A222 BKAM3033 Syllabus-Student Version

TUNKU PUTERI INTAN SAFINAZ
SCHOOL OF ACCOUNTANCY
COLLEGE OF BUSINESS
UNIVERSITI UTARA MALAYSIA
SECOND SEMESTER SESSION 2022/2023
(A222)
COURSE CODE : BKAM3033

COURSE NAME : SEMINAR IN MANAGEMENT ACCOUNTING
PRE-REQUISITE : BKAM3023 MANAGEMENT ACCOUNTING II
1.0 SYNOPSIS
This course covers the advancement of management accounting issues and techniques in
contemporary business environment. The topics discussed include recent developments
and contemporary issues in management accounting, specifically pertaining to
performance management, strategic management accounting and management control.
The course concludes with issues pertaining to managing human capital and management
of relationships among employees in organisation.
2.0 COURSE OBJECTIVE

Upon completion of the course, students are expected to:
2.1 Understand the recent developments of management accounting issues and the
role of management accounting in modern business environment.
2.2 Develop analytical ability and consider ethical and behavioural issues in using
management accounting information for strategic decisions, performance
management and management control.
2.3 Think critically of the application of strategic management accounting in
organisation.
2.4 Understand the importance of managing human capital and relationship in
organisation.
3.0 LEARNING OUTCOMES

Upon completion of the course, students will be able to:
3.1 Explain the evolution of management accounting in business environment (C2, P2).
1
3.2 Discuss issues and techniques in contemporary strategic management accounting for
planning, control and decision making (C2).
3.3 Discuss current issues in management control system (C2).
3.4 Evaluate organisational performance using appropriate measures (C5).
3.5 Identify issues, behavioural and ethical considerations in human capital management
and managerial strategic decision (C4, A4).
4.0 COURSE CONTENT
NO. TOPIC REFERENCE HOURS
1 RECENT DEVELOPMENTS IN MANAGEMENT CZR – C1 6

ACCOUNTING, CONTEMPORARY ISSUES AND THE AKMY – C1
IMPACT OF TECHNOLOGY ON MANAGEMENT
ACCOUNTING
1.1 The scope of management accounting.
1.2 The gap between theory and practice.
1.3 Management accounting change.
1.4 The impact of technology on management accounting.
1.5 Modern production system: CAD/CIM, Cellular
Manufacturing, AMT, FMS
1.6 Inventory management
1.6.1 Reasons for carrying inventory
1.6.2 Costs related to holding and managing inventory
1.6.3 EOQ, JIT, MRP, MPS and Throughput costing
1.7 Activity Based Management
1.8 Total Quality Management – Quality cost
1.9 Value Chain Analysis – Managing suppliers and
Customers
2 STRATEGIC MANAGEMENT ACCOUNTING CZR – C2 6

AKMY – C7, C8
2.1 Concept and strategic issues in management accounting
2.2 The need to handle strategic issues
2.3 Strategy and technique:
2.3.1 Life cycle costing
2.3.2 Kaizen costing
2.3.3 Target costing
2.3.4 Benchmarking
2.4 Approaches in handling strategic issues
2.4.1 Porter approach (value chain analysis, 5 forces
and competitive advantages)
2.4.2 Simmonds approach (data orientation vs
information)
2.4.3 Bromwich approach (cost benefit analysis)
2.4.4 Ouchi approach (culture)
2.5 Strategic environmental management accounting
2.5.1 Environmental cost
2
2.5.2 Sustainable development and competitive
advantage
3 BUDGETING AND MANAGEMENT CONTROL CZR – C3 9

SYSTEM AKMY – C9, C10
MVS – C1, C8
3.1 The concept of control and management control
3.2 The structure and system of management control
3.3 Types of control used in organization
3.4 The concept of feedback and feed forward control and
their application in the use of budgets for planning and
control
3.5 `What-if’ scenarios; consequences and impact on master
budget
3.6 Behavioural and ethical issues in budgeting and MCS
3.6.1 Designing the budget process
3.6.2 Influencing the budget process
3.6.3 Criticism of the traditional budgeting model:
beyond budgeting technique
4 PERFORMANCE MANAGEMENT CZR – C4 6

AKMY – C2
4.1 Models of performance management
4.2 The balanced score card
4.2.1 Financial and non-financial measures
4.2.2 The strategy map
4.3 Measuring customer performance (e.g. customer
profitability analysis)
4.4 Performance management systems
4.4.1 Service organization
4.4.2 Non-profit organization
4.5 Incentive and compensation system
4.6 Reward systems
4.6.1 Effective performance
4.6.2 Measurement and reward system (tying rewards to
performance)
4.6.3 Critical success factors and key performance
indicator (KPI)
5 MANAGING HUMAN CAPITAL CZR – C5 9

ML – C11, C12,
5.1 Human resources theories
C13
5.1.1 The psychological contract and its importance to
retention
5.2 Human resources activities
5.2.1 Developing employee ability, motivation
5.2.2 Improving opportunities for employee contribution
5.2.3 Human resource plan
6 MANAGEMENT OF RELATIONSHIPS CZR – C6 6

6.1 Concepts of power, bureaucracy, authority, responsibility, ML – C17, C3,
leadership and delegation C18, C19
3
6.1.1 Relationship between managers and subordinates
6.1.2 Tools for managing and controlling individuals,
teams and networks and group conflict
6.2 Importance of organisation culture
6.2.1 Cultural development
6.2.2 Legitimacy of action
6.2.3 Domination and sustenance of power
6.3 Management of conflict: nature, causes, approaches
6.4 Issues of business ethics and corporate governance
TOTAL CONTACT HOURS 42
Note:
CZR - Che Zuriana, M. J., & Rapiah, M. (2021). Seminar in Management Accounting. Mina Jiddan
Printing.
AKMY - Atkinson, A.A, Kaplan, R.S, Matsumura E.M & Young, S.M (2012). Management
Accounting. 6th ed., USA: Pearson.
MVS - Merchant, K, & Van der Stede, W.A (2007). Management Control Systems: Performance
Measurement, Evaluation and Incentives. 2nd ed., UK: FT/Prentice Hall.
ML - Mullins, L. (2010). Management and Organisational Behaviour, 9th ed., FT/Prentice Hall
5.0 REFERENCES
MAIN:
Che Zuriana, M. J., & Rapiah, M. (2021). Seminar in Management Accounting. Mina
Jiddan Printing.
ADDITIONAL:
Atkinson, A.A, Kaplan, R.S, Matsumura E.M & Young, S.M (2012). Management
Accounting. 6th ed., USA: Pearson.
Drury, C. (2008). Management and Cost Accounting. 7th ed., UK: South-Western
Cengage Learning.
Mullins, L. (2005). Management and Organisational Behaviour, 7th ed., FT/Prentice Hall.
Merchant, K, & Van der Stede, W.A (2007). Management Control Systems: Performance
Measurement, Evaluation and Incentives. 2nd ed., UK: FT/Prentice Hall.
Young, S.M. (2007). Readings in Management Accounting. 5th ed., New Jersey: Prentice
Hall.
IFAC (2005). International Guidance Document: Environmental Management
Accounting, International Federation of Accountants, New York, USA.
https://www.ifac.org/publications-resources/international-guidance-document
environmental-management-accounting (Accessed 2016)
Ratnatunga, J. (2015). The impact of new technologies on the management accountant.
Journal of Management Accounting Research (JAMAR), 13(1), 1-7.
4
Samudrage, D.N., & Beddage, H.S. (2018). Status and challenges in implementing
beyond budgeting: Evidence from Sri Lanka. International Business Research,
11(12), 113-126.
Burritt., R., & Christ, K. (2016). Industry 4.0 and environmental accounting: a new
revolution?. Asian Journal of Sustainability and Social Responsibility, 1, 23-38.
Chartered institute of Management Accountants. (2015). The effects of cloud technology
on management accountants. [Online] https://www.cimaglobal.com/Research--
Insight/The-effects-of-cloud-technology-on-management-accounting/ (Accessed on
20 January 2018).
Henri, J. F., Boiral, O., & Roy, M. J. (2016). Strategic cost management and
performance: The case of environmental costs. The British Accounting Review,
48(2), 269-282.
Noordin, R., Zainuddin, Y., Fuad., & Mai, R. (2014). Strategic management accounting:
State-of-the-art. Malaysian Journal of Business and Economics, 1(1), 47-71.
Georgiev, M., (2017). The role of the balanced scorecard as a tool of strategic
management and control. Journal of Innovations and Sustainability, 3(2), 31-63.
Slavoljub, S., Srdjan, S., & Predrag, V. (2015). Management control in modern
organizations. International Review, No. 3-4, 39-49.
6.0 TEACHING METHODS

This course will be conducted for fourteen (14) weeks, comprising two (2) hours of
lecture and one (1) hour of student-centred-learning (SCL) activity per week. During this
period, article reviews and case discussions will be held on a continuous basis. Materials
for lectures, cases, announcements, assignments, and exercises are available on the online
learning website or lecturer’s personal website.
Students are expected to be prepared with materials that are going to be discussed in
lectures and SCL activities. Students are encouraged to actively participate during
classroom activities.
7.0 ASSESSMENT
Coursework 40%
Quiz 1 5%
Quiz 2 5%
Assignment 1 (Interpersonal Skills) 10%
Assignment 2 (Digital Skill) 10%
Presentation 10%
Comprehensive Final Examination 60%
Total 100%
5
8.0 ATTENDANCE
Students are required to fulfill at least 80% of class attendance in order to sit for the final
examination as governed by the Universiti Utara Malaysia regulations. Students who fail
to meet the above requirements for whatsoever reasons will be barred from taking the
final examination. The 20% absence from lectures includes medical leaves.
9.0 ACADEMIC DISHONESTY

Students are reminded that academic dishonesty is the most serious academic offence.
Examples of academic dishonesty are cheating and plagiarism, bringing in notes during
examination, and taking the examination on behalf of another student. Once the student is
convicted of the above offence, the examination result will be withheld and annulled
and/or other serious penalties may be taken against the student.

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TUNKU PUTERI INTAN SAFINAZ

COURSE CODE : BKAM3033

2.0 COURSE OBJECTIVE

3.0 LEARNING OUTCOMES

4.0 COURSE CONTENT

NO. TOPIC REFERENCE HOURS

1 RECENT DEVELOPMENTS IN MANAGEMENT CZR – C1 6

2 STRATEGIC MANAGEMENT ACCOUNTING CZR – C2 6

3 BUDGETING AND MANAGEMENT CONTROL CZR – C3 9

4 PERFORMANCE MANAGEMENT CZR – C4 6

5 MANAGING HUMAN CAPITAL CZR – C5 9

6 MANAGEMENT OF RELATIONSHIPS CZR – C6 6

TOTAL CONTACT HOURS 42

6.0 TEACHING METHODS

9.0 ACADEMIC DISHONESTY

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