Managerial Accounting

Managerial accounting provides key data to managers for planning and controlling, costing products, services, even customers. This course focuses on how managerial and cost accounting helps managers make better decisions, as cost accountants are increasingly becoming integral members of their company’s decision-making teams. By focusing on concepts of the “different costs for different purposes”, analyses, uses, and procedure instead of procedures alone, we recognize cost accounting as a managerial tool for business strategy and implementation.

The course prepares students for the rewards and challenges they face in the professional cost accounting world of today and tomorrow. This course emphasizes both the development

of analytical skills such as Excel to leverage available information technology and the values and behaviours that make cost accountants effective in the workplace.

Managerial accounting provides key data to managers for planning and controlling, costing products, services, even customers. This course focuses on how managerial and cost accounting helps managers make better decisions, as cost accountants are increasingly becoming integral members of their company’s decision-making teams. By focusing on concepts of the “different costs for different purposes”, analyses, uses, and procedure instead of procedures alone, we recognize cost accounting as a managerial tool for business strategy and implementation.

The course prepares students for the rewards and challenges they face in the professional cost accounting world of today and tomorrow. This course emphasizes both the development

of analytical skills such as Excel to leverage available information technology and the values and behaviours that make cost accountants effective in the workplace.

The course describes following topics:

1. The Manager and Management Accounting

2. Cost Terms and Purposes

3. Cost–Volume–Profit Analysis

4. Job costing

5. Activity-Based Costing and Activity-Based Management

6. Master Budget and Responsibility Accounting

7. Flexible Budgets, Direct-Cost Variances, Management Control

8. Flexible Budgets, Overhead Cost Variances, and Management Control

9. Inventory Costing and Capacity Analysis

10. Determining How Costs Behave

11. Decision Making and Relevant Information

12. Pricing Decisions and Cost Management

13. Transfer Pricing and Multinational Considerations

14. Performance Measurement in Multinational Enterprises

Charles T. Horngren, Srikant M. Datar, Madhav V. Rajan, Cost Accounting. A Managerial Emphasis. 15th Edition. Pearson 2015

The course prepares students for the rewards and challenges they face in the professional cost accounting world of today and tomorrow. This course emphasizes both the development

of analytical skills such as Excel to leverage available information technology and the values and behaviours that make cost accountants effective in the workplace.

The student will understand the role of managerial accounting, various cost concepts and their function in supporting managerial decision-making. The students will also gain practical knowledge and ability to prepare different kinds of profit and loss statements using various cost processes as well as calculate indicators (ratios) useful in successfully managing an enterprise.

1. The student has knowledge of cost accounting and understands differences between it and traditional cost accounting.

2. Students have knowledge about the indicators and ratios used by managers to make short term decisions.

3. The student has knowledge of the variable cost accounting, activity based costing (ABC), target costing.

4. The student has knowledge about ratios such as rate of return on investment, residual income and economic value added and knows how to use these indicators to make managerial decisions.

The student has the ability to:

1. prepare individual costing accounts (variable costing, activity based costing (ABC), target costing) and how to assess the level of costs in the enterprise,

2. make cost optimization across the enterprise,

3. suggest measures which should be used by a company to evaluate different aspects of its activities.

4. interpret the results of ratios (return on investment, residual income, economic value added) and suggest suitable measures to assess the managers of businesses.

The student is aware:

1. how information flows through the enterprise.

2. how the assessment of managers affects their investment decisions.

SU05, SU06, SK01, SK03, SU04, SU03, SU02, SU01, SW03, SW02, SW01, SW04, SW05, SK02, SK04

Assessment:

Team works – case studies – problem solving by brainstorming with presentation (oral o& written) of the outcomes. Each student in a group should present at least once the results of team work - 30 points

Quizzes, entry tests - 20 points (10 tests per 2 points each)

End-term test - 50 points

Tests

There will be 10 mid-tests (quizzes) (2 points each, 20 points in total) and one end-term (50 points) test. Students must attend and earn points on at least two of them. Earned points will be totalled and added to other points to arrive at the total number of points and a final grade. There will not be a possibility to make-up or re-due a test or team work (case study) but during the exam session, students will be able to take additional final exam for a maximum grade of 3.0 (pass).

Grading system :

points 50 – 59 3.0 (dst)

points 60 – 69 3.5 (dst+)

points 70 - 79 4.0 (db)

points 80 – 89 4.5 (db+)

points 90 – 100 5.0 (bdb)