Module Title: Strategic Management Accounting Module Code: APC309 Individual assignment SUNDERLAND BUSINESS SCHOOL Date: 16/04/2011 Introduction: As Gowthope (2005‚ p.148) said that: “A budget is a plan‚ expressed in financial and/or more general quantitative terms‚ which extends forward for a period into the future. Budgets are widely used in organisations of all types and sizes.” –Budgeting actually refers to the process that‚ after the strategic plan of the business has been made
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What is strategic management accounting (SMA) Discuss the conceptual framework of strategic management accounting (SMA) Roslender & Hart‚ 2003 SMA is best understood as a generic approach to accounting for strategic positioning. It is defined by an attempt to integrate insights from management accounting and marketing management within a strategic management framework. To date‚ the attribute costing technique has been the most compelling development within SMA. Its focus on costing the benefits
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ACCG330: Strategic Management Accounting LECTURE 12 CONTROL PROBLEMS AND PRACTICES IN MULTINATIONAL ORGANISATIONS ACCG330 Readings: Anthony & Govindarajan (2007‚ pp.678-696) ACCG330 Strategic Management Accounting Session 1‚ 2012 Learning Objectives 1. Describe management control problems and practices in multinational corporations. 2. Explain problems and issues associated with global organisations: i. Cultural differences and their impact on management controls. ii. Transfer
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Key financials & Employees Arsenal Turnover Profit (Loss) before Taxation Net Tangible Assets (Liab.) Shareholders Funds Profit Margin Return on Shareholders Funds Return on Capital Employed Liquidity Ratio (x) Gearing (%) Number of Employees Chelsea Turnover Profit (Loss) before Taxation Net Tangible Assets (Liab.) Shareholders Funds Profit Margin Return on Shareholders Funds Return on Capital Employed Liquidity Ratio (x) Gearing (%) Number of Employees Man U Turnover
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Strategic Management Accounting 2014 / 15 Level 6 Module Code 44-6785-00C Sheffield Business School Module leader - Richard Watkinson TABLE OF CONTENTS Page What’s this module about? 3 How will this module deliver the relevant industry sector skills and competencies? 3 How will this module be delivered? 4 Assessment Package 5 How will Blackboard be used with this module? 5 How will student feedback be obtained on this module and how will this be
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Kay Sunderland: Making the Grade at Attain Learning Q1. Describe Sunderland’s management and work style. What are her sources of power? Sunderland’s management style can be defined as formal‚ and efficient‚ always setting expectations at the outset of a project‚ tough but fair. She has a great strategic mind-set and provides insightful critiques and suggestions. Sunderland is not afraid to speak her mind and she pushed to develop the best product for the clients. On the other hand she is somewhat
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Describe Sunderland’s management and work style. What are her sources of power? Sunderland is a kind of person who wants everything under her control. When Sunderland was recruited into Attain learning‚ one of the main reasons why she joined Attain as an account director is because of the opportunity to assume more responsibility and also because she felt more in control over the projects. Also her co-workers describes her as a control freak. Besides‚ she pushes people to give their best. She has
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the evolution of strategic management accounting. In order to understand the future of strategic management research‚ it is important to provide a historical perspective on the origins of the observed changes and evolutions in the development of the field. The evolution of management accounting in the last century can be also assessed on historical grounds. Figure 1 below shows four main theoretical frameworks that can be used to describe the development of management accounting. Contingency Theory
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STRATEGIC MANAGEMENT ACCOUNTING STUDY GUIDE 4.1 Case Study Part 1: Renewable energy product lines Case Study Part 2: Using the conventional ABC approach to assign indirect manufacturing costs Case Study Part 3: Using the TDABC approach to assign indirect manufacturing costs Case Study Part 4: Identifying the target cost per unit Case Study Part 5: Reassessing the allocation of indirect manufacturing costs for the Solarheat 1 Case Study Part 6: BPM and the Solarheat 1 manufacturing
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Approaches to the strategic management of people There are a number of models of SHRM and in this unit we will look at three: • The best practice view. • The best fit view. • The resourcebased approach. The best practice view This view starts from the premise that a single set or ‘bundle’ of HR policies and practices will lead to better organisational performance‚ sustained over a lengthy period‚ whatever the prevailing business circumstances. What are these socalled best
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