Facultad de Ciencias Económicas y Empresariales. UCM
Universidad Complutense de Madrid
Facultad de Ciencias Económicas y Empresariales
Campus de Somosaguas
PROGRAMA DE LA ASIGNATURA
“MANAGEMENT ACCOUNTING”
MASTER EN ADMINISTRACIÓN Y DIRECCIÓN DE EMPRESAS
MBA
(Plan 2010)
Profesor:
Elena Urquía Grande
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Facultad de Ciencias Económicas y Empresariales. UCM
Curso 2010-2011
Contenido Temático
1. Introduction to Management Accounting
a. What is Management Accounting?
b. Differences between Financial Accounting and Management
Acccounting
c. Implementation of Management Accounting within the company
d. The strategic planning and control process
e. The role of the controller
f. Qualities of management Accounting
g. Drivers of Management Accounting internationalization
i. Cases: Xerox
ii. Project number 1: Controller’s articles
2. Management Accounting: Basic Concepts
a.
b.
c.
d.
Definition and cost classification
Cost accumulation process
Cost Accumulation models
Analytical Income Statement
i. Exercises
ii. Cases: Fast Food Co.
iii. Harvard Case: Classic Pen
3. Activity Based Costing
a. Comparison of traditional and ABC models
b. ABC methodology
i. Activity identification
ii. Cost assignment
iii. Cost drivers
iv. Activity hierarchies
c. State of the art
i. Exercises: Ciclades Co. and Sinhue Co.
ii. Cases:
iii. Project Number 2: Academic Articles
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Facultad de Ciencias Económicas y Empresariales. UCM
4. Planning and Control: The Budgeting Process
a. Introduction to the strategic planning and control process
b. The budgeting process
i. Planning principles
ii. The budget and the organizational structure
iii. Budgeting cycle
iv. Functions and advantages of budgeting
v. Problems in the budgeting process
c. Budget development
i. Steps to follow
ii. Structure of the basic budget
iii. Principal budgeting techniques
iv. Continuous previsions
d. Last advances in budgeting: Beyond Budgeting
i. Exercises: Toys r´we and Gap Co. and Comchic Co.
ii. Harvard Cases: Hala Madrid and Zoco Cultural
iii. Project Number 3: Investment project
5. Strategic Management
a. Introduction to a Balanced Scorecard
b. The Balanced Scorecard as a dynamic tool to adopt strategies
c. The four perspectives of the BSC:
i. Financial perspective
ii. Customer perspective
iii. Internal Business Process perspective
iv. Learning Growth perspective
d. Methodology and requirements for the design of a computer application
for a BSC
e. Benefits and limitations of the BSC approach
i. Case Study: Chemical Bank and Sentra Co.
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Facultad de Ciencias Económicas y Empresariales. UCM
Bibliography
1. International Managerial Accounting: Text and Cases. Elena Urquía. 2008
2. Management and Cost Accounting. Colin Drury. 2009
3. Managerial Accounting. Weygandt, Kieso, Kimmel. 2009
4. Accounting for creating value in dynamic international environments. PIMCD 092
1554. Urquía (coordinator), Muñoz, Camacho, Cano, Cañizares, Chamizo, Lorain,
Pérez and Sousa.
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Facultad de Ciencias Económicas y Empresariales. UCM
ASIGNATURA OPTATIVA 4º TRIMESTRE: MANAGEMENT ACCOUNTING
OTHER DOCUMENTATION
SESSION
TÍTLE
CASE/EXERCISE
CHAPTER
1ª
Management Accounting:
Introduction
Short Cases
Chapter 1
Project Number 1:Articles with
the controller’s work
2ª
Management Accounting:
Basic Concepts
Exercises
Case: Fast Food
Chapter 2
Harvard Case: Classic Pen
Activity Based Costing/
Activity Based Management
Exercises
Ciclades and Sinhue
Chapter 3
4ª
Budgets (I)
Exercises
Case: Real Madrid
and Zoco Cultural
Chapter 4
Project Number 3: Investment
5ª
Strategic Management: Balanced
Scorecard
Case: Chemical Bank
Chapter 5
Academic Articles
3ª
Project Number 2: Academic
Articles
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Facultad de Ciencias Económicas y Empresariales. UCM
SESSION
TITLE
CASE/EXERCISE
6ª
Strategic Management: Balanced
Scorecard
Simulation:
Sentra Case
7ª
Strategic Management: Balanced
Scorecard
Simulation:
Sentra Case
8ª
Strategic Management: Balanced
Scorecard
Simulation:
Sentra Case
9ª
Strategic Management:
Balanced Scorecard
Case: Benchfund
10ª
Oral Presentations
CHAPTER
OTHER
DOCUMENTATION
Case: Sentra Company
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