Module Descriptors
STRATEGIC MANAGEMENT ACCOUNTING
XXFO60035
Key Facts
Faculty of Business, Education and Law
Level 6
15 credits
Hours of Study
Scheduled Learning and Teaching Activities: 30
Independent Study Hours: 120
Total Learning Hours: 150
Assessment
- EXAMINATION - UNSEEN IN EXAMINATION CONDITIONS weighted at 100%
Module Details
Module Special Admissions Requirements
Must have studied Accounting & Financial Information (BLB00039-2) or equivalent.
Module Resources
The University Library and Learning Resources
The module website
Electronic data bases such as EBSCO
The module website
Electronic data bases such as EBSCO
Module Texts
Recommended Text
Seal, W (2009) Management Accounting, 3rd edition. McGraw Hill. ISBN 13-978-0-07-712164-8
Additional Reading
Hoque, H (2006) Strategic Management Accounting, 2nd edition, Prentice Hall. ISBN 13-9780733984457
Seal, W (2009) Management Accounting, 3rd edition. McGraw Hill. ISBN 13-978-0-07-712164-8
Additional Reading
Hoque, H (2006) Strategic Management Accounting, 2nd edition, Prentice Hall. ISBN 13-9780733984457
Module Learning Strategies
The learning strategy for the module requires students to commit 150 learning hours (including assessment) of this there will be 30 hours of class support and 120 hours of independent and self directed study. Support will also be given by access to Scheduled Tutor Office Hours to support the module.
The lecture/tutorial pattern may vary with some activities taking place in medium size group workshops.
24 hours of formal lectures/large group activity
6 hours of tutorials
The lecture/tutorial pattern may vary with some activities taking place in medium size group workshops.
24 hours of formal lectures/large group activity
6 hours of tutorials
Module Indicative Content
This module builds on your previous study of management accounting and begins by distinguishing between strategic, managerial and financial planning and controls. The module will introduce you to control theory; particularly aspects of information systems and control, including internal and external sources of information. This leads on to the cybernetic model of control and then to issues of centralisation, decentralisation and devolution of budgets.
The use of relevant costs for decision-making will be examined and consideration will be given to optimal product mix decisions and special decision situations.
You will go on to study the behavioural and motivational aspects of management accounting and budgeting. This will involve examining organisational structure and culture, and group behaviour. Issues concerning divisional performance measurement will also be covered.
You will study the uses of various performance and quality evaluation techniques, including return on capital employed, residual income as well as non-financial performance indicators. Budgeting and performance evaluation in not-for-profit organisations and the public sector will also be examined.
The module progresses to examine pricing decisions, including both strategic and target pricing, and then onto product life cycle costing. Internal transfer pricing will also be considered.
The final element of the module concerns key strategic issues such as the balanced scorecard, benchmarking, core competences, competitive advantage, value chain analysis, competitor analysis and customer profitability.
The use of relevant costs for decision-making will be examined and consideration will be given to optimal product mix decisions and special decision situations.
You will go on to study the behavioural and motivational aspects of management accounting and budgeting. This will involve examining organisational structure and culture, and group behaviour. Issues concerning divisional performance measurement will also be covered.
You will study the uses of various performance and quality evaluation techniques, including return on capital employed, residual income as well as non-financial performance indicators. Budgeting and performance evaluation in not-for-profit organisations and the public sector will also be examined.
The module progresses to examine pricing decisions, including both strategic and target pricing, and then onto product life cycle costing. Internal transfer pricing will also be considered.
The final element of the module concerns key strategic issues such as the balanced scorecard, benchmarking, core competences, competitive advantage, value chain analysis, competitor analysis and customer profitability.
Module Additional Assessment Details
2 hour examination at end of module (Tests All Learning Outcomes), 100%