BE131-6-AU-CO:
Advanced Management Accounting

The details
2019/20
Essex Business School
Colchester Campus
Autumn
Undergraduate: Level 6
Current
Thursday 03 October 2019
Saturday 14 December 2019
15
01 October 2019

 

Requisites for this module
BE111 and BE113
(none)
(none)
(none)

 

BE133

Key module for

BSC N400 Accounting,
BSC N401 Accounting (Including Foundation Year),
BSC N402 Accounting (Including Year Abroad),
BSC N404 Accounting (Including Placement Year),
BSC N420 Accounting and Finance,
BSC N422 Accounting and Finance (Including Placement Year),
BSC NN43 Accounting and Finance (Including Foundation Year),
BSC NNK3 Accounting and Finance (Including Year Abroad),
BSC NN24 Accounting and Management,
BSC NN27 Accounting and Management (Including Placement Year),
BSC NN42 Accounting and Management (Including Foundation Year),
BSC NNK2 Accounting and Management (Including Year Abroad),
BSC N4L1 Accounting with Economics (Including Foundation Year),
BSC NKL1 Accounting with Economics (Including Year Abroad),
BSC NL41 Accounting with Economics,
BSC NL44 Accounting with Economics (Including Placement Year),
BA L147 Financial Economics and Accounting (Including Placement Year),
BA L148 Financial Economics and Accounting,
BA L149 Financial Economics and Accounting (Including Year Abroad)

Module description

This module aims to enhance further students' knowledge of management accounting techniques alongside facilitating a critical understanding of the roles that management accounting (and accountants) plays within organisations. It examines a range of issues in relation to cost management, risk/uncertainties, capital budgeting, management control and performance measurement; as well as broader debates surrounding the role of accounting information in shaping (and sustaining) managerial structures and facilitating operational/strategic decision-making within organisations. This module also draws from scholarly research in understanding the way management accounting systems are designed and implemented in various organisational and social contexts. This module aims to enhance further students' knowledge of management

Module aims

1. To develop students’ critical understanding of techniques, concepts and ideas that underlie contemporary management accounting practices;
2. To foster students’ capacity for individual and group learning; and
3. To encourage and facilitate critical, analytical thinking concerning the interplays between accounting and management.

Module learning outcomes

On successful completion of the module, students will be able to:
1. technical, analytical and evaluation skills in the application of management accounting techniques for operational/strategic planning and decision-making, with due consideration for the implications of risk and uncertainty;
2. knowledge and critical understanding of management accounting control systems and the importance of behavioural issues in its design and implementation; and
3. knowledge and critical understanding of the contexts within which contemporary management accounting practices emerge and operate.

Module information

No additional information available.

Learning and teaching methods

This module will be delivered via: a. Ten (10) weekly lectures (plus workshops where appropriate); b. Five (5) fortnightly classes; and c. One revision lecture in summer Attendance at lectures/workshops and classes is compulsory. Advanced preparation (i.e., by undertaking relevant readings and/or attempting assigned problems/exercises) is essential as this will enable you to learn/participate effectively in each session and gain the most from it.

Bibliography

  • Frank H.M. Verbeeten. (2006) 'Do organizations adopt sophisticated capital budgeting practices to deal with uncertainty in the investment decision?: A research note', in Management Accounting Research. vol. 17 (1) , pp.106-120
  • J. Burns; G. Baldvinsdottir. (2007) 'The changing role of management accountants', in Issues in management accounting, Harlow: Prentice Hall., pp.117-132
  • Colin Drury. (©2018) Management and cost accounting, Andover: CENGAGE.
  • Fadi Alkaraana; Deryl Northcott. (2006) 'Strategic capital investment decision-making: A role for emergent analysis tools?: A study of practice in large UK manufacturing companies', in British Accounting Review. vol. 38 (2) , pp.149-173
  • Laurel Adams; Ralph Drtina. (2008) 'Transfer pricing for aligning divisional and corporate decisions', in Business Horizons. vol. 51 (5) , pp.411-417
  • Robert Simons. (1995) 'Control in an Age of Empowerment', in Harvard Business Review. vol. 73 (2) , pp.80-88
  • N. Taleb, D. Goldstein, M. Spitznagel. (2009) 'The six mistakes executives make in risk management', in Harvard Business Review.. vol. 87 (10) , pp.78-81
  • Robert S. Kaplan, Anette Mikes, Robert Simons, Peter Tufano, Michael Hofmann. (2009) 'Managing risk in the new world', in Harvard Business Review.. vol. 87 (10) , pp.68-75
  • Trevor Hopper; Peter Armstrong. (1991) 'Cost accounting, controlling labour and the rise of conglomerates', in Accounting, Organizations and Society. vol. 16 (5-6) , pp.405-438
  • Bill Nixon, John Burns. (2012) 'The paradox of strategic management accounting', in Management Accounting Research. vol. 23 (4) , pp.229-244
  • Ezzamel Mahmoud; Keith Hoskin; Richard Macve. (1990) 'Managing It All By numbers: A Review of Johnson & Kaplan's 'Relevance Lost'', in Accounting & Business Research. vol. 20 (78) , pp.153-166
  • (2015) CIMA: Management Accounting in Support of the Strategic Management Process: Chartered Institute of Management Accountants. vol. 11 (1)
  • Prem Sikka; Hugh Willmott. (2010) 'The dark side of transfer pricing: Its role in tax avoidance and wealth retentiveness', in Critical Perspectives on Accounting. vol. 21 (4) , pp.342-356
  • Kim Langfield-Smith. (2008) 'Strategic management accounting: how far have we come in 25 years?', in Accounting, Auditing & Accountability. vol. 21 (2) , pp.204-228
  • A. Hansen; J. Mouritsen. (2007) 'Management accounting and changing operations management', in Issues in management accounting, Harlow: Prentice Hall., pp.3-25
  • Johnson, T.; Kaplan, R. (1987) 'The Rise and Fall of Management Accounting', in Management Accounting. vol. 68 (7) , pp.22-30
  • Teemu Malmi; David A. Brown. (2008) 'Management control systems as a package - Opportunities, challenges and research directions', in Management Accounting Research. vol. 19 (4) , pp.287-300

The above list is indicative of the essential reading for the course. The library makes provision for all reading list items, with digital provision where possible, and these resources are shared between students. Further reading can be obtained from this module's reading list.

Assessment items, weightings and deadlines

Coursework / exam Description Deadline Weighting
Coursework Autumn Essay 05/12/2019
Exam 120 minutes during Summer (Main Period) (Main)

Overall assessment

Coursework Exam
30% 70%

Reassessment

Coursework Exam
30% 70%
Module supervisor and teaching staff
Shoaib Ahmed, Dr Maria Ishaque
ebsugcol@essex.ac.uk

 

Availability
No
Yes
No

External examiner

Prof Joan Amanda Emery
University of Ulster
Professor of Accounting
Resources
Available via Moodle
Of 62 hours, 61 (98.4%) hours available to students:
1 hours not recorded due to service coverage or fault;
0 hours not recorded due to opt-out by lecturer(s).

 

Further information
Essex Business School

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