engleski

Accounting Information for Sport's Departmental Management in Tourism and Hospitality Industry

Sport, recreation, wellness, medical sport programmes and other types of sport activities offered in tourism and hospitality enterprises, can be presented, in organizational design, in form of operated department. For the accounting information system it represents responsibility centres from standpoint of management authority in organizations structure. Responsibility centre is a broad term, meaning any part of an organization that has control over the incurrence of cost, the generating of revenue, or the use of investment fund. They can be organised as cost, revenue, profit or investment centres. Responsibility centre reporting system is defined through the international accounting standards and principles, and is known as “ segment reporting” . Sport’ s income segment reporting is the result of responsibility accounting as subsystem of managerial accounting. Sport segment can be defined as part of activity of hotel or tourism enterprise, about which, the middle level of sport’ s departmental managers seek cost, revenue or profit data and information. The fundamental principle of responsibility accounting as a subsystem of managerial accounting is that costs are assigned to the hierarchical levels sport’ s department management which are in charge of their control to make managers responsible for the difference between budgeted and realised results. The efficiency of responsibility accounting reporting system depends on the level and comparability with the management information system. The conception of sport’ s segment should be based on principles review, decentralisation, responsibility, because only with correct application of these principles. The shaping of relevant information has to be directed towards decision making processes and real needs of the sport’ s department management. These data and information in accounting reports assure control that is based on the management responsibility for realised or not realised results on every hierarchic level or segment. It is connected with the specialization, departmentalisation, authority, span of control and coordination to ensure efficient coordination and control of activities, and prepare the information in the process of decision-making. The content of sport’ s income statement depends on internal enterprise organisation, individual management requirements and cost allocation bases. Responsibility accounting is the most important segment of management accounting in particular needs to be singled out as an important system and methodological prerequisite for preparation of relevant information about specific costs, revenues and results in sport departments in tourism and hospitality industry.

Accounting information; Sport Management; Tourism; Hospitality

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