The effective use of accounting information can benefit managers in a number of ways. Planning, decision-making, capital budgeting and other managerial functions all rely on this valuable resource. This subject examines the roles that different types of management accounting information play in designing appropriate management control systems and enables the development of management accounting fundamentals and techniques. The design of contemporary performance management systems that guide strategic and operational decision making and promote a firm’s long-term survival and growth is also introduced.
|Academic unit:||Bond Business School|
|Subject title:||Managerial Accounting|
Delivery & attendance
|Attendance and learning activities:||Attendance at all scheduled sessions is expected. Students are expected to notify the instructor of any absences with as much advance notice as possible.|
|Prescribed resources:|| |
|[email protected] & Email:||[email protected] is the online learning environment at Bond University and is used to provide access to subject materials, lecture recordings and detailed subject information regarding the subject curriculum, assessment and timing. Both iLearn and the Student Email facility are used to provide important subject notifications. Additionally, official correspondence from the University will be forwarded to students’ Bond email account and must be monitored by the student.|
To access these services, log on to the Student Portal from the Bond University website as www.bond.edu.au
|Restrictions: ?|| This subject is not available to|
Must be admitted into an EMBA Program.
This subject is not available as a general elective. To be eligible for enrolment, the subject must be specified in the students’ program structure.
Assurance of learning
Assurance of Learning means that universities take responsibility for creating, monitoring and updating curriculum, teaching and assessment so that students graduate with the knowledge, skills and attributes they need for employability and/or further study.
At Bond University, we carefully develop subject and program outcomes to ensure that student learning in each subject contributes to the whole student experience. Students are encouraged to carefully read and consider subject and program outcomes as combined elements.
Program Learning Outcomes (PLOs)
Program Learning Outcomes provide a broad and measurable set of standards that incorporate a range of knowledge and skills that will be achieved on completion of the program. If you are undertaking this subject as part of a degree program, you should refer to the relevant degree program outcomes and graduate attributes as they relate to this subject.
Subject Learning Outcomes (SLOs)
On successful completion of this subject the learner will be able to:
- Discuss stakeholders’ expectations for the ethical conduct of businesses.
- Apply traditional and contemporary accounting methods to a variety of management decision-making scenarios.
- Formulate solutions, supported by appropriate analytical and quantitative techniques, to simple accounting problems.
- Apply knowledge of the theories and practices required to effectively manage resources for successful implementation of organisational strategies.
- Critically evaluate contemporary costing systems in relation to their suitability for supporting long-term strategic decisions.
- Devise a management control system that comprehensively optimises the planning and controlling of organisational resources for long-term business sustainability and the achievement of a firm’s strategic objectives.
- Communicate professionally through written business reports.
|In-Class Quiz - Individual||Quiz consisting of calculation and short answer questions (held on final day of Intensive).||20%||In Consultation||1, 2, 3, 4.|
|Written Report||Analyse a contemporary management control system (due 5 weeks after intensive).||50%||In Consultation||1, 2, 3, 4, 5, 6, 7.|
|Written Report||Critical analysis of ABM/ABC (due 7 days after Intensive).||20%||In Consultation||2, 3, 4, 7.|
|Written Report||1-2 pages of background information (due 1st day of Intensive).||10%||In Consultation||7.|
- * Assessment timing is indicative of the week that the assessment is due or begins (where conducted over multiple weeks), and is based on the standard University academic calendar
- C = Students must reach a level of competency to successfully complete this assessment.
|High Distinction||85-100||Outstanding or exemplary performance in the following areas: interpretative ability; intellectual initiative in response to questions; mastery of the skills required by the subject, general levels of knowledge and analytic ability or clear thinking.|
|Distinction||75-84||Usually awarded to students whose performance goes well beyond the minimum requirements set for tasks required in assessment, and who perform well in most of the above areas.|
|Credit||65-74||Usually awarded to students whose performance is considered to go beyond the minimum requirements for work set for assessment. Assessable work is typically characterised by a strong performance in some of the capacities listed above.|
|Pass||50-64||Usually awarded to students whose performance meets the requirements set for work provided for assessment.|
|Fail||0-49||Usually awarded to students whose performance is not considered to meet the minimum requirements set for particular tasks. The fail grade may be a result of insufficient preparation, of inattention to assignment guidelines or lack of academic ability. A frequent cause of failure is lack of attention to subject or assignment guidelines.|
For the purposes of quality assurance, Bond University conducts an evaluation process to measure and document student assessment as evidence of the extent to which program and subject learning outcomes are achieved. Some examples of student work will be retained for potential research and quality auditing purposes only. Any student work used will be treated confidentially and no student grades will be affected.
Students must check the [email protected] subject site for detailed assessment information and submission procedures.
Policy on late submission and extensions
A late penalty will be applied to all overdue assessment tasks unless an extension is granted by the subject coordinator. The standard penalty will be 10% of marks awarded to that assessment per day late with no assessment to be accepted seven days after the due date. Where a student is granted an extension, the penalty of 10% per day late starts from the new due date.
Policy on plagiarism
University’s Academic Integrity Policy defines plagiarism as the act of misrepresenting as one’s own original work: another’s ideas, interpretations, words, or creative works; and/or one’s own previous ideas, interpretations, words, or creative work without acknowledging that it was used previously (i.e., self-plagiarism). The University considers the act of plagiarising to be a breach of the Student Conduct Code and, therefore, subject to the Discipline Regulations which provide for a range of penalties including the reduction of marks or grades, fines and suspension from the University.
Feedback on assessment
Feedback on assessment will be provided to students within two weeks of the assessment submission due date, as per the Assessment Policy.
If you have a disability, illness, injury or health condition that impacts your capacity to complete studies, exams or assessment tasks, it is important you let us know your special requirements, early in the semester. Students will need to make an application for support and submit it with recent, comprehensive documentation at an appointment with a Disability Officer. Students with a disability are encouraged to contact the Disability Office at the earliest possible time, to meet staff and learn about the services available to meet your specific needs. Please note that late notification or failure to disclose your disability can be to your disadvantage as the University cannot guarantee support under such circumstances.
Additional subject information
As part of the requirements for Business School quality accreditation, the Bond Business School employs an evaluation process to measure and document student assessment as evidence of the extent to which program and subject learning outcomes are achieved. Some examples of student work will be retained for potential research and quality auditing purposes only. Any student work used will be treated confidentially and no student grades will be affected.
Introduces management accounting information as a resource for creating value for the firm. Also provides an overview of business ethics and responsible business practices with an emphasis on society’s expectations for business.
Provides a fundamental understanding of cost behaviour, estimation, and measurement – knowledge needed by managers in their strategic and operational decision-making. The application of basic cost-volume-profit (CVP) calculations is also introduced.
An introduction to planning and budgeting and the impact on overall strategy, performance measurement and organisational control. The role of budgets in developing both short-term and long-term plans and the behavioural implications of the budgeting process are examined. Traditional and contemporary approaches to budgeting are examined.
The use of accounting information to measure performance, monitor managers’ actions, and motivate managers’ decisions to achieve organisational goals. Concepts include responsibility accounting, performance evaluation and transfer pricing.
Creating long-term value consistent with organisational strategies requires decisions about long-term investments. This introduction of basic appraisal techniques for proposed investments incorporates fundamental concepts of identifying relevant cash flows as an input to capital investment decisions. The effective management of working capital to increase net cash flows is also explored in depth.
Provides an introduction to activity-based costing and its superiority in determining accurate costs of products, services, or other cost objects, in comparison with traditional costing systems. Combining the information derived from activity-based costing with activity-based management is presented as a strategic decision-making tool.
Considers the concept of integrated performance management systems as a framework to organise and unify the achievement of organisational objectives. Two contemporary management control systems: the balanced scorecard, and levers of control are highlighted.