often closer to the market for its product than headquarters and can react more quickly to threats and opportunities –Often product managers held accountable for a single product’s profit and loss –Units clustered by customer often found when a firm has a small number of large, important customers, each with distinct needs and attributes

17. Hierarchy of Accountability 2 –BUSINESS UNITS (continued) –Units are also clustered by geography Specialization necessary for new or different markets (language, culture, laws and regulations, etc.) –Often business units act autonomously causing rifts between divisions –Transfer pricing becomes an issue 3 – MATRIX ORGANIZATION (very complex) –Functional units have dual responsibilities to business units

18. General Electric’s Geographic and Line of Business Segments

19. Trade-off when structuring A unit can be either as efficient as possible or as responsive as possible – but not both. Managers cluster units by function when the benefits of specialization are greater than the benefits of market responsiveness Managers cluster work units by business unit when the benefits of market responsiveness outweigh the benefits of specialization

20. Costs of Clustering By function – costs of monitoring line-by- line expenses By business unit – monitor profit plans but must have transfer prices between units

21. Problems/Cases P4-12 – Pratt &Whitney P4-18 – Rothwell Inc. ALL DUE WEDNESDAY, FEBRUARY 11