study guide

Topics: Management accounting, Cost accounting, Activity-based costing Pages: 8 (1085 words) Published: March 25, 2014
Spring Term 2014 (BA 341 10:30-11:45 TT)

Professor:Dan SwensonOffice hrs: 5:00-6:00 pm TT and
Office: BA 252E by appointment
E-Mail:Dan.Swenson@asu.eduPhone: 480-967-7479*

*Note: If you call and I am unable to answer the phone, please send me an e-mail message.


This course builds upon, while still emphasizing cost and management accounting topics for manufacturing, merchandising, and service industries. Unlike financial accountants, management accountants are not constrained by externally imposed rules and regulations, e.g., generally accepted accounting principles. Therefore, there are no rulebooks or standards to memorize. Instead, the management accountant must focus on deciding what information is useful and relevant for decision making within the firm and how to provide such information in a timely, cost effective, and understandable manner. The course is designed to help you learn how to analyze complex information sets, apply concepts to new facts and situations, and explain accounting terms and concepts in non-technical jargon.


While listed as an accounting course, this course is more concerned with the economic and managerial use of accounting information than it is with the generation of accounting numbers. The need to make financial plans and to make sound financial decisions arises frequently in both our personal and our professional lives. This course introduces concepts of financial analysis, which address this need. When you have successfully completed this course you will have a sound basic understanding of how accounting information is used in the economic conduct of any enterprise.


Cornerstones of Cost Accounting, Hansen and Mowen (2013), South-Western Cengage Learning. Article/Case: Time-Driven ABC, by Robert Kaplan. HBP Case # 9-106-068 Cases:
Kemps LLC: Introducing Time-Driven ABC, by Robert Kaplan. HBP Case # 9-106-001 Colorscope, Inc., by V. G. Narayanan and Joseph Chu. HBP Case # 9-197-040 Citibank: Performance Evaluation, by Antonio Davilia and Robert Simons. HBP Case # 9-198-048 PowerPoint slides and problem printouts from “Blackboard.”


The course will be conducted using lecture and lecture-discussion formats. Lectures will be used to clarify, expand upon, and supplement the assigned material. All assigned reading should be completed prior to the lecture. A large portion of the learning in this course will occur outside the classroom. You should study the chapter material and PPT slides, and you should review the assigned problems prior to class. GRADING CRITERIA

Tentatively, your grade will be determined as follows:
Exams 60% 300
Cases, articles, in-class assignments and homework* 40 200
Total 100% 500

*The number of points is approximate. The homework problems listed in the syllabus will not be collected. Occasionally, however, you might have outside assignments that will be collected. You will be able to “drop” one of the in-class assignments.


98.0 % or aboveA+
92.0 % to 97.9 %A
90.0 % to 91.9 %A -
88.0 % to 89.9 %B+
82.0 % to 87.9 %B
80.0 % to 81.9 %B -
78.0 % to 79.9 %C+
70.0 % to 77.9 %C
60.0 % to 69.9 %D
Below 60 %E

Unethical behavior by corporations has been linked with negative performance outcomes; the same is true of unethical student behavior. It is expected that students will neither participate in nor condone activities such as cheating or plagiarism. You are expected to do your own work on all individual exercises and the exams. I encourage you to speak to other students about the issues, but do not share work or answers. Failure to follow this policy may result in zero points for both the receiver and provider (if involved). Also, the instructor may take...
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