ACM014: Management Decision Making and Performance Evaluation

Module code: ACM014

Module provider: Business Informatics, Systems and Accounting; Henley Business School

Credits: 20

Level: 7

When you'll be taught: Semester 1

Module convenor: Dr Ekililu Salifu, email: e.salifu@henley.ac.uk

Pre-requisite module(s):

Co-requisite module(s):

Pre-requisite or Co-requisite module(s):

Module(s) excluded:

Placement information: NA

Academic year: 2024/5

Available to visiting students: No

Talis reading list:

Last updated: 19 November 2024

Overview

Module aims and purpose

This module introduces the theory and practice of management accounting in relation to organisational decision-making, planning, control and performance evaluation. Please note that qualitative and quantitative models will be used in the module. Therefore, basic numeric skills are essential.

Module learning outcomes

By the end of the module, it is expected that students will be able to:

1. Explain the role of management accounting in providing information to managers for decision-making, planning, control and performance evaluation
2. Describe and discuss the changes taking place in the business environment and their influence on management accounting systems and practices
3. Produce solutions to practical decision-making, planning, control and performance evaluation scenarios by applying management accounting concepts and techniques
4. Recognise the qualitative aspects of decision-making, planning, control and performance evaluation and appraise these in relation to management problems
5. Analyse, summarise and synthesise selected academic and professional literature relevant to management decision making and performance evaluation
6. Organise and present information clearly, succinctly and in the required format, both under timed conditions and in assessed work

Module content

The module will cover:

• The role and nature of management accounting
• Cost terms and concepts
• Cost volume profit analysis
• Decision making using variable and marginal costing
• Full costing including activity based costing
• Pricing decisions
• Budgeting and management control
• Standard costing and variance analysis
• Performance measurement and management
• Financial statement analysis and interpretationÌýÌý

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Structure

Teaching and learning methods

Lectures of two hours per week will be used for the exposition of major concepts, principles and techniques under consideration. These will be followed by two hour workshops where the principles are applied through numerical examples and discussion.Ìý
Structured activities are designed to develop independent learning skills, including reflection on the processes of learning. Students are encouraged to develop additional IT skills through use of relevant web resources and electronic communication techniques, including Blackboard.

Study hours

At least 32 hours of scheduled teaching and learning activities will be delivered in person, with the remaining hours for scheduled and self-scheduled teaching and learning activities delivered either in person or online. You will receive further details about how these hours will be delivered before the start of the module.

Please note the independent study hours above are notional numbers of hours; each student will approach studying in different ways. We would advise you to reflect on your learning and the number of hours you are allocating to these tasks.

Semester 1 The hours in this column may include hours during the Christmas holiday period.

Semester 2 The hours in this column may include hours during the Easter holiday period.

Summer The hours in this column will take place during the summer holidays and may be at the start and/or end of the module.

Assessment

Requirements for a pass

Students need to achieve an overall module mark of 50% to pass this module.

Summative assessment

Penalties for late submission of summative assessment

The Support Centres will apply the following penalties for work submitted late:

Assessments with numerical marks

• where the piece of work is submitted after the original deadline (or any formally agreed extension to the deadline): 10% of the total marks available for that piece of work will be deducted from the mark for each working day (or part thereof) following the deadline up to a total of three working days;
• the mark awarded due to the imposition of the penalty shall not fall below the threshold pass mark, namely 40% in the case of modules at Levels 4-6 (i.e. undergraduate modules for Parts 1-3) and 50% in the case of Level 7 modules offered as part of an Integrated Masters or taught postgraduate degree programme;
• where the piece of work is awarded a mark below the threshold pass mark prior to any penalty being imposed, and is submitted up to three working days after the original deadline (or any formally agreed extension to the deadline), no penalty shall be imposed;
• where the piece of work is submitted more than three working days after the original deadline (or any formally agreed extension to the deadline): a mark of zero will be recorded.

Assessments marked Pass/Fail

• where the piece of work is submitted within three working days of the deadline (or any formally agreed extension of the deadline): no penalty will be applied;
• where the piece of work is submitted more than three working days after the original deadline (or any formally agreed extension of the deadline): a grade of Fail will be awarded.

The University policy statement on penalties for late submission can be found at: /cqsd/-/media/project/functions/cqsd/documents/qap/penaltiesforlatesubmission.pdf

You are strongly advised to ensure that coursework is submitted by the relevant deadline. You should note that it is advisable to submit work in an unfinished state rather than to fail to submit any work.

Formative assessment

Formative assessment is any task or activity which creates feedback (or feedforward) for you about your learning, but which does not contribute towards your overall module mark.

Tutorials are an opportunity to receive oral feedback on a variety of small group tasks, oriented around close case studies of a range of organisations. Through this informal feedback mechanism students are able to practice and develop various skillsets related to case study analysis and the communication of ideas and arguments in a coherent manner.Ìý

Reassessment

Additional costs