Managerial Accounting

obligatory courses

(in Polish) Student powinien posiadać znajomość języka angielskiego w stopniu umożliwiającym zrozumienie studiów przypadków. Powinien umieć zaplanować i przygotować prezentację na zadany temat.

The definition, functions and the aim of management accounting. Cost information in making short-term and long-term decisions. The use of cost information in management decision-making. Activity based costing in resource effectiveness management. Responsibility centres accounting, an assessment of activity effectiveness. Balanced scorecard. Students will acquire skills and competence in analyzing the influence of costs on the effectiveness of management and function of economic units, drawing conclusions from management information, making basic management decisions as well as planning in economic units. A credit for the class will be received on the basis of big and small tests, presentations and initiative on the part of students.

1. The definition and role of management accounting. Tasks and responsibilities of management accounting specialists. Class organization.

2. The nature of costs, cost information in decision-making processes, problems connected with cost measurement and benefits of management accounting.

3.,4. Costing systems: job order costing and process costing systems, the use of cost information in management decisions.

5. Activity based costing in resource effectiveness management. Comparative analysis of additional calculation and ABC and its influence on the decisions of managers.

6. New products and technology cost management, target costing and kaizen costing.

7. Cost-production scale-profit analysis, the use of variable cost accounting in making short-term decisions.

8. Management control, organization structure, contract building problems with various company agents, responsibility accounting, cost, income and profitability centres.

9. Aims and the structure of measurement system and activity effectiveness assessment, managers performance: accounting income, ROI, residual income, EVA.

10. Balanced scorecard. The introduction of integrated performance measurement systems. Managerial decisions support.

Required readings:

Świderska G. (Ed.). Rachunkowość zarządcza i rachunek kosztów. Volume 1 and 2. Difin. Warszawa. 2003

Case studies:

Sony Corporation: The Walkman Line, HBC 9 – 195 – 076

Owens&Minor, Inc. HBC 9 -100-055

Prestige Telephone Company, HBC 9 – 197-097

Daniel Dobbins Distillery, Inc., HBC 9 -189-065

Vyaderm Pharmaceuticals, HBC 9 -101 - 019

Verizon Communications, Inc.: Implementing a Human Resources Balance Scorecard, HBC 9 -101 -102

Citibank: Performance Evaluation, HBC 9 – 198 – 048

Measurement and Management at CitySoft, HBC 9 -100- 056

Suggested readings:

Sobańska I. (red.). Rachunkowość zarządcza. Podejście operacyjne i strategiczne. Wydawnictwo C.H. Beck. Warszawa 2010Kaplan R., Norton D., Strategiczna Karta Wyników. PWN 2002)

Knowledge

A student’s knowledge includes: issues belonging to the realm of managerial accounting; the knowledge of tasks, duties and responsibility scopes confronting managerial accounting experts; understanding issues relating to the models of cost accounting applicable to the taking of managerial decisions; the comprehension of how costs affect the efficiency of business unit management; the appreciation of decision-making process and a variety of its implications for managerial accounting.

Skills

The skills to be acquired by a student embrace the following abilities: classifying costs; making an unassisted choice of the proper method of calculation; justifying the choice of the method and performing a cost accounting in accordance with the method; conducting a company performance analysis based on cost calculation accounts as well as taking elementary managerial decisions motivated by the relevant calculation results; performing specific case study analyses involving cost classification; identifying problems and coming up with solutions; calculating the key performance indicators by responsibility centres and explaining the limits to their use ; supplying a draft balanced scorecard.

Social competences

Social competences to be arrived at by a student include the abilities to: cooperate and work in a group while performing case study analyses; adequately determine the priorities involved in case study pursuit; extend and refine the previously acquired knowledge and skills.

KW01, KW02, KW03, KW04, KU01, KU02, KU03, KU04, KU05, KU06, KU07, KK01, KK02, KK03

A credit for the class will be received on the basis of big (50%) and small tests (20%), presentations (20%) and initiative on the part of students (10%).