Detailed Analysis of GMAS Accounting Information System Report

This report provides a detailed analysis of the Global Management Accounting Services (GMAS) accounting information system. It begins with an introduction to GMAS, outlining its purpose, which includes offering targeted support in business process management and efficient resource utilization. The report identifies the key participants in the GMAS process, including support staff, management, accounting, finance, IT departments, suppliers, and consumers. It then explores the GMAS core services, such as personnel support, system development, administrative services, and financial management. The core of the report details the process flow, including inputs, outputs, and exceptions, highlighting the importance of accounting information for decision-making. The report delves into Business Process Re-Engineering (BPR) within GMAS, examining different models and discussing process strengths and inefficiencies. The use of information technology within the system is also analyzed, including a proposed workflow diagram. The report concludes with a summary of the findings and references relevant literature.

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Accounting Information System
Name:
Course
Professor’s name
University name
City, State
Date of submission

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Contents
Introduction......................................................................................................................................3
Purpose............................................................................................................................................3
Participants......................................................................................................................................4
GMAS core services........................................................................................................................4
Process flow or activity description.................................................................................................4
Exceptions........................................................................................................................................5
Business Process Re-Engineering....................................................................................................6
Models in Business process re-engineering.....................................................................................6
Process Strengths and Inefficiencies...............................................................................................7
Use of Information Technology.......................................................................................................8
Proposed workflow Diagram...........................................................................................................9
Conclusion.......................................................................................................................................9
References......................................................................................................................................10

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Introduction
Global management accounting services (GMAS) was established as an organization that could
be outsourced in management Accounting services in businesses. These businesses include the
small businesses, medium businesses and the professional business services. Although it is in its
piloting stage, there are various other testing and servicing models that are used to develop the
systems and business processes. It is providing this services to other clients who want to test it at
pilot phase. GMAS competitiveness and viability will rely heavily on delivery and efficiency of
services in the long-run.
Purpose
The following are the main purposes of the competitive and viable system offered by GMAS
 Offering targeted support strategically in Business Process management
 Timelinesss in quality outputs in relation to the competitors who meet standards and
deadlines.
 Management of labour for better services
 Utilization of resources for better and quality services
 Utilization of resources to cover the entire processes
 Workflow system documentation and the capacity for implementation of resources
 Business intelligence process workflow
 Management of accounting entreprise to be able to meet consumers requirement and beet
competitors

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Participants
The participants in this process are the support staff and the management. There are also various
department that are core to GMAS system and includes; accounting department, finance
department, the IT department, suppliers and the genral consuymers. The participants are used to
check how strong the system is.
GMAS core services
 Personnel support
 Maintaining and developing the new system
 Provision of administrative services
 Outsourcing new clients to the business
 Compliance
 Financial nanagement
Process flow or activity description
GMAS process flow is intricate since it is a prototype and require further enhancement.
Accounting has a specific control function and has become the fundamental basis of information
systems that provide managers with the data necessary for timely decision making. The
importance of accounting information for making decisions. Decisions, both for internal
recipients and for external recipients.
 Inputs

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Input in the system are the structures put in place for it to make the best output. The source
document captures the key data of each commercial transaction that occurs. It includes the basic
facts of the movement, its date, the purpose and its amount. In addition, during the audits the
source documents are used as evidence of each transaction that was produced (Hyötyläinen,
2015). The completion of the Source Document can be its own (that is, the company that owns
it) or that of another (of a client or supplier).
 Output
Output depends on what is being given out or produced. When a client signs a contract, the
copies are sent to the account receivables by the sales team. The accounts receivable are
responsible for the mainatinance of the information of customers and depends on the service
type, and the payment agreement of the contract. The department is also responsible for billings.
When sales is done, two invoices are created and one is sent to the sales team while the other is
sent to the client. Accounts receivable will generate forms of unpaid debts.
An invoice delivered by a supplier to whom merchandise was purchased or an invoice of its own,
indicating a sale. With each source document that is issued or obtained, the entries that make up
the company's accounting will be made. Others can be a canceled and an example is a credit note
for a return customer or the tape from the cash register.
Exceptions
In GMAS, both the duly registered source document and the policy containing the accounting
entry can be conceived. In any way it is the document that guides the information for the

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purposes of registration. It is convenient that the documents comply with the mixed function of
being source and accounted for at the same time.
Accounting Policy: The policy is a document that establishes the operations developed by the
company and all the necessary information for its identification. A policy is drawn up for each
group of accounts. The data contained in the policies will be registered in the daily book, to then
be concentrated in the ledger (Tyugu and Yamaguchi, 2006).
Business Process Re-Engineering
Once it has been proven that in the case of the failures mentioned by the critics of the
Reengineering of Commercial Processes. Business Process Re-Engineering is more about
isolated departments that have been restructured by means of BPR concepts, but not of the entire
organization, there are many companies that seek the help of independent consulting firms for
the realization of their BPR projects, or that even transfer the total direction of the project to a
consulting company.
While the electronic process of data within the work process of the last thirty years consisted
mainly of a means of streamlining certain processes, modern information technology acquires a
vital importance for the company for the first time through the business process engineering or
BPR (Business Process Re-engineering. However, in recent years this way of proceeding has
changed radically and, with the help of these instruments, it is now attempted in almost all
companies to determine the current position and the various objectives (Romney and Steinbart,
n.d.). On the other hand, no one stopped, for example, to think about whether a certain
commercial activity constituted a basic competence that could lead the company to the right
path, or if the right business mix existed.

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Models in Business process re-engineering
The change already instituted, from the post-industrial era to the future information society, and
the ensuing global recession, has in turn led to dramatic changes in most companies. In short: we
are in a historic moment, and in almost all sectors companies will operate in five years in a
completely different way than they do now (Soll, 2009).
Process Strengths and Inefficiencies
In the BPR re-engineering, on the contrary, preference is mainly given to a global vision of the
company, including the meaning and objective of the commercial activity itself. Taking also into
consideration all the areas of that, both in relation to the external effect - amplitude - as internal -
depth . The question basically arises as follows: how do BPR measures adopted towards
customers and the market to allow for an increase in profits, and how they do so within the
company with respect to a reduction in costs and a reduction in costs. Faster information and
production processes. The greater the amplitude and depth with which a BPR project is
established, the more successful it will be in its effectiveness. The best way to define BPR
reengineering is in the form of a fundamental analysis and a radical restructuring of the entire
company. That is, not only integrating some business processes, but all, including the functions
of Management (Hall, n.d.).
In the meantime, there are already critical voices that, based on the first experiences, doubt that
the BPR engineering really contributes the desired successes. However, if these opinions are

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analyzed, it is easy to see that on the above-mentioned occasions only BPR concepts have been
restructured in most cases isolated departments, but not the entire company. And on the other
hand, it can easily happen that the processes that remain, and that had been growing historically,
hamper the restructured areas more than before. Generally, companies that undertake a BPR
project define between 15 and 20 large work groups that wish to restructure.
The first place regarding the frequency of BPR projects is occupied by financial accounting,
followed by marketing and distribution(Hall, n.d.). Thus, the consulting company GMAS has
recently asked companies that have carried out BPR projects if the objectives sought were met,
and how. The failed BPR projects resemble each other. The failed BPR procedures frequently
present similar characteristics: - In many companies, the IT departments detect the best of them.
Use of Information Technology
The importance of BPR measures, but they do not receive the order to direct the project. Often a
global perspective of all the commercial processes and of their mutual relations in the company
is lacking, as a consequence in these companies only a few areas are restructured. , and the least
important ones.- It has also been noted that in failed BPR projects have been modified too
quickly and certain commercial processes have been fixed too quickly without having carefully
analyzed the consequences on the other commercial areas(Hall, n.d.). Many BPR projects are not
have developed consistently until the i implementation, and have been frozen halfway in the
design phase or in the pilot phase. - One of the reasons for the failure may be the non-
participation of the Senior Management in the BPR project in question. BPR projects of success
They show three key characteristics: - The companies are concentrated in an absolutely
obligatory motive for the modifications of all the commercial processes.- The BPR project is

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entrusted to the most qualified people of the company, who then resort to the help of specialized
consulting firms in re-engineering BPR.- The fears of employees are dominated by permanent
communication about the various measures adopted and the concept or total solution (Romney
and Steinbart, n.d.).
Proposed workflow Diagram
c
AAAAAAAAAA BB C
E D
Client- sales team- accounts receivables- invoice handling- sales team- client
Input to output A-B
IIIAAAAAAAAAA B
After Re-engineering

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A B C
A(INPUT) B(Business Process Re-engineering) C( Output)
Conclusion
Once it has been proven that in the case of the failures mentioned by the critics of the
Reengineering of Commercial Processes, BRP (Business Process Re-Engineering) is more about
isolated departments that have been restructured Through BPR concepts, but not the entire
organization, there are many companies that seek the help of independent consulting firms to
carry out their BPR projects, or that even transfer the total direction of the project to a consulting
company(Romney and Steinbart, n.d.).
References
Hall, J. (n.d.). Accounting information systems.
Hyötyläinen, T. (2015). Steps to improved firm performance with business process management.
Wiesbaden: Springer Gabler.

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Romney, M. and Steinbart, P. (n.d.). Accounting information systems.
Soll, J. (2009). The information master. Ann Arbor: University of Michigan Press.
Tyugu, E. and Yamaguchi, T. (2006). Knowledge-based software engineering. Amsterdam: IOS
Press.