General Information
This subject is designed to develop the management accounting skills to address the contemporary business environment imperatives of customer value, technology driven solutions and knowledge-based organisations. The first part of this subject provides students with a framework for analysing the unique cost and revenue structures of a business to facilitate managerial planning, control and decision making. The second part of this subject focuses on the strategic implications of managerial accounting information to reflect organisational values. Big data techniques based on Excel and other data analytics are also highlighted.
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Details
Academic unit: Bond Business School Subject code: ACCT71-606 Subject title: Management Accounting and Strategy Subject level: Postgraduate Semester/Year: September 2018 Credit points: 10.000 -
Delivery & attendance
Timetable: https://bond.edu.au/timetable Delivery mode: Standard Workload items: - Seminar: x12 (Total hours: 24) - Seminar 1
- Seminar: x12 (Total hours: 24) - Seminar 2
- Personal Study Hours: x12 (Total hours: 72) - Study time and reviewing materials
Attendance and learning activities: Attendance at all class sessions is expected. Students are expected to notify the instructor of any absences with as much advance notice as possible. -
Resources
Prescribed resources: Books
- Brooks, A., Eldenburg, L.G., Oliver, J., Wolcott, S., and Vesty, G. (2011). Management Accounting. 2nd, New York John Wiley & Sons, Inc
iLearn@Bond & Email: iLearn@Bond 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
| Academic unit: | Bond Business School |
|---|---|
| Subject code: | ACCT71-606 |
| Subject title: | Management Accounting and Strategy |
| Subject level: | Postgraduate |
| Semester/Year: | September 2018 |
| Credit points: | 10.000 |
| Timetable: | https://bond.edu.au/timetable |
|---|---|
| Delivery mode: | Standard |
| Workload items: |
|
| Attendance and learning activities: | Attendance at all class sessions is expected. Students are expected to notify the instructor of any absences with as much advance notice as possible. |
| Prescribed resources: | Books
|
|---|---|
| iLearn@Bond & Email: | iLearn@Bond 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 |
Enrolment requirements
| Requisites: |
Nil |
|---|---|
| Assumed knowledge: |
Assumed knowledge is the minimum level of knowledge of a subject area that students are assumed to have acquired through previous study. It is the responsibility of students to ensure they meet the assumed knowledge expectations of the subject. Students who do not possess this prior knowledge are strongly recommended against enrolling and do so at their own risk. No concessions will be made for students’ lack of prior knowledge.
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| Restrictions: |
Nil |
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:
- Apply contemporary costing, pricing, and accounting methods to a variety of management decision-making scenarios.
- Formulate solutions, supported by appropriate analytical and quantitative techniques using Excel and relevant business databases, to accounting problems.
- Apply knowledge of management accounting to resolve organisational strategy, planning, and performance evaluation problems.
- Resolve a scenario of ethical conflict by applying the standards, ethics, and professional values of the accounting profession.
- Produce professional-quality business documents, analysis, and reports.
- Demonstrate the ability to initiate, plan and execute a group project in collaboration with others.
Generative Artificial Intelligence in Assessment
The University acknowledges that Generative Artificial Intelligence (Gen-AI) tools are an important facet of contemporary life. Their use in assessment is considered in line with students’ development of the skills and knowledge which demonstrate learning outcomes and underpin study and career success. Instructions on the use of Gen-AI are given for each assessment task; it is your responsibility to adhere to these instructions.
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Assessment details
Type Task % Timing* Outcomes assessed Computer-Aided Examination (Closed)^ Comprehensive Final Exam 40% Final Examination Period 1,2,3,4 Paper-based Examination (Closed) Mid-semester Examination 30% Week 6 (Mid-Semester Examination Period) 1,2,3,4 Written Report§ A team-based case study involving the strategic analysis of a hypothetical company, formulating strategies, building performance measures, and considering relevant information in strategic decision making. A CATME peer evaluation survey will be used to assess the performance of each group member. 30% Week 11 1,2,3,4,5,6 - ^ Students must pass this assessment to pass the subject
- § Indicates group/teamwork-based assessment
- * 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.
Pass requirement
Students must achieve an overall mark of 50% to pass this subject. Students must pass the comprehensive final examination to pass this subject.
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Assessment criteria
Assessment criteria
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. Quality assurance
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.
| Type | Task | % | Timing* | Outcomes assessed |
|---|---|---|---|---|
| Computer-Aided Examination (Closed)^ | Comprehensive Final Exam | 40% | Final Examination Period | 1,2,3,4 |
| Paper-based Examination (Closed) | Mid-semester Examination | 30% | Week 6 (Mid-Semester Examination Period) | 1,2,3,4 |
| Written Report§ | A team-based case study involving the strategic analysis of a hypothetical company, formulating strategies, building performance measures, and considering relevant information in strategic decision making. A CATME peer evaluation survey will be used to assess the performance of each group member. | 30% | Week 11 | 1,2,3,4,5,6 |
- ^ Students must pass this assessment to pass the subject
- § Indicates group/teamwork-based assessment
- * 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.
Pass requirement
Students must achieve an overall mark of 50% to pass this subject. Students must pass the comprehensive final examination to pass this subject.
Assessment criteria
| 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. |
Quality assurance
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.
Study Information
Submission procedures
Students must check the iLearn@Bond 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.
Academic Integrity
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.
Bond University utilises Originality Reporting software to inform academic integrity.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.
Accessibility and Inclusion Support
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
Students should have a laptop with Excel installed prior to enrolling in the subject. A peer-evaluation system will be used in this subject to help determine the individual marks for all group assessments. 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.
Subject curriculum
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Introduction to Management Accounting
Introduces management accounting and explains how it differs from financial accounting. Considers the ethical requirements of professional accountants and the application of fundamental principles to the management accountant’s decision making. Concludes with an introduction to key cost terminology, allocation procedures, and inventory costing flows.
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Product Costing Systems and Activity-Based Costing
Overviews product costing in a manufacturing environment and extends to job costing and process costing systems and the differences between the two. The cost allocation system is contrasted with the more contemporary activity-based costing system in terms of the allocation of overhead costs. Explores the application of activity-based costing concepts to a range of scenarios.
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Cost Behaviour and Estimation
Use regression and analytical techniques to identify the cost behaviour and function for use in pricing decisions, budgeting decisions, and profit forecasts. The use of spreadsheet software to graph and estimate a cost function. Apply regression analysis to detect earnings management.
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Variable Costing and Applications
Contrasts the usefulness of absorption costing and variable costing income statement formats. Focus on internal decision making, planning and performance evaluation based on variable costing system. Cost volume profit analysis is introduced and used to determine break-even points, target profit, evaluate operating risk, and special order and equipment replacement decisions.
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Budgets and Variance Analysis
Process of creating a master budget report, and the use of budgeting for planning and control. The flexible budget introduced as a management accounting tool that facilitates investigation into various budget variances. Calculation and interpretation of variances and making recommendations for improvement.
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External Strategic Analysis and Pricing Strategies
Introduces external strategic analysis tools including PESTEL, Porter’s five forces, and market segmentation analysis, and explores the implication of external analysis on pricing strategies. Price elasticity and optimal price, promotional pricing and demand analysis, cost-plus and market-based pricing, product lifecycle pricing strategies, and discrimination pricing, and related concepts are explored.
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Internal Strategic Analysis and Strategic Costing Management Tools
Internal strategic analysis tools including value chain analysis, resource audit analysis, SWOT analysis, competitive advantage, and market positioning, and the implications of internal analysis on internal costing management. Covers costing management and value creation strategies including target costing, Kaizen costing, product life costing, just-in-time inventory management, productivity management, capacity management, top quality management and activity-based management.
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Strategic Operating Decisions
Considers the relevant and irrelevant information in various decision situations (e.g., outsourcing, dropping a department, product mix, and replacement of equipment). Considers opportunity costs, quantitative and qualitative factors in decision making. Identifies agency conflicts and examines performance-evaluation models that mitigate these conflicts.
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Strategic Investment Decisions
Considers relevant cash flows for long-term investment decisions. Coverage is given to capital budgeting techniques, including NPV analysis, IRR, accounting rate of return, and payback period. Discussions are also given to after-tax effect on cash flows and depreciation shield. Discusses conflicts between long-term decision making model and performance evaluation model using accounting numbers.
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Strategy Evaluation and Control in Decentralised Firms
Balanced scorecard model to evaluate strategy. Performance evaluation and the promotion of goal congruency, examples of dysfunctional behaviours, and an overview of agency costs, are covered. Compares decentralised and centralised organisational control and identifies advantages and disadvantages of both. Single-rate and dual-rate methods of cost allocation of support department costs. The implications of transfer pricing on taxes and performance evaluation.