...ADM 335 ACCOUNTING II: MANAGERIAL ACCOUNTING COURSE DESCRIPTION Managerial accounting involves the use of economic and financial information to plan and control many of the activities of the business entity and to support the management decision-making process. The main objective of this course is to explore the relevant issues of cost accounting. Hence, this course examines the acquisition, analysis, and reporting of accounting information from the perspective of effective management decision making, with special emphasis on the planning and control responsibilities of practicing managers. It also familiarizes the student with an electronic spreadsheet package found in today’s business world. TOPICS Topics to be covered in this course: • • • • • • • • • • • • • Managerial Accounting—Definition and Perspective Cost Terms, Concepts, and Classifications Job-Order Costing Process Costing Cost Behavior Analysis Cost-Volume-Profit Relationships Profit Planning and Budgeting Standard Costs and Variance Reporting Flexible Budgets Segment Reporting and Profitability Relevant Costs for Decision Making Statement of Cash Flows Financial Statement Analysis STUDENT—1 ACCOUNTING II: MANAGERIAL ACCOUNTING This syllabus has been developed by the faculty of the College of Business and Management at Cardinal Stritch University. © 2014 Cardinal Stritch University Syllabus Control Number: 061614 STUDENT—2 ACCOUNTING II: MANAGERIAL ACCOUNTING INTRODUCTION SYLLABUS FORMAT This...
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...University Syllabus for New MBA Program effective from Academic Year 2011-12 MBA I Semester I Accounting for Managers (AFM) 1. Course Objective: The objective of the course is to acquaint the students with the language of Accounting and to develop in them the ability to evaluate and use accounting data as an aid to decision making. The main purpose is to assist the students in developing skills in problem solving and decision making in the financial area. Emphasis is laid on analysis and utilization of financial and accounting data for planning and control. 2. Course Duration: The course duration is of 36 sessions of 75 minutes each i.e. 45 hours. 3. Course Contents: Module No: Module Content No. of Sessions 70 Marks (External Evaluation) 17 I II Fundamentals of Accounting Basic understanding of accounting, Accounting Concepts, Conceptual framework of financial statements, Accounting Policies, Journal Entries and preparation of accounts - Trial Balance to Balance sheet and profit and loss Account, Recognition of Income and Expenses, Provisions, Contingent Liabilities Accounting Standards and Applicability: Disclosure of Accounting Policies (AS-1), Valuation of Inventories (AS-2), Depreciation Accounting (AS-6), Income Recognition & Accrual Income (AS-9), Accounting of Fixed Assets (AS-10), Accounting for Intangible Assets (AS-26), Accounting for Investments (AS-13), 7 7 17 III IV V Preparing and Understanding Financial Statements : Corporate Balance sheet...
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...BGI COURSE SYLLABUS |Course Number and Title |MGT 553 Finance, Accounting, and the Triple Bottom Line I | | | | |Instructors |Kate Lancaster, PhD, CPA | | |kate.lancaster@bgi.edu | | |(W) 805.756.2922, (H-MB) 805.772.7452 | | |(H-BI) 206.780.1015, (C) 805.440.4618 | | |Toni Smith, PhD, CPA | | |toni.smith@bgi.edu | | |603.659.5108 | | |Brian Setzler, MBA, CPA | | ...
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...State University of New York BINGHAMTON UNIVERSITY School of Management Fall 2011 Class: Mgmt 501 Accounting for Managers Mondays: 4:25 – 5:50 pm LN 2403 Wednesdays: 4:25- 5:50 pm SL206 Instructor: Anna M. Addonisio, CPA, MBA Email: aaddonis@binghamton.edu Phone: 777-4941 Office: Library North Room 2430 Office Hours: by appointment Text: Financial and Managerial Accounting, by Needles, Powers, & Crosson, 9e edition, Houghton Mifflin Co. (required) Cases: Harvard Business School Cases (required) Wall Street Journal (recommended) Financial Calculator: Texas Instruments BAII Plus is required Course Objective: This course integrates financial accounting and managerial accounting. The objective is to provide students with an understanding of accounting information from the managers’ perspective and develop students’ ability and analytical skills necessary to use accounting information to make decisions in the business world. The first part of this course introduces financial accounting with the emphasis on financial statement preparation by accountants, selection of reporting strategies by managers, and interpretations by users of corporate financial reports. The second part of this course introduces managerial accounting, which is primarily concerned with data gathering and presentation for purpose of internal management evaluation and decision-making. The objective is to understand the determination of cost structure and develop techniques for...
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...labour, overheads and sales variance), practical applications Budgeting and budgetary control mechanism Activity based costing, Responsibility Accounting Target costing Objective Objective of this course is to help student understand: 1. The essence of management accounting-effective use of the accounting information for planning, control and business decision making. 2. To use cost accounting as a managerial tool for business strategy and implementation. 3. To understand analyse the costing tools and their business application for enhancing revenue and profitability of a firm,. 4. To analyse various aspects of costing such as, marginal costing, absorption costing, allocation of costs, standard costing and variance analysis, activity based costing, target costing etc. 5. To understand the process of decision making, planning and budgeting in a business organisation. Pedagogy Lectures Discussions on case studies Term Projects and presentations Discussion and presentation on published research papers on related topics. Text book: Management Accounting: Paresh Shah, OXFORD UNIVERSITY Press, Edition, Eighth impression 2012. Reference Books: 1. Managerial Accounting, by James Jiambalvo, third edition, pub. Wiley 2. Management Accounting, M Y Khan & P K Jain, Pub. Tata McGraw-Hill 3. Managerial Accounting, Ronald W Hilton/ G Ramesh Pub.Tata McGraw Evaluation and Weightage (Total 100 Marks) Class Quiz : 10 Marks Class Assignment...
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...National Taiwan University College of Management Department of Accounting Accounting for Managerial Decisions Spring 2014 Instructor: Liao, Chih-Hsien Class Time: Wednesday 14:20－17:20 Office: Room 912, Building 2, College of Management Phone: (02) 3366-1121 Email: Office Hours: Monday 10:00－12:00, or by appointment Teaching Assistant (TA): COURSE DESCRIPTION This course is designed to provide an overview of basic cost accounting systems and how cost information is applied in an organization’s internal management. Cost accounting systems provide valuable information for managerial planning and control. The first part of this course focuses on how to determine the precise costs an enterprise incurs to make products or deliver services. The second part of this course introduces how managerial accounting helps organizations to evaluate product/customer profitability, improve cost management and create more value. Managers rely on accurate cost information to make a variety of decisions, including product pricing, budgeting, sales mix, inventory management, and employee performance evaluation. The class focuses primarily on lectures, supplemented by case discussions designed to stimulate students’ critical thinking and analytical skills. COURSE OBJECTIVES 1) Demonstrate an understanding of important characteristics and elements of various cost systems. 2) Develop the ability to use cost information to make business decisions and solve management...
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...CHAPTER 10 Budgetary Control and Responsibility Accounting ASSIGNMENT CLASSIFICATION TABLE Learning Objectives 1. Describe the concept of budgetary control. Evaluate the usefulness of static budget reports. Explain the development of flexible budgets and the usefulness of flexible budget reports. Describe the concept of responsibility accounting. Indicate the features of responsibility reports for cost centers. Identify the content of responsibility reports for profit centers. Explain the basis and formula used in evaluating performance in investment centers. Explain the difference between ROI and residual income. Questions 1, 2 Brief Exercises Do It! Exercises 1 A Problems B Problems 2. 3, 4, 5 1, 2 1, 2, 8, 10 3A 3B 3. 6, 7, 8, 9, 10, 11, 12 3, 4, 5 1, 2 1, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12 1A, 2A, 3A 1B, 2B, 3B 4. 13, 14, 15, 16, 17, 18, 24 19 6 13 6A 6B 5. 9, 11, 14 6. 20, 21 7 3 15, 16 4A 4B 7. 22, 23, 24 8, 9, 10 4 16, 17, 18, 19 5A 5B *8. 25, 26 11, 12 20, 21 7A 7B *Note: All asterisked Questions, Exercises, and Problems relate to material contained in the appendix to the chapter. Copyright © 2012 John Wiley & Sons, Inc. Weygandt, Managerial Accounting, 6/e, Solution Transparencies (For Instructor Use Only) 10-1 ASSIGNMENT CHARACTERISTICS TABLE Problem Number 1A Description Prepare flexible budget and budget report for manufacturing...
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...of 90 Minutes Core Papers 1.1 Perspective Management 1.2 Financial Accounting 1.3 Managerial Economics 1.4 Operations Management 1.5 Organisational Behaviour 1.6 Business Mathematics 1.7 Information Technology & Management 1.8 Communication Skills 1.9 Marketing Management 1.10 to 1.13 Elective 1 Elective 2 Total Electives (Students need to opt for any two electives) 1.10 Selling & Negotiation Skills 1.11 High Performance Leadership 1.12 Indian Ethos in Management 1.13 Corporate Social Responsibility Projects 50 100 100 100 100 100 50 100 100 100 100 1000 18 30 30 30 30 30 18 30 30 30 30 306 Note 1: All subjects/papers for semester I will be internally assessed by the institute. Note 2: All new electives proposed to be introduced by the institute, apart from electives listed in the new syllabus; need to inform University in writing outlining the details of the course with learning objectives, learning outcomes, detail syllabus, teaching learning plan and course evaluation procedures within the pattern prescribed at least one semester in advance. Master of Management Studies First Year Semester I Sl No Code Subject/Paper No of Periods per week (90 Mins Each) 2 2 2 2 2 2 2 Duration of Theory Papers In Hours Examination Marks Continuous Assessment 20 40 40 40 40 40 20 Total Core Papers 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 Perspective Management Financial Accounting Managerial Economics Operations Management Organisational Behaviour Business Mathematics...
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...Course Code: C201 Cost and Management Accounting (CMA) 1. Objectives: The course intends to equip students with the ability to apply cost concepts in managerial decision making. At the end of the course, they are expected to have learnt the methodology and techniques for application of cost and managerial accounting and information in the formation of policies and in the planning and control of the operations of the organization. The course covers the nature of managerial accounting; activity costing; marginal costing; standard costing, etc. 2. Course Duration The course will have 45 sessions of 60minutes duration. 3. Course Contents Assignment of sessions to the modules of course is as follows: Module No. | Modules/ Sub modules | Sessions | Marks (Uni. Exam) | I | Cost Management and Cost EstimationCost and Management Accounting OverviewVarious Cost Concepts. Cost Estimation approaches, tools and techniques | 9 | 20 | II | Cost allocation and Job/ batch CostingCost Allocation, Activity Based and Target CostingJob and Batch Costing Introduction to the concept of operating costs | 9 | 20 | III | Costing MethodsOperating Costing. Process Costing and Joint and By product Costing. | 9 | 20 | IV | Management ApplicationsMarginal (Variable) Costing and Absorption Costing Decision Involving Alternative Choices and Pricing DecisionsMake-or-Buy | 9 | 20 | V | Planning, Control and Decision MakingBudgeting and Budgetary Control SystemStandard...
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...Instructor Information Name: John E. Simms, Ph.D. E-mail: jacks@uh.edu Ph.: 713-775-3023 Office hours are MW 4-6pm, and by appointment in 360MH. Course Description - An examination of cost accounting principles and practices such as job order costs, process costs and standard cost controls as well as specific managerial problem areas such as budgeting pricing policies and inventory control. In addition to the acquisition of the common body of knowledge and discipline-specific mastery, we address three goals: * Critical Thinking – the ability to identify a problem, ascertain what information is relevant, and arrive at conclusions based on the evidence. * Decision Making – The identification and evaluation of different alternatives. * Ethics – the role of ethics in managerial accounting (using the Institute of Management Accountants’ Standards of Ethical Practice) Course Learning Objectives: Managerial accounting has three foci: * The role of the managerial accountant; * The product costing function; and * Cost management, decision making, and performance evaluation. The first two are the subject of the first section of the course. The role of the managerial accountant includes not only functions and positions within an organization, but also ethical standards and obligations. The product costing function is primarily quantitative. The third focus is the subject of the second and third sections of the course. The study of cost...
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...Department Accounting & Control mrinsum@rsm.nl Introduction Financial Management Control Systems (FMCS) form the bridge between the organization’s strategy and its operations. Their purpose is to align managerial behaviour and decision making with organizational goals. Although management controls are typically embedded in the organization’s financial management and accounting systems, their design and use should be based on a thorough understanding of how managerial behaviour is influenced by typical control system elements, such as target setting, performance measurement and rewarding. Indeed, while the proper design of management control systems is paramount for organizational performance, organizational failure can often be attributed to poor design of the organizations management control system. Such poor design may result from a limited understanding of the drivers of managerial behavior in complex organizations. Our challenge thus lies in understanding what are crucial design elements of control systems, what design options are feasible, and how the design and use of control systems should match the organizational context in which they operate. This understanding, rather than the straightforward arithmetic often associated with financial management, forms the core of this course. Course design in a nutshell This course consists of a combination of lectures, articles and cases. The lectures are intended to deal with the theory and concepts that are relevant to accounting and control...
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...Appendix A Service Department Costing: An Activity Approach Solutions to Questions A-1 Interdepartmental service costs exist whenever two service departments perform services for each other. Under the step method, the costs of the service department performing the greatest amount of service for the other service departments are allocated first, the costs of the service department performing the next greatest amount of service are allocated next, and so forth through all the service departments. Once a service department’s costs have been allocated, costs are not reallocated back to it under the step method. A-2 Under the direct method, costs are not allocated between service departments. Rather, all service department costs are allocated directly to operating departments. A-3 If a variable base is used to allocate fixed costs, the costs allocated to one department will depend in large part on what is happening in other departments. For example, ineffectiveness in one department will result in it being relieved of allocated costs, and these costs will be shifted onto other departments. As a consequence, the more efficient departments will be penalized. A-4 In many firms, managers of departments have great latitude over the extent to which their departments will utilize the services offered by the firm’s service departments. In order to encourage the use of certain services which otherwise might not be used (such as performance evaluation and internal auditing), the services...
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...CURRICULUM FOR FULL-TIME COURSES FIRST YEAR First Semester SUBJECT CODE LIST OF SUBJECTS FT 101C FT 102C FT 103C FT 104C FT 105C FT 106C FT 107C FT 108C Management Principles and Practices Mathematics and Statistics for Managers Accounting for Managers IT and E-Business Fundamentals Business Environment Organization Behavior and Processes Business Communication Business Legislation 1-2 3-4 5-6 7-8 9-10 11-12 13-14 15-16 COURSES AND SYLLABUS FOR SECOND, THIRD AND FOURTH SEMESTER SHALL BE COMMUNICATED LATER. 2 FT-101C MANAGEMENT PRINCIPLES AND PRACTICES Course Objective The objective of this course is to help the students gain understanding of the functions and responsibilities of the manager, provide them tools and techniques to be used in the performance of the managerial job, and enable them to analyze and understand the environment of the organization. Examination The faculty member will award internal marks out of 20 (8 for Tests and 12 for class participation). The semester examination carrying 80 marks will have two sections A and B. Section A worth 60 marks will have 6 theory questions out of which students will be required to attempt any four questions. Section B carrying 20 marks will contain one or more cases. Cases prescribed below are only for classroom discussion and internal evaluation and not for end semester examinations Course contents 1. Concept of Management Functions and Responsibilities of Managers, Fayol's Principles of Management, Management...
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...http://ocw.mit.edu ____________ MIT OpenCourseWare 15.963 Management Accounting and Control Spring 2007 For information about citing these materials or our Terms of Use, visit: ________________ http://ocw.mit.edu/terms. 15.963 Managerial Accounting and Control Spring 2007 Prof. Mozaffar Khan MIT Sloan School of Management Owens & Minor A What external pressures does O&M face? U.S. healthcare expenditures are rising due to demographic trends and technological advances, so medical supply is growing sector. However, insurance companies and government agencies have changed from cost-plus to fixed rate reimbursement for hospitals. Hospitals are passing along cost pressures to distributors. Stockless and JIT systems at hospitals require smaller, more frequent deliveries Customer consolidations have increased customer power, and in turn led to distributor consolidations. Competition from manufacturer-owned distributors. 15.963 [Spring 2007] Managerial Accounting & Control 2 Owens & Minor A What is O&M’s role in the supply chain? Primarily to break bulk, own, hold and manage inventory. Provide credit to hospitals. Transmit sales information to manufacturers. Monitor compliance with pricing contracts. How has this role evolved? It now includes: making smaller, more frequent deliveries to stockless and JIT customers; providing end-user kits – O&M no longer just wholesale...
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...ACCOUNTING 525: MANAGERIAL ACCOUNTING Winter Quarter 2003 INSTRUCTOR: Professor D. L. Jensen 428 Fisher Hall 292-2529 at office (Please leave recorded message; if I'm not in, I'll return your call.) jensen.7@osu.edu (I check my e-mail several times daily and will respond ASAP) OFFICE HOURS: By appointment or chance STUDENT ASSISTANT: Ms. Yun Jin (jin.81@osu.edu) REQUIRED TEXT AND SUPPLEMENTARY MATERIALS: Horngren, Foster and Datar, Cost Accounting: A Managerial Emphasis, 11th edition, Prentice-Hall, 2003 (abbreviated H) (ISBN 0-13-064815-9) Supplementary materials (abbreviated [S]) are sold in a package by CopEz (Tuttle Store). Some supplementary items may be distributed in class or made available on the Internet. COURSE OBJECTIVES: The objectives of this course are to develop your understanding and critical facility in the application of measurement and analytical constructs employed in management accounting and your understanding of the organizational context of management accounting. COURSE METHOD: The course is organized around a textbook, supplementary materials, lectures, and in-class exercises and discussion. Written assignments include homework problems, in-class quizzes, and examinations. HOMEWORK PROBLEMS Assigned homework problems should be prepared prior to the class for which they are assigned; most homework will be discussed during that class, and students are encouraged to annotate their homework papers during class. Homework will be collected...
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