Sheridan Course Outlines

Land Acknowledgement

Sheridan College resides on land that has been, and still is, the traditional territory of several Indigenous nations, including the Anishinaabe, the Haudenosaunee Confederacy, the Wendat, and the Mississaugas of the Credit First Nation. We recognize this territory is covered by the Dish with One Spoon treaty and the Two Row Wampum treaty, which emphasize the importance of joint stewardship, peace, and respectful relationships.

As an institution of higher learning Sheridan embraces the critical role that education must play in facilitating real transformational change. We continue our collective efforts to recognize Canada's colonial history and to take steps to meaningful Truth and Reconciliation.

Section I: Administrative Information

Total hours: 42.0
Credit Value: 3.0
Credit Value Notes: N/A
Effective: Fall 2019
Prerequisites: N/A
Corequisites: N/A
Equivalents: ACCG22000D
Pre/Co/Equiv Notes: N/A

Program(s): Professional Accounting Grad
Program Coordinator(s): Lorraine Alyea
Course Leader or Contact: Alison Feierabend
Version: 20190903_01
Status: Approved (APPR)

Section I Notes: N/A

Section II: Course Details

Detailed Description
Students examine reports, statements and analytical tools used by management, and the manner in which these are applied in planning, controlling, decision-making and performance evaluation.

Program Context

Professional Accounting Grad	Program Coordinator(s): Lorraine Alyea
This course is a required course in the Professional Accounting Ontario College Graduate Certificate.

Course Critical Performance and Learning Outcomes

	Critical Performance:
	By the end of this course, students will have demonstrated the ability to record complex financial accounting transactions using analytical tools and techniques.

Learning Outcomes:

To achieve the critical performance, students will have demonstrated the ability to:

Discuss the role of management accounting in achieving an organization's strategic focus.
Apply cost accounting terminology, concepts and procedures used to facilitate planning and decision making.
Evaluate management information to determine the unit cost of a product (or service) and to make appropriate pricing decisions.
Assess cost systems for specific industries to determine an appropriate system (job order costing, process costing, activity-based costing, and standard costing).
Analyze a company's cost-volume-profit relationships and the effects of various changes on the company's overall financial position.
Evaluate make or buy decisions, special orders and constrained resources using relevant cost information for decision making.
Design transfer pricing options that motivate all parties involved in the transaction.
Analyze variances within costing systems to assess an organization's performance.
Create master budgets that support an organization's strategies.
Use appropriate financial software features to complete financial analyses.

Evaluation Plan
Students demonstrate their learning in the following ways:

Evaluation Plan: IN-CLASS & ONLINE INSTRUCTION

	Quizzes (10x1%)	10.0%
	Assignments (10x2%)	20.0%
	Midterm Exam*	30.0%
	Final Exam* Comprehensive	40.0%
	Total	100.0%

Evaluation Notes and Academic Missed Work Procedure:

*Students will be required to complete the mid-term and final exams using Excel (or a similar spreadsheet program) with Respondus Lockdown browser on their laptops.

* In addition to achieving a minimum 50% overall grade, a student must achieve a grade of at least 50% on the final comprehensive exam in order to receive credit for this course.

Provincial Context
The course meets the following Ministry of Colleges and Universities requirements:

Prior Learning Assessment and Recognition
PLAR Contact (if course is PLAR-eligible) - Office of the Registrar

Not Eligible for PLAR

Section III: Topical Outline

Some details of this outline may change as a result of circumstances such as weather cancellations, College and student activities, and class timetabling.
Instruction Mode: In-class & Online Instruction
Professor: N/A
Resource(s):

	Type	Description
Required	Textbook	Managerial Accounting, Garrison, Libby, Webb, McGraw-Hill Ryerson, 11th Cdn. ed, 2018

Applicable student group(s): Professional Accounting Ontario College Graduate Certificate
Course Details:

Module 1 – Management Accounting and Management Decisions

Management Accounting for Managers
Management Decision Process
Management Accountant’s Role
Management Accounting and Service Organizations
Planning and Control for Product Life Cycles and the Value Chain
The Role of the Accountant in the Organization
Management Accounting and Financial Accounting
Adapting to Change
Current Trends

Learning Outcomes: 1,2

Chapter: 1

Assessment: Quiz (1 x 1%), Assignment (1 x 2%)

Module 2 – Cost Behaviour, Cost-Volume Relationships and Cost Management Systems

Cost Drivers and Cost Behaviour
Comparison of Variable and Fixed Costs
Cost-Volume-Profit Analysis
Sales Mix Analysis
Impact of Income Taxes
Uses and Limitations of Cost-Volume Analysis
Non-Profit Application
Management’s Influence on Cost Functions
Measuring Cost Behaviour
Methods of Measuring Cost Functions
Least Squares Regression Analysis
Classification of Costs
Cost Accounting for Financial Reporting
Cost Behaviour and Income Statements
Variable versus Absorption Costing

Learning Outcomes: 2, 3, 4, 5, 8, 10

Chapters: 2, 3, 4, 8

Assessment: Quiz (2 x 1%), Assignment (2 x 2%)

Module 3 – Job-Costing Systems

Distinction between Job Costing and Process Costing
Illustration of Job-Order Costing
Accounting for Factory Overhead
Problems of Overhead Application
Activity-Based Costing in a Job-Order Environment
Product Costing in Service and Non-Profit Organizations

Learning Outcomes: 2, 3, 4, 5, 8, 10

Chapters: 5, 7

Assessment: Quiz (1 x 1%), Assignment (1 x 2%)

Module 4 – Cost Allocation and Activity-Based Costing Systems

Cost Allocation in General
Allocation of Costs to Outputs
Allocating Joint Costs and By-Product Costs
Activity-Based Costing (ABC)

Learning Outcomes: 2, 3, 4, 5, 8, 10

Chapters: 7

Assessment: Quiz (1 x 1%), Assignment (1 x 2%)

Mid-term Exam: Modules 1 through 4 (30%)

Module 5 – The Master Budget

Budgets: What They Are and How They Benefit the Organization
Preparing the Master Budget
Difficulties in Sales Forecasting
Making a Budget Work: Anticipating Human Behaviour
Financial Planning Models

Learning Outcomes: 9, 10

Chapter: 9

Assessment: Quiz (1 x 1%), Assignment (1 x 2%)

Module 6 – Flexible Budgets and Variance Analysis

Flexible Budgets: The Bridge Between Static Budgets and Actual Results
Budget Variances and Their Causes
Flexible-Budget Variances in Detail
Variable Overhead Variances

Learning Outcomes: 9, 10

Chapters: 9, 10

Assessment: Quiz (1 x 1%), Assignment (1 x 2%)

Module 7 – Management Control Systems, the Balanced Scorecard, and Responsibility Accounting

Management Control Systems
Design, Plan and Execute Management Control Systems
Motivating Employees to Excel at and Achieve Goal Congruence
Controllability Criterion of Measuring Financial Performance
Non-Financial Measures of Performance
Management Control Systems in Service, Government, and Not-For-Profit Organizations
Centralization versus Decentralization
Transfer Pricing
Performance Measures and Management Control
Measures of Profitability
Invested Capital
Keys to Successful Performance Measures
Allocation of Service Department Costs

Learning Outcomes: 1, 2, 7

Chapters: 11 and Appendix 11A

Assessment: Quiz (1 x 1%), Assignment (1 x 2%)

Module 8 – Relevant Information and Decision Making: Marketing and Production Decisions

The Meaning of Relevance
The Special Sales Order
Deleting or Adding Products or Departments
Optimal Use of Limited Resources
Pricing Decisions
Influences on Pricing in Practice
Advantages of Various Approaches to Pricing Decisions
Target Costing
Opportunity, Outlay, and Differential Costs
Make-or-Buy Decisions
Joint Product Costs
Irrelevance of Past Costs
Irrelevance of Future Costs that Will Not Differ
Unit Costs
Conflicts Between Decision Making and Performance Evaluation

Learning Outcome: 5, 6, 8, 10

Chapters: 12, Appendix 12A

Assessment: Quiz (1 x 1%), Assignment (1 x 2%)

Module 9 – Capital Budgeting Decisions

Capital Investment Decisions
Discounted-Cash-Flow Models
Using DCF Models

Learning Outcome: 6

Chapter: 13

Assessment: Quiz (1 x 1%), Assignment (1 x 2%)

FINAL EXAM (Cumulative): 40%

Sheridan Policies

It is recommended that students read the following policies in relation to course outlines:

Academic Integrity
Copyright
Intellectual Property
Respectful Behaviour
Accessible Learning

All Sheridan policies can be viewed on the Sheridan policy website.

Appropriate use of generative Artificial Intelligence tools: In alignment with Sheridan's Academic Integrity Policy, students should consult with their professors and/or refer to evaluation instructions regarding the appropriate use, or prohibition, of generative Artificial Intelligence (AI) tools for coursework. Turnitin AI detection software may be used by faculty members to screen assignment submissions or exams for unauthorized use of artificial intelligence.

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. 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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