Students

ACCG330 – Strategic Management Accounting

2019 – S1 Day

General Information

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Unit convenor and teaching staff Unit convenor and teaching staff Unit Convenor
Kevin Baird
kevin.baird@mq.edu.au
Contact via accg330@mq.edu.au
Room 209 / 4 Eastern Road
Thursdays 3-5pm
Lecturer
Nandini Krishna Kumar
nandini.kumar@mq.edu.au
Contact via accg330@mq.edu.au
Room 223, 4 Eastern Road
TBA
Credit points Credit points
3
Prerequisites Prerequisites
(39cp at 100 level or above) including (ACCG201 or ACCG301)
Corequisites Corequisites
Co-badged status Co-badged status
Unit description Unit description
This unit further develops the concepts and techniques covered in ACCG200 and ACCG301. This unit provides a systematic and critical analysis of the issues related to the integration of management accounting and control systems with strategy implementation. Strategy is initially discussed as a topic in its own right, followed by an examination of how various strategic choices affect management accounting techniques such as activity-based accounting, variance analysis, and performance evaluation. By the end of this unit students will be able to analyse complex situations and develop approaches that are logical, consistent and defensible from a strategic perspective. The unit uses case studies extensively to develop graduate capabilities centred upon higher order critical analysis skills and the ability of students to generate a range of effective alternative options and innovative solutions to case-based scenarios.

Important Academic Dates

Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates

Learning Outcomes

On successful completion of this unit, you will be able to:

  • Critically evaluate different organisational strategies and develop approaches that are logical, consistent and defensible from a strategic perspective.
  • Explain the influence of strategy on the design of management accounting systems.
  • Develop skills in analysing and interpreting case based scenarios with a view to making appropriate recommendations.
  • Demonstrate effective oral and written communication. Express and justify viewpoints, and articulate them in a group setting.
  • Understand the principles of management accounting research and develop a research proposal.

Assessment Tasks

Name Weighting Hurdle Due
Assessed Coursework 25% No TBA
Class Tests 35% No 18th March / 27th May
Assignment 25% No 5pm 2nd June
Class Participation 15% No Ongoing

Assessed Coursework

Due: TBA
Weighting: 25%

Task Description:

Coursework will be collected and assessed by tutors. Details regarding these assignments is provided on the subject ilearn site. Students are required to complete the following assignments:

Students are required to complete the weekly case based assignments. Four of these will be collected by your tutor. 

1) The Week 8 assignment is compulsory and is worth 10% of the total assessment.

2) An additional three assignments will be collected. Your tutor will randomly determine which weeks that the assignments will be collected. Each of these three assignments will be awarded a mark out of 5 (i.e. 15%).

Each of the assignments will be marked based on the content and accuracy of your answers with feedback to be provided in respect to each assignment.

NB While 4 weekly assignments will be marked students are also expected to prepare answers to the other weekly assignments. Your tutor will randomly check whether you have prepared answers to these other assignments and this will affect your participation assessment mark.

 

Type of Collaboration: Individual Submission:  Assignments will be collected at the end of seminars. Format: See unit assessment guide for details. Length: See unit assessment guide for details. Inherent Task Requirements: Case based weekly assignments. Late Submission:

Extensions - assignments are due in seminars and will not be accepted after the seminar. If illness or unavoidable circumstances prevents submission students must apply for Special Consideration.   

Penalties - No extensions will be granted. Students who have not submitted the task prior to the deadline will be awarded a mark of 0 for the task, except for cases in which an application for special consideration is made and approved.
On successful completion you will be able to:
  • Critically evaluate different organisational strategies and develop approaches that are logical, consistent and defensible from a strategic perspective.
  • Explain the influence of strategy on the design of management accounting systems.
  • Develop skills in analysing and interpreting case based scenarios with a view to making appropriate recommendations.
  • Demonstrate effective oral and written communication. Express and justify viewpoints, and articulate them in a group setting.

Class Tests

Due: 18th March / 27th May
Weighting: 35%

Task Description:

Two class tests will be held. The first class test will be held on Monday 18th March and will be worth 10% of the assessment. This test will be held during your normal seminar.

The second class test is worth 25% of the assessment and will be held on Monday 27th May (between 6-9pm). The exact time of the test will be determined later and students will be advised in a unit website announcement.

Additional information will be provided prior to the tests.

Type of Collaboration: Individual Submission:  The class tests will be held during the Week 4 and Week 12 seminars. Format: To be advised via ilearn announcements. Length: To be advised via ilearn announcements. Inherent Task Requirements: Formal invigilated tests. Late Submission: Extensions and penalties - If students do not attend the scheduled class tests then a mark of zero will be awarded. If illness or unavoidable circumstances prevents attendance then students can apply for Special Consideration.  
On successful completion you will be able to:
  • Critically evaluate different organisational strategies and develop approaches that are logical, consistent and defensible from a strategic perspective.
  • Explain the influence of strategy on the design of management accounting systems.
  • Develop skills in analysing and interpreting case based scenarios with a view to making appropriate recommendations.
  • Demonstrate effective oral and written communication. Express and justify viewpoints, and articulate them in a group setting.

Assignment

Due: 5pm 2nd June
Weighting: 25%

Task Description:

This assessment task consists of a written group assignment and a group presentation. The groups must consist of students enrolled in the same seminar and consist of groups of 4-5 students.

Group assignment (12.5%)

Students are required to develop a group research proposal. This assignment is compulsory and is worth 12.5% of the total assessment. The research proposal is due at 5pm on Sunday 2nd June, 2019. Details regarding the required research proposal are provided in the unit assessment guide.

Group presentation (12.5%)

Each group will make a 10-15 minute presentation of their research proposal in their normal Week 13 seminar. Each student's presentation will be marked on an individual basis.

Type of Collaboration: Group based assignment Submission:  Submissions will take place via the Turnitin link provided on the unit iLearn site. Further information about this task and submissions will be provided separately in the assessment guide. Format: See assessment guide for details Length: See assessment guide for details Inherent Task Requirements: Development of a research proposal. Late Submission: Extensions and penalties - assignments are due at 5pm on Sunday 2nd June, 2019. Late assignments will be penalised at the rate of 10% of the marks available per day late. If illness or unavoidable circumstances prevents submission student can apply for Special Consideration. However, please note if such circumstances arise students should discuss these circumstances with the unit coordinator as soon as possible.
On successful completion you will be able to:
  • Critically evaluate different organisational strategies and develop approaches that are logical, consistent and defensible from a strategic perspective.
  • Explain the influence of strategy on the design of management accounting systems.
  • Develop skills in analysing and interpreting case based scenarios with a view to making appropriate recommendations.
  • Demonstrate effective oral and written communication. Express and justify viewpoints, and articulate them in a group setting.
  • Understand the principles of management accounting research and develop a research proposal.

Class Participation

Due: Ongoing
Weighting: 15%

Task Description: Seminar participation - students are expected to actively participate in class discussions. The quality of seminar participation (15%) will be assessed by staff using the criteria outlined in the assessment guide. Type of Collaboration: Individual Submission:  Ongoing assessment of participation during seminars. Format: Class participation. Length: Class participation during seminars. Inherent Task Requirements: Engagement in the activities listed in the unit assessment guide. Late Submission: Extensions and penalties -   If illness or unavoidable circumstances prevents attendance student can apply for Special Consideration. In respect to seminar participation if students are absent from class due to illness they should also apply for Disruption to studies.
On successful completion you will be able to:
  • Critically evaluate different organisational strategies and develop approaches that are logical, consistent and defensible from a strategic perspective.
  • Explain the influence of strategy on the design of management accounting systems.
  • Develop skills in analysing and interpreting case based scenarios with a view to making appropriate recommendations.
  • Demonstrate effective oral and written communication. Express and justify viewpoints, and articulate them in a group setting.

Delivery and Resources

Required Text: There is no required text for this unit. Readings and other required materials, including power point slides, will be placed on the unit webpage.
Unit Web Page: The web page for this unit can be found at: https://ilearn.mq.edu.au . This page will contain important information including: lecture slides, additional readings and announcements. All material will be in Adobe format (*.pdf files) which can be downloaded free from the internet.
Technology Used and Required: There is no technology required other than the use of the unit website.
Delivery Format and Other Details:

Classes

Students should attend three hours of face-to-face teaching per week consisting of a three hour seminar.

Please note that any changes to seminar classes must be made online through e-student. Students wishing to change their seminar time should log on to e-student and enrol in a class where there is a vacancy. Staff members WILL NOT deal with seminar changes unless there are exceptional circumstances. It is each student’s responsibility to know which seminar group they have been allocated to. Students will not be awarded any class marks unless they attend the class in which they are formally enrolled.

If on a rare occasion students are unable to attend the class in which they are enrolled they may attend an alternative class during the week. If this occurs they should get the tutor to sign and date their assignment at the end of the class and then pass the assignment on to their regular teacher. This should not occur frequently as the failure to attend the seminar in which you are formally enrolled will impact on the participation mark awarded. The timetable for classes can be found on the University web site at:http://www.timetables.mq.edu.au/
Recommended Readings:  
Other Course Materials:   

Changes made to previous ACCG330 offering

The topics have been adjusted and the assessments rearranged to enhance the focus on the fifth learning outcome - understanding the principles of management accounting research and developing a research proposal.

Unit Schedule

ACCG330 Strategic Management Accounting

Seminar Program

 

Seminar (week commencing)

Topic

Readings

(see unit webpage)

Week 1

Seminar 1

Introduction and course overview Introduction to Strategic Management Accounting

Unit Guide

Hopper, Northcott & Scapens (2007)

Week 2

Seminar 2

Strategic Process and Strategic Analysis

Porter (2008)

Week 3

Seminar 3

Strategy and Management Control

Su et al. (2017, 2015, 2013).

Week 4

Seminar 4

Class Test 1

Strategic change and strategic flexibility

Beyond budgeting

 

Hope and Fraser (2003);

Steele and Albright (2004)

Week 5

Seminar 5

Activity Based Costing

Phan et al. (2018)

Optional revision*

Week 6

Seminar 6

Research in management accounting

 

Su et al. (2017, 2015, 2013)

Week 7

Seminar 7

Research proposal

 

 

 

 

SESSION BREAK 

 

Week 8

Seminar 8

 

Assessing and managing performance over the value chain

 

Atkinson et al. (2007)

Week 9

Seminar 9

Financial measures of performance

Optional Revision**

Week 10

Seminar 10

 

Non-financial measures of performance

 

Optional Revision***

Week 11

Seminar 11

 

Non-financial measures of performance

 

 

Week 12

 

 

Class Test

 

Week 13

 

Group research proposal presentations

 

You can refer to Chapters 8*, 13** and 14*** of the following text or any other management accounting textbook

  • Langfield-Smith, K. Thorne, H., Smith, D. and Hilton, R. (2012 or 2015). Management Accounting: Information for Creating and Managing Value, McGraw-Hill, Sydney. NB This was the text used in ACCG200.

Policies and Procedures

Macquarie University policies and procedures are accessible from Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central). Students should be aware of the following policies in particular with regard to Learning and Teaching:

Undergraduate students seeking more policy resources can visit the Student Policy Gateway (https://students.mq.edu.au/support/study/student-policy-gateway). It is your one-stop-shop for the key policies you need to know about throughout your undergraduate student journey.

If you would like to see all the policies relevant to Learning and Teaching visit Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central).

Student Code of Conduct

Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/study/getting-started/student-conduct​

Results

Results published on platform other than eStudent, (eg. iLearn, Coursera etc.) or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent. For more information visit ask.mq.edu.au or if you are a Global MBA student contact globalmba.support@mq.edu.au

Student Support

Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/

Learning Skills

Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.

Student Services and Support

Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.

Student Enquiries

For all student enquiries, visit Student Connect at ask.mq.edu.au

If you are a Global MBA student contact globalmba.support@mq.edu.au

IT Help

For help with University computer systems and technology, visit http://www.mq.edu.au/about_us/offices_and_units/information_technology/help/. 

When using the University's IT, you must adhere to the Acceptable Use of IT Resources Policy. The policy applies to all who connect to the MQ network including students.

Graduate Capabilities

Discipline Specific Knowledge and Skills

Our graduates will take with them the intellectual development, depth and breadth of knowledge, scholarly understanding, and specific subject content in their chosen fields to make them competent and confident in their subject or profession. They will be able to demonstrate, where relevant, professional technical competence and meet professional standards. They will be able to articulate the structure of knowledge of their discipline, be able to adapt discipline-specific knowledge to novel situations, and be able to contribute from their discipline to inter-disciplinary solutions to problems.

This graduate capability is supported by:

Learning outcomes

  • Critically evaluate different organisational strategies and develop approaches that are logical, consistent and defensible from a strategic perspective.
  • Explain the influence of strategy on the design of management accounting systems.
  • Develop skills in analysing and interpreting case based scenarios with a view to making appropriate recommendations.
  • Understand the principles of management accounting research and develop a research proposal.

Assessment tasks

  • Assessed Coursework
  • Class Tests
  • Class Participation

Critical, Analytical and Integrative Thinking

We want our graduates to be capable of reasoning, questioning and analysing, and to integrate and synthesise learning and knowledge from a range of sources and environments; to be able to critique constraints, assumptions and limitations; to be able to think independently and systemically in relation to scholarly activity, in the workplace, and in the world. We want them to have a level of scientific and information technology literacy.

This graduate capability is supported by:

Learning outcomes

  • Critically evaluate different organisational strategies and develop approaches that are logical, consistent and defensible from a strategic perspective.
  • Develop skills in analysing and interpreting case based scenarios with a view to making appropriate recommendations.

Assessment tasks

  • Assessed Coursework
  • Class Tests
  • Assignment
  • Class Participation

Problem Solving and Research Capability

Our graduates should be capable of researching; of analysing, and interpreting and assessing data and information in various forms; of drawing connections across fields of knowledge; and they should be able to relate their knowledge to complex situations at work or in the world, in order to diagnose and solve problems. We want them to have the confidence to take the initiative in doing so, within an awareness of their own limitations.

This graduate capability is supported by:

Learning outcomes

  • Critically evaluate different organisational strategies and develop approaches that are logical, consistent and defensible from a strategic perspective.
  • Develop skills in analysing and interpreting case based scenarios with a view to making appropriate recommendations.
  • Understand the principles of management accounting research and develop a research proposal.

Assessment tasks

  • Assessed Coursework
  • Assignment
  • Class Participation

Effective Communication

We want to develop in our students the ability to communicate and convey their views in forms effective with different audiences. We want our graduates to take with them the capability to read, listen, question, gather and evaluate information resources in a variety of formats, assess, write clearly, speak effectively, and to use visual communication and communication technologies as appropriate.

This graduate capability is supported by:

Learning outcomes

  • Explain the influence of strategy on the design of management accounting systems.
  • Develop skills in analysing and interpreting case based scenarios with a view to making appropriate recommendations.
  • Demonstrate effective oral and written communication. Express and justify viewpoints, and articulate them in a group setting.
  • Understand the principles of management accounting research and develop a research proposal.

Assessment tasks

  • Assessed Coursework
  • Class Tests
  • Assignment
  • Class Participation

Research and Practice and Global and Sustainability

This unit addresses global and sustainability issues as direct areas of study and as necessary implications arising from the materials, assessment and academic discussion and debate in classes/seminars. We promote sustainability by developing ability in students to research and locate information within the accounting discipline. We aim to provide students with an opportunity to obtain skills which will benefit them throughout their career.

The unit materials have a reference list at the end of each chapter/module/text containing all references cited by the author. These provide some guidance to references that could be used to research particular issues.

This unit uses research by Macquarie University researchers:

* Phan, T., Baird, K., and Su, S. (2018). “Environmental Activity Management: its use and impact on environmental performance”, Accounting, Auditing, and Accountability Journal, Vol. 31 No. 2, pp. 651-673.

* Su, S., Baird, K. and Schoch, H. (2017). “Management control systems: The role of interactive and diagnostic controls from an organisational life cycle perspective”, Journal of Accounting and Organizational Change, Vol. 13 No. 1, pp. 2-24.

* Su, S., Baird, K., and Schoch, H. (2015). “The influence of interactive and diagnostic approaches to using controls on organisational performance across organisational life cycle stages”, Management Accounting Research, Vol. 26, pp. 40-53.

* Su, S., Baird, K. M., & Schoch, H. P. (2013).  Management control systems from an organisational life cycle perspective : the role of input, behaviour and output controls.   Journal of Management & Organization, 19 (5), 635-658.    

 

This unit uses research from external sources

* Porter, M. (2008). The five competitive forces that shape strategy. Harvard Business Review, January, pp. 78-93.

* Hope, J. and Fraser, R. (2003). Who needs budgets? Harvard Business Review, February, pp. 108-115.

* Steele, R. and Albright, C. (2004). Games managers play at budget time. Sloan Management Review, Spring, pp. 81-84.