Dr Rita Samiolo OLD 3.33, Dr Martin Giraudeau OLD 5.02, Dr Tommaso Palermo KSW 3.07, Dr Matthew Hall OLD 2.11A.

This course is compulsory on the BSc in Accounting and Finance. This course is available on the BSc in Business Mathematics and Statistics, BSc in Econometrics and Mathematical Economics, BSc in Economics, BSc in Management, BSc in Management Sciences and BSc in Statistics with Finance. This course is available as an outside option to students on other programmes where regulations permit and to General Course students.

with permission of the Accounting Department tutor. It is also an option for students taking the Diploma in Accounting and Finance.

Students must have completed Elements of Accounting and Finance (AC100) or Elements of Management Accounting and Financial Management (AC103) or Elements of Accounting, Financial Institutions and Financial Management (AC104).

The course analyses the roles and applications of management accounting practices and concepts in contemporary organisations and enterprises. Management accounting is extensively involved in the planning, coordination and control of complex organisations and networks of organisations competing on a global scale. The course explores key management accounting concepts and tools, and their economic, strategic, behavioural and organisational underpinnings

The course is organised in four modules.

Management Accounting for Decision Making examines how management accounting information can be used in the context of a variety of short- and long-term decision problems, ranging from costing to pricing, outsourcing, investment appraisal and environmental management.

Management Accounting and Strategy looks at management accounting change and at the emerging role of management accounting in strategy making. A special focus is placed on the uses of management accounting for inter-organisational and supply-chain coordination.

Management Accounting and Organisational Control examines intra-organisational planning and control issues, focusing on how managerial action is guided by practices such as budgeting, variance analysis and transfer pricing.

Performance Measurement addresses the use of financial and non-financial performance measures in complex organisational and managerial settings, with particular emphasis on their behavioural consequences and the limits of quantification.

20 hours of lectures and 9 hours of classes in the MT. 20 hours of lectures and 10 hours of classes in the LT. 2 hours of lectures and 1 hour of classes in the ST.

Students will be required to complete written assignments before each class. Four of these assignments, one per module, will be collected and graded by class teachers. All students will be expected to contribute to class discussions. Feedback on performance and progress will be provided during class, on written homework assignments, and during office hours.

Illustrative texts and articles include: Bhimani, Horngren, Datar and Rajan, 2011, Management and Cost Accounting, FT/Prentice Hall; Merchant & Shields,1993, “When or why to measure costs less accurately to improve decision making”, Accounting Horizons 7(2), pp 76-81; Arruñada & Vázquez, 2006, “When   your   contract   manufacturer   becomes  your  competitor", Harvard  Business  Review, September  issue; Miller & O'Leary, 2005, “Managing operational flexibility in investment decisions: the case of Intel”, Journal of Applied Corporate Finance, pp 87-93; Cooper & Slagmulder, 2004, “Interorganizational cost management and relational context”, Accounting, Organizations and Society, 29(1), pp 1–26; Hall (2008), “The effect of comprehensive performance measurement systems on role clarity, psychological empowerment and managerial performance”, Accounting, Organizations and Society, 33(2-3), 141-163. Detailed course programmes and reading lists will be distributed during the first lecture.

Exam (100%, duration: 3 hours) in the main exam period.