OAKLAND UNIVERSITY

Spring 2004

ACC 512 (Graduate course for Managerial Accounting)

Room: 237 EH, M,W 6:30-9:20 pm;

Professor: Dr. Mohammad (Sadi) Bazaz

Office: 418 EH Office Hours: M, W 5:30-6:30 pm, or by appointment Phone: 248-370-4286

Email: bazaz@oakland.edu Website: http://www.sba.oakland.edu/Faculty/index.asp?ID=4

PREREQUISITES:

This course is designed for students who have taken Acc 511, Graduate Financial Accounting. Effective learning, thinking, and communications skills are expected; deficiencies in these areas may require additional effort during the course to develop them.

TEXT:

Managerial Accounting, recent Edition, by Garrison and Noreen, Irwin/McGraw-Hill.

COURSE OBJECTIVES:

Business Administration Program--As with other pre-business courses the student must:

--- Use (or develop, if necessary) effective and efficient management skills to achieve specific course objectives.

--- Allocate a minimum of 10 hours per week to study course material outside of classroom.

--- Attain a grade of 3.0 or better if seeking a degree in business.

Managerial Accounting is concerned with how a manager should use accounting data within his/her organization. Managers need information to carry out three essential functions in an organization: (a) planning operations, (b) controlling activities, and (c) making decisions. The purpose of managerial accounting is to show what kind of information is needed, where this information can be obtained, and how managers can use this information as they carry out their planning, controlling, and decision-making responsibilities.

This is a graduate course in managerial accounting and is designed for MBA students in the School of Business Administration. The course is conceptually complex and comprehensive. The amount and rigor of material will probably require more study time than many other courses. This course is comparable in context to semester accounting classes.

Group Projects:

One or more projects will be given during the term.

Group Presentation:

Each group is responsible to select one of the following special issues in managerial accounting and prepare themselves for class presentation. The presentation should not take more than 30 minutes. An executive (one page) summary note of the presentation should be prepared and distributed to all the students in class before the presentation starts. A list of sample of articles on the following topics is in the last pages of this syllabus:

Ø Just-In-Time (JIT)

Ø Balanced Score Card (BSC)

Ø Total Quality Management (TQM)

Ø The Theory of Constraints (TOC)

Ø etc.

Homework:

Questions, exercises, problems and cases should be completed AFTER the chapter is discussed in class. In order to receive a satisfactory grade in the course, it is IMPERATIVE that you allocate a minimum of 2 hours outside of class for each hour in class for studying and solving the exercises and problems on a timely basis. The assignments will be discussed in class as necessary to illustrate the relevant accounting concepts and procedures.

Learning is a process you DO; it is not a process that is absorbed. Only active intellectual and physical participation in the classroom activities will create circumstances that allow specific course objectives to be achieved (i.e., good grades).

TESTS:

There are 4 Quizzes throughout this course at 20 points each. One quiz with lowest grade will be eliminated. The quizzes will assess your ability to apply the skills and knowledge developed through class assignments. These skills consist of not only accounting technology, but also ethics, problem-solving and communication skills. The tests are balanced in problem solving, essay (interpretation), and multiple-choice questions.

Points

3 (best) quizzes @20 points % 60

Group Project % 25

Group Presentation % 15

Total %100

GRADING:

The course grade will determined as follows:

Course Grade Points Received

Numeric Letter Absolute Relative

4.0-3.6 A 1000-900 100-90%

3.5-3.0 B 899-800 89-80

2.9-2.0 C 799-700 79-70

1.9-1.0 D 699-600 69-60

0.0 599 and less 59&less

ETHICS

Trust underlies the business environment. This translates into personal integrity and ethical behavior. Ethics involve choices of conduct that balance peer reaction or extrinsic rewards with one's own value system. Ethics include both choice and consequences of choice.

Please read and follow the university policy on academic conduct; it is printed in the Schedule of Classes. In this class unaided individual work is expected on examinations, quizzes, literature assignments, and final computer project. It is permissible to work together on homework assignments only. Any apparent violations will be reported to the Committee on Academic Conduct

ASSIGNMENTS: (coverage, or dates of tests may be changed and will be announced in class)

Date Chapter Coverage Exercise

May

3 2 Cost Terms, Concepts, and Classifications

3 System Design: Job Order Costing

5 8 Activity based costing 2(4,6,16,17, 25,26)

3(1,3,5,7,9-15,25)

10 5 Cost behaviors: Analysis and Use 8(1,4-8,14,17)

12 6 cost-volume-profit analysis 5(1,3,5,14)

Quiz#1 (chapters 2,3 &8)

17 6 cost-volume-profit analysis 6(1-3,7,8)

19 7 Variable Costing 6(12,13,18)

24 9 Budgeting 7(1,2,5,6,9,12,15)

Quiz#2 (chapters 5 & 6 +Previous chapters)

26 10 Standard costs and variances 9(1-7,9,10)

31 11 Flexible budgets 10(3,4,8,10-12,16, &22)

June

2 12 Decentralization and transfer pricing 11(4,5,8,12,13,18,19)

Quiz#3 (chapters 7& 9 +Previous Chapters)

7 13 Relevant Costs for decision making 12(1,5,7,8,10,11,19)

9 14 Capital budgeting Decision 13(3,6,7,10,11,15,17)

Group Project is Due

14 Review 14(1,2,14,16,24,29)

16 Quiz#4 (chapters 10-14 + Previous Chapters)

ARTICLES:

Just-In-Time-- JIT:

1. Impact of Implementing “just-in-time” in a European manufacturing environment

Keller, A. Z. Kazazi A., Carruthers, A. The International Journal of Quality & Reliability

Management. Brasdford: 1992. Vol. 9, Iss 7; p 54 (10 pages)

2. An Inventory Model Under Just-in-time Purchasing Agreement

Pan, Andrew C., Liao, Ching-Jong. Production and Inventory Management Journal

Alexandria: First Quarter 1989. Vol. 30, Iss. p. 49 (4 pages)

3. Just in Time: Two Perspectives

Sheridan, John H., Industry Week. Cleveland: Sept 18, 1989. Vol. 238, Iss. 18; po. 26 (5 pages)

4. Just-in-time management and transportation service performance in a cross-border setting

Theodore P. Stank, Michael R. Crum. Transportation Journal. Lock Haven: Spring 1997. Vol. 36

Iss. 3; p. 31 (12 pages)

5. Just-In-Time Purchasing From the Supplier’s Point of View

Willis, T. Hillman, Hustson, C. Richard, Aby, Carroll D., Jr. Industrial Management. Norcross:

Nov/Dec 1989. Vol. 31, Iss. 6; p. 23 (4 pages)

6. Just-in-Time Inventory: A Practical Application

Richardson, Jim Hospital Materiel Management Quarterly. Rockville: Nov. 1987. Vol. 9, Iss 2; p. 83

7. Understanding the Use of just-in-time purchasing in a developing country The Case of Mexico

Lawrence, John J., Lewis, Holly S., International Journal of Operations & Production

Management. Bradford 1996. Vol. 16, Iss. 6; p. 68.

8. How “the best” companies use MRPO and just-in-time for successful manufacturing

Spencer, Michael S. Hospital Materiel Quarterly. Rockville: Aug 1994, Vol. 16, Iss. 1; p. 27

9. JIT and the Management Accountant

Cobb, Ian. Management Accounting. Feb. 1992. Vol. 70, Iss. 2; p. 42 (3 pages)

10. Pulling – Not Pushing – For Higher Productivity

Webster, James J. Mechanical Engineering. New York: Apr 1988. Vol. 110, Iss. 4; p. 42

(3 pages)

11. The Just-in-Time Production Challenge

Musselwhite, W. Christopher. Training and Development Journal. Feb 1987. Vol. 41, Iss. 2; p. 27

(3 pages)

12. Management of Materials Under Just-In-time Inventory System

Bagchi, Prabir K., Journal of Business Logistics. Oak Brook: 1988. Vol. 9, Iss. 2; p. 89

(14 pages)

13. Just-in-time technology put the brakes on GM line productivity

Bob Wallace. Computerworld. Framingham: June 29, 1998. Vol. 32, Iss. 26; p. 6 (1 page)

14. Just-in-time implementation in the Scottish electronics industry

Mould, Gill, King, Maureen. Industrial Management + Data Systems. Wembley: 1995. Vol. 95,

Iss. 9; p. 17 (6 pages)

15. Just-in-time production systems: A survey of managers

Norris, Daniel M. Swanson, Robert D. Chu, Yung-Lin. Production and Inventory Management

Journal. Alexandria: Second Quarter 1994. Vol. 35, Iss. 2; p. 63 (4 pages)

Balanced Score Card-- BSC:

1. Application of the balanced score-card concept to develop a conceptual framework to measure facilities

management performance within NHS facilities.

Dilanthi Amaratunga, Richard Haig, Marjan, Sarshar, David Baldry, International Journal of Health

Care Quality Assurance. Bradford 2002. Vol. 15, Iss 4/5; p. 141 (11 pages)

2. Performance Assessment of Public Sector Scientists

Keith Weldron. Public Money & Management. Oxford: Jan 2004. Vol. 24 Iss. 1; p 57 (6 pages)

3. The balanced score-card: Short-term guest or long-term resid

Brown, Jackie Brander, McDonnell, Brenda International Journal of Contemporary Hospitality

Management. Bradford: 1995. Vol. 7, Iss. 2,3; p. 7 (5 pages)

4. Winning Score: How to Design and Implement Organizational Score Cards

K. Narasimhan. Measuring Business Excellence. Bradford: 2003. Vol 6, Iss. 3; p. 50 (1 page)

5. World Productivity Congress

Michael Tucker, Ruki Clark. Management Services. Enfield: Jan 2000. Vol. 44, Iss. 1; page 16 (4 pages)

6. The apparatus business in IBT – a team story

Scott, Adam. Team Performance Management. Bradford: 1995. Vol 1, Iss. 3; p. 17

7. TQM, BPR, JIT BSCs and TLAs: managerial waves or drownings?

Grint, Keith. Management Decision. London: 1997. Vol. 35, Iss. 10; p. 731

8. Putting HR on the score card

Charlene Marmer Solomon. Workforce. Costa Mesa: Mar 2000. Vol. 79, Iss. 3; p. 94 (4 pages)

9. Implementing KM – a balanced score card approach

Ravi Arora. Journal of Knowledge Management. Kempston: 2002. Vol. 6, Iss. 3; p. 240 (10 pages)

Total Quality Management—TQM:

1. Improving safety programs through total quality

Weinstein, Michael B. Occupational Hazards. Cleveland: Aug 1996. Vol. 58, Iss. 8; p. 42 (4 pages)

2. A total quality management information system for auto parts manufacturers in the United States

J. Bandyopadhyay. International Journal of Management. Poole: June 2003. Vol. 20, Iss. 2; p. 187

3. Thorough Planning Critical to Total Quality Management

Johnson, Donald E. L.. Health Care Strategic Management. Chicago: Jul 1991. Vol. 9, Iss. 7; p.2

(2 pages)

4. Total Quality Management in Construction

Biggar, T. L. American Association of Cost Engineers. Transactions of the American Association

of Cost Engineers. 1990. p. Q.1.1 (4 pages)

5. At Last, an alternative to performance appraisal: Total qua

Bowman, James S. Public Administration Review. Washington: Mar/Apr 1994. Vol. 54, Iss. 2; p. 129

(8 pages)

6. What is total quality management…and does it matter?

Ruth J. Boaden. Total Quality Management. Aug 1997. Vol. 8, Iss. 4; p. 153 (19 pages)

7. Total quality management: Empirical, conceptual, and practical issues

Hackman, J. Richard, Wagerman, Ruth. Administrative Science Quarterly. Ithaca: June 1995.

Vol. 40, Iss. 2; p. 309 (34 pages)

Theory of Constraint—TOC:

1. A little TOC goes a long way

Frank O. Smith, MSI. Oak Brook: Aug 2003. Vol 21, Iss. 8; p. 34

2. The theory of constraints revisited

Karen M. Kroll. Industry Week. Cleveland: Apr 20, 1998. Vol. 247, Iss. 8; p. 20 (1 page)

3. Theory of constraints: it doesn’t mean good-bye to variances

Charles J. Coate, Karen J. Frey. Management Accounting. Nov. 1998. Vol. 76, Iss. 10; p. 31 (3 pages)

4. The theory of constraints in services: part 1 – the basic

Motwani, Jaideep Klein, Donald, Harowitz, Raanan. Managing Service Quality. Bedford: 1996. Vol. 6,

Iss. 1; p. 53

5. An application of the theory of constraints

J. Gregory Bushong, John C. Talbott. The CPA Journal. New York: Apr 1999. Vol. 69, Iss. 4; p. 53

(3 pages )

6. Theory of constraints A review of the philosophy and its applications

Shams-ur Rhaman. International Journal of Operations & Production Management. Bradford: 1998.

Vol. 18, Isss. 4; p. 336

7. The theory of constraints

Dugdale, David, Jones, Colwyn. Accountancy. London: Sep 1995 Vol. 116, Iss. 1225; p. 134 (1 page)

8. Integrating activity-based costing with the theory of constraints to enhance production-related decision-

making

Kee, Robert Accounting Horizons. Sarasota: Dec 1995. Vol. 9, Iss. 4; p. 48 (14 pages)

9. Quality and the theory of constraints

Dettmer, H. William. Quality Progress. Milwaukee: Apr. 1995. Vol. 28, Iss. 4; p. 77 (5 pages)

10. How theory of constraints can be used to direct prevent maintenance

Chakravorty, Satya S. Atwater, J. Brian. Industrial Management. Norcross: Nov/Dec 1994.

Vol. 36, Iss. 6; p. 10 (4 pages)

11. ABC v TOC: Same cloth as absorption v marginal, different style and cut?

Tony Tollington Management Accounting. Apr 1998. Vol. 76, Iss 4; p. 44 (2 pages)

12. Improve internal reporting with ABC and TOC

Steve Demmy, John Talbott. Management Accounting. Nov. 1998. Vol. 80, Iss. 5; p. 18

(5 pages)