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CHAPTER 1
ACCOUNTING INFORMATION SYSTEMS: AN OVERVIEW
SUGGESTED ANSWERS TO DISCUSSION QUESTIONS
1.1 The value of information is the difference between the benefits realized from using that
information and the costs of producing it. Would you, or any organization, ever produce
information if its expected costs exceeded its benefits? If so, provide some examples. If not,
why not?
Most organizations produce information only if its value exceeds its cost. However, there are two
situations where information may be produced even if its cost exceeds its value.
a. It is often difficult to estimate accurately the value of information and the cost of producing
it. Therefore, organizations may produce information that they expect will produce benefits
in excess of its costs, only to be disappointed after the fact.
b. Production of the information may be mandated by either a government agency or a private
organization. Examples include the tax reports required by the IRS and disclosure
requirements for financial reporting.
1.2 Can the characteristics of useful information listed in Table 1-1 be met simultaneously? Or
does achieving one mean sacrificing another?
Several of the criteria in Table 1.1 can be met simultaneously. For example, more timely
information is also likely to be more relevant. Verifiable information is likely to be more reliable.
However, achieving one objective may require sacrificing another. For example, ensuring that
information is more complete may reduce its timeliness. Similarly, increased verifiability and
reliability may reduce its timeliness.
The decision maker must decide which trade-offs are warranted in a given situation.
Ch. 1: Accounting Information Systems: An Overview
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1.3 You and a few of your classmates decided to become entrepreneurs. You came up with a
great idea for a new mobile phone application that you think will make lots of money. Your
business plan won second place in a local competition, and you are using the $10,000 prize to
support yourselves as you start your company.
a. Identify the key decisions you need to make to be successful entrepreneurs, the
information you need to make them, and the business processes you will need to engage
in.
b. Your company will need to exchange information with various external parties. Identify
the external parties, and specify the information received from and sent to each of them.
The author turns this question into an in-class group activity. Students are divided up in groups,
told to close their books, and given 15 minutes to:
a. Think through the business processes, key decisions, and information needs issues in their
group.
b. Identify the external users of information and specify the information received from and sent
to each of them.
One group is selected to present their answers to the class. The other groups are told to challenge
the group’s answers, provide alternative answers, and chip in with additional answers not provided
by the selected group. Since the group that presents is not selected until after the time has expired,
students are motivated to do a good job, as they will be presenting to their peers.
The value of this activity is not in arriving at a “right answer” as there are many right answers and
student answers will vary. Instead, it is in thinking through the issues presented in Table 1-2
(business processes, key decisions, and information needs) and Figure 1-1 (interactions with
external parties). Student answers should contain many of the things in Table 1-2 and Figure 1-1 as
well as others not shown, as a retail operation differs from an application development enterprise.
The author concludes the exercise by having the students turn to Table 1-2 and Figure 1-1 while he
emphasizes the need for owners, managers, and employees of organizations to identify the
information needed to make key decisions in the company’s business processes and the key
information interchanges with external parties. All of the data needed to produce this information
must be entered into the AIS, processed, stored, protected, and made available to the appropriate
users.
While this active learning activity takes more time than a lecture does, it drives the point home
much better than a lecture would. It also keeps the students more engaged in the material.
Accounting Information Systems
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1.4 How do an organization’s business processes and lines of business affect the design of its
AIS? Give several examples of how differences among organizations are reflected in their
AIS.
An organization’s AIS must reflect its business processes and its line of business. For example:
• Manufacturing companies will need a set of procedures and documents for the production
cycle; non-manufacturing companies do not.
• Government agencies need procedures to track separately all inflows and outflows from
various funds, to ensure that legal requirements about the use of specific funds are followed.
• Financial institutions do not need extensive inventory control systems.
• Passenger service companies (e.g., airlines, bus, and trains) generally receive payments in
advance of providing services. Therefore, extensive billing and accounts receivable
procedures are not needed; instead, they must develop procedures to account for prepaid
revenue.
• Construction firms typically receive payments at regular intervals, based on the percentage of
work completed. Thus, their revenue cycles must be designed to track carefully all work
performed and the amount of work remaining to be done.
• Service companies (e.g., public accounting and law firms) do not sell physical goods and,
therefore, do not need inventory control systems. They must develop and maintain detailed
records of the work performed for each customer to provide backup for the amounts billed.
Tracking individual employee time is especially important for these firms because labor is the
major cost component.
1.5 Figure 1-4 shows that organizational culture and the design of an AIS influence one another.
What does this imply about the degree to which an innovative system developed by one
company can be transferred to another company?
Since people are one of the basic components of any system, it will always be difficult to transfer
successfully a specific information systems design intact to another organization. Considering in
advance how aspects of the new organizational culture are likely to affect acceptance of the system
can increase the chances for successful transfer. Doing so may enable the organization to take steps
to mitigate likely causes of resistance. The design of an AIS, however, itself can influence and
change an organization’s culture and philosophy. Therefore, with adequate top management
support, implementation of a new AIS can be used as a vehicle to change an organization. The
reciprocal effects of technology and organizational culture on one another, however, mean that it is
unrealistic to expect that the introduction of a new AIS will produce the same results observed in
another organization.
Ch. 1: Accounting Information Systems: An Overview
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1.6 Figure 1-4 shows that developments in IT affect both an organization’s strategy and the
design of its AIS. How can a company determine whether it is spending too much, too little,
or just enough on IT?
There is no easy answer to this question. Although a company can try to identify the benefits of a
new IT initiative and compare those benefits to the associated costs, this is often easier said than
done. Usually, it is difficult to measure precisely the benefits of new uses of IT. Nevertheless,
companies should gather as much data as possible about changes in market share, sales trends, cost
reductions, and other results that can plausibly be associated with an IT initiative and that were
predicted in the planning process.
1.7 Apply the value chain concept to S&S. Explain how it would perform the various primary
and support activities.
The value chain classifies business activities into two categories: primary and support.
The five primary activities at S&S:
a. Inbound logistics includes all processes involved in ordering, receiving, and temporarily
storing merchandise that is going to be sold to S&S customers.
b. S&S does not manufacture any goods, thus its operations activities consists of displaying
merchandise for sale and protecting it from theft.
c. Outbound logistics includes delivering the products to the customer.
d. Sales & marketing includes ringing up and processing all sales transactions and advertising
products to increase sales.
e. Service includes repairs, periodic maintenance, and all other post-sales services offered to
customers.
The four support activities at S&S:
a. Firm infrastructure includes the accounting, finance, legal, and general administration
functions required to start and maintain a business.
b. Human resource management includes recruiting, hiring, training, evaluating,
compensating, and dismissing employees.
c. Technology includes all investments in computer technology and various input/output
devices, such as point-of-sale scanners. It also includes all support activities for the
technology.
d. Purchasing includes all processes involved in identifying and selecting vendors to supply
goods and negotiating the best prices, terms, and support from those suppliers.
Accounting Information Systems
1.8 Information technology enables organizations to easily collect large amounts of information
about employees. Discuss the following issues:
These questions involve traditional economic cost/benefit issues and less well-defined ethical
issues.
a. To what extent should management monitor employees’ e-mail?
Generally, the courts have held that organizations have the right to monitor employees’ email.
Such monitoring can have disastrous effects on employee morale, however. On the other hand,
it might provide legitimate information about group members’ individual contributions and
productivity.
b. To what extent should management monitor which Web sites employees visit?
Students are likely to argue whether or not this should be done. One potential benefit that could
be argued is the likelihood that if employees are aware that they will be monitored they will be
less prone to surf the Web for non-work-related uses.
c. To what extent should management monitor employee performance by, for example,
using software to track keystrokes per hour or some other unit of time? If such
information is collected, how should it be used?
Arguments pro and con can be generated about the effects of such monitoring on performance
