California State University, San Bernardino
Department of Accounting and Finance
Course Information Sheets
& Syllabus
ACCT 615
Controllership
Office: JB 413
Office Hours:MWF 11:00 - 12:00 PM
Fall 1999
Dr. SK Huh
Other times by appointment
Office Phone: 880-5712
E-Mail: huh@csusb.edu
MW
Web-site:www.acf.csusb.edu
5:00 - 6:00 PM
COURSE OBJECTIVE:
This course is designed to help students think through how you would manage
the strategy implementation dilemmas in which operating managers find
themselves. Through the coverage of this course, hoping that you gain
knowledge, insights, and analytical skills related to how a corporation’s
senior executives go about designing and implementing those ongoing formal
systems used to plan and control the firm’s performance
COURSE MATERIAL:
Anthony & Govindarajan, Management Control Systems, 9th Ed.(Irwin), 1998
CLASS PREPARATION
The most important requirement for this course is appropriate preparation
and analysis of the assigned cases and reading material. The learning in
this course focuses more on the thought process in analyzing business
situations, not just solutions per se. In order to derive maximum benefit
from the cases, it is essential that you mentally “get inside” the case
situation. If a case centers on a decision that needs to be made, put your
self in the shoes of the decision maker.
The cases included in this course represent broad organizational situations
and encompass many facets of a company’s control systems. In some
instances, the case may represent a good system and you are expected to
learn what makes the system work well. Other cases may present a system
which has failed and the purpose here is to learn from the failures. Most
cases seldom present examples of absolutely perfect or totally flawed
systems. There are always some weaknesses in the best control systems.
However, the evaluation of these weaknesses is always relative to the
resources-monetary, manpower, etc.
ORGANIZATION: Classes will generally be conducted using a lecturediscussion format. Lectures will be used to introduce the material for
discussion. Much of the class time will be spent discussing the assigned
cases. We should work together to see to it that each class session is a
lively, stimulating and intellectually rewarding venture in group learning.
We are individually and collectively responsible for achieving that end.
1
CLASS PARTICIPATION*: I strongly encourage active student participation.
Research results have shown that class participation has very close
relationship with students performance in the class.
Clearly, you must participate in class if you are going to share your ideas
with others. There is not need to contribute in every class. Some of the
best contributors in the past have been those who participated in only
three or four sessions. Their contributions, however, were truly insightful
and persuasive. The issue is one of quality not quantity or frequency.
*Please see last page.
EXAMINATIONS: Mid-term and final exams will be selected from one of case
studies which we will be covering in the class. That is, the mid-term exam
will be one of cases from Ch. 3, 4, 5, and 6 while final exam from ch.7, 9,
10, 14,and 17.
GROUP WRITTEN CASE WORKS AND PRESENTATION
Group work assignments and presentation will be required during the
quarter. Four groups are formed and each group will be responsible for two
case assignments and two presentations. Case assignments will be an
analysis and recommendations for any of the cases used in the course. The
report should be no more than five pages of text (typed, double spaced, and
proper margin) plus exhibits. Written assignments should be submitted on
the presentation date as shown in tentative class schedule.
Please bear in mind that the reports should illustrate your reasoning,
defend it with proof and back-up material, and present and support your
conclusions and recommendations. Please assume the reader is an executive
who is very busy and is not likely to spend a lot of time trying to
decipher your report. Use of visual cues and format to emphasize your main
points will increase your impact.
GRADING:
Participation: 20%
Group Projects: 30%
Mid-term Exam: 25%
Final Exam:
25%
total
100%
OTHER INFORMATION:
Last date to drop a class without documentation is Census Date or the end
of the third week of classes. Refunds can only be obtained fourteen (14)
calendar days after classes begin.
2
CASE ASSIGNMENTS
Chapter 3. Behaviodvr in Organizations
Case 3-1: Rendell Company (P.111-119)
Chapter 4. Responsibility Centers: Revenue & Expense Centers
Case 4-1: New Jersey Insurance Company (p.149-155)
Chapter 5. Responsibility Centers: Profit Centers
Case 5-1: North County Aut
o Inc. (p.190-196)
Chapter 6. Transfer Pricing
Case 6-2: Birch Paper Company (p.236-237)
CHAPTER 7. MEAURING AND CONTROLLING ASSETS EMPLOYED
CASE 7-3: QUALITY METAL SERVICE CENTER (P.286-293)
CHAPTER 9. BUDGET PREPARATION
CASE 9-3: BOSTON CREAMERY, INC. (P. 409-420)
CHAPTER 10. ANALYZING FINANCIAL PERFORMANCE REPORTS
CASE 10-3: GALVOR COMPANY (p.447-458)
CHAPTER 14 MODERN CONTROL METHODS
CASE 14-1: IRON RIVER PAPER MILL (P.646-655)
CHAPTER 17: MULTINATIONAL ORGANIZATIONS
CASE 17-3: NESTLE S. A. (P805-813)
3
TENTATIVE CLASS SCHEDULE
1st wk
9/27(M) Introduction
9/29(W) Ch.3 Behavior in Organization
2nd wk
10/ 4(M) Case 3-1 Discussion
10/ 6(W) Ch.4 Responsibility Centers: Revenue & Expense Centers
3rd wk
10/11(M) Case 4-1 Group Presentation & Discussion
10/13(W) Ch.5 Responsibility Centers: Profit Centers
4th wk
10/18(M) Case 5-1 Group Presentation & Discussion
10/20(W) Ch.6 Transfer Pricing
5th wk
10/25(M) Case 6-2 Group Presentation & Discussion
10/27(W) Ch.7 Measuring & Controlling Assets Employed
6th wk
11/ 1(M) Mid-term Exam
11/ 3(W) Case 7-3 Group Presentation & Discussion
7th wk
11/ 8(M) Ch.9 Budget Preparation
11/10(W) Case 9-3 Group Presentation & Discussion
8th wk
11/15(M) Guest Speaker
11/17(W) Ch.10 Analyzing financial Performance Reports
9th wk
11/22(M) Case 10-3 Group Presentation & Discussion
11/24(W) Ch.14 Modern Control Methods
10th wk
11/29(M) Case 14-1 Group Presentation & Discussion
12/ 1(W) Review
12/ 8(W) Final Exam (6:00 PM)
4
Given below is a description of how I propose to “calibrate” your class
contributions:
Outstanding Contributors: Contributions in class reflect thorough
preparation. Ideas offered are usually substantive, provide one or more
major insights as well as direction for the class. Arguments, when offered,
are well substantiated and persuasively presented. If this person were not
a member of the class, the quality of the discussions would be diminished
significantly.
Good Contributor: Contributions in class reflect thorough preparation.
Ideas offered are usually substantive, provide good insights and sometimes
direction for the class. Arguments, when presented, are generally well
substantiated and are often persuasive. If this person were not a member of
the class, the quality of the discussion would be diminished considerably.
Adequate Contributor: Contributions in class reflect satisfactory
preparation. Ideas offered are sometimes substantive, provide generally
useful insights, but seldom offer a major new direction for the discussion.
Arguments are sometimes presented, and are fairly well substantiated and
sometimes persuasive. If this person were not a member of the class, the
quality of the discussions would not be changed.
Non-participant: This person has said little or nothing in this class to
date. Hence, there is not adequate basis for evaluation. If this person
were not a member of the class, the quality of the discussions would not be
changed.
Unsatisfactory Contributor: Contribution in class reflects inadequate
preparation. Ideas offered are seldom substantive; provide few if any,
insights; and never a constructive direction for the class. Integrative
comments and effective arguments are absent. Class contributions are, the
best, “cherry-picking” efforts making isolated, obvious, or confusing
points. If this person were not a member of the class, valuable airtime
would be saved.
5