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Identical coursesStrategic Management Control (B-KUL-Y00656)
Aims
Strategic Management Control aims to familiarize the students with strategic management accounting and control. The course focuses on taking correct and substantiated management decisions based on relevant accounting information, and on steering the company, its managers and its employees, in their concrete business context.
This course evaluates the following learning outcomes:
The student
1.1 (ARC & GPM) analyses operational accounting problems, taking into account the particular organizational context.
1.2 (ARC & GPM) formulates a well-motivated solution for operational accounting issues based on scientific knowledge and insights into accounting, hereby taking into account the specific organizational context.
1.4 (ARC & GPM) reflects critically on the internal context of an organization and on how management accounting may influence this context as to optimize the functioning of an organization.
2.1 (ARC & GPM) analyses strategic problems and questions from an accounting perspective, taking into account the specific organizational context, the stakeholders (managers, employees, business partners, consultants, policy, …) and the wider environment in which the organization operates.
2.2 (ARC & GPM) formulates, based on scientific insights about accounting, a well-motivated solution for strategic issues of an accounting character, taking into account the particular organizational context, the stakeholders, and the wider environment in which the organization operates.
2.4 (ARC & GPM) takes, based on scientific knowledge and insights into accounting and taxation, a well-motivated standpoint about actual societal problems and legislative initiatives related to the domain.
2.6 (ARC & GPM) takes into account the international context of accounting and taxation.
3.1 (ARC & GPM) plans, organizes and evaluates processes related to internal and external reporting in organizations, taking into account the specific organizational context, particularly the way in which tax regulation influences such processes.
4.1 (ARC & GPM) reflects critically on the way societal, international and organizational trends influence accounting, thereby recognizing the impact on and consequences for the stakeholders.
4.2 (ARC & GPM) follows acutal developments related to accounting.
4.3 (ARC & GPM) outlines and interprets current trends in (international) accounting and taxation, and can formulate a well-motivated standpoint on relevant societal themes, thereby taking into account the impact on and the consequences for the stakeholders.
7.1 takes on a diplomatic and honest position and can reach an agreement that takes into account the interest of all parties involved through negotiation and mediation.
7.2 discusses the social, ethic and sustainability aspects of management, analyses a policy on the basis of these aspects and formulates suggestions for improvement.
8.1 formulates, as a member of a team, the interdisciplinary problem that is at the basis of the project, analyses the content of the project, the circumstances surrounding the project and factors that will influence the course of the project, and uses this information to formulate the (general) goals of the project.
8.2 organises, as a member of a team, the project and sets up a detailed and realistic plan, taking into account the context of the question, the scope of the project, the conditions, the limitations, the expected quality and the means available.
8.3 follows, both individually and as a member of a team, the arranged plans and applies time management techniques.
8.4 takes responsibility for his/her role in the team and carries out his/her part of the project on time.
8.5 assesses, as a member of a team, the project, monitors the progress of the project, deals with uncertainty, gives feedback and formulates points of action and points of improvement throughout the project.
8.6 participates constructively in meetings with the team and with others who are involved in the project.
8.7 assesses his/her own input critically and evaluates, as a member of a team, the course and the result of the project.
9.3 communicates convincingly, shortly and concisely his/her vision and actions in different contexts and accounts for his/her choices, both in speaking and writing.
9.4 substantiates clearly and convincingly.
9.5 is aware that communication is a two-way street, asks for and anticipates input or feedback of the supervisor(s), listener(s) or reader(s).
11.1 is aware of the rapidly evolving knowledge society that he/she will enter and therefore understands the need for maintenance and improvement of acquired knowledge, skills and competences and acquisition of new knowledge, skills and competences.
11.2 is willing to improve his/her knowledge, skills and competences in order to shape his/her life professionally, personally, socially and civilly.
11.3 actively looks for opportunities to broaden and deepen his/her knowledge, skills and competences, in order to anticipate the (evolving) requirements of the work environment.
Previous knowledge
Y00939 : Management Accounting
Y05069 : Interne en externe financiële verslaggeving (S)
Is included in these courses of study
- Master of Business Administration (Antwerp) 60 ects.
- Master of Business Administration (Antwerp) (Track: Global Performance Management) 60 ects.
- Master in de handelswetenschappen (Antwerpen) 60 ects.
- Master in de handelswetenschappen (Antwerpen) (Specialisatie: Accountancy en fiscaliteit) 60 ects.
- Master in de handelswetenschappen (Antwerpen) (Specialisatie: Accounting, risico en controle) 60 ects.
- Courses for Exchange Students Faculty of Economics and Business (Antwerp)
Activities
6 ects. Strategic Management Control (B-KUL-Y50294)
Content
Strategic Management Control aims to familiarize the students with strategic management accounting and control. The course focuses on taking correct and substantiated management decisions based on relevant accounting information, and on steering the company, its managers and its employees, in their concrete business context.
The first module, Strategic Cost Accounting, aims to familiarize the students with the more advanced techniques of cost accounting and strategic management accounting. This module builds on the basics of cost accounting and will allow students to use and evaluate the more advanced techniques in a concrete setting. The module addresses topics related to:
- Cost allocations, Activity Based Costing, Activity Based Management
- Advanced manufacturing technology, JIT, Target Costing, Product life-cycle costing
- Value chain analysis and accounting based on big data
- Customer profitability analysis, competitor analysis
The course module Management Control is the second module of the course Strategic Management Control. Its aim is to provide insights in how financial (accounting, market) and non-financial information can be used to steer all divisions and their employees towards the overall goals of an organization. The module Management Control focuses on:
- The role of management control and management control systems
- The different types of management control and their influences
- Systems of financial results control
- Transfer pricing between different units of an organization
- Performance measuring instruments and their results (including financial and non-financial criteria, the Balanced Score Card and management rewards)
Multinational accounting is the third module of the course Strategic Management Accounting. It builds on the other modules in order to familiarize the students with a number of typical accounting-related issues in an international environment. These issues are not only relevant for accountants and controllers working for a multinational enterprise, but also for management consultants operating in an international environment. The module Multinational Accounting focuses on:
- Management control in an international environment
- Corporate governance in the context of MNEs, the consequences of Sarbanes-Oxley and other corporate governance codes.
- Introduction to International Taxation
- International transfer pricing
Part of the coursework also consists of participation in one or more scientific experiments that investigate a topic related to this course.
Course material
Toledo is being used for this learning activity
Compulsory Course Material
- Powerpoint slides and scientific articles posted on Toledo.
- Handbook: Datar S., M. Rajan (2021) "Horngren’s Cost accounting - a managerial emphasis", Pearson, Global Edition, 17th edition
- Handbook: Merchant, K.A. & W.A. Van der Stede. Management Control Systems, Performance measurement, evaluation and incentives. England, Pearson Education, 4th ed, 2018.
Format: more information
Seminars, in which first the new theory is discussed, are followed by a highly interactive session in which groups of students present their solution to selected case material or present the content of a scientific article.
Guest speakers are invited to share their practical experience with the group. All students are expected to participate activelly during the guest lectures.
During the first lecture, the students form groups of 3 to 5 people.
Each group will be involved in two tasks, usually one case study problem and one scientific article for the whole course of Strategic Management Accounting.
For each case, one group is appointed as the presenter, while a second group is appointed to discuss the answers suggested by the first group.
Both presenter and discussant groups present their solutions on slides to the rest of the group, so that further discussion in the group is possible.
Part of the course also consists of participation in one or more scientific experiments that investigate a topic related to this course.
Evaluation
Evaluation: Strategic Management Control (B-KUL-Y70656)
Explanation
Features of the evaluation
Written exam:
While lectures and discussions during class are in English, students are allowed to answer in Flemish/Dutch during the written exam.
The focus lies on the interpretation of realistic case situations: one or two small cases need to be discussed (different from but similar to the cases discussed in class). In this way, the lecturer will test whether the students know what strategic cost accounting, management control and multinational accounting are about, test whether the students understand the basic concepts, and whether they can apply and discuss the theoretical issues studied in concrete case situations.
Additionally, 2 or 3 short theoretical questions need to be answered, including issues/concepts discussed by the guest lecturers, and the main content of the scientific articles discussed in class.
Coursework:
During the first lecture, the students form groups of 3 to 5 people. Arrangements for the coursework will be made in class.
Each group will be involved in two requirements, usually one case study problem and one scientific article, for the whole course.
For each case study problem, one group is appointed as the presenter, while a second group is appointed to discuss the answers provided by the first group.
Both presenter and discussant groups present their solutions on slides - to be posted on Toledo to the rest of the group - so that further discussion in the group is allowed.
For each scientific article, one group will be appointed to present the main content to the rest of students. Again, the slides will be posted on Toledo so that other students can consult them.
While only one person per group gives the presentation prepared beforehand, all members of the group will be involved in the discussion and should be able to formulate a motivated answer to the questions raised. All members of the group are therefore required to be present. In other words: all group members need to be present to be able to contribute.
In case of illness or absence (during the preparation or the discussion in class), students need to contact the professor during that same week in which their task needed to be presented. These students will be able to catch up for this part by preparing an additional, individual task.
Students who have not participated in all parts of the coursework will get NA (not present) on their total exam. In other words: participation to the coursework is required in order to be able to pass the course of Strategic Management Accounting.
Permanent evaluation:
Apart from all group work, students are expected to particpate during the guest lectures. Their active involvement during these lectures is encouraged. Students that are unable to attend the guest lectures, inform the professor within a week's time, and can make an addition, individual task to compensate for their absence.
Determination of final grades
The final grade is a weighted score and consists of: Written exam: 80% - Coursework (presentation and discussion of groupwork): 20%
The result is calculated and expressed as an integer out of 20.
If the student does not participate in one of the partial evaluations (exam, coursework, presense during the guest lectures), the final grade of the course will be NA (not attended) for the whole course.
Second examination opportunity
The evaluation characteristics and / or the determination of the final result of the second examination opportunity is different from that of the first examination opportunity.
Again, the score will consist of the score on the written exam (80%) and a score from coursework (20%). The coursework needs to be handed in beforehand (before the third exam period starts) and then orally defended in the second exam session.
If the student passed for the coursework during the year (i.e. obtained at least 10/20), he/she will get a waiver for the coursework. If he/she did not pass or did not participate in the coursework so far, 2 new assigments will be allocated: the discussion of one case and of one scientific article.
Again, if the student does not participate in one of the partial evaluations, the final grade of the course will be NA (not attended) for the whole course.
The 'Best result principle' does not apply to the partial evaluations. Retaking the OPO in the next academic year means that all partial examinations must be resat. No component marks are transferred to the next academic year.
For the written examen:
While lectures and discussions during class are in English, students are allowed to answer in Flemish/Dutch during the written exam.
The focus lies on the interpretation of realistic case situations: one or two small cases need to be discussed (different from but similar to the cases discussed in class). In this way, the lecturer will test whether the students know what strategic management accounting, management control and multinational accounting are about, test whether the students understand the basic concepts, and whether they can apply and discuss the theoretical issues studied in concrete case situations.
Additionally, 2 or 3 short theoretical questions need to be answered, including issues/concepts discussed by the guest lecturers, and the main content of the scientific articles discussed in class.
Exam contract
First exam chance for students under an exam contract:
The score of this course is expressed as a number on 20 (the maximum), and calculated as .
follows: Written exam: 80% - Coursework: 20%
Written exam for students under an exam contract:
These students will participate in the written exam together with the other students. See all information above.
Coursework for students under an exam contract:
To compensate for the groupwork, the students under an exam contract will get 1 individual case assignment and 1 scientific article to prepare and orally present immediately after the written exam.
Second exam chance for students under an exam contract: written exam (80%) - coursework (20%). If the coursework has been undertaken successfully during the academic year (i.e. the student obtained at least 10/20), the student will get a waiver. If not, the student will receive additional tasks, which also need to be orally defended (1 case assignment and 1 scientific article to discuss).
Information about retaking exams
See 'Explanation' for further information regarding the second examination opportunity.