Managerial and Financial Accounting 2400-ZU1RZF
1. The role and functions of cost accounting. The concept of cost, classification of costs according to various criteria, stages of recording and settling costs, cost settlement sheet.
2. Cost calculation - concept, object, entity, types, methods, calculation of the cost of manufacturing a finished product according to the Accounting Act. Subdivision calculation - simple, coefficient, phase.
3. Additional calculation - order and assortment.
4. Activity Based Costing in the resource efficiency management. Comparative analysis of traditional cost calculation methods and ABC and its influence on the decisions of managers.
5. Cost-Volume-Profit analysis, the use of variable cost accounting in making short-term decisions.
6. Management control, aims and the structure of measurement system, performance management. Balanced scorecard. The implementation of integrated performance measurement systems. Managerial decisions support
Type of course
Course coordinators
Learning outcomes
Knowledge
A student’s knowledge includes: issues belonging to the realm of managerial and financial 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.
SU05, SU06, SK01, SK03, SU04, SU03, SU02, SU01, SW03, SW02, SW01, SW04, SW05, SK02, SK04
Assessment criteria
Final colloquium – 40 points
Case study – 20 points
Small exam during classes – 20 points
Housework and during classes – 20 points
Bibliography
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
Verizon Communications, Inc.: Implementing a Human Resources Balance Scorecard, HBC 9 -101 -102
Citibank: Performance Evaluation, HBC 9 – 198 – 048
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)
Additional information
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