外文翻译为什么作业成本法在中国的银行应用失败.docx
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外文翻译为什么作业成本法在中国的银行应用失败.docx
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外文翻译为什么作业成本法在中国的银行应用失败
中文3400字
本科毕业论文(设计)
外文原文
外文题目WhyDidABCFailattheBankofChina?
外文出处《BankAccounting&Finance 》PublicMoney&Manegement,2006(3):
39-42
外文作者杰弗里.怀特/罗纳德W.希尔顿
原文:
WhyDidABCFailattheBankofChina?
EXECUTIVESUMMARYFewauthorshaveexploredtheimplementationofactivity-basedcosting(ABC)inEastAsiancompanies.ThisstudyinvestigatesfactorsthatledtothefailureofanABCimplementationatamajorChinesefinancialinstitution—theBankofChina.Interviewswith18employeesatonebranchrevealedsixfactorsthatblockedtheimplementation:
thelackofclearbusinesspurpose,alackofeducationaboutABC,poormodeldesign,alackofparticipants,individualandorganizationalresistancetochange,andthefactthatfewoutsourcerswereavailable.ThestudyrepresentsarealexampleofwhyABCimplementationmightfailinanorganization.
ThekeypurposeoftheBankofChina’sstrategicplanistogenerate,process,track,andcloseitsleadsintheChinesefinancialmarket.Aspartoftheplan,thebankaimedtointroduceanactivity-basedcosting(ABC)systemacrossallofitsregionsinordertoreducecostsandincreasemanagementcontrol.Theimplementationfailed,however,andthetraditionalcostingsystemisstillemployed.Weinvestigatedfactorsthatblockedtheimplementationofactivity-basedcostingandmanagement(ABC/M)inoneprovisionalbankbranch,thenameandlocationofwhicharenotdisclosedforconfidentialityreasons.
Ourinterviewswith18ofthebranchemployees
revealedsixfactorsthatblockedtheimplementationof
ABC.Theseare:
Lackofaclearbusinesspurposeaboutthe
implementation,
1.LackofeducationaboutABC,
2.PoorABCmodeldesign,
3.Lackofparticipants,
4.Individualandorganizationalresistancetochange,
5.Fewoutsourcersavailable.
Althoughsomeorallofthesefactorshavebeenmentionedinpreviousstudies,ourworkisnewintermsofitsapplicationtothebanksectorinChina,whichallowsustocontributetotheknowledgeofABCinpractice.
Today,Chinesebanksarefacingstrongcompetition,especiallyfromforeignbanksthathaveenteredtheChinesefinancialmarket.Thoseforeignbanks,whichhadopenedinShanghaiearlierhavestartedtoexpandtheirbusinessintoJiangsuandZhejiangprovinces.TheygrabbedalargenumberofgiantclientsfromtheirChinesecounterparts,causingadecreaseinbankloansintheprovinces,accordingtoa2002pressreleasebythePeople’sBankofChina,NanjingBranchineasternJiangsuprovince.
Toeradicatesuchproblemsandpreventthesituationfromgettingworse,Chinesebanksneededtoapplymoreeffectivemanagementmethodsandtechnologiestoimprovetheircompetitiveadvantage.Furthermore,thegovernmentofthePeople’sRepublicofChinadecidedtoturnstate-ownedbanksintopubliclylistedonestoenhancethebanks’self-controllabilityandflexibilitythathelpthemreacttomarketconditionsinatimelyandeffectivemanner.
Asoneofthebigfourstate-ownedbanks,BankofChinaLtd.hadstartedtorestructureitselfandtriedtoimplementmanagementaccountinginordertomanageitscosts.TheimplementationofsuchmanagementaccountingtechniquesinChinaisdifficult,however,becauseofthevariedeconomic,institutional,andculturalsettings.
AninterviewwiththegeneralmanagerofthebranchrevealedthatittriedtoimplementABCthreeyearsago,buttheeffortwasunsuccessful.ThefailuretoimplementABCcosttheorganizationmoney,andthereisaneedtoreducethesecostsbyidentifyingandanalyzingfactorsthatblockedtheABCimplementation.Ifthosebarrierscannotberesolved,thismaycontinuetoobstructtheapplicationofnewmanagementaccountingtechniquesandfurtherinfluencetheorganization’scapabilities.
AlthoughmostoftheexistingliteratureextolsthebenefitsofABCand,inparticular,thebenefitsofABC/M,fewauthorshaveexploreditsimplementationinEastAsiancompanies,especiallyfinancialinstitutions.
ABCVS.TRADITIONALCOSTINGSYSTEMS
Beforewedescribetheresultsofourstudy,let’slookattheconflictingviewsaboutABC.RonaldW.Hilton,amongothers,definedABCasatwo-stagemodel.1Inthefirststage,overheadcostsareallocatedintodifferentactivity-basedcostpoolswithrespecttotheirclassifications.Inthesecondstage,usingaseriesofcostdriver-basedrates,thepooledcostsareallocatedtoproductlines.GaryCokinsarguedthat,comparedtothetwo-stagemodel,atraditionalcostingsystemislikea“checkbook”whereonecanreadthetotalamountspentbutcanneverknowthepurposeandresultsofeachcheck.
Traditionalcostsystemsarealwaysemployeepayrollrelated,whichhindersamanager’sabilitytojudgeandimproveemployees’activitiesandperformance.Furthermore,thepayroll-relatedcostsdonotindicatetheinteractionandrelationshipsbetweenoneactivityandothersorproductsandcustomerservices.Managerswillnotbeabletoidentifywhicheventscauseactivitycoststovary.Basedonmanagers’views,however,anorganization’sactivitycostscouldbethemostcontrollablepartthatmanagerscaninfluence.Nonetheless,withoutknowingthecosts’drivers,managersarevirtuallyunabletoorganizeacompany’sproductioncostsefficiently.
Incontrast,ABCconcentratesonactivitiesinvolvedintheworkprocessthathelpmanagersoperateabusinessoranorganization.“ABC/Miswork-centric,whereasthegeneralledger(traditionalcostingsystem)istransaction-centric.”3Nonetheless,bothsystemshavetheirpoints:
Thetraditionalcostsystemiseasyandinexpensivetoimplement,buttheinformationobtainedcouldbetoorawtobeanalyzed.ABCsolvesthatproblembutisexpensiveandverytime-consuming.
FACTORSLEADINGTOTHESUCCESSORFAILURETOIMPLEMENTABC
Despiteitsgrowingpopularity,anumberofcompaniesstartedtoexperiencedifficultieswithABCimplementationthatblockedthemfromtakingitfurther.Aseriesoffactorshasbeenfoundtoberelatedtothesuccessand/orfailureofaddressingABC.MichaelShieldsidentifiedsix“behavioralandorganizational”factorsthatmakeABCsuccessful.Theyare:
1.Thesupportoftopmanagement;
2.IntegrationbetweenABCandcompetitivestrategies
suchastotalqualitymanagement(TQM)and
Just-in-Time(JIT);
3.ABC’srelationtoperformanceevaluationsand
managers’compensation;
4.Adequatetrainingduringdesign,implementation,
anduse;
5.“Nonaccountingownership”;and
6.Theavailabilityofadequateresources.
AnnieS.McGowanandThomasP.Klammer,aswellasGeorgeFosterandDanG.Swenson,confirmedfactors1,3,4,and6.11AccordingtoInnes,Mitchell,andSinclair,thisisconsistentwiththefindingsofU.S.studiesofABCinpractice.12Basedontheresultsoftheir1994and1999surveys,however,theyfoundthatthesupportoftopmanagementisstronglyassociatedwiththesuccessofABC.Ontheotherhand,IanCobb,JohnInnes,andFalconerMitchellsuggestedthatthelackofadequateinternalresources,particularlystafftimeandcomputerresources,aremajorfactors.13Furthermore,ChrisArgyrisandBobKaplanexplainedABCfailurebyprovidinga“behavioralmodelofwhyandhowemployeesresistABC.”14TheoriginofthismodelcamefromArgyris,whopointedoutthat“barrierstochangearisefromthedefensiveroutinesthatparticipantstriggertoprotectthemselvesfromexperiencingembarrassmentandthreatfromthenewideas.”15RobinCooper,BobKaplan,LawrenceMaisel,EileenMorrissey,RonaldOehm,andM.LynneMarkusfurtherarguedthatresistancetonewinformationsystemscanbeunderstoodintermsoforganizationalpowerandpolitics.
DifferentresearchersseedifferentfactorsthatstronglyaffectABCimplementation.Allinall,AnthonyAtkinson,RajivBanker,BobKaplan,andS.MarkYoungdiscussedthemintermsoffivefactors:
1.Lackofclearbusinesspurpose,
2.Lackofseniormanagementcommitment,
3.Delegatingtheprojecttoconsultants,
4.Individualandorganizationalresistancetochange,
and
5.PoorABCmodeldesign
WHYIMPLEMENTATIONFAILED
HereisacloserlookatthesixfactorsthatinterviewersidentifiedasobstaclestoABCimplementation.
Noclearbusinesspurpose.TheABCprojectwasinitiatedbytheaccountingdepartment,andabasicABCmodelwasdesigned,butnoonefromthemanagementlevelorfromeachindividualdepartmentshowedaninterestinthework.Peoplefromtheaccountingdepartmentweredisappointedandlosttheirmotivation.Ontheotherhand,employeesfromeachindividualdepartmentfeltconfusedaboutABC.Theydidnotknowitspurpose,andsomeguessedthatitwasatooltolimittheirdailyspending.Othersthoughtitmighthelptoredesigntheworkprocess,whileafewbelieveditwouldredesigntheircurrentdepartmentstructure.Fromtheviewofthegeneralmanager,ABCshouldbeaninstrumentthatwouldincreasethetransparencyinmanagementcontrol.Therefore,noclearbusinesspurposewasinitiallydesignedfortheimplementation.
“ThepurposeofimplementingABCwastointroduceamoreeffectivecostingsystemtoBOC,”respondentsfromtheaccountingdepartmentsaid.“However,theterm‘effectivecostingsystem’wastoogeneraltobefollowed.AllemployeeshaddifferentideasaboutABC.PeoplefeltconfusedandlostinterestinABC.Wethenfeltboredwhennoonelookedatourwork;theprojectstoppedatthispoint.”
Lackofeducation/knowledge.TheinterviewsrevealedthatfewemployeesunderstoodABC.Despitetheaccountingdepartment’sefforts,onerespondentfromthecorporatebankingdepartmentrevealedthathehadheardaboutABCbutdidnotunderstanditskeypoints.TwomanagersmentionedthattheyknewaboutABC,butonlyoneofthemcouldprovidedetailsaboutthesyste
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