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COURSE TITLE: Intermediate Management Accounting
CREDIT WEIGHT AND WEEKLY TIME DISTRIBUTION: credits 3 (hrs lect 3 - hrs sem 0 - hrs lab 1)
CALENDAR DESCRIPTION: Covers decision analysis and strategy from a management perspective, activity-based costing and management techniques, customer relationships, process costing and performance management, life cycle costing, behavioral issues in management accounting and control systems, budgeting and investment planning and capital budgeting decisions.

Prerequisites: BUSI 355
REQUIRED TEXTS: Atkinson, A.A., Kaplan, R.S., Matsumura, E.M., & Young, S.M. (2011).  Management accounting: Information for decision-making and strategy execution (6th edition). Pearson Higher Education. 
Assignments 30%
Midterm 30%
Final 40%
COURSE OBJECTIVES: At the end of this course, you will have developed the following course specific skills and knowledge: 
  • knowledge of cost accounting to enable you to prepare, use and to evaluate critically management accounting data for tactical decision making, strategic decision making, and performance evaluation and control; 
  • problem-solving skills, including the application of quantitative techniques in both the short- and long-run decision-making framework; and
  • the ability to apply these skills and knowledge in various settings. 
  • Chapter 1: How Management Accounting Information Supports Decision Making 
  • Chapter 2: The Balanced Scorecard and Strategy Map 
  • Chapter 3: Using Costs in Decision Making 
  • Chapter 4: Accumulating and Assigning Costs to Products 
  • Chapter 5: Activity-Based Cost Systems 
  • Chapter 6: Measuring and Managing Customer Relationships 
  • Chapter 7: Measuring and Managing Process Performance 
  • Chapter 8: Measuring and Managing Life-Cycle Costs 
  • Chapter 9: Behavioural and Organizational Issues in Management Accounting and Control Systems 
  • Chapter 10: Using Budgets for Planning and Coordination 
  • Chapter 11: Financial Control  
  • 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.

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