ØKB3122 Strategic Management Accounting and Control

Contents and structure

The course introduces key ideas, concepts, and tools of strategic management accounting and control. We will focus on how management accounting and control systems and tools support organizational strategies. Specifically, we will discuss the balanced scorecard; activity-based costing and its applications to strategically important areas of business and management; financial control; and behavioural aspects of performance measurement and incentives.

Learning Outcome

Knowledge

Students:

• Know the balanced scorecard and understand how it provides a framework for strategic management accounting and control;
• Know the major tools of strategic management accounting and control;
• Know the motivational basis of management accounting and control systems and understand dysfunctional effects of inventive systems.

 

 

Skills

Students:

• Can apply activity-based costing to topics of strategic significance, such as customers and quality;
• Can apply target costing;
• Can calculate financial performance measures; and
• Can work with a balanced scorecard.

General competence

Students:

• Understand the relationships between management accounting and control systems and a company's or organization's strategy;
• Are able to evaluate the contribution and appropriateness of specific management accounting tools for supporting management in specific situations;
• Can suggest technical solutions to management control problems
• Can reflect on possible dysfunctional effects of performance measurement systems.

Entry requirements

Basic cost accounting ØKB2101 Management Accounting  or simular

Recommended previous knowledge

All mandatory accounting courses from the 1. and 2.year of the Bachelor in Business Administration program passed

Teaching methods

Intensive course comprising two weeks; comprises lectures, group work and in-class discussions

Compulsory learning activities

1) Read the case study (t.b.d.) and the text by Jensen (Jensen, M. D. (2001). Corporate budgeting is broken. let's fix it. Harvard Business Review, November 2001, 94-101) in advance.

(2) Participation in in-class case study and in-class text work.

Assessment

Individual Project 100%

Grades A - F

Examination support material

All materials from the course

More about examination support material