SPECIFIC LEARNING OBJECTIVES AND TENTATIVE SCHEDULE: | - 1
Ch. 1 Sep 3 Understand how management accounting
information is used for strategic and operational decision making;
- 2
Ch. 2 Sep 8, Sep 10 Be sensitive to the behavioural consequences
that result from the introduction of new measurement and
- management systems;
- 3
Ch. 2 Sep 8, Sep 10 Explain why both financial and non-financial
measures ore required to evaluate and manage a company’s strategy;
- 4
Ch. 2 Sep 8, Sep 10 Understand how a Balanced Scorecard can
represent cause-and-effect hypotheses of a company’s strategy across
financial, customer, process, and learning and growth perspectives;
- 5
Ch. 2 Sep 8, Sep 10 Select measures for the strategic objectives
in the four perspectives of a company’s Balanced Scorecard and strategy
map;
- 6 Ch. 3 Sep 15, Sep 17 Understand how cost
information supports important management activities such as product
pricing, product planning, budgeting, and performance evaluation;
- 7 Ch. 3 Sep 15, Sep 17 Be able to model,
interpret, and evaluate the effect of volume changes on costs and
profits in simple organizations;
- 8 Ch. 3 Sep 15,
Sep 17 Understand the important role of, and be able to use, the
relevant cost concept in make-or-buy, product and department
abandonment, costing orders, and product mix decisions and be able to
apply the relevant cost concept in simple situations;
- 9
Ch. 4 Sep 29, Oct 1Recognize how product and process
characteristics define the appropriate structure of a costing system;
- 10 Ch. 4 Sep 29, Oct 1 Understand the methods of allocating service department costs to production departments;
- 11 Ch. 5 Oct 6, Oct 8, Oct 13 Design an activity-based cost system that directly traces resource costs to products;
- 12
Ch. 5 Oct 6, Oct 8, Oct 13 Use the information from an ABC system
to improve operations and make better decisions about products;
- 13 Ch. 5 Oct 6, Oct 8, Oct 13 Discuss the barriers for implementing ABC systems and how these might be overcome;
- 14
Ch. 6 Oct 22, Oct 27 Assign various costs to customers in support
of measuring and managing customer relationships;
- 15
Ch. 7 Oct 29, Nov 3 Explain the theory of constraints, lean
manufacturing, and related concepts of process performance measurement
and management;
- 16 Ch. 8 Nov 5, Nov 10, Nov 12
Describe and explain the total-life-cycle costing approach for managing
product costs, target costing, non-financial measures for product
development processes, and environmental costing issues;
- 17
Ch. 9 Nov 17, Nov 19 Discuss and explain key behavioural
considerations in the design of a management accounting and control
system;
- 18 Ch. 9 Nov 17, Nov 19 Apply an ethical
control framework to decisions, particularly with regard to human
resources;
- 19 Ch. 9 Nov 17, Nov 19 Discuss the links between different incentive systems and performance;
- 20
Ch. 10 Nov 24, Nov 26, Dec 1 Explain the role of budgets and
budgeting, the different types of operating and financial budgets and
the relationships between them, common variance analysis, and the use
of what-if and scenario analysis for planning;
- 21 Ch.
10 Nov 24, Nov 26, Dec 1 Understand the criticisms leveled
against traditional budgeting and ways to mitigate the effects;
- 22
Ch. 11 Dec 3, Dec 8, Understand and be able to explain the nature
and scope of financial control and its importance both inside and
outside of organizations;
- 23 Ch. 11 Dec 3, Dec 8
Understand different approaches to control and motivation, including
responsibility centers, performance measurement, transfer pricing, ROI,
residual income and EVA approaches to evaluating economic performance.
|