Managerial Accounting 2400-M1PPRZ
1. The concept and role of management accounting. Responsibilities and duties of management accounting specialists. Organization of classes.
2. The nature of costs, cost information in the decision-making process, problems of cost and benefit measurement in management accounting.
3. Cost accounting systems, the use of cost information in managerial decision-making.
4. Activity-Based Costing (ABC) in resource efficiency management.
5. Comparative analysis of traditional costing and ABC and its impact on managerial decisions.
6. Cost management of new products and technologies, target costing, and Kaizen costing.
7. Cost-volume-profit analysis, break-even point, margin of safety, operating leverage.
8. Use of variable costing in short-term decision-making – a case study.
9. Control in management, organizational architecture, problems in constructing contracts with various agents of the company, responsibility accounting, cost centers, revenue centers, profit centers.
10. Objectives and construction of performance measurement and evaluation systems, assessment of managerial performance: accounting profit, ROI, residual profit, EVA.
11, 12. Balanced Scorecard. Implementation of comprehensive performance measurement systems. Supporting managerial decisions.
13, 14, 15. Budgeting: essence, objectives, functions of budgeting. The role of budgeting in the management process. Budgeting as a planning element. Stages of budgeting. Methods of budget creation. Creating a budget.
Type of course
Prerequisites (description)
Course coordinators
Learning outcomes
A) Knowledge: The student has knowledge related to management accounting issues, understands the tasks and responsibilities of management accounting specialists, has knowledge of cost accounting models for managerial decision-making, and knows how costs impact the efficiency of managing economic units. The student understands the decision-making process and its implications for management accounting.
B) Skills: The student can classify costs, independently select the appropriate costing method, justify the choice of method, and perform cost calculations using that method. The student can analyze a company based on cost accounting and make basic managerial decisions based on the calculation results. The student analyzes practical case studies related to cost classification, identifies problems, and proposes solutions. The student can calculate basic financial performance metrics in responsibility centers and justify the limitations of their use. The student can create an overall Balanced Scorecard project for an organization and develop an operational budget.
C) Social Competences: The student can cooperate and work in a group during case study analyses. The student can appropriately prioritize tasks to accomplish case studies. The student can supplement and improve acquired knowledge and skills.
KW01, KW02, KW03, KW04, KU01, KU02, KU03, KU04, KU05, KU06, KU07, KK01, KK02, KK03.
Assessment criteria
Written assessment at the end of the semester (60%), active participation during classes (20%), and homework assignments (20%)
Bibliography
Required Reading:
- Świderska G. (ed.). "Rachunkowość zarządcza i rachunek kosztów," Volumes 1 and 2. Difin, Warsaw, 2003.
- Materials, case studies provided by the lecturer.
Supplementary Reading:
- Sobańska I. (ed.). "Rachunkowość zarządcza. Podejście operacyjne i strategiczne." C.H. Beck Publishing, Warsaw, 2010.
- Kaplan R., Norton D., "Strategiczna Karta Wyników." PWN, 2002.
Additional information
Information on level of this course, year of study and semester when the course unit is delivered, types and amount of class hours - can be found in course structure diagrams of apropriate study programmes. This course is related to the following study programmes:
Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system: