COURSE OUTLINE
ACCT 222
Cost and Management Accounting
Semester One, 2017
1
This course outline contains information specific to this paper. For more general information
common to your papers, please refer to the COMMERCE_UG_2017: Commerce Undergraduate
Students site on Blackboard.
Description and Aims of ACCT 222
ACCT 222 aims to provide students with an understanding of, and ability to produce and apply cost
and management accounting information that is used in planning and control of organisations.
Particular emphasis is placed on mastering the topics of budgeting, variances and performance
evaluation, relevant costs for decision making, pricing, treatment of overhead and allocations, and
considering the influence that human behaviour and strategic direction have on those processes
and the use of this cost accounting information.
Prerequisites – C+ grade or better in BSNS 107 and ACCT 102 and 54 other points from Commerce
Schedule C.
Learning Outcomes
Upon successful completion of this paper, you will have achieved:
1) An understanding of and ability to calculate and apply the costing techniques detailed
below under Core Topics
2) Understanding of the interrelationship of these costing techniques with other business
functions (e.g. marketing, human resource management, strategy) and their role in real
organisations.
3) Problem-framing and analytical skills, information seeking and retrieval skills, problemsolving skills. More specifically you will be able to:
1) Critically evaluate a previously unseen organisational situation for its cost and
management accounting issues.
2) Formulate clear ideas about the problems and issues involved, and about any likely
further information and knowledge that might be required to deal with the issues
identified.
3) Gather the necessary information and knowledge, and re-formulate an understanding of
the issues.
4) Apply any necessary analysis and understanding to formulate alternatives to resolve the
identified issues. Be aware of the strengths and weaknesses of various alternative courses
of action.
5) Recommend a set of actions to resolve the issues.
4) More independence and self-direction in your approaches to learning.
5) An improvement in teamwork skills.
These learning outcomes concur with the following attributes described in the University of Otago
Bachelor of Commerce Graduate Profile : Critical thinking, life-long learning, leadership and team skills,
interdisciplinary
knowledge,
business
environment
and
ethics
(http://www.otago.ac.nz/business/study/undergraduate/otago033074.html).
Core topics are: A) Relevant costing, B) Cost allocation, C) Budgeting and standard costing, D) cost –
volume – profit analysis, E) strategic and behavioural management. Below is a set of learning
objectives related to each of these five topics. As you progress through the course, you should use this
set of learning objectives as a “checklist” to gauge your level of understanding and to decide on
what further work you must undertake. You should have met all these learning objectives by the
end of the course.
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The terms and concepts under these topic headings will arise during the course. However, every
week, you are expected to do a considerable amount of reading on these topics for yourself. Most
readings will be from the required textbook for the course (HDR15, see page 7), but for some topics and
for the case studies, students will need to research in other cost accounting texts (see Close Reserve in
Central Library), management and marketing texts, accounting journals (both hard-copy and ejournals) and on the internet. MyAccountingLab (see page 7) is also extremely useful for practice of
technical examples and is highly recommended.
USE THE FOLLOWING LIST AS A CHECKLIST
You should ensure that you attend classes, complete course work and read sufficient materials
to be able to:
A) Relevant Costing / Accounting Information for Decision-Making
1.
Explain the concept of relevant costs and relevant revenues and how this is potentially
different from the notion of fixed and variable costs.
2.
Explain the importance of the time horizon in decision making and its impact on relevant
cost/revenue information (e.g., short term operating decisions versus long term strategic
decisions).
3.
Explain ‘sunk costs’ and why they are considered irrelevant to decisions.
4.
Explain such terms as ‘opportunity costs’, ‘avoidable costs’, ‘differential costs’ and
‘incremental costs’.
5.
Understand that accounts drawn up for financial accounting purposes often blend
fixed/variable, relevant/irrelevant costs, and therefore cost accounting information for
decision-making often needs to be specifically constructed for the decision at hand.
6.
Understand how an income statement can be constructed in a variable (or direct) costing
format or a full (absorption) costing format, be able to construct either format from a given
set of cost data and reconcile any profit differences. Explain how production volume
impacts on absorption costing profit.
7.
Undertake analysis in typical decisions (e.g. make or buy/outsource, special order, product
pricing and profitability, product mix, customer profitability, add/delete product
line/department/customer) for which cost accounting information is required.
8.
Be aware of the role of ‘excess capacity’ in decision-making and its significance for cost
analysis.
9.
Be aware of the need in the long-run to cover all costs, and of the rather imprecise nature of
the notion of “short run v long run”.
10.
Explain and apply the notions of the internal value chain, value-added, product life cycles
and product and customer ‘life cycle costs’.
11.
Understand the concepts of and undertake typical calculations for target pricing and
costing, and the cost- plus approach to pricing.
12.
Be aware of the limitations of financial analysis for decision-making, and the need to
consider other qualitative and strategic factors (see Section E).
B) Cost Allocation
1.
Explain the notions of ‘overhead costs’, ‘indirect costs’, ‘direct costs’, ‘traceable costs’ and
‘allocated costs’.
2.
Explain how accountants choose to create ‘cost centres’ or ‘cost pools’ in which to gather
together cost data.
3.
Explain why and how costs may be allocated from one cost pool or centre to another.
4.
Calculate allocations of costs from one cost pool to another e.g., single rate versus dual rate,
and support department costs to production departments.
5.
Understand that there is no ‘right way’ to collect costs together and then allocate them.
Choices are made in defining cost pools, allocation bases, and methods of allocation.
3
6.
7.
8.
9.
10.
11.
12.
Construct ‘overhead rates’ to allocate costs to products or services.
Understand how ‘overhead rates’ are typically predetermined and calculated based on
budgeted costs and activity levels. Understand how different assumptions about capacity
(activity level) can be made when calculating ‘budgeted overhead rates’ and calculate these
overhead rates.
Account for the differences between ‘budgeted overheads’ and ‘actual overheads’.
Understand the specific issues involved in the allocation of joint product costs and be able to
calculate allocations using the four typical methods. Analyse when a joint product may be
further processed, and explain the difference between joint products and by-products.
Understand the notion of ‘activity-based costing’ (ABC). Calculate allocation bases on the
basis of ‘cost drivers’ and then calculate product/job/service costs. Explain the relationship
between ABC and activity-based management (ABM).
Understand the potential reasons why (/why not) managers of one department (cost centre)
should be held responsible for costs allocated to them from another department.
Understand how management behaviour (decision-making) might be affected by the
various cost allocation choices accountants make, and the ethical implications of this
behaviour.
C) Budgeting and Standard Costing Systems
1.
Understand what a budget is, and how static (master) and flexible budgets are constructed.
2.
Explain the concepts behind and benefits to be gained from the use of a standard costing
system.
3.
Describe the procedures involved in establishing standard costs.
4.
Explain what variance analysis entails and is intended to measure.
5.
Compute both sales (marketing/output) and input (production) variances at the aggregate
level.
6.
Separate these aggregate variances into their several components (e.g., purchase price
variance, efficiency variance, etc.) through the use of both fixed and flexible budgets.
7.
Record production variances in the ledger accounts.
8.
Explain favourable and unfavourable, over- and under-applied variances, and know how to
dispose of them (directly to COGS or by proration)
9.
Understand that the real value of a standard costing system begins when the causes of the
variances are analysed.
10.
Explain how standard costing fits with such modern management practices as JIT, kaizen,
TQM and benchmarking.
11.
Explain the concept of learning curves and their relationship to budgeting and undertake
learning curve calculations.
12.
Understand how management behaviour might be affected by the processes of planning
and budgeting, and the ethical implications of this behaviour.
D) Cost – Volume - Profit Analysis
1.
Explain cost behaviour patterns. Segregate these behaviour patterns into fixed and variable
cost components.
2.
Identify relevant ranges of activity.
3.
Describe the relationship between relevant range and linear and non-linear relationships.
4.
Explain the difference between discretionary fixed costs and committed fixed costs.
5.
Understand the cost–volume-profit relationships that exist in a company.
6.
Compute (both by formula and graphically) and use breakeven and target profit analysis for
one and multiple products.
7.
Explain the relationship between the breakeven point and the contribution margin, and how
contribution margin differs from gross margin.
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8.
9.
10.
Understand that even though breakeven analysis is based on rigid limitations, it can result
in effective answers without costly analysis.
Calculate how a change in such an input value as sales price, sales mix, or costs can
influence the breakeven point (sensitivity analysis).
Compute and use the margin of safety ratio.
E) Strategic and Behavioural Management
1.
Describe the concept of an organisation and what it does.
2.
Explain the concepts of organisational mission, goals, objectives and strategies and the part
which management has to play in their development.
3.
Explain the concept of goal congruence.
4.
Explain the concept and phases of management control (planning etc)
5.
Understand key features of people’s behaviour in organisations and how this can impact on
organisational effectiveness. This will include an understanding of:
a. groups, group norms, group dynamics and teams
b. interpersonal communication and relationships, networking and feedback
c. leadership and what makes an “effective” leader; transactional and
transformational leaders
d. motivation (“needs” theories; expectancy theory), performance measurement and
incentives.
6.
Describe and apply the Boston Consulting Group Market Growth/Market Share Matrix,
SWOT analysis and Porter’s strategies for competitive advantage.
7.
Explain the following marketing and pricing concepts:
a. price leaders
b. price takers
c. commodities
d. premium pricing
e. penetration pricing
f. market skimming
g. product bundling
h. loss leaders
i. product differentiation
j. cannibalization.
k. churn rate
l. customer lifetime value
Teaching Staff
Course Coordinator, lecturer and seminar facilitator
Name:
Associate Professor Rosalind (Ros) Whiting
Office:
Commerce 346
Email:
[email protected]
Office Hours: Tuesday 9-11am, Friday 10-11am
Lecturer and seminar facilitator
Name:
Dr Sriya Kumarasinghe
Office:
Commerce 354
Email:
[email protected]
Office Hours: Monday 2.30-5pm
The ACCT 222 facilitators have office hours in which students can just drop in and consult with them
about problems with the course material. In the first instance you should meet with the facilitator
who covered that material, but if this is not possible, then you can meet with the other ACCT 222
facilitator. For any administrative enquiries about the paper, you should contact the Course
Coordinator.
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Course Delivery
Every week students must attend one 50 minute lecture (Tuesday) and two 50 minute seminars
(Monday and Thursday at the same time). Your allocated seminar group is available in eVision.
Lectures:
These will cover key technical material.
Lecture Day/Time: Tuesday 2-2.50pm
Room: R7N10 (Richardson Building) (TBC)
An outline (and usually some data & templates) for the Tuesday lecture will be placed on
Blackboard by 5pm on the preceding Saturday. There are no lecture notes posted. You must read
the suggested readings before the lecture and bring your calculator in order to work through
examples. Tuesday lectures will be taken by Ros Whiting (Weeks 1-4, 6-7) and Sriya Kumarasinghe
(Weeks 5, 9-13 (no Tuesday lecture in Week 8 due to ANZAC Day).
Seminars:
Seminar Day/Time: Monday, Thursday: 9-9.50am or 11-11.50am. Room: see table below
Seminars start in Week 1 of the course. Seminars are as important as the lectures and should not be
missed. Students are required to stay in the same stream throughout the course and must attend
Monday and Thursday of the same stream (ie at the same time).
Week
1-4
5
6-7
8
9-13
Monday 9 (T101) and
11am (T102)(TBC)
Ros Whiting
Sriya Kumarasinghe
Ros Whiting
Sriya Kumarasinghe
Sriya Kumarasinghe
Seminar Facilitation
Thursday
9am
(UNIST)(TBC)
Ros Whiting
Sriya Kumarasinghe
Ros Whiting
Sriya Kumarasinghe
Ros Whiting
Thursday
11am
(GMG01) (TBC)
Ros Whiting
Sriya Kumarasinghe
Sriya Kumarasinghe
Sriya Kumarasinghe
Sriya Kumarasinghe
Seminar Stream changes: If you have a valid reason to necessitate a seminar stream change (e.g.
due to a timetable clash due to late enrolment after formal Course Approval), then this can be done
between Monday 27 February and Friday 10 March 10am -12pm and 1-3pm daily in the
Accountancy and Finance Department 3rd Floor Commerce Building. Last date for stream changes is
Friday 10 March. Remember that if you want to change your Monday time, then your Thursday time
will change (and vice versa).
Seminars are used for practice of further examples related to the lecture content, discussion of
homework questions, real business video clips and for student business case presentations. It is
expected that students will access copies of (and attempt) the exercises in HDR15 and the extended
exercises and old exam questions before coming to the seminar class. You must bring a calculator
and be prepared to work on examples in the class. In the Thursday seminar in week 3, and the
Monday seminars in weeks 5 and 9, there will be some set homework questions (posted on
Blackboard) that you must research in HDR15 and on the internet before coming to the class.
Optional HELP Sessions:
In Weeks 5, 9 and 12, there will be an optional HELP session on Friday 3-4pm (31 March, 5 May and
26 May) in C0336. During the semester, some additional practice questions will be identified and
final answers provided. You are expected to practice these examples and if you cannot achieve the
required answer, then come to the HELP session and feedback will be given on your workings. If you
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cannot attend the HELP session but would like feedback, see Ros or Sriya in their consultation
hours.
The course calendar (pages 11-13 in this outline and online on Blackboard) details semester dates,
lecture and seminar topics, readings, Help session and assessment related scheduling information.
Note that this calendar may change as the course proceeds. Any changes will be announced at
lectures and detailed on Blackboard.
Students are expected to prepare for and attend all classes to gain full benefit from the course
Students unable to attend a lecture or seminar are expected to catch up on missed material from
the textbook or classmates. All topics covered in the course are potentially examinable.
In the event of snow, the University remains open. The ACCT 222 staff will make every attempt to
hold seminars and lectures.
Course Learning Resources
Essential Resources
Required Textbook - Horngren, C.T., Datar, S. M., and Rajan, M. (2015). Cost Accounting: A
Managerial Emphasis, 15th edition (Global Edition), Essex, England, Pearson Education. (=HDR15)
[This edition was first used in 2015 Semester 1 and is a new edition of the textbook that was used in
this course in previous years. It is available either as a sole textbook (hardcopy or e-text) (see
University Bookshop or http://www.pearsoned.co.nz/9781292018225) or combined in a coursepack
with a MAL access code (see University Book Shop)].
Business cases : Available on Blackboard under Course Documents>Business Cases.
Blackboard Access – automatic access with enrolment in ACCT 222 (see page 8)
Optional Resource
Highly recommended: MyAccounting Lab (MAL)
MAL is a computer-based interactive learning and practice set available on
http://www.pearsonmylabandmastering.com. To access MAL you need a student access code
which is available with the purchase of a new coursepack version of HDR15 or it can be purchased
online (NZ$45) at http://www.pearsoned.co.nz/9781292139579. The course code is whiting41668.
Full instructions can be found on Blackboard under Course Information.
UBS holds copies of the HDR15 textbook and the combined textbook/access code coursepack, or
you can purchase an e-text with MAL course code as described above. If textbook cost is an issue,
the 14th Global or US editions of HDR (used in 2012-14 in this course) will suffice but are not ideal (all
readings and exercises will be specified in terms of the pages and exercises in HDR15 and the Case
Scoping assignment requires the student to specify readings in HDR15). Also, you will not get access
to MyAccountingLab and all its practice examples with a second hand textbook, unless you make an
additional purchase of the usercode from Pearson (see above).
Hard copies of the required textbook, the Student Solutions Manual (even-numbered questions) to
HDR (13th edition, before the advent of MyAccountingLab), a student study guide and a range of
other useful cost and management texts are available under Course Reserve at the Central Library.
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Blackboard
https://blackboard.otago.ac.nz/ provides you with access to course materials, class notices, and
resources. Blackboard is used to email the whole class so it is important that you check your
student email and Blackboard regularly.
Further information about student support, learning support and information, academic integrity
and other University resources for students is available on the COMMERCE_UG_2017: Commerce
Undergraduate Students site on Blackboard.
Student Webmail
We will use your student email account to email you information relevant to your programme. To
forward your University email address to an email address that you use regularly:
1.
Log into your StudentMail account (http://www.otago.ac.nz/smlanding/) using your student
username and password.
2.
Click the Cog button (top right corner).
3.
Click on Mail under Your App Settings.
4.
Under Accounts on left hand side, select Forwarding.
5.
Under the Forwarding heading, type in the email address you want your email to be
forwarded to. You can also choose to have a copy of these emails kept on your StudentMail
account, so please check the box if you would like this.
6.
Click the Save button.
Assessment
All material presented is examinable (except where stated otherwise) by assignments and the final
examination. All important assessment information such as due dates and times, content,
guidelines and so on will be discussed at lectures, and detailed on Blackboard. Students are
responsible for ensuring that they are aware of this information, keeping track of their own progress,
and catching up on any missed classes.
Assessment
Due date
% of
final grade
Problems (best 2 of 3)
16 March, 6 April and 11 May
14%
Case Study Scoping
23 March
6%
Group Case Study- presentation
Group Case Study –summary report
One of: 6 April, 13 April, 4 May, 11 15%
May, 18 May, 25 May
10%
Final Exam
TBA (in 7-21 June period)
55%
TOTAL
Details of the assessment tasks follow:
1) Three Weekly Problems 14%.
At the conclusion of the lecture on Tuesday in Weeks 3, 6 and 10, a problem relating to the
weekly reading and lecture material will be placed on Blackboard. Students should undertake
this problem and submit their attempts by the following Thursday morning. These can either be
submitted in person in your own Thursday seminar or to the ACCT 222 dropbox on level 3 of the
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Commerce building before Thursday 9am. Late assignments will not be accepted. No
assistance will be provided by the ACCT 222 teaching staff (do NOT email them) but a model
solution will be placed on Blackboard on the Thursday afternoon. Students can work together
on the solving of the problem, but the submitted problem answer must be the student’s own
work and typed or handwritten by that student alone. The two best weekly problem marks
will count for 14% of your total course grade. You should plan to do all three of these problems
to help in your learning of techniques, but also in case you are unable to do one of the problems
because of illness, snow, sports trip etc. The fact that the poorest weekly problem does not
count, allows for an occasional absence and you should not attempt to seek a dispensation
for occasional absences. However, in the case of an extended absence (e.g. chronic long term
illness), or hospitalization, you should see the Course Coordinator.
2) Case Study Scoping 6%.
How to attempt case studies and to carry out a case scoping is described in the Case Study
Approach document on Blackboard and will be discussed in the Monday seminar in Week 3. The
Case Study Scoping is due on Thursday 23 March (Week 4). You can either submit it in person
in your Thursday seminar or place it in the ACCT 222 dropbox on level 3 of the Commerce
building by Thursday 9am on 23 March. Late assignments will not be accepted.
The Case Scoping will be based on the case “Whale Printing Company” which is available
under “Assignments” on Blackboard. The Case Study Scoping must preferably be typed
(handwritten is acceptable but it MUST be legible) on the page provided in Appendix 1 of the
Case Study Approach document (and on Blackboard>Assignments>Case Scoping). You must fill
in the gaps on the page in relation to the case the Whale Printing Company and this Case Study
Scoping must NOT exceed more than one page (minimum size font of 10, Times Roman or
Calibri font, and margins must not be less than 1.5 cm). 25% of your mark will be deducted for
submissions larger than 1 page or for not adhering to the font or margin requirements.
Students can work together on the Case Scoping, but the submitted work must be the student’s
own work and typed by that student alone. Note that referenced pages must be from HDR15
(hard copy and legitimate e-text) and NOT from other editions of HDR.
3) Group Case Study 25%. There is no option with this activity. This consists of a group
presentation in class (15%) plus a written Case Summary Report (10%). You will be randomly
allocated to a group in the Week 3 Thursday seminar (16 March). Presentation and submission
requirements are discussed in more detail in the Case Study Approach document under
Assignments on Blackboard. The final marks for the group case presentation and report are a
combination of the instructor’s assessment (70%) and self and peer assessment (30%).
Failure to email your completed Self and Peer Assessment form to your Thursday seminar
facilitator by 5pm on the day of your case presentation will mean that you receive a
weighting that is the lower of 0.5 or the weighting provided about you by your other group
members.
4) Final Exam 55%. 3 hours long consisting of one case study and 3 smaller problems. Further
details will be provided one month before the examination. The final examination is NOT open
book, but you will be provided with a formula sheet. Only the List A University approved
calculators (Casio FX82, Casio FX100, Casio FX570, Casio FX95 and Sharp EL531) are allowed
to be used in the ACCT 222 final examination.
For the Problems and Case Scoping, one ACCT 222 facilitator marks all students’ work regardless of
seminar stream to ensure that equity in internal assignment grading is maintained across streams.
Internal assessment grades will be entered on EVision throughout the course. You should check that
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the recording of your marks is correct. If there are any problems with the recording, please see the
Course Coordinator as soon as possible. Please retain all your assessed pieces of work throughout the
semester, so that you can verify your marks should any problems occur.
Course Requirements
To successfully complete the course, a student must achieve at least 45% on the final exam.
Exceptional internal marks will not be used to cross-subsidise poor final examination
performance. If students achieve less than 45% in the final exam but their calculated course
marks are greater than 50% then they will still fail the course and this will designated by the
words “Failed compulsory assessment” on their final course results.
In our experience, failure of the course is usually due to failure to achieve the minimum mark on the
exam, not poor internal assessment marks. Usually around 75% of students pass ACCT 222.
Terms requirements:
To be eligible to sit the final exam, students must have:
1) Met the presentation requirements of their group business case study and submitted a group
Summary Report;
2) Attended at least 3 of the other 5 student business case presentations that are not their own (ie
67% of the possible group case presentations) held in the seminars in weeks 6-7 and weeks 912 inclusive.
Learning Outcomes
Understanding of the interrelationship of these
costing techniques with other business functions
3)
Problem-framing and analytical skills, information
seeking and retrieval skills, problem-solving skills.
√
√
4) More independence and self-direction in your
approaches to learning.
5)
Exam
2)
Group Business
case
(presentation &
summary report)
An understanding of and ability to calculate and
apply specified costing techniques
Case
1)
Business
Scoping
weekly
Three
problems
Learning Outcome
√
√
√
√
√
√
√
√
√
√
An improvement in teamwork skills
√
14%
Total
10
6%
25%
55%
Course Calendar
Week
Date
1
27
February
– 3 March
2
6 - 10
March
3
Monday seminar
Introduction to course; Value
chain & value-added; decisionmaking; organizations
DVD – Regal Marine (if time)
Reading:
Course
Outline,
HDR15 – Chap 1 and pgs 238,
547 and 865
Completion of single and dual
rates, actual and budgeted :
HDR15
HDR15 Exs 15-17 and 15-18
Student Business Case Study
instructions,
Case
Study
Scoping instructions
13 - 17
March
4
20 -24
March
Reading :Case Study Approach
document,
Referencing
documents
(Blackboard),
Internet, HDF15- pgs 449-50)
2016S2 Final exam Q1(a) and
(b)
(you can find exam on
Blackboard)
Tuesday lecture
Introduction
to
Overhead
allocation and cost allocation bases
+ 2014S1 Final exam Q3b
Reading: HDR15 – pgs 128-42, 364,
374, 396-8, 541, 584-6
Capacity and allocation
Reading: HDR15- pgs 365-8, 373-4
Cost
behaviour,
CVP
and
Breakeven
Reading: HDR15 – Chaps 2 and 3
and pgs 392-6
Activity Based Costing and
Customer Profitability Analysis
Reading: HDR15 –pgs 172-198,
396-410, 466-69, 572-91
Decision Making and Relevant
Information
Reading: HDR15 – Chap 11
Store 24 Decision making DVD
(if time)
11
Thursday seminar
Overhead allocation (plantwide
vs
departmental)
and
introduction to single & dual
rates, actual & budgeted
Reading: HDR15 –pgs 193-4,
614-623
Assessment Tasks
Breeden Electronics A (see
Blackboard>Course
Documents>Extended
Exercises)
(Quantitative
solution on Blackboard at 1pm)
Business
Case
Group
Allocation.
Homework Questions No 1
(TQM, kaizen, benchmarking,
product lifecycles, BCG and
SWOT)
Reading: HDR15 – pgs 30-31,
242-3, 288-90, 553, 757-8, 913-4
Blackboard/internet
2016S2 Final exam Q1 (d) and
(e) (i-iii)
Problem 1 due
Thursday 16 March
Case
Scoping
“Whale
Printing
Company”
due
Thursday 23 March
Additional Resources
“What do I know
already?” Quiz 1
5
27 - 31
March
Homework Questions No 2
(marketing terms, strategy,
leadership)
Reading: HDR15 – pgs 220,
495-8, 636-8; BSNS 103 & 105
notes and texts/internet
Pricing, Strategy, Porter and
competitive advantage
Reading: HDR15 – Chap 13; pg 496
HDR Ex 13.13 and 13.18
Optional HELP session
Friday 31 March 3-4pm
CO 336
HDR15- Ex 5.20 and
9.31(Part 1)
Final exam 2015 S1Q3
“What do I know
already?” Quiz 2
6
Standard costing introduction.
3-7 April
DVD
McDonald’s
flexible
budgets Reading: HDR15- pgs
142-9, 155-7, 278-80, 795-9
Flexible Budget Input variances
(direct materials and direct labour)
CS1 Presentation – Monroe
Clock Company A and B
Reading: HDR15 – Chap 7
1st
group
presentation and
report – due
Thursday 6 April
HDR Ex 7.17
7
10-14
April
Wilmont
Chemical
(see
Blackboard>Course
Documents>Extended
Exercises)
(Quantitative
solution on Blackboard at 1pm)
17 - 21
April
8
24 - 28
April
9
1 -5 May
Problem 2 due
Thursday 6 April
Flexible Budget Input variances
(Manufacturing overhead)
CS2 Presentation – American
Investment
Management
Services
Reading: HDR15 - Chap 8 (pgs 31029, 335-7)
Mid Semester Break
Proration of overhead variances
HDR15 – Ex 4.30
Reading: HDR15 pg 149-55, 371-3
ANZAC DAY (no class)
Homework No 3 (needs theories,
management control, motivation)
Readings: HDR15 pgs 862-5,915-8;
BSNS 105 notes/Management
texts/internet
Performance evaluation and
incentives:
Reading: HDR15 Chap 23
2nd
group
presentation and
report
–
due
Thursday 13 April
Sales variances
Reading: HDR15- pgs 275-8,
591-7
12
CS3 Presentation – Reichard
Maschinen
3rd group
presentation and
report
–
due
Thursday 4 May
Optional HELP session
Friday 5 May 3-4pm CO
336
Ex 8.22
Final exam 2015S2 Q2
and Final exam 2014S1
Q3 (c-e)
10
JIT
HDR15-Ex 20.21
Learning Curves
CS4 Presentation- Hanson
Manufacturing Company
Reading: HDR15 –pgs 410-419
8 -12 May
11
15 -19
May
12
Life cycle costing
(includes 2014S2 final exam Q2)
Reading: HDR15 – pgs 553-5
2016S2 Final exam Q4
29 May –
2 June
Reading: HDR15- Chap 9 (pgs
350-65, 368-76)
Joint Costing
CS5 Presentation – Giberson’s
Glass Studio
CS6 Presentation – Charley’s
Family Steak House C
Reading: HDR15 – Chap 16 (pgs
654-666, 668-673)
22 - 26
May
13
Absorption Costing vs Variable
Costing
Further processing and HDR15 Ex
16.19 (2,4)
Reading: HDR15 – pgs 666-8, 673
Service/Support
department
allocations
Reading : HDR15 – pgs 623-633,
641-2
4th
group
presentation and
report
–
due
Thursday 11 May
Problem 3 due
Thursday 11 May
5th
group
presentation and
report
due
Thursday 18 May
6th
group
presentation and
report
due
Thursday 25 May
Optional HELP session
Friday 26 May 3-4pm
CO 336
HDR Ex 9.36
HDR 23.18
Final exam
2016S1 Q4 (a-c)
2016S1 Final Exam Q2
2016S2 Q2(b)
Lectures end Friday 2 June 2017
University Exam Period 7 - 21 June 2017
Class Representatives
Class representatives are an important means of communication between students and staff. Contact details for your student class representatives can be
found on the Blackboard page for this paper.
Disclaimer
While every effort is made to ensure that the information contained in this document is accurate, it is subject to change. Changes will be notified in class
and via Blackboard. Students are encouraged to check Blackboard regularly. It is the student’s responsibility to be informed.
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