Bmac5203 Accounting for Business Decision Making (Outline)

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Course Outline Programme Module Code Status Level Credit Hours Pre-requist Evaluation Lecturer Semester Taught Objectives Masters in Business Administration Accounting for Business Decision Making BMAC 5203 Core Course Master 3 Credits (120 hours of learning in a semester) None 60% Coursework 40% Final Exam Prof. Dr. Mohammad Ali Abdul Hamid January, May and September The objective of this course is to assist students in understanding the importance and use of Accounting Information in business
  Course Outline ProgrammeMasters in Business AdministrationModuleAccounting for Business Decision MakingCodeBMAC 5203StatusCore CourseLevelMaster Credit Hours3 Credits (120 hours of learning in a semester)Pre-requistNoneEvaluation60% Coursework 40% Final ExamLecturerProf. Dr. Mohammad Ali Abdul HamidSemester TaughtJanuary, May and September ObjectivesThe objective of this course is to assist students in understanding the importanceand use of Accounting Information in business decisions. At the end of the course,students should be able to apply the Accounting concepts and techniques that arefundamental to effective and efficient business decisions.The course has three main objectives: 1. To introduce the basic framework of Management Accounting InformationSystems in relation to business decisions; 2. To understand costing and pricing principles and their relationship to profit planning and business problem solving.SynopsisThe course is designed for business students without previous in-depth exposure tomanagerial accounting. Internal or managerial accounting system provides a uniqueinformation environment to assist managers in handling the tasks of planning,control and decision-making.Today’s Management Accountants focuson the advisory and consulting servicesrelated to strategic planning, organizational control and broad business decisions.Their roles are not only tailored to costing, product pricing, asset and liabilitymanagement, and investment analysis and performance evaluation but alsoextended to financial and business reengineering.The type and nature of information supplied by the internal system of Accounting israther flexible and customized to the needs of managers. It is also a dynamicfunction that evolves consistently as organizational changes occur. Parallel to thecurrent trend in business, issues of global significance are heavily discussed andexplored in this course. ModuleStructureTitle / TopicsTotal Learning Hours  UNIT 1INTRODUCTION Managerial Decisions  The Management Process   Nature of Decisions  Information Needs of Managers  Sources of Managers’ Information  Organizational Infrastructure and ManagementAccountingManagement Accounting Information System (MAIS)  Objectives of MAIS  Operational Model of MAIS  Management Accounting and Decision MakingManagerial Accounting  Historical Perspective  Technological Impact  Ethical Issues  Current Development 40UNIT 2COST ACCOUNTING AND PRODUCT COSTINGBasic Concepts  The Internal Value Chain Activities  Product and Service Costs  Period CostsManufacturing Costs  Prime and Conversions Costs  Costs Flow  Cost of Goods Manufactured  Costs of Goods Sold  Application in the Service Sector Understanding Cost Behaviour   The importance of Cost Behaviour in BusinessDecisions  Activity Cost Behaviour Model  Separating Mixed Costs  Managerial Judgement 40  Activity-Based Costing (ABC)  Unit Product Cost  Functional-Based Costing  Product Cost Distortion  Two-Stage Cost Assignment  Customer and Supplier Costing Job Order Costing (JOC)   Nature of Job Order Costing  Job Cost Sheet  Flow of Manufacturing Costs  Overhead Accounting  Unit Product Cost Process Costing   Nature of Process Costing  Sequential and ParallelProcessing  Flow of Manufacturing Costs  Physical versus Equivalent units  Production Costs Reports  Cost ReconciliationCost Allocation: Support-Department  Objectives of Allocation  Single and Multiple Rates  Direct and Sequential Methods  Reciprocal Method UNIT 3PLANNING AND CONTROL DECISIONSBudgeting  Purpose of Budgeting  Master Budgeting and Components  Financial Budgets  Flexible Budgets  Budgets and Managerial ResponsibilitiesStandard Costing and Variance Analysis  Types of Standards  Price and Efficiency Variances  Variance Investigation  Fixed Overhead Variances 40  Planning The Bottom Line  Gross vs Contribution Margin  Analysis of Cost, Volume and Profits  Graphical Presentation  Product-Mix DecisionsCost-Volume-Profit Analysis  Assumptionsand Derivation  Changes in CVP Variables  Multiple-Product and Extension  Conventional and ABC Analysis Tactical Decisions  Tactical Decision Models  Relevant Costs and Applications  Activity Resource Usage Model  Pricing Decisions Managerial Performance and Evaluation:Responsibility Accounting  Responsibility Accounting Models  Elements of Responsibility Accounting System  Performance Measurement and Reporting  Establishing Measures Online Help. ↑ Top   TOTAL120 ReferenceCompulsoryHansen, D.R and M.M Mowen (2003)  Management Accounting  , 6thEd. South Western College Publishing.AdditionalBrandon, Ch.H. and R.E Drtina (1997)  Management Accounting Strategy and Control  , Mc Graw-Hill Companies, Inc.Weygant, J.J D.E. Kieso, and P.D Kimmel (1999),  Managerial  Accounting: Tools for Business Decision-Making  , John Wileyand Sons, Inc.Zimmerman, J.L (2000) .  Accounting for Decision Making and Contro l, 3rd, Ed., McGraw Hill Companies, Inc.
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