COURSE OUTLINE

COURSE OUTLINE ACCT 222 Cost and Management Accounting

Semester Two, 2017

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This course outline contains information specific to this paper. For more general information common to your papers, please refer to the COMMERCE_UG_2017: Commerce Undergraduate Students site on Blackboard.

Description and Aims of ACCT 222 ACCT 222 aims to provide students with an understanding of, and ability to produce and apply cost and management accounting information that is used in planning and control of organisations. Particular emphasis is placed on mastering the topics of budgeting, variances and performance evaluation, relevant costs for decision making, pricing, treatment of overhead and allocations, and considering the influence that human behaviour and strategic direction have on those processes and the use of this cost accounting information. Prerequisites – C+ grade or better in BSNS 107 and ACCT 102 and 54 other points from Commerce Schedule C.

Learning Outcomes Upon successful completion of this paper, you will have achieved: 1) An understanding of and ability to calculate and apply the costing techniques detailed below under Core Topics 2) Understanding of the interrelationship of these costing techniques with other business functions (e.g. marketing, human resource management, strategy) and their role in real organisations. 3) Problem-framing and analytical skills, information seeking and retrieval skills, problemsolving skills. More specifically you will be able to: 1) Critically evaluate a previously unseen organisational situation for its cost and management accounting issues. 2) Formulate clear ideas about the problems and issues involved, and about any likely further information and knowledge that might be required to deal with the issues identified. 3) Gather the necessary information and knowledge, and re-formulate an understanding of the issues. 4) Apply any necessary analysis and understanding to formulate alternatives to resolve the identified issues. Be aware of the strengths and weaknesses of various alternative courses of action. 5) Recommend a set of actions to resolve the issues. 4) More independence and self-direction in your approaches to learning. 5) An improvement in teamwork skills. These learning outcomes concur with the following attributes described in the University of Otago Bachelor of Commerce Graduate Profile : Critical thinking, life-long learning, leadership and team skills, interdisciplinary knowledge, business environment and ethics (http://www.otago.ac.nz/business/study/undergraduate/otago033074.html). Core topics are: A) Relevant costing, B) Cost allocation, C) Budgeting and standard costing, D) cost – volume – profit analysis, E) strategic and behavioural management. Below is a set of learning objectives related to each of these five topics. As you progress through the course, you should use this set of learning objectives as a “checklist” to gauge your level of understanding and to decide on what further work you must undertake. You should have met all these learning objectives by the end of the course. 2

The terms and concepts under these topic headings will arise during the course. However, every week, you are expected to do a considerable amount of reading on these topics for yourself. Most readings will be from the required textbook for the course (HDR15, see pages 7-8), but for some topics and for the case studies, students will need to research in other cost accounting texts (see Close Reserve in Central Library), management and marketing texts, accounting journals (both hard-copy and e-journals) and on the internet. MyAccountingLab (see pages 7-8) is also extremely useful for practice of technical examples and is highly recommended.

USE THE FOLLOWING LIST AS A CHECKLIST You should ensure that you attend classes, complete course work and read sufficient materials to be able to: A) Relevant Costing / Accounting Information for Decision-Making 1. Explain the concept of relevant costs and relevant revenues and how this is potentially different from the notion of fixed and variable costs. 2. Explain the importance of the time horizon in decision making and its impact on relevant cost/revenue information (e.g., short term operating decisions versus long term strategic decisions). 3. Explain ‘sunk costs’ and why they are considered irrelevant to decisions. 4. Explain such terms as ‘opportunity costs’, ‘avoidable costs’, ‘differential costs’ and ‘incremental costs’. 5. Understand that accounts drawn up for financial accounting purposes often blend fixed/variable, relevant/irrelevant costs, and therefore cost accounting information for decision-making often needs to be specifically constructed for the decision at hand. 6. Understand how an income statement can be constructed in a variable (or direct) costing format or a full (absorption) costing format, be able to construct either format from a given set of cost data and reconcile any profit differences. Explain how production volume impacts on absorption costing profit. 7. Undertake analysis in typical decisions (e.g. make or buy/outsource, special order, product pricing and profitability, product mix, customer profitability, add/delete product line/department/customer) for which cost accounting information is required. 8. Be aware of the role of ‘excess capacity’ in decision-making and its significance for cost analysis. 9. Be aware of the need in the long-run to cover all costs, and of the rather imprecise nature of the notion of “short run v long run”. 10. Explain and apply the notions of the internal value chain, value-added, product life cycles and product and customer ‘life cycle costs’. 11. Understand the concepts of and undertake typical calculations for target pricing and costing, and the cost- plus approach to pricing. 12. Be aware of the limitations of financial analysis for decision-making, and the need to consider other qualitative and strategic factors (see Section E). B) Cost Allocation 1. Explain the notions of ‘overhead costs’, ‘indirect costs’, ‘direct costs’, ‘traceable costs’ and ‘allocated costs’. 2. Explain how accountants choose to create ‘cost centres’ or ‘cost pools’ in which to gather together cost data. 3. Explain why and how costs may be allocated from one cost pool or centre to another. 4. Calculate allocations of costs from one cost pool to another e.g., single rate versus dual rate, and support department costs to production departments. 3

5. 6. 7.

8. 9.

10.

11. 12.

Understand that there is no ‘right way’ to collect costs together and then allocate them. Choices are made in defining cost pools, allocation bases, and methods of allocation. Construct ‘overhead rates’ to allocate costs to products or services. Understand how ‘overhead rates’ are typically predetermined and calculated based on budgeted costs and activity levels. Understand how different assumptions about capacity (activity level) can be made when calculating ‘budgeted overhead rates’ and calculate these overhead rates. Account for the differences between ‘budgeted overheads’ and ‘actual overheads’. Understand the specific issues involved in the allocation of joint product costs and be able to calculate allocations using the four typical methods. Analyse when a joint product may be further processed, and explain the difference between joint products and by-products. Understand the notion of ‘activity-based costing’ (ABC). Calculate allocation bases on the basis of ‘cost drivers’ and then calculate product/job/service costs. Explain the relationship between ABC and activity-based management (ABM). Understand the potential reasons why (/why not) managers of one department (cost centre) should be held responsible for costs allocated to them from another department. Understand how management behaviour (decision-making) might be affected by the various cost allocation choices accountants make, and the ethical implications of this behaviour.

C) Budgeting and Standard Costing Systems 1. Understand what a budget is, and how static (master) and flexible budgets are constructed. 2. Explain the concepts behind and benefits to be gained from the use of a standard costing system. 3. Describe the procedures involved in establishing standard costs. 4. Explain what variance analysis entails and is intended to measure. 5. Compute both sales (marketing/output) and input (production) variances at the aggregate level. 6. Separate these aggregate variances into their several components (e.g., purchase price variance, efficiency variance, etc.) through the use of both fixed and flexible budgets. 7. Record production variances in the ledger accounts. 8. Explain favourable and unfavourable, over- and under-applied variances, and know how to dispose of them (directly to COGS or by proration) 9. Understand that the real value of a standard costing system begins when the causes of the variances are analysed. 10. Explain how standard costing fits with such modern management practices as JIT, kaizen, TQM and benchmarking. 11. Explain the concept of learning curves and their relationship to budgeting and undertake learning curve calculations. 12. Understand how management behaviour might be affected by the processes of planning and budgeting, and the ethical implications of this behaviour. D) Cost – Volume - Profit Analysis 1. Explain cost behaviour patterns. Segregate these behaviour patterns into fixed and variable cost components. 2. Identify relevant ranges of activity. 3. Describe the relationship between relevant range and linear and non-linear relationships. 4. Explain the difference between discretionary fixed costs and committed fixed costs. 5. Understand the cost–volume-profit relationships that exist in a company. 6. Compute (both by formula and graphically) and use breakeven and target profit analysis for one and multiple products. 4

7. 8. 9. 10.

Explain the relationship between the breakeven point and the contribution margin, and how contribution margin differs from gross margin. Understand that even though breakeven analysis is based on rigid limitations, it can result in effective answers without costly analysis. Calculate how a change in such an input value as sales price, sales mix, or costs can influence the breakeven point (sensitivity analysis). Compute and use the margin of safety ratio.

E) Strategic and Behavioural Management 1. Describe the concept of an organisation and what it does. 2. Explain the concepts of organisational mission, goals, objectives and strategies and the part which management has to play in their development. 3. Explain the concept of goal congruence. 4. Explain the concept and phases of management control (planning etc) 5. Understand key features of people’s behaviour in organisations and how this can impact on organisational effectiveness. This will include an understanding of: a. groups, group norms, group dynamics and teams b. interpersonal communication and relationships, networking and feedback c. leadership and what makes an “effective” leader; transactional and transformational leaders d. motivation (“needs” theories; expectancy theory), performance measurement and incentives. 6. Describe and apply the Boston Consulting Group Market Growth/Market Share Matrix, SWOT analysis and Porter’s strategies for competitive advantage. 7. Explain the following marketing and pricing concepts: a. price leaders b. price takers c. commodities d. premium pricing e. penetration pricing f. market skimming g. product bundling h. loss leaders i. product differentiation j. cannibalization. k. churn rate l. customer lifetime value

Teaching Staff Course Coordinator, lecturer and seminar facilitator Name: Associate Professor Rosalind (Ros) Whiting Office: Commerce 346 Email: [email protected] Office Hours: Tuesday 9-11am, Thursday 3-4pm Lecturers and seminar facilitators Name: Dr Sriyalatha (Sriya) Kumarasinghe Office: Commerce 334 Email: [email protected] Office Hours: Monday 3-5pm, Tuesday 4-5pm Name: Office: Email: Office Hours:

Mrs Nicola Beatson Commerce 332 [email protected] Thursday 12.30-3.30pm

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The ACCT 222 facilitators have office hours in which students can just drop in and consult with them about problems with the course material. In the first instance you should meet with the facilitator who covered that material, but if this is not possible, then you can meet with the other ACCT 222 facilitator. For any administrative enquiries about the paper, you should contact the Course Coordinator.

Course Delivery Every week students must attend one 50 minute lecture (Wednesday) and two 50 minute seminars (Monday and Friday at the same time). Your allocated seminar group is available in eVision.

Lectures: These will cover key technical material. Lecture Day/Time: Wednesday 10-10.50am

Room: Archway 4

An outline (and usually some data & templates) for the Wednesday lecture will be placed on Blackboard by 5pm on the preceding Sunday. There are no lecture notes posted on Blackboard, however an audio recording of the lecture will be available on Blackboard later on Wednesday to check anything you missed. For understanding and best results in this paper it is essential that you read the suggested readings before the lecture and bring your calculator in order to work through examples. Wednesday lectures will be taken by Ros Whiting.

Seminars: Seminar Day/Time: Monday, Friday: 9-9.50am, 10-10.50am, or 11-11.50am. Room: All Monday seminars are in Quad 1 (TBC). Friday seminars are held in various rooms as shown in the Table below. Seminars start in Week 1 of the course. Seminars are as important as the lectures and should not be missed. Students are required to stay in the same stream throughout the course and must attend Monday and Friday of the same stream (ie at the same time). Monday seminars will be taken by Ros Whiting in Weeks 1-10 and Sriya Kumarasinghe in Weeks 11-13.

Seminar Stream A1- 9am A2- 9am A3-10am A4-10am A5-11am A6-11am

Friday seminar Location GMG01 T203 T101 GMG01 T204 T102

Facilitator Ros Whiting Sriya Kumarasinghe Nicola Beatson Ros Whiting Sriya Kumarasinghe Nicola Beatson

Seminar Stream changes: If you have a valid reason to necessitate a seminar stream change (e.g. due to a timetable clash due to late enrolment after formal Course Approval), then this can be done between Wednesday 12 July and Friday 21 July 11am -12pm and 2-4pm daily in CO301 of the Commerce Building. Last date for stream changes is Friday 21 July. Remember that if you want to change your Monday time, then your Friday time will change (and vice versa).

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Seminars are used for practice of further examples related to the lecture content, discussion of homework questions, and for student business case presentations. It is expected that students will access copies of (and attempt) the exercises in HDR15 and the extended exercises and old exam questions before coming to the seminar class. You must bring a calculator and be prepared to work on examples in the class. In the Friday seminars of Weeks 3, 5 and 8, there will be some set homework questions (posted on Blackboard) that you must prepare for class.

Optional HELP Sessions: In Weeks 6, 10 and 12, there will be an optional HELP session on Friday 3-4pm (18 August (CO336), 22 September (CO336) and 6 October (CO337). During the semester, some additional practice questions will be identified and final answers provided. You are expected to practice these examples and if you cannot achieve the required answer, then come to the HELP session and feedback will be given on your workings. If you cannot attend the HELP session but would like feedback, see Ros, Nicola or Sriya in their consultation hours. The course calendar (pages 11-13 in this outline and online on Blackboard) details semester dates, lecture and seminar topics, readings, Help session and assessment related scheduling information. Note that this calendar may change as the course proceeds. Any changes will be announced at lectures and detailed on Blackboard. Students are expected to prepare for and attend all classes to gain full benefit from the course Students unable to attend a lecture or seminar are expected to catch up on missed material from the textbook or classmates. All topics covered in the course are potentially examinable. In the event of snow, the University remains open. The ACCT 222 staff will make every attempt to hold seminars and lectures.

Course Learning Resources Essential Resources Required Textbook - Horngren, C.T., Datar, S. M., and Rajan, M. (2015). Cost Accounting: A Managerial Emphasis, 15th edition (Global Edition), Essex, England, Pearson Education. (=HDR15) [This edition was first used in 2015 Semester 1 and is a new edition of the textbook that was used in this course in previous years. It is available either as a sole textbook (hardcopy or e-text) (see University Bookshop or http://www.pearsoned.co.nz/9781292018225) or combined in a coursepack with a MAL access code (see University Book Shop)]. Business cases: Available on Blackboard>Course Documents> Non-textbook readings (e- reserve). Blackboard Access – automatic access with enrolment in ACCT 222 (see page 8) Optional Resource Highly recommended: MyAccounting Lab (MAL) MAL is a computer-based interactive learning and practice set available on http://www.pearsonmylabandmastering.com. To access MAL you need a student access code which is available with the purchase of a new coursepack version of HDR15 or it can be purchased online (NZ$45) at http://www.pearsoned.co.nz/9781292139579. The course code is whiting41668. Full instructions can be found on Blackboard under Course Information. 7

Other highly recommended additional readings (news items and some academic readings, and extended exercises are available under Blackboard>Course Documents> Non-textbook readings (ereserve).

UBS holds copies of the HDR15 textbook and the combined textbook/access code coursepack, or you can purchase an e-text with MAL course code as described above. If textbook cost is an issue, the 14th Global or US editions of HDR (used in 2012-14 in this course) will suffice but are not ideal (all readings and exercises will be specified in terms of the pages and exercises in HDR15 and the Case Scoping assignment requires the student to specify readings in HDR15). Also, you will not get access to MyAccountingLab and all its practice examples with a second hand textbook, unless you make an additional purchase of the usercode from Pearson (see above). Hard copies of the required textbook, the Student Solutions Manual (even-numbered questions) to HDR (13th edition, before the advent of MyAccountingLab), a student study guide and a range of other useful cost and management texts are available under Course Reserve at the Central Library.

Blackboard https://blackboard.otago.ac.nz/ provides you with access to course materials, class notices, and resources. Blackboard is used to email the whole class so it is important that you check your student email and Blackboard regularly. Further information about student support, learning support and information, academic integrity and other University resources for students is available on the COMMERCE_UG_2017: Commerce Undergraduate Students site on Blackboard.

Student Webmail We will use your student email account to email you information relevant to your programme. To forward your University email address to an email address that you use regularly: 1. Log into your StudentMail account (http://www.otago.ac.nz/smlanding/) using your student username and password. 2. Click the Cog button (top right corner). 3. Click on Mail under Your App Settings. 4. Under Accounts on left hand side, select Forwarding. 5. Under the Forwarding heading, type in the email address you want your email to be forwarded to. You can also choose to have a copy of these emails kept on your StudentMail account, so please check the box if you would like this. 6. Click the Save button.

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Assessment All material presented is examinable (except where stated otherwise) by assignments and the final examination. All important assessment information such as due dates and times, content, guidelines and so on will be discussed at lectures, and detailed on Blackboard. Students are responsible for ensuring that they are aware of this information, keeping track of their own progress, and catching up on any missed classes. Assessment

Problems (best 2 of 3) Case Study Scoping Group Case Study- presentation Group Case Study –summary report Final Exam TOTAL

Due date

21 July, 11 September 4 August

August

% of final grade

and

8 14% 6%

One of: 18 August, 25 August, 15 15% September, 22 September, 29 10% September and 6 October TBA (in 18 October-11 November 55% period) 100%

All assessed work must have a signed Declaration Sheet stapled to the back of the assignment. The sheet for individual assignments (Problems and Case Scoping) is in Appendix 1 (page 14) and the sheet for the Group Case Study Report is in Appendix 2 (page 15). Details of the assessment tasks follow: 1) Three Weekly Problems 14%. At the conclusion of the lecture on Wednesday in Weeks 2, 5 and 8, a problem relating to the weekly reading and lecture material will be placed on Blackboard. Students should undertake this problem and submit their attempts by the following Friday morning. These can either be submitted in person in your own Friday seminar or to the ACCT 222 dropbox on level 3 of the Commerce building before Friday 9am. Late assignments will not be accepted. No assistance will be provided by the ACCT 222 teaching staff (do NOT email them) but a model solution will be placed on Blackboard on the Friday afternoon. Students can work together on the solving of the problem, but the submitted problem answer must be the student’s own work and typed or handwritten by that student alone. The two best weekly problem marks will count for 14% of your total course grade. You should plan to do all three of these problems to help in your learning of techniques, but also in case you are unable to do one of the problems because of illness, snow, sports trip etc. The fact that the poorest weekly problem does not count, allows for an occasional absence and you should not attempt to seek a dispensation for occasional absences. However, in the case of an extended absence (e.g. chronic long term illness), or hospitalization, you should see the Course Coordinator. 2) Case Study Scoping 6%. How to attempt case studies and to carry out a case scoping is described in the Case Study Approach document on Blackboard and will be discussed in the Monday seminar in Week 3. The Case Study Scoping is due on Friday 4 August (Week 4). You can either submit it in person in your Friday seminar or place it in the ACCT 222 dropbox on level 3 of the Commerce building by 9am on Friday 4 August. Late assignments will not be accepted. The Case Scoping will be based on the case “The Horizon Insurance Agency” which is available on Blackboard>Course Documents> Non-textbook readings (e- reserve). The Case Study Scoping must preferably be typed (handwritten is acceptable but it MUST be legible) on the 9

page provided in Appendix 1 of the Case Study Approach document (and on Blackboard>Assignments>Case Scoping). You must fill in the gaps on the page in relation to the case the Horizon Insurance Agency and this Case Study Scoping must NOT exceed more than one page (minimum size font of 10, Times Roman or Calibri font, and margins must not be less than 1.5 cm). 25% of your mark will be deducted for submissions larger than 1 page or for not adhering to the font or margin requirements. Students can work together on the Case Scoping, but the submitted work must be the student’s own work and typed by that student alone. Note that referenced pages must be from HDR15 (hard copy and legitimate e-text) and NOT from other editions of HDR. 3) Group Case Study 25%. There is no option with this activity. This consists of a group presentation in class (15%) plus a written Case Summary Report (10%). You will be randomly allocated to a group in the Week 3 Friday seminar (28 July). Case Studies are found under Blackboard>Course Documents> Non-textbook readings (e-reserve). Presentation and submission requirements are discussed in more detail in the Case Study Approach document under Assignments on Blackboard. The final marks for the group case presentation and report are a combination of the instructor’s assessment (70%) and self and peer assessment (30%). Failure to email your completed Self and Peer Assessment form to your Friday seminar facilitator by 5pm on the day of your case presentation will mean that you receive a weighting that is the lower of 0.5 or the weighting provided about you by your other group members. 4) Final Exam 55%. 3 hours long consisting of one case study and 3 smaller problems. Further details will be provided one month before the examination. The final examination is NOT open book, but you will be provided with a formula sheet. Only the List A University approved calculators (Casio FX82, Casio FX100, Casio FX570, Casio FX95 and Sharp EL531) are allowed to be used in the ACCT 222 final examination. For the Problems and Case Scoping, one ACCT 222 facilitator marks all students’ work regardless of seminar stream to ensure that equity in internal assignment grading is maintained across streams. Internal assessment grades will be entered on EVision throughout the course. You should check that the recording of your marks is correct. If there are any problems with the recording, please see the Course Coordinator as soon as possible. Please retain all your assessed pieces of work throughout the semester, so that you can verify your marks should any problems occur.

Course Requirements To successfully complete the course, a student must achieve at least 45% on the final exam. Exceptional internal marks will not be used to cross-subsidise poor final examination performance. If students achieve less than 45% in the final exam but their calculated course marks are greater than 50% then they will still fail the course and this will designated by the words “Failed compulsory assessment” on their final course results. In our experience, failure of the course is usually due to failure to achieve the minimum mark on the exam, not poor internal assessment marks. Usually around 75% of students pass ACCT 222. Terms requirements: To be eligible to sit the final exam, students must have: 1) Met the presentation requirements of their group business case study and submitted a group Summary Report; 2) Attended at least 3 of the other 5 student business case presentations that are not their own (ie 67% of the possible group case presentations) held in the seminars in weeks 6-7 and weeks 912 inclusive. 10

Learning Outcomes

Understanding of the interrelationship of these costing techniques with other business functions

3)

Problem-framing and analytical skills, information seeking and retrieval skills, problem-solving skills.

√

√

4) More independence and self-direction in your approaches to learning. 5)

Exam

2)

Group Business case (presentation & summary report)

An understanding of and ability to calculate and apply specified costing techniques

Case

1)

Business Scoping

weekly Three problems

Learning Outcome

√

√

√

√

√

√

√

√

√

√

An improvement in teamwork skills

√ 14%

6%

25%

55%

Total

Course Calendar Wk

Date

1

10-14 July

2

17-21 July

Monday seminar

Wednesday lecture

Friday seminar

Introduction to course; Value chain & value-added; decision-making; organizations Reading: Course Outline, HDR15 – Chap 1 and pgs 238, 547 and 865 Completion of single and dual rates, actual and budgeted : HDR15

Introduction to Overhead allocation and cost allocation bases + 2014S1 Final exam Q3b

Overhead allocation (plantwide vs departmental) and introduction to single & dual rates, actual & budgeted Reading: HDR15 –pgs 193-4, 614-623

HDR15 Exs 15-17 and 15-18

Cost behaviour, CVP and Breakeven Reading: HDR15 – Chaps 2 and 3 and pgs 392-6

Reading: HDR15 – pgs 128-42, 364, 374, 396-8, 541, 584-6 Capacity and allocation Reading: HDR15- pgs 365-8, 373-4

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Breeden Electronics A* (Quantitative solution* on Blackboard at 1pm)

Assessment Tasks

Problem 1 due Friday 21 July

Additional Resources “What do know already?” Quiz 1

I

3

Student Business Case Study instructions, Case Study Scoping instructions

24-28 July

4

Reading :Case Study Approach document, Referencing documents (Blackboard), Internet, HDF15- pgs 449-50) HDR15 Ex 5-20 (2-4) 2016 S2 Q2(c)

31 July4 August 5

JIT HDR15-Ex 20.21

Further processing and HDR15 Ex 16.19 (2,4)

14-18 August

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21-25 August

Reading: HDR15 – pgs 666-8, 673

4-8 Sept

Fraser (2012)*

Business Case Group Allocation. Homework Questions No 1 (TQM, kaizen, benchmarking, product lifecycles, BCG and SWOT) Reading: HDR15 – pgs 30-31, 242-3, 288-90, 553, 757-8, 913-4 Blackboard/internet

Service/Support department allocations Reading : HDR15 – pgs 623-633, 641-2

2016S1 Final Exam Q2 2016S2 Q2(b)

Joint Costing

Homework Questions No 2 (marketing terms, strategy, leadership) Reading: HDR15 – pgs 220, 495-8, 636-8; BSNS 103 & 105 notes and texts/internet CS1 Presentation – RC Blake*

Decision Making and Relevant Information Reading: HDR15 – Chap 11

Case Scoping “Horizon Insurance Agency”* due Friday 4 August Problem 2 due Friday 11 August

1st group presentation and report – due Friday 18 August

HDR15 Ex 11-16(1) and 11-17(2) Final exam 2015 S1Q3

Pricing, Strategy, CS2 Presentation – Porter and Butterflies of Costa competitive Rica (will be emailed to advantage students doing this Reading: HDR15 – case due to Copyright Chap 13; pg 496 conditions) Mid Semester Break

2nd group presentation and report – due Friday 25 August

HDR Ex 13.13 and 13.18

Performance evaluation and incentives: Reading: HDR15 Chap 23

Problem 3 due Friday 8 September

28 August – 1 Sept 8

Reading: HDR15 – pgs 172-198, 396410, 466-69, 572-91

Reading: HDR15 – Chap 16 (pgs 654666, 668-673)

7-11 August

6

Activity Based Costing and Customer Profitability Analysis

12

Homework No 3 (needs theories, management control, motivation) Readings: HDR15 pgs 862-5,915-8; BSNS 105 notes/Management texts/internet

Optional HELP session Friday 18 August 3-4pm CO336 HDR15 Ex 9.31 (Part 1), Final exam 2016S1 Q4, Final exam 2016S2 Q1(a)

“What do know already?” Quiz 2

I

9

Standard costing introduction.

11-15 Sept

Reading: HDR15- pgs 142-9, 155-7, 278-80, 795-9 HDR Ex 7.17 Wilmont Chemical* (Quantitative solution* on Blackboard at 1pm)

10

18 -22 Sept

Flexible Budget Input variances (direct materials and direct labour)

CS3 Presentation – Rosemont Hill Health Center*

3rd group presentation and report – due Friday 15 September

CS4 Presentation- Saw Blades at Leeds*

4th group presentation and report – due Friday 22 September

CS5 Presentation Arctic Insulation*

–

CS6 Presentation Distiller’s Delight*

–

5th group presentation and report due Friday 29 September 6th group presentation and report due Friday 6 October

Reading: HDR15 – Chap 7 Flexible Budget Input variances (Manufacturing overhead) Reading: HDR15 Chap 8 (pgs 310-29, 335-7)

11

Proration of overhead variances HDR15 – Ex 4.30 Reading: HDR15 pg 149-55, 371-3

25 -29 Sept 12

2016S2 Final exam Q4

Absorption Costing vs Variable Costing Reading: HDR15Chap 9 (pgs 350-65, 368-76) Learning Curves Reading: HDR15 – pgs 410-419

2-6 October

13

9 -13 October

Life cycle costing (includes 2014S2 final exam Q2) Reading: HDR15 – pgs 553-5

Sales variances

Optional HELP session Friday 22 September 34pm CO 336 HDR15 Exs 23.18 and 7.24 Final exam 2017S1 Q4

Optional HELP session Friday 6 October 34pm CO 337 HDR Ex 9.31 (Part 2) and 10.35 Final exam 2017S1 Q2

Final Exam 2015S2 Q2

Reading: HDR15- pgs 275-8, 591-7

* Found at Blackboard>Course Documents> Non-textbook readings (e- reserve)

Lectures end Friday 13 October 2017 University Exam Period 18 October – 11 November 2017

Class Representatives Class representatives are an important means of communication between students and staff. Contact details for your student class representatives can be found on the Blackboard page for this paper.

Disclaimer While every effort is made to ensure that the information contained in this document is accurate, it is subject to change. Changes will be notified in class and via Blackboard. Students are encouraged to check Blackboard regularly. It is the student’s responsibility to be informed. 13

Appendix 1

ACCT 222 Declaration Sheet for Individual Assignment

Assignment: Full Name:………………………………………………………… Student no:………………………………………………………..

Please read the University description of academic integrity and its Policy on Academic Integrity at http://www.otago.ac.nz/study/academicintegrity/otago006307.html and http://www.otago.ac.nz/administration/policies/otago116838.html and sign below: • I am aware of the University Policy on Academic Integrity and understand that if I contravene the requirements for academic integrity contained in that policy, then I will be subject to disciplinary procedures. • I declare that this piece of work is my own, and any facts, words, images and ideas from others have been referenced appropriately.

Signature: ……………………………… Date: ……………………………………..

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Appendix 2

ACCT 222 Declaration Sheet for Group Case Study Report Please read the University description of academic integrity and its Policy on Academic Integrity at http://www.otago.ac.nz/study/academicintegrity/otago006307.html and http://www.otago.ac.nz/administration/policies/otago116838.html and sign below: • I am aware of the University Policy on Academic Integrity and understand that if I contravene the requirements for academic integrity contained in that policy, then I will be subject to disciplinary procedures. • I declare that this piece of work is my own, and any facts, words, images and ideas from others have been referenced appropriately.

All group members to complete the following table: Full Name

Student ID No

Signature

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Date