SRJC Course Outlines

11/11/2019 7:21:54 PMBAD 2 Course Outline as of Fall 2014

Changed Course
CATALOG INFORMATION

Discipline and Nbr:  BAD 2Title:  MANAGERIAL ACCOUNTING  
Full Title:  Managerial Accounting
Last Reviewed:5/12/2014

UnitsCourse Hours per Week Nbr of WeeksCourse Hours Total
Maximum4.00Lecture Scheduled4.0017.5 max.Lecture Scheduled70.00
Minimum4.00Lab Scheduled06 min.Lab Scheduled0
 Contact DHR0 Contact DHR0
 Contact Total4.00 Contact Total70.00
 
 Non-contact DHR0 Non-contact DHR Total0

 Total Out of Class Hours:  140.00Total Student Learning Hours: 210.00 

Title 5 Category:  AA Degree Applicable
Grading:  Grade or P/NP
Repeatability:  00 - Two Repeats if Grade was D, F, NC, or NP
Also Listed As: 
Formerly: 

Catalog Description:
Untitled document
This course focuses on the use of accounting information by managers in making internal decisions relating to product/service costing, pricing, cost analysis and control, operational and capital budgeting and responsibility reporting.  Students use decision making techniques and models which assist managers in planning and controlling operations. These objectives comply with the California Core Competency Model developed by the California Society of Certified Public Accountants' Committee on Accounting Education. This course will prepare the transfer degree and certificate students for business or accounting programs.

Prerequisites/Corequisites:
Course Completion of BAD 1


Recommended Preparation:

Limits on Enrollment:

Schedule of Classes Information
Description: Untitled document
This course focuses on the use of accounting information by managers in making internal decisions relating to product/service costing, pricing, cost analysis and control, operational and capital budgeting and responsibility reporting.  Students use decision making techniques and models which assist managers in planning and controlling operations. These objectives comply with the California Core Competency Model developed by the California Society of Certified Public Accountants' Committee on Accounting Education. This course will prepare the transfer degree and certificate students for business or accounting programs.
(Grade or P/NP)

Prerequisites:Course Completion of BAD 1
Recommended:
Limits on Enrollment:
Transfer Credit:CSU;UC.
Repeatability:00 - Two Repeats if Grade was D, F, NC, or NP

ARTICULATION, MAJOR, and CERTIFICATION INFORMATION

Associate Degree:Effective:Inactive:
 Area:
 
CSU GE:Transfer Area Effective:Inactive:
 
IGETC:Transfer Area Effective:Inactive:
 
CSU Transfer:TransferableEffective:Fall 1981Inactive:
 
UC Transfer:TransferableEffective:Fall 1981Inactive:
 
C-ID:
 CID Descriptor: ACCT 120 Managerial Accounting SRJC Equivalent Course(s): BAD2

Certificate/Major Applicable: Both Certificate and Major Applicable



COURSE CONTENT

Student Learning Outcomes:
Upon completion of the course, students will be able to:
Untitled document
1.   Analyze, record, summarize and report the effects of transactions in managerial accounting and interpret the accounting information for internal decision making purposes.
2.   Complete and use managerial and cost accounting documents and reports to plan, evaluate, and control the operations of a company and interpret those reports for management.
3.   Use computer technology in such applications as Word, Excel, and PowerPoint to complete assignments.
4.   Demonstrate critical thinking skills, analytical skills, interpersonal and collaborative skills, and the ability to write business reports.
 

Objectives: Untitled document
Upon successful completion of the course the student will be able to:
1.      Explain the difference between financial and managerial accounting, the role of managerial accounting and the primary informational needs of managers.
2.      List the different types of ethical codes of conduct and acts such as those adopted by Institute of Management Accountants (IMA), individual companies, International Federation of Accountants Codes (IFAC), and the Sarbanes-Oxley Act of 2002 explaining the necessity of each in light of recent financial scandals.
3.      Define various cost terms and explain their use for different decision purposes and prepare and explain the differences between a traditional and contribution margin income statement.
4.      Compare job-order costing and process costing system designs for manufacturing or service departments including calculating predetermined overhead rates, overhead cost application, equivalent units, etc.
5.      Distinguish between and define product and period costs and calculate product costs through preparing a schedule of cost of goods manufactured, cost of goods sold, and the income statement.
6.      Explain cost behavior and perform cost-volume-profit analysis from information provided on the contribution income statement and use as a predictive tool.
7.      Identify the steps in developing activity based costing (ABC) systems and explain the difference between traditional and ABC product costs.
8.      Contrast variable and absorption costing related to internal and external reporting and decision making.
9.      Examine segment reporting and decentralization as major determinates in responsibility accounting for wide applications in making decisions and evaluating performance of segments.
10.      Complete operational budgets including the flexible budget and explain their roles in planning and controlling operational costs; calculate and explain activity, revenue and spending variances.
11.      Describe the development of standard costs and calculate and interpret direct material, direct labor, variable overhead and fixed overhead cost variances.
12.      Identify and use relevant costs and benefits in making special decisions such as make/buy, joint product, add/drop product lines, special orders, and utilization of constrained resources.
13.      Identify and use relevant costs and benefits in making capital budgeting decisions using time value of money calculations.
14.      Apply analytical, interpersonal, and communication skills in problem solving.

Topics and Scope
Untitled document
Topics and Scope:
I.  Introduction to Management Accounting
    A.  Role of financial versus managerial accounting
    B.  Careers in managerial accounting including professional certifications
    C.  Emerging issues such as use of technology and risk management in business and non-business organizations
    D.  Professional ethics and codes of conduct including professional organizations and government legislation
    E.  Critical thinking skills, analytical skills, interpersonal and collaborative skills
    F.  Business reports
II.  Basic Cost Terms and Concepts
    A.  Manufacturing and nonmanufacturing costs
    B.  Product versus period costs including prime and conversion costs
    C.  Cost classifications for predicting cost behavior including variable, fixed and mixed costs
    D.  Analysis of mixed costs using scatter graph, high-low, and least-squares regression methods
    E.  Traditional and contribution format income statements
    F.  Cost classifications for assigning costs to cost objects including direct and indirect costs
    G.  Cost classifications for decision making including differential, opportunity, and sunk costs
III.  Job-order Costing
    A.  Process and overview
    B.  Flow of costs through the accounting system
     C.  Cost of goods manufactured schedule and cost of goods sold calculation
    D.  Under-applied and over-applied overhead
    E.  Job-order costing in service organizations
    F.  Changes in information technology
IV.  Process Costing
    A.  Comparison of job-order and process costing
    B.  Flow of costs through the accounting system
    C.  Equivalent units of production under weighted average and FIFO cost flows
    D.  Computing and applying costs under weighted average and FIFO cost flows
    E.  Operation costing
V.  Cost-Volume-Profit Relationships
    A.  Contribution margin income statement, contribution margin per unit and ratio, and effect of changes in sales price, volume, variable unit cost and total fixed costs
    B.  Break-even point and target profit analysis
    C.  Margin of safety
    D.  Cost structure and operating leverage
    E.  Sales mix and break-even analysis in multi-product companies
VI.  Variable Versus Absorption Costing and Segment Reporting
    A.  Overview of variable and absorption costing
    B.  Variable costing and the contribution margin income statement
    C.  Absorption costing and the traditional income statement
    D.  Reconciliation of net operating income under variable and absorption costing
    E.  Segmented income statements using the contribution margin income statement
    F.  Traceable fixed costs versus common fixed costs
    G.  Levels of segmented income statements and relationship of traceable and common fixed costs
VII.  Activity-based Costing
    A.  ABC overview and emerging technology
    B.  Designing and implementing an ABC system
    C.  Comparison of traditional and ABC product costs
    D.  Process improvements and limitations of ABC
VIII.  Operational Budgets and Profit Planning
    A.  Purposes and types of budgets
    B.  The master budget as a planning tool
    C.  Assumptions and predictions used in the master budget
    D.  Behavioral impact of budgets
    E.  Prepare the master budget schedules through the budgeted financial statements
IX.  Flexible Budgets and Performance Analysis
    A.  Characteristics of a flexible budget and common errors
    B.  Limitations of the static planning budget
    C.  Flexible budget variances including activity, revenue and spending variances
    D.  Performance report combining activity, revenue and spending variances
    E.  Flexible budgets with multiple cost drivers
X.  Standard Costs and Variances
    A. Setting standard costs: direct materials, direct labor, variable overhead and fixed overhead
    B.  Using standards in flexible budgets
    C.  Cost variance analysis: materials, labor, variable and fixed overhead
    D.  Controllability of variances and management by exception
    E.  Predetermined overhead rates and overhead analysis
    F.  Advantages of standard costing systems
    G.  Standard costing systems in the new manufacturing environment
XI.  Segment Performance Measurement in Decentralized Organizations
    A.  Advantages and disadvantages of decentralization
    B.  Responsibility accounting
    C.  Evaluating investment center performance: return on investment and residual income
    D.  Operating performance measures:  delivery cycle and manufacturing cycle efficiency
    E.  Balanced scorecard
    F.  Transfer pricing
XII.  Differential Analysis:  The Key to Decision Making
    A.  Identifying relevant costs and behaviors
    B.  Special decisions:  special orders, make/buy, add/drop, scarce resource, and joint products
    C.  Behavioral issues in decision making
    D.  Use of qualitative facts in decision making
    E.  Risk aversion
XIII.  Capital Budgeting Decisions
    A.  Discounted cash flow analysis: net present value and internal rate of return methods
    B.  Undiscounted approaches:  payback and simple rate of return methods
    C.  Choosing the hurdle rate
    D.  Comparing two investment projects
    E.  Uncertain cash flows
    F.  Ranking investment projects
    G.  Post audit procedures
    H.  Effect of income taxes on capital budgeting decisions
    I.  Present value calculations and tables

Assignments:
Untitled document
1. Read text and other written materials (20 to 30 pages per week)
2. Homework involving problem solving and calculation skills
3. Group case research, report, analysis, and presentation
4. 3 to 5 exams, mid-term(s) and final exam

Methods of Evaluation/Basis of Grade.
Writing: Assessment tools that demonstrate writing skill and/or require students to select, organize and explain ideas in writing.Writing
15 - 30%
Group case reports
Problem solving: Assessment tools, other than exams, that demonstrate competence in computational or non-computational problem solving skills.Problem Solving
15 - 25%
Problem solving and calculation skills homework problems, and group case analysis
Skill Demonstrations: All skill-based and physical demonstrations used for assessment purposes including skill performance exams.Skill Demonstrations
15 - 30%
Group case assignments
Exams: All forms of formal testing, other than skill performance exams.Exams
30 - 50%
3 to 5 exams, plus mid-term(s) and final exam
Other: Includes any assessment tools that do not logically fit into the above categories.Other Category
5 - 10%
Participation and group case presentations


Representative Textbooks and Materials:
Untitled document
Managerial Accounting, by Garrison and Noreen; Irwin McGraw-Hill Publications, 14th Edition, copyright 2012.

Print PDF