acct 6260 syllabus fall 2010

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The Business School at the University of Colorado Denver

Course Title: Managerial Accounting SeminarCourse Number: ACCT 6260Term: Fall 2010Instructor: Gary Colbert

Phone: (Work) (303) 315-8443(Home) (303) 716-9831

Email: [email protected]

Course Description:This course emphasizes how cost management and control systems can be used in setting andexecuting strategy and in making tactical decisions. The course covers managerial accountingmethods and concepts that are available and their related behavioral and organizationalconsiderations. The first part of the course includes a review of traditional managerial accountingtopics. The remainder of the course covers more recent innovative approaches to cost managementand control systems that support competitive strategy. Course readings, case studies anddiscussion will highlight key concepts and issues.

Course Objectives:The primary objective is for you togain a good understandingof how to design and use anorganization's cost management and control systems in todays intensely competitive environment.

Two secondary objectives are to

* improveyour oral and written communication skills, and* improve your individual and collective group work skills.

Materials:Required Materials: A required packet of Harvard Business School cases is available for purchase

online athttp://cb.hbsp.harvard.edu/cb/access/6555946. Other problems, cases and readingswill be made available electronically using Blackboard at http://blackboard.cuonline.edu/.

The cases and readings are designed to highlight issues confronted by managers in today'schallenging environment and the related managerial accounting and control techniques thatare available. These cases provide rich real world contexts in which managerial accountingissues can be explored in depth. Our analysis and discussion will reveal how a balance oftheory/concept and judgment is often required to effectively address management accountingand control problems.

Other Materials: There is no textbook required for this class. I will give you a set of PowerPointslides for many of the classes that cover relevant sections typically found in managerial accountingor cost accounting texts. That may be sufficient in most cases. I can put a textbook on reserve at the

library if that helps. You may also choose to review/use a managerial accounting or costaccounting text that you have available or can access.

Grading Policies/Assignment Descriptions:There will be three principal components to your class grade as detailed below. The weights listedmay change somewhat depending on additional assignments, etc.

Class Preparation and Participation (including case write-ups) 35%Exam I 35%
mailto:[email protected]://cb.hbsp.harvard.edu/cb/access/6555946http://cb.hbsp.harvard.edu/cb/access/6555946http://blackboard.cuonline.edu/http://blackboard.cuonline.edu/mailto:[email protected]://cb.hbsp.harvard.edu/cb/access/6555946http://blackboard.cuonline.edu/


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Final Paper 30%Total 100%

According to College of Business policy, the average GPA for this course should fall in the rangebetween 3.2 and 3.6. Grades will be assigned based on a class curve. Plus and minus gradeswill be used. The final grading scheme often approximately follows the standard curve as follows:

A 90%-100%B 80%-89%C 70%-79%D 60%-69%

Make-up exams will be given rarely, and only when circumstances beyond your control preventyou from attending our scheduled exam. I advise that you contact me as soon as possible inadvance when such circumstances arise.

Assigned Problems to be discussed in class:I expect you to individually master certain problem solving or procedural matters, particularlyearly in the term. There are several problems we cover in class that focus on these matters. See theclass schedule at the end of this syllabus for a listing of the problems. I expect you to work over

these before we cover them in class. You will not turn these in.Assigned Cases to be turned in by you:There are a number of assigned cases that we will discuss during the term. Cases are the "life-blood" of this course. Students have been enthusiastic about learning by the case method. Theadvantage of the case method is that it emphasizes analyzing issues in real-world contexts.

You are expected to prepare and turn in a brief write-up on all of the assigned cases. The purposeof collecting these write-ups is to insure that everyone is prepared to contribute. Limit the length ofthe write-up to one or two (max) typed pages, plus exhibits. These are due at the beginning of eachclass. I expect that you will be prepared to discuss the case. If you will not be in class that eveningemail a copy of the case to me before class starts.

I will read them over to monitor and evaluate how you are doing. A positive or negative tendencyin your assigned case work will impact your preparation and participation score for the class.Approximately half of your preparation and participation score will be based on the case write-upsyou submit.

It is acceptable to discuss problems, cases, etc. with others. However, when you submit a formalwrite-up or executive summary it is subject to the academic honesty policy described below. Thatis, your submissions should be your analysis, ideas and words.

Evaluation of your case write-ups will be based primarily on content quality using the followingcriteria:

Content Quality (80%)Was the case well analyzed and put into context?

Were the ideas and points made substantive and insightful?Were the ideas and points made presented clearly and persuasively?Did they address the key issues?Were strong conclusions drawn from the analysis?Was there good use of case data to support the analysis?Was the depth of coverage appropriate?Was the case linked to the readings and other cases as appropriate?

Organization, Presentation and Composition (20%)Was the report well written, properly edited and easy to read?Was the report as laid out visually appealing?

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Did the report make appropriate use of headings, subheadings and lists?Was the length kept within the maximum page limitation?

Class Participation:This is a graduate level seminar. To me this means that it is primarily a class that is based onthoughtful discussion of course materials (readings, problems, cases, etc.).

The most important requirement for a successful learning experience in this class is 1) thoroughpreparation of the assigned material (readings, problems and cases) and 2) active participation inthe classroom discussion. This will enable all of us to get the most out of each class session.

One of the goals for the course is for you to hone your analytical skills. The learning in this classfocuses in large part on the thought processes involved in analyzing business situations, not just thesolution to one particular problem per se. To help you in preparing I will provide you with classnotes where applicable and questions to consider for articles, problems and cases.

One must participate in class in order to share ideas. However, class participation does not meanthat you talk a lot. Rather it means that you share with the class focused, thoughtful ideas,comments and questions. Many of the best contributors only speak occasionally, but theircontributions are insightful and persuasive. The issue is one of quality not merely quantity. I

particularly appreciate those who are willing to take a chance by offering an informed speculationwhen an issue is not well defined or understood.

I will evaluate the quality and frequency of your participation during the term. Absenteeism willalso be factored into your class participation grade. I will also ask you to provide a written self-evaluation at the end of the term. I must however be the final judge in this matter. I would bepleased, and in fact I would welcome an opportunity, to review your status on participation at anytime during the term.

Characteristics of effective class participation include:Are the underlying ideas substantive and do they provide insight and direction for the class?Are the comments made relevant to the discussion, increasing everyone's understanding?Do the comments made reflect thoughtful preparation?

Do the comments go beyond a restatement of facts or previously covered material?When arguments are offered are they well substantiated and persuasively presented?Is there a willingness to test new ideas or are all comments safe and cautious?Is there a willingness to interact with others by asking questions and challenging conclusions?

Approximately half of your preparation and participation score will be based on attendance and in-class participation.

Exams:One required exam is scheduled for this class. This is meant to test your knowledge offundamental managerial accounting concepts and your analysis skills. You may be asked to solveproblems, analyze a case and/or write short essays on particular topics that we have covered. Theexam should be about two hours long.

Final Paper:The point of this project is to get you involved in doing hands on research and analysis that isrelated to managerial accounting and control, broadly defined. Your paper should incorporate twothematic essays: adoption of activity based costing and implementing an enhanced performancemeasurement system. I will provide you with additional details after the term starts.

As an alternative you could investigate a matter that pertains to a real-world organization andinvolves collecting data about the organization. The project should address an issue or problem ofinterest to you. Here are some ideas along those lines.

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Select an organization or industry, one that you work for, or one which you are familiar withand write a paper that applies and/or evaluates one or more aspects of the managementaccounting and control system practices of that organization.

Traditionally topics have mainly been on activity analysis and costing of a particular productor program or cost analysis (including value chain/strategic cost analysis). Other possibletopics include profit planning, balanced scorecards, risk management, performancemeasurement, other management control systems, etc.

The written element of this project is due on or before December 16, 2010. If you intend to do adifferent kind of project, once you have settled on a topic, please discuss this with me early in theterm.

Your final papers should be typewritten and in good form. Limit your paper to 8 to 10 (max)typewritten double-spaced pages, with additional pages for any exhibits such as tables or graphs.Appropriate citation of sources of content is required.

Expectation of Time Commitment:It is expected that the volume of work for this course would require a student, on average, tocommit a minimum of 100 hours (6 hours per week) outside of class during the term. To succeed

in this class one must keep up with the assigned readings, problems and cases.

Dropping the Course and Incompletes:If you remain enrolled in this course you are accepting the fact that you will receive a grade in thiscourse. After the scheduled drop date deadline, I will only sign a drop form if you are passing thecourse at that time. It is your responsibility to drop if you do not intend to complete the course.

An incomplete will be granted only if there are extenuating circumstances that preclude you fromfinishing some particular aspect of the course requirements. An incomplete is not a substitute fordropping the course.

Academic Honesty:Whenever you put your name on a piece of work for this class you are asserting that it is your own

work, except as otherwise indicated and permitted. If that is not the case, you are beingacademically dishonest which is unacceptable and will be handled in accordance with theColleges procedures.

Ethic and Commitment:Your learning and experience in this class is important to me. Within reason, I will do whatever Ican to facilitate your learning and make your experience a good one. That is the ethic I bring to theclass. You should feel comfortable calling me at work or home. I also encourage you to use emailas a mode of communicating - I typically check my account several times during the day.Although in the end I have a certain expectation about what is your responsibility to work out onyour own, I will make a strong effort to respond to your questions, comments and concerns. Also, Iam interested in suggestions about how I can improve the class and your learning experience.

I also expect that you will bring a certain ethic to the class as well. In the end this is your class tomake of it what you will. I feel very strongly that what you get out of this class is in proportion towhat you put into it. But the compelling part is that each one of you can and will influence thecollective learning experience. The same can be said for your group activities and assignments. Inmany regards it is the collective impact that you all have on one another that can lead toexcellence.

The bottom line: I expect this is a class you will enjoy as well as learn from this class.

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Course Schedule - Subject to Change:Listed below is the general class schedule of topics.Assigned Problems, Cases and the Exam havebeen highlighted in bold for your attention. There will also be assigned readings from time to time.As circumstance require we will make adjustments to the schedule below. Weekly agendas withfurther important details (i.e., objectives, instructions, comments, etc.) will be made available as weprogress during the term. It is your responsibility to stay attuned to these changes. I will keep youinformed if you are coming to class. You can also get agendas, assignments, etc. from ourBlackboard site.Date Topic/Assignments

Aug 26 Course and Management Accounting IntroductionThe Strategic Context

Sep 2 Cost-Volume-Profit and Contribution AnalysisProblem Kiwi Cellars

Sep 9 Product and Service Costing

Problem Denver MedicalCase High Country Telephone

Sep 16 Short Term Decision Making, Relevant Costs and ContributionAnalysis

Problem Rust Belt InstrumentsCase Cliff Jumper Bicycles

Sep 23 Activity-Based Costing/ManagementProblem Colorado StainCase Western States Stationary

Sep 30 Activity-Based Costing/Management ExtensionsCase Sippican

Understanding Customer Profitability at Charles Schwab

Oct 7 Value Chain AnalysisProblem LevisCase Chalice Wine

Oct 14

Capital BudgetingCase

Stryker Corporation: In-sourcing PCBsTarget Corporation

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Oct 21 EXAM

Oct 28 Strategy and ControlReview Exam

Nov 4 Profit Planning and Business ModelsCase Virgin Mobile USA

Cafes Monte Bianco

Nov 11 Control LeversCase Nordstrom

Siebel Systems Organizing for the Customer

Nov 18 Balanced Scorecards

Case GenaceuticsWells Fargo Online

Nov 25 Thanksgiving no class

Dec 2Strategic Risk

Case Hamilton Financial Investments

Dec 9 Readings from the Academic Perspective

Dec 16 Final Paper Due

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acct 6260 syllabus fall 2010

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