2012/2013
BA-HAS_MACS Management Control Systems
| English Title |
| Management Control
Systems |
|
|
| Language |
English |
| Exam ECTS |
7.5 ECTS |
| Type |
Mandatory |
| Level |
Bachelor |
| Duration |
One Quarter |
| Course period |
Third Quarter |
| Time Table |
Please see course schedule at e-Campus |
| Study board |
Study Board for BSc in Service
Management
|
| Course
coordinator |
- Jytte Grambo Larsen - Department of Accounting and
Auditing
|
| Main Category of the
Course |
- Financial and management accounting
|
|
Last updated on
03-09-2012
|
| Learning objectives |
After having completed the course the
students should be able to
a) describe the theories and models that are taught in the course
(as described in the course content and its elements)
b) Apply the theories and models of the course in case study
settings by:
- Identifying and analyzing management accounting issues and
management control issues
- Evaluating management control systems and management accounting
practices
- Recommending courses of action for management with respect to
their management accounting practices and control
systems.
|
| Prerequisite |
| Students not enrolled in BSc in
Business Administration & Service Management must document a
level in English equal to TOEFL 575, and A level in mathematics
equal to Danish level B |
| Examination |
| . |
|
|
Management
Control Systems:
|
| Type of test |
Oral Exam |
| Marking scale |
7-step scale |
| Second examiner |
Second internal examiner |
| Exam period |
Spring Term |
| Aids |
With time for preparation |
| Duration |
20 Minutes |
|
The final exam is an individual 20
minutes oral exam with 20 minutes preparation.
Re-take examinations and make-up examinations are subject to the
same regulations as the ones noted
above.
|
|
| Course content |
|
The aim of the course is to provide the student with both
theoretical understanding and practical skills of management
control systems and management accounting practices.
Management control systems are perceived as a mechanism to
increase the likelihood for an organization to 1) achieve its
objectives and 2) utilize resources efficiently when implementing
strategies.
Additionally, the management control system can become an early
warning system for feeding back information to the strategic
planning and control system. Alternatives to traditional management
accounting are introduced but the main focus is on financial
results control systems going from planning and budgeting models to
balance scorecards.
The student will learn to integrate performance measurement,
evaluation, and incentives as part of a management control system
so as to be able to influence an organization to actions and
behavior that will increase goal congruence and achievement of
objectives. The course also deals with important management control
roles and ethical issues faced by managers and employees.
The course contains the following elements:
- Management control alternatives (results controls, action
controls, and people controls)
- Design criteria for management control systems including
analysis of control tightness and cost vs. benefit
- Financial result control systems used in for-profit
organizations including
• Decentralizing in financial responsibility centers
• Allocating resources effectively with the use of transfer prices
• Planning and budgeting processes
• Determining financial performance measures and targets
- Non-financial perfomance measures
- Designing performance dependent reward systems
- Performance measurement issues and their effects on financial
results control systems, most notably the problems of Myopia and
Uncontrollable Factors.
- Strategic performance measurement issues with particular focus
on the Balanced Scorecard, including non financial
- Corporate control roles and the organization of Corporate
Governance
- Management control related ethical issues
|
| Teaching methods |
| The course is taught with the use of
many case studies and active class participation is required as
well as effective communication skills in order to train for
effectively applying management accounting practises outside the
classroom in real life organizations. In addition some more
calculation based exercises are used to promote the understanding
of the accounting numbers. |
| Student workload |
| Classes |
30 hours |
| Workshop/ execises |
6 hours |
| Preparation for class(including exam) |
176 hours |
| Home assignments |
12 hours |
| Exam |
1 hours |
|
| Expected literature |
|
- Kenneth A. Merchant & Wim A. Van der
Stede: Management Control Systems: Performance Measurement,
Evaluation and Incentives; Latest edition; Prentice Hall, Pearson
Education. Available at the Campus Book Store.
- Kenneth A. Merchant: The Case Method of Instruction: Suggestions
for Students; Pearson Education Limited, 2004. Available at LEARN.
- Kaplan, Robert S. Kaplan and David P. Norton: The Balanced
Scorecard – Measures That Drive Performance. Harvard Business
Review, January-February 1992 (p. 71-79). Available through the CBS
Library. A link will be provided at LEARN.
- Kaplan, Robert S. Kaplan and David P. Norton: Having Trouble
with Your Strategy? Then Map It. Harvard Business Review,
September-October 2000 (p. 167-176). Available through the CBS
Library. A link will be provided at LEARN.
Kaplan, Robert S. & David P. Norton: “Mastering the Management
System”. Harvard Business Review, January 2008 (p. 62-77).
Available through the CBS Library. A link will be provided at
LEARN.
Sherman, David H., Dennis Carey & Robert Brust: “The Audit
Committee’s New Agenda”, Harvard Business Review, June 2009 (p.
92-99). Available through the CBS Library. A link will be provided
at LEARN.
Please note, minor changes may occur. The teacher will
uploade the final reading list to LEARN two weeks before the
course starts.
|
Last updated on
03-09-2012
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