Uniwersytet Warszawski - Centralny System Uwierzytelniania
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Managerial Accounting

Informacje ogólne

Kod przedmiotu: 2600-ERSM1MA
Kod Erasmus / ISCED: (brak danych) / (brak danych)
Nazwa przedmiotu: Managerial Accounting
Jednostka: Wydział Zarządzania
Grupy: Przedmioty dla studentów ERSAMUS na Wydziale Zarządzania UW w semestrze letnim
Punkty ECTS i inne: (brak) Podstawowe informacje o zasadach przyporządkowania punktów ECTS:
  • roczny wymiar godzinowy nakładu pracy studenta konieczny do osiągnięcia zakładanych efektów uczenia się dla danego etapu studiów wynosi 1500-1800 h, co odpowiada 60 ECTS;
  • tygodniowy wymiar godzinowy nakładu pracy studenta wynosi 45 h;
  • 1 punkt ECTS odpowiada 25-30 godzinom pracy studenta potrzebnej do osiągnięcia zakładanych efektów uczenia się;
  • tygodniowy nakład pracy studenta konieczny do osiągnięcia zakładanych efektów uczenia się pozwala uzyskać 1,5 ECTS;
  • nakład pracy potrzebny do zaliczenia przedmiotu, któremu przypisano 3 ECTS, stanowi 10% semestralnego obciążenia studenta.

zobacz reguły punktacji
Język prowadzenia: angielski
Rodzaj przedmiotu:

fakultatywne

Skrócony opis: (tylko po angielsku)

I. Cost Accounting

1. Costs for Stock Valuation and Profit Management

2. Cost Accounting Systems (models)

II. Managerial Accounting

1. Costs for Decision-making, Planning and Control

2. Information for Decision -Making

3. Information for Planning and Control

Pełny opis: (tylko po angielsku)

I. Cost Accounting

1. Costs for Stock Valuation and Profit Management

1.1. Cost definition, costs and expenses, costs, revenues and matching concept, costs of operating (continuing) activities as a base for cost accounting.

1.2. Classification of costs for stock for stock valuation and profit measurement: costs-by-kind (nature costs), product and period costs, direct and indirect costs, elements of manufacturing costs (case analysis), job and process costs, costs by an entity’s units, cost behavior: fixed and variable costs.

2. Cost Accounting Systems (models)

2.1. Full Costing: cost measurement, valuation and recording, sales profit/loss calculation, accounting for materials and labor, accounting for overhead expenditures, cost calculation methods: process-costing and job-costing systems, product valuation and profit measurement.

2.2. Variable Costing: cost measurement, valuation and recording, sales profit/loss calculation, break-even point, full costing versus variable costing: comparison of their impact on profit (case analysis), fixed and variable costs separation methods, joint variable costs.

2.3. Activity-based Costing (ABC) as an element of total cost management (TCM) and activity-based management (ABM), a comparison of ABC with „traditional” systems, general assumptions of ABC, activities and the ways of their measurement (cost drivers), cost pools, cost calculation (case analysis).

II. Managerial Accounting

1. Costs for Decision-making, Planning and Control

1.1. Classification of costs for decision-making and planning: relevant and irrelevant costs, sunk costs, opportunity costs, incremental and marginal costs.

1.2. Classification of costs for control: responsibility centers (cost centers, profit centers, investment centers), costs by responsibility centers: controllable and non-controllable.

2. Information for Decision -Making

2.1. Operating Leverage: construction and usage in decision-making processes.

2.2. Cost-Volume-Profit Analysis: one-dimension model versus multi-dimension model, basic assumptions, margin of safety and its calculation, constructing the break-even chart, sensitivity analysis and its usage in decision-making, case studies.

2.3. Accounting Information for Pricing Decisions: transaction prices and transfer process, cost-based pricing formulae, limitation of cost-plus pricing, relevant costs for pricing decisions, case studies.

2.4. Measuring Costs and Benefits for Decision-making: relevant costs, relevant benefits and opportunity costs in decision-making, typical kinds of decisions based on costs and benefits e.g. make or buy decisions, special selling-price decisions, replacement of equipment decisions etc., case studies.

2.5. Capital Investment Decisions: objectives of capital budgeting, decision-making model for capital investment decisions, the concept of NPV and IRR and their comparison, accounting rate of return, costs and benefits for capital investment decisions, case studies.

3. Information for Planning and Control

3.1. The budgeting process: budget as an element of planning process, why to produce budget?, stages of budgeting, methods of budgeting, main budget and its elements, cost budgeting: direct costs and standard costing, budgeting of overheads: flexible budgeting, case studies.

3.2. Variance analysis: types of variances, procedures of variance analysis, case studies.

Przedmiot nie jest oferowany w żadnym z aktualnych cykli dydaktycznych.
Opisy przedmiotów w USOS i USOSweb są chronione prawem autorskim.
Właścicielem praw autorskich jest Uniwersytet Warszawski.
Krakowskie Przedmieście 26/28
00-927 Warszawa
tel: +48 22 55 20 000 https://uw.edu.pl/
kontakt deklaracja dostępności USOSweb 7.0.3.0 (2024-03-22)