SAMPLE Course Syllabus (students should use current syllabus
from their current professor)
Title:
ACC 6480 – Corporate Financial and Managerial Accounting
Term:
Summer 2014
Instructor: Dr. Lee Warren Ph.D., CPA
Email:
lee.warren@belmont.edu
Description: This course addresses the three main purposes for which managers use
accounting: (1) Accounting information allows managers to understand, and learn from, the effects of
past decisions; (2) Managers use accounting to communicate with external constituents; and (3)
Managers use accounting to communicate plans and goals to subordinates and to monitor their
performance over time. The course illustrates the use of financial reports to communicate a view of the
firm to outside parties. Students will explore the benefits of financial reports as well as their limitations.
The course also addresses some difficulties managers and accountants face in measuring and describing
the economic substance of an organization.
The course seeks to develop an understanding of how management systems and technology can
be used as levers to implement strategy and demonstrate how accounting data can be used to control
operating performance. Rather than focus on accounting in isolation, we will address the connections
between accounting, technology and strategy.
College Mission: The mission of The Jack C. Massey College of Business is to be an innovative learning
community that prepares entrepreneurial, ethical and socially responsible future business leaders for
the dynamic global economy.
Course Objectives:
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Understand the role of financial reporting as the link between managers’ decisions and investor and
creditor decisions.
Focus on what accountants do and why they do it, rather than how they do it.
Focus on how managers can manage better because of what accountants do and how managers can
use accounting reports, systems and information as effectively as possible.
Increase familiarity with the accounting framework and how it is used in evaluating economic
conditions and success and in decision-making in organizations.
Develop a sense of the conceptual basis of accounting as it is carried out in organizations
today.
Increase familiarity with financial statements, accounting reports and the vocabulary found within
them.
Develop a sense for how managers use a reporting strategy in communicating with each other and
with parties external to their organization.
Understand the complexity of determining and using information on the cost of products and
services produced by an organization.
Understand the power of measurements in coordinating, motivating and evaluating the activities of
employees and managers in modern organizations.
Understand accounting in the context of the larger organization and its connections to other
systems within the organization.
Focus attention on the interrelationships of accounting and technology systems with the
development and implementation of strategy.
Habituate a practice of looking for interconnections rather than focusing on disciplinary boundaries.
Class
Session
1
2
Read Before Class
Turn In at Class
Class Syllabus
“Accounting Framework, Financial Statements and Some
Accounting Concepts”
“Chemalite, Inc.”
“Recognizing Revenues and Expenses: Realized and
Earned”
2. Restating Revenues and
Earnings at INVESTools, Inc.
Class Plans
The first class will provide an introduction to
accounting’s conceptual framework. We will
review the overriding principles that guide
accounting decisions. We will review some
mechanics based on your preparation of the
Chemalite case. The case will also highlight the
use of discretion in accounting. In the second
half of class we will introduce the integrated
project for the term.
The class will address the discretion required of
managers in applying accounting rules and
concepts. Particular items of discussion will
include revenue recognition, financial reporting
and overhead.
Labor Day – No Class
3
”Measure Costs Right: Make the Right Decisions”
“Stage II: Standard Cost and Flexible Budgeting Systems”
G. G. Toys
4
“Fit Control Systems to Your Managerial Style”
“Management Control, Expectations, Common Knowledge,
and Culture”
We will review traditional costing of products,
addressing the strengths and weaknesses of
these systems. Then, we will consider an
alternative method of allocating costs to
products, services, departments and customers.
3. Co-op Bank and Customer
Profitability and Customer
Relationship Management at
RBC Financial Group
After a conversation about the application of
Activity Based Costing in a service setting, we
will develop a framework for thinking about
management control systems.
Class
Session
Read Before Class
Turn In at Class
Class Plans
5
“A Stakeholder Approach to Strategic Performance
Measurement”
“Introduction to Responsibility Accounting Systems”
“Exploring Downsizing: A Case Study on the Use of
Accounting Information”
4. ForeFront Manufacturing:
Production Processes and
Change Management in
Mainland China.
The class will look at management control
systems in a non-traditional environment. Our
conversation will center around structuring the
management control system and tools to
provide both information and motivation to
managers. In the last hour, we will meet with
the Management of Technology class to take a
test drive of the simulation.
6
“The Balanced Scorecard: Measures That Drive
Performance”
“Putting the Balanced Scorecard to Work”
5. EU Design’s Rise in the
Apparel and Fashion Industry:
Formalising Management and
Incentive Systems.
The class will consider the transition from
being a small company to becoming a mediumsized one. In particular, we will examine the
need to change organizational structures with
professional management tools and systems.
7
We will discuss the use of financial ratios both
internally and externally. To facilitate this
discussion, we will focus on a comparison of
Sears and WalMart.
“Introduction to Financial Ratios and Financial Statement
Analysis”
8
6. Simulation Preparation
Worksheet
We will use SAP to practice making marketing,
pricing and production decisions. You will be
challenged to use the information generated
from an ERP system to support informed
choices.
6. Simulation Learning
Worksheet
We will meet at Dr. Warren’s home for dinner
and class discussion on key learnings,
applications of learning and general revelry at
the end of the term.
9
10
Reflect on class learning