ACCT-3321 Strategic Management

Accounting and Control Systems

Winter 2009/10
Instructor:

Saqib Ali

Office hours:

1 hour before every class session

Email:

saqib@lums.edu.pk/saqib.ali@pk.pwc.com

INTRODUCTION
The syllabus is arranged in two parts. The first part is designed to examine theories and
practices with respect to the strategic dimensions of accounting. The course provides
students with the opportunity to develop analytical skills aimed at improving their use of
accounting information for strategic decision-making and performance management. The
design and implementation of strategic accounting performance reporting systems are
also addressed with particular reference to the impact on strategy, and the nature and
limitations of traditional accounting performance reporting systems.
In the second part we study Management Control Systems framework which considers the
choice of performance indicators, targets, rewards and learning relative to corporate
strategy. Specific topics such as EVA, balanced score card, transfer pricing, allocation and
strategic investment decisions enable the practical and theoretical dimensions to be
considered simultaneously. The course aims to improve understanding of MCS and design
choices available given a particular organizational structure and strategy.

TEXT BOOK:
Management Accounting, Atkinson, Kaplan and Young. 4th Edition.
Management Control Systems, Anthony and Govindrajan. 11 th Edition.
There would also be hand-outs distributed during the sessions which would synthesize
and explain the topics covered. These would also be examinable.

COURSE SCHEDULE
Session
No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28

Particulars
Intro to Management Accounting and Control
Review of Traditional Cost Management Systems
Strategic Cost Allocation Systems (ABC)
Strategic Cost Allocation Systems (ABC) Case: Siemens Electric
Motor Works
Customer Profitability Analysis Case: Kanthal
Decision Making
Cost information for Pricing and Product Planning
Case: Baldwin Bicycle
Value Chain and Strategic Cost Management
Target Costing Case: Nissan Motor
Life Cycle Costing Case: Osram
The Nature of Management Control Systems and Control Environment
Responsibility Centres: Revenue and Expense Centers
Profit Centres and Transfer Pricing
Mid Term
Case: Shuman Automobile
Case: Birch paper Co
Measuring & Controlling Assets Employed ROI and EVA
Case: Engager Industries
Budget as a Control Tool
Case: Empire Glass Co
Performance Measurement
Balanced Scorecard
Case: Citibank
Management Compensation: EVA
Case: Vyaderm Pharma
Control for Differentiated Strategies
Risk Management and Internal Control
Managing and Controlling Strategic Risk

GRADING

Class Participation
Quizzes
Mid Term
Final
Total

20
10
30
40
100

PREREQUISITE
Successful completion of Principles of Management Accounting
ESTIMATED PREPARATION TIME FOR THE CLASS:

Students are expected to spend at least 2-3 hours preparing for each class.
ATTENDANCE POLICY:
Attendance is strongly recommended since some of the material covered in the class is not
included in the text. You will be allowed to miss two classes without impact on your
grade, provided that you informed me in advance. More than two missed classes will
negatively impact your class participation grade, regardless of the reason. More than five
missed classes will result in an F grade.