ACCG32003D
Intermediate Managerial Accounting |
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I: Administrative Information II: Course Details
III: Topical Outline(s) Printable Version |
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Section I: Administrative Information
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Total hours: 42.0
Credit Value: 3.0
Credit Value Notes: N/A
Effective: Winter 2016
Prerequisites:
(ACCG22000D)
Corequisites:
N/A
Equivalents:
N/A
Pre/Co/Equiv Notes: N/A |
Program(s):
Bach Bus Admin Market Manage, Bach Business Admin Accounting, Bach Business Admin Finance, Bach Human Resources, BachBus Admin Spply Chain Mgmt
Program Coordinator(s):
Tba
Course Leader or Contact: Tba
Version: 2.0
Status: Approved (APPR)
Section I Notes:
This course will be delivered in hybrid format.
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Section II: Course Details
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Detailed Description
Students further develop the tools and techniques introduced in the
introductory Managerial Accounting course with an in-depth study of
such topics as variance analysis, budgeting, costing and pricing as
well as advanced topics such as decision making under uncertainty.
Students focus on the most effective methods to prepare, analyze and
communicate management information to decision makers and will be
introduced to the case approach. The development of the case
approach
in this course prepares students for the strategic business decision
they will be required to make in the advanced managerial accounting
course. Through the use of interactive lectures, online activities,
classroom problem-solving activities and case study assignments
students develop their proficiency in management accounting
techniques.
Program Context
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Bach Bus Admin Market Manage |
Program Coordinator: Tba |
See Program Context for
Accounting.
Bach Business Admin Accounting |
Program Coordinator: Tba |
This is a required course in
the Bachelor of Business
Administration (BBA)
Accounting program and an
elective course in BBA
Finance, BBA Human Resources,
BBA Marketing and BBA Supply
Chain Management. This course
is an intermediate level
course in managerial
accounting and further
develops the use of management
information that was
introduced, previously This
course will provide the
students with a solid
technical foundation needed
for subsequent courses in
managerial accounting. The
outcomes and learning
experiences of these course
components will contribute to
the students' Creative
Learning Portfolio. This
course is designed to meet the
requirements for the
professional accounting
program of study.
Bach Business Admin Finance |
Program Coordinator: Tba |
See Program Context for
Accounting.
Bach Human Resources |
Program Coordinator: Tba |
See Program Context for
Accounting.
BachBus Admin Spply Chain Mgmt |
Program Coordinator: Tba |
See Program Context for
Accounting.
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Course Critical Performance and Learning Outcomes
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Critical Performance
By the end of this course, students will have demonstrated the ability
to support management recommendations using appropriate and relevant
management accounting reports, tools and techniques.
Learning Outcomes
To achieve the critical performance, students will have demonstrated
the ability to:
1. Define the managerial accountant's role in the decision-
making process.
2. Identify key accounting issues related to the need for change
management.
3. Discuss contemporary managerial accounting methods being
implemented in organizations.
4. Demonstrate the use of linear programming as a decision making
tool.
5. Apply various measurement spreadsheet models.
6. Evaluate management performance for an organization using
analytical tools such as responsibility accounting,
activity-based costing, customer profitability analysis,
strategic profitability analysis.
7. Prepare a flexible budget for use in variance analysis to assess
management performance.
8. Assess the analytical tools used for management planning and
control in not-for-profit and government organizations.
9. Demonstrate professional behaviours including:
a. work effectively in a team environment
b. meet due dates
c. produce professional quality assignments
d. use reference materials responsibly
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Evaluation Plan
Students demonstrate their learning in the following ways:
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*In addition to achieving a minimum 50% overall grade, a student
must have a combined average of at least 50% on the non-group
components of the evaluation plan in order to receive credit for
this course.
*Online quizzes (10 x 1%) 10%
*Assignments (10 x 2%) 20%
Group Presentation 10%
*Midterm Exam (Modules 1-4) 25%
*Final Exam (Modules 1-7) 35%
Total 100%
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Section III: Topical Outline
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Some details of this outline may change as a result of circumstances such as weather cancellations, College and student activities, and class timetabling.
Effective term: Winter 2016
Professor: Multiple Professors
Textbook(s): Textbook(s):
Horngren, C.T., Datar, Rajan, Beaubien and Graham (2015), Cost
Accounting: A Managerial Emphasis, Seventh Canadian Edition (Toronto:
Pearson Prentice Hall.
Applicable student group(s): Bachelor of Business Administration
Course Details:Note: Learning Outcome 9 will be inherent and apparent within each
evaluation.
Module 1: Management Accounting, Strategy, Decision Making and Ethics
1. Describe the key guidelines management accountants follow.
2. Describe how the roles of management accountants support
management decision making
3. Identify and apply the five steps of decision making using
relevant accounting information
4. Discuss how costs classified and identified in different ways and
cost management systems are used within the decision framework
Reference: Chapters 1 and 2
Learning Outcomes: 1, 2
Module 2: Contemporary Management Accounting Methods, Change
Management, and Relevant Information and Decision Making
1. Assess the balanced scorecard as a tool for translating strategy
into action.
2. Discuss contemporary accounting methods being used in companies
today.
3. Analyze the impact of change management on strategy implementation
from a management accounting perspective.
4. Evaluates and applies cost management techniques using relevant
information for decision making
Reference: Chapter 13
Learning Outcomes: 2, 3
Module 3: Cost-Volume-Profit and Pricing
1. Perform different types of costing (target costing, product life
cycle costing, etc.) for use in short-term and long-term decision
making.
2. Apply various approaches to pricing (cost-based, demand-based,
target-based, life cycle-based) for short-term and long-term
decision making.
Reference: Chapters 3 and 12
Learning Outcomes: 3
Assessment: Assignment #1 (5%)
Module 4: Measurement Spreadsheet Models
1. Evaluate performance using high low method, scatter plots and
linear regression models.
2. Apply quantitative modelling such as linear programming to perform
complex analyses.
Reference: Chapters 10 and 11A
Learning Outcomes: 4, 5
Mid-term exam - Modules 1 through 4 (25%)
Module 5: Evaluate Management Performance using a variety of
analytical tools
1. Evaluates and applies cost management techniques appropriate for
specific costing decisions.
2. Evaluate performance using accepted frameworks.
3. Use customer profitability analysis to assess management
performance.
4. Evaluate performance using responsibility accounting systems.
Reference: Chapters 5, 19, 16, 22
Learning Outcomes: 6
Module 6: Flexible Budgets and Variances to measure management
performance
1. Develop flexible budgets.
2. Use flexible budgets to calculate and interpret variances and
measure management performance.
3. Use benchmarking to measure management performance.
Reference: Chapters 7 and 8
Learning Outcomes: 7
Module 7: Management Planning and Control Principles for
Not-for-profit Organizations
1. Understand the differences between applying management evaluation
tools to not-for-profit organizations.
2. Discuss and evaluate the unique aspects of budgeting, pricing and
performance evaluation for not-for-profit organizations.
Reference: Additional Readings
Learning Outcomes: 8
Assessment: Group Presentations (10%)
Final exam - Modules 1 through 7 (35%)
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Academic Integrity: The principle of academic integrity requires that all work submitted for evaluation and course credit be the original, unassisted work of the student. Cheating or plagiarism including borrowing, copying, purchasing or collaborating on work, except for group projects arranged and approved by the professor, or otherwise submitting work that is not the student's own, violates this principle and will not be tolerated. Students who have any questions regarding whether or not specific circumstances involve a breach of academic integrity are advised to review the Academic Integrity Policy and procedure and/or discuss them with the professor.
Copyright: A majority of the course lectures and materials provided in class and posted in SLATE are protected by copyright. Use of these materials must comply with the Acceptable Use Policy, Use of Copyright Protected Work Policy and Student Code of Conduct. Students may use, copy and share these materials for learning and/or research purposes provided that the use complies with fair dealing or an exception in the Copyright Act. Permission from the rights holder would be necessary otherwise. Please note that it is prohibited to reproduce and/or post a work that is not your own on third-party commercial websites including but not limited to Course Hero or OneNote. It is also prohibited to reproduce and/or post a work that is not your own or your own work with the intent to assist others in cheating on third-party commercial websites including but not limited to Course Hero or OneNote.
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Course Outline Changes: The information contained in this Course Outline including but not limited to faculty and program information and course description is subject to change without notice. Any changes to course curriculum and/or assessment shall adhere to approved Sheridan protocol. Nothing in this Course Outline should be viewed as a representation, offer and/or warranty. Students are responsible for reading the Important Notice and Disclaimer which applies to Programs and Courses.
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