It is important to point out that centralized structures in organizations have a distinct and clear difference from decentralized ones, which means that such enterprises require to integrate major and sometimes drastic changes in order to move away from the centralized to a decentralized one. It should be noted that a business’s responsibility centers on “a functional entity within a business that has its own goals and objectives, dedicated staff, policies and procedures, and financial reports” (“Responsibility center definition,” 2021, para.1). In the case of its functional aspects, the core goal is to “give managers specific responsibility for revenues generated, expenses incurred, and/or funds invested” (“Responsibility center definition,” 2021, para. 1). In other words, such centers are highly important to establish a system where accountability is superb and precise to a degree where a specific manager’s performance metrics can be identified. Therefore, such an entity of a business enables a more direct approach for conducting financial reports for each manager with an emphasis on his or her responsibility, where a wide range of customized reports can be generated in order to preserve the overall precision and targeted accountability.
Within the presented context, the process of decentralization will require a major shift in the operational effectiveness and efficiency of the responsibility centers since the decisions will be made by a group of several individuals or managers. A centralized business is primarily managed by a single individual, which makes the accountability monitoring process relatively simple, but the decentralization results in a structure where a number of key decision-makers need to be held responsible and accountable to their performance metrics. Such a measure can lead to a more complex challenge for responsibility centers due to the need to identify each manager’s sphere of accountability.
Moreover, organizations spend and allocate a significant portion of their resource to their internal operations, which is why these cost centers can be a major drain on an organization. However, it is important to note that internal charge back measures can be implemented within an organization by establishing the key procedural and administrative protocols. A specific example of internal charge backs can be observed in regards to IT-related costs, such as cloud computing. These activities can be a major source of costs due to the IT budgetary allocations.
Organizations, which do not utilize internal charge back measures, can experience a major drain of resources since all IT-related costs and operations are held by IT departments. However, charge back systems enable more accountability and transparency because each internal consumer is charged in accordance with its use of IT services. Therefore, such an approach makes IT-related cost monitoring more accurate, and it also allows to identify the major consumers of these services. Cost transparency brings a higher degree of accountability and awareness within an organization for its IT use since it becomes easily evident which consumer is causing the drain of internal resources.
In conclusion, the role of accurate and precise business analytics is of paramount importance, especially in regard to decentralized organizations. The main reason is that the key decision-making processes are conducted by a number of entities, managers, or departments, which, in turn, can make the monitoring process complicated. However, the integration of effective measures and approaches can eliminate the complexity and bring key elements of transparency and accountability.
Responsibility center definition. (2021). Web.