cafes monte bianco case analysis

Topics: Management accounting, Cost accounting, Activity-based costing Pages: 23 (4234 words) Published: October 20, 2013

MANAGERIAL ACCOUNTING FOR DECISION MAKING
AMIS 823 – Spring 2008
Course Syllabus

INSTRUCTOR: Prakash R. Mulchandani
OFFICE HOURS: M/W 3:30-4:30pm, and by appointment
OFFICE: 432 Fisher Hall
E-MAIL: mulchandani.3@osu.edu
TELEPHONE: (614) 247-6267
FAX: (614) 292-2118

COURSE OUTLINE

This course focuses on the strategic nature of management accounting and emphasizes the critical role that information plays in decision-making, strategy execution, and overall enhancement of a firm’s value. Primarily taught through case studies, this course will utilize and build upon the concepts studied in prior Management Accounting courses, and allow the students an opportunity to see how these concepts fit together. Selected readings from textbooks and business periodicals will be used to blend in appropriate theory for newer subjects that may be the focus of some case studies.

The world of business continues to change dramatically. As a result, the role of managerial accounting is very different than it was even a decade ago. Today, managerial accountants serve as internal business consultants, working side-by-side in cross-functional teams with managers from all areas of the organization as they make decisions towards defining and implementing strategy. To complete their knowledge of managerial accounting, students must understand how managers are likely to use and react to information provided by management accounting. On the other hand, managers must understand the basis of the financial information provided by management accountants. We will explore both sides during our discussions.

The course is divided into three major parts. The first part covers fundamental concepts, including activity-based management, and provides an overview of managerial accounting. The second part discusses concepts and methods useful for managerial decision making, such as CVP and differential analysis. Finally, in the third part, we concentrate on planning and performance evaluation of business segments as they strive to execute the firm’s strategy. In this part, we also discuss measurement and incentives (compensation) of managers.

As indicated above, this is a case-based course to illustrate the applications of managerial accounting concepts in real-life situations. While preparing these cases, students should read about basic concepts on their own, using any of the textbooks mentioned later in this syllabus. However, I do intend lecturing on some of the relatively advanced topics (e. g. activity-based costing, variance analysis, pricing, target costing and allocations) at appropriate times during the quarter.

TARGET AUDIENCE

The course is general enough to benefit both MAcc and MBA students. A basic knowledge of financial and managerial accounting should suffice as a pre-requisite for the course. Both sets of students will enhance their understanding of Managerial Accounting topics by seeing how they are applied to real-life situations. In addition, MBA students will find that the course integrates several of the concepts they have learned in their curriculum. MAcc students will welcome the exposure to Strategy, and see how important Managerial Accounting is towards its (Strategy) implementation.

REQUIRED COURSE MATERIALS

1. Course Packet. Available at UniPrint (Cop-Ez).

OPTIONAL MATERIALS FOR REFERENCE

1. Hilton, Ronald W., Managerial Accounting: Creating Value in a Dynamic Environment, Seventh Edition, McGraw-Hill, 2008.

2. Horngren, Charles T., George Foster and Srikant Datar, Cost Accounting: A Managerial Emphasis, Twelfth Edition, Prentice-Hall, 2006.

3. Any Other Managerial/Cost Accounting Text

NOTE: I will put copies of the two books indicated above as reference material in the library

EVALUATION AND GRADING

Student performance in the course will be evaluated and graded to the following scale:

1. Group Detailed Case Analysis…………………………….24% 2. Group Short Case...
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