Course Name (short): Advanced 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 (APPR)

Calendar Description
Students use management accounting information to design reports for decision making. Using a case-based approach, students perform analyses to support managerial decisions, design and implement effective management control systems, and take into account the ethical responsibilities of a management accountant.

Typical Instructional Format

Courses may be offered in other formats.

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

Detailed Description
Students use management accounting information to design reports for decision making. Using a case-based approach, students perform analyses to support managerial decisions, design and implement effective management control systems, and take into account the ethical responsibilities of a management accountant. Topics include cost control tools and techniques, management incentives and performance measures, budgeting and transfer pricing. The importance of understanding ethical issues in management accounting is stressed. Through the use of interactive lectures, classroom problem-solving activities, group work 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 recommend strategies 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. Discuss the management accounting role in achieving a firm¿s 
   strategy.
2. Recommend various tools and techniques for controlling costs and 
   influencing a positive economic outcome and working environment.
3. Design incentives for ensuring managers and employees achieve goal 
   congruence with the firm. 
4. Design performance measures and balanced scorecards for ensuring 
   the firm is effective and efficient in meeting its strategies.
5. Analyze a company's existing budgeting system and process for 
   efficiency and appropriateness to the industry and company 
   environment.
6. Evaluate transfer pricing options that are suitable given an 
   entity¿s operating environment and strategies.
7. Appraise the strengths and shortcomings of cost management and 
   performance measurement systems.
8. 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 (Comprehensive) 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.

Horngren, C., Data, S., Foster, G., Rajan, M., Ittner, C., Gowing, M.,
& Janz, S. (2012). Cost Accounting: A Managerial Emphasis, Sixth
Canadian Edition. Pearson Prentice Hall: Toronto.

Note: Learning Outcome 9 will be inherent and apparent within each
evaluation.

Module  1: Management Accounting, Strategy, Decision Making and Ethics
1. Discuss how management accountants contribute to successful 
   strategic decision making.
2. Discuss the application of the five steps of decision making to 
   strategic decision-making
3. Discuss the role of ethics and corporate governance from a 
   managerial accounting perspective
4. Evaluates cost classifications and costing methods for management 
   of ongoing operations
Learning Outcomes: 1, 2 

Module 2: Variance and Customer Profitability Analysis: sales and
volume variances, Activity-Based Costing (ABC), customer profitability
analysis
1. Compute, analyze, and assess the implications of the different 
   sales variances.
2. Uses sales variances to evaluate the sources and drivers of 
   revenue growth.
3. Apply an ABC system to assess the profitability of a customer and 
   the strategic implications of keeping the customer.
Learning Outcomes: 2, 3 
Assessment: Quiz #1 (2%)

Module 3: Quality and Time: Cost and benefits of quality improvements
and theory of constraints
1. Apply the concepts of quality, quality control, and quality 
   assurance, for products and services.
2. Apply quality measurement tools such as Six Sigma
3. Identify quality measurement tools (statistical quality control 
   charts, Pareto diagrams, and cause-and-effect diagrams)
4. Use cost management methodologies, such as Total Quality 
   Management (TQM), Business Process Management (BPM) and Lean 
   Management
5. Evaluates sustainable profit maximization and capacity management 
   performance using the theory of constraints.
Learning Outcomes:  2, 3, 4 
Assessment: Assignment #1 (5%)

Module 4: Inventory Management: Economic Order Quantity (EOQ),
Just-in-time (JIT), Material Requirements Planning (MRP) and
Enterprise Resource Planning (ERP) systems, Supply Chain Management
1. Evaluate inventory management using accepted frameworks (JIT, MRP, 
   and ERP systems)
2. Use the accepted frameworks to recommend improvements to reporting 
   systems to meet information needs
3. Supply Chain and Value Chain
   a. Identify the components and objectives of supply chain 
      management.
   b. Strategic supplier networks and relationship management  
Learning Outcomes: 2, 3, 4 
Assessments: Quiz #2 (2%)

Module 5: Budgeting - Linking Performance to Marketplace including
Master Budget
1. Distinguish among sensitivity analysis, Kaizen budgeting, and a
   activity-based budgeting.
2. Assess the performance implications of different types of 
   budgeting (master budgets, activity-based budgeting, etc.).
Learning Outcomes: 3, 5 
Assessment: Assignment #2 (5%), Quiz #3 (2%)

Assessment: Mid-term exam - Modules 1 - 5 (25%)

Module 6: Budgeting - Linking Performance to Marketplace including
Capital Budgeting
1. Assess the performance implications of different methods of 
   capital budgeting.
2. Discuss and assess the links between strategic decision making and 
   capital budgeting
3. Assess the risk associated with capital budgeting decisions.
Learning Outcomes:  5 
Assessment: Assignment #3 (5%)

Module 7: Management Control Systems and Transfer Pricing: Linking
Performance with Systems
1. Discuss and assess management control systems from a strategic and 
   performance perspective:
   a. Advantages and disadvantages of various organization  structures
      i. simple, divisional, and matrix designs
      ii. centralized versus decentralized designs
      iii. narrow and broad span of control 
2. Discuss international transfer pricing considerations.
3. Analyze and assess the performance and other implications of 
   international transfer pricing.
Learning Outcomes:  6, 7 
Assessment: Quiz #4 (2%)

Module 8: Strategy, Balanced Scorecard and  Strategic Profitability
Analysis
1. Discuss generic strategies (i.e. product differentiation, cost 
   leadership) and develop appropriate balanced scorecard measures.
2. Evaluate strategic success using balance scorecard measures.
3. Analyze the impact of strategic decisions on financial results.
Learning Outcome: 4 
Assessment: Assignment #4 (5%)

Module 9: Performance Measurement, Compensation and Multinational
Considerations
1. Discuss the advantages and disadvantages of various organizational 
   performance measurement systems.
2. Analyze the implications of different types of performance m
   measurement, evaluation, and incentive (compensation) systems
3. Discuss and assess the strategic implication of performance 
   measurement and compensation in a multinational context
Learning Outcomes:  5, 6, 7
Assessment: Quiz #5 (2%)
Assessment: Group Presentations - Modules 1 through 9 (10%)

Final exam - Modules 1 through 9 (35%)