Course Name (short): Intermediate Managerial Acctg
School: Business
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
Originator: Lynn Easson-Irvine
Designate: Jessica MacDougall
Version: 1.01
Status: Approved - Under Rev (AREV)

Calendar 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.

Typical Instructional Format

Courses may be offered in other formats.

Section I Notes: This course will be delivered in hybrid format.

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

 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

On-line quizzes	5 x 2%	10%
Assignments 4 x 5% 	20%
Group Presentation	10%
Midterm Exam 		25%
Final Exam (cumulative)	35%
		       100%
		
Assignments and the presentation are group activities based on case
analysis and problem solving. Groups will be established at the
beginning of the semester. The on-line quizzes, midterm exam and final
exam are individual marks that will be completed in class.

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.

Textbook(s): 
Horngren, Foster, Datar, Teall and Gowing (2010), Cost Accounting: A
Managerial Emphasis, Fifth Canadian Edition (Toronto: Pearson Prentice
Hall.

Recommended Reading: TBA

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
Learning Outcomes: 1, 2 

Module 2: Contemporary Management Accounting Methods, Change
Management, and Relevant Information and Decision Making
1. Discuss contemporary accounting methods being used in companies 
   today.
   a. Scenario planning
2. Analyze the impact of change management on strategy implementation 
   from a management accounting perspective.
3. Evaluates and applies cost management techniques using relevant 
   information for decision making
   a. Sourcing and related risks
Learning Outcomes: 2, 3, 4 
Assessment: Quiz #1 (2%)

Module 3: Cost-Volume-Profit and Linear Programming
1. Apply sensitivity analysis to cost-volume-profit analysis and 
   decision-making
2. Apply quantitative modelling such as linear programming to perform 
   complex analyses (i.e. C-V-P with multiple cost drivers)
Learning Outcomes:  3, 4 
Assessment: Assignment #1 (5%)

Module 4: Measurement Spreadsheet Models
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.
Learning Outcomes: 5 
Assessments: Quiz #2 (2%), Assignment #2 (5%), Quiz #3 (2%)

Mid-term exam - Modules 1 through 4 (25%)

Module 5: Evaluate Management Performance using a variety of
analytical tools
1. Evaluate performance using responsibility accounting systems
2. Evaluate performance using linear regression
3. Assess performance using activity-based budgeting and 
   activity-based management
4. Use customer profitability analysis to assess management 
   performance.
Learning Outcomes: 6 
Assessment: Assignment #3 (5%), Quiz #4 (2%), Assignment #4 (5%)

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.
Learning Outcomes:  7 
Assessment: Assignment #5 (5%)

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.
Learning Outcomes:  8 
Assessment: Quiz #5 (2%)
Assessment: Group Presentations - Modules 1 through 7 (10%)
Final exam - Modules 1 through 7 (35%)