| Objectives |
This course aims to:
- Identify, analyse and apply fields and duties of Managerial Accounting.
- Analyse and learn to differentiate between strategic and operative Management Accounting and its application.
- Foster the theoretical discussion and its application in practice.
- Learn to analyse and evaluate strategic and operative Management Accounting for implementing management control mechanisms.
- Evaluate leadership and und behavioural Management Accounting.
- Learn to calculate Management Accounting instruments.
- Design, implement and apply Management Control Systems and use Management Accounting instruments in alignment with organizational goals.
- Enable students to develop strategic and operative solutions for practical case study scenarios.
Learning outcomes:
On successful completion of this course, the students will be able to:
- LO1: Design and implement a business strategy plan analysing the strategic positioning of global companies and their resources for competitive advantage. [cognitive/analytical]
- LO2: Discuss and evaluate organizational, social and ethical issues relating to management control mechanisms. [cognitive/analytical]
- LO3: Accurately identify and apply relevant theory within different practical and sector specific contexts. [cognitive/analytical]
- LO4: Conduct a business analysis with global perspective in strategic and operative management accounting and performance, thereafter, applying decision making, problem solving and leadership skills. [professional/practical skills]
- LO5: Demonstrate the ability to formulate and present a concise, insightful analysis which exposes issues and solutions logically and coherently. [transferable skills]
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| Subject |
Indicative content in the context of channel management in a digital environment includes:
- Apply Strategic Management Accounting and the decision-making process
- Analyse the role of Management Accountants
- Design and apply Management Control Systems
- Learn to evaluate employee motivation and leadership skills
- Analyse with theoretical frameworks, e.g., Contingency-, Stakeholder-, Agency theory, Organizational learning
- Learn to apply Management Accounting instruments: CVP-Analysis, Szenario-Analysis, Break Even Analysis, optimal production, insourcing versus outsourcing,
- Calculate and evaluate performance measurements, ratios and the Balanced Scorecard
- Analyse and Evaluate performance measurement systems and action plan designs
- Develop practical strategic and operative solutions based on case studies
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| Study material |
Hoque, Z. (2002). Strategic management accounting. Spiro press.
Merchant, K. A., & Van der Stede, W. A. (2017). Management control systems: performance measurement, evaluation and incentives. Pearson education.
Horngren, C. T., Rajan, M. & Datar, S. M. (2015). Cost Accounting, Global Edition. Pearson Education UK.
Braun, T., & Harrison, P. (2012). Managerial Accounting, second international edition. Pearson.
Zimmermann, J.L. (2009) Accounting for Decision Making and Control, eight edition, McGraw-Hill.
Chenhall, R. H. (2003). Management control systems design within its organizational context: findings from contingency-based research and directions for the future. Accounting, organizations and society, 28(2-3), 127-168.
Henri, J. F. (2006). Management control systems and strategy: A resource-based perspective. Accounting, organizations and society, 31(6), 529-558.
Malmi, T., & Brown, D. A. (2008). Management control systems as a package—Opportunities, challenges and research directions. Management accounting research, 19(4), 287-300.
Hoque, Z., & James, W. (2000). Linking balanced scorecard measures to size and market factors: impact on organizational performance. Journal of management accounting research, 12(1), 1-17.
(Other materials can be retrieved from Moodle and/or will be announced in class.)
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