Managerial Accounting II
Accounting and Financial Management Services Area
DeGroote School of Business
The objective of this course is to develop the students’ analytical abilities to deal with problems relating to financial situations within the firm. This course deals with the role of accounting in an organization’s planning and control system which includes costing, cost allocation, variance analysis, responsibility accounting, performance evaluation, and incentive compensation. The way in which management accounting information affects the strategic and operational decisions within the organization will also be discussed. Instructor and Contact Information
C03 – Friday, 8:30-11:20
C04 – Friday, 14:30-17:20
F 12:30 noon – 2:00 p.m. or by appointment
The course looks at organizational theory and the ways in which transfer pricing, divisional performance evaluation and incentive compensation systems are integrated into the strategic planning and management control systems. It also includes topics on activity-based costing and management in greater details. It introduces such topics as customer profitability analysis, strategic profitability analysis, as well as the management of quality and time. Ethics, governance, and management control of not-for-profits will also be introduced as time permits.
The course considers these topics using readings, problems and cases to provide students with an in-depth appreciation of the field. Throughout the course, the objective is to develop your ability to use your knowledge of accounting and analytical methods to solve problems in the areas of planning and control and the way in which they contribute to developing and implementing strategy in organizations. Learning Outcomes
Upon completion of this course, students will be able to complete the following key tasks: Understand the application of balanced scorecard as a strategic management and performance management system. Apply the principal of responsibility accounting to planning and control, with a focus on how organizational strategy affects the design of management control system. Apply management accounting concepts to the design of specific components of the management control system, including organizational structure, performance management system, and compensation contract. Use analytical tools, such as activity-based costing, customer profitability analysis, strategic profitability analysis, etc., in assessing the performance of an organization with respect to its strategy. Required Course Materials and Readings
Horngren, C.T., S.M. Datar, G. Foster, M. Rajan, C. Ittner, M. Gowing, and S. Janz. Cost Accounting: A Managerial Emphasis, Sixth Canadian Edition, Prentice Hall Canada, Inc., ON: Scarborough, 2013.
Custom Courseware (Assignments and Cases)
purchase a copy at the bookstore
Optional Course Materials and Readings
Hilton, R.W., M.W. Maher, and F.H. Selto. Cost Management: Strategies for Business Decisions, Irwin McGraw-Hill, 2000 (HMS) (on reserve in Innis Room). Anthony, R.N. and D.W. Young. Management Control in Nonprofit Organizations. Seventh Edition, McGraw-Hill/Irwin, NY: New York, 2003 (AY) (on reserve in Innis Room). Reading List is available on avenue.mcmaster.ca and Selected Readings for Commerce 4AA3 are on reserve in Innis Room. Evaluation
Learning in this course results primarily from readings, in-class discussion, and case studies (report and...
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