UT Dallas Syllabus for aim6342.0g1 05s taught by Constantine Konstans (konstans)

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COURSE SYLLABUS  SYLLABUS   School of Management The University of Texas at Dallas

 Accounting  Account ing and Informatio Information n Management Management Programs Programs Course: Strategic Cost Management, AIM6342.0G1   Instructor: Constantine Konstans  Konstans   Semester: Spring 2005  2005  | Course Information Information |  | Technical Requirements Requirements |  | Course Access | Access | Communications | Communications  | | Student Assessment | Assessment | Scholastic Dishon Dishonesty esty |  | Course Evaluation | Evaluation | Course Outline Outline |  |

Course Information Course Description Instructor:   Instructor:

Constantine Konstans, Ph.D., CPA, CMA, CIA, CFE Professor of Accounting and Information Management

Executive Director, Institute for Excellence in Corporate Governance Telephone:  972-883-6345 Telephone:  Office: SM 2.403 FAX: 972-883-5968 E-mail: Course internal email  email as primary contact  http://www.utdallas.edu/~konstans  Web site: site : http://www.utdallas.edu/~konstans   Office Hours: By appointment  appointment  Course Description This course extends the perspective of cost management/analysis from a primary focus on tacticall short-run/micro concerns to an emphasis on strategic long-run/macro issues. The tactica linkage between cost management/analysis and strategy is facilitated by utilizing three powerful strategic management tools: value chain analysis, strategic positioning analysis and cost driver analysis. Supported Supported by these as well as by other financial financial and non-financial tools, cost management analysis evolves into Strategic Cost Management (SCM). SCM exists to support decision-makers as they develop, communicate, implement, evaluate and modify organizational strategy. There are three course themes: 1. Developing new ways of looking at familiar problems and concepts – an SCM look at such familiar issues as product line profitability, make/buy or new product introduction. 2. Introducing some relatively new and/or interesting topics/tools in cost analysis that facilitate SCM, to include but not limited to: a. Activity Based Management/Budgeting

SCM for Line of Business Evaluation

b. to the Customer c. Economic Life Cycle Value Costing

SCM Decisions SCM for for Product/Channel Sourcing Decisions

 

  d. Strategi Strategic c Cost Drivers e. Target Costing f.

Value Chain Analysis

g. Lean Production

Technology Costing Environmental Cost Measurement/Management Quality Cost Measurement/Management Balanced Scorecard

h. Strategy and Management Accounting Measuring and Managing Capacity i. Theory of Constraints and Throughput Accounting 3. Interacting with practitioners of SCM. This course is designed for students who plan to pursue careers as management consultants, as internal consultants or as business managers. Regardless of the career path selected, all students will benefit from exposure to the unique perspective of contemporary practitioners. Therefore, two professional consultants will be featured as teleconference guest lecturers on selected aspects of SCM . SCM . In addition, recorded presentations of others will be available for students. Course Cours e Prerequisite Prerequisite

The course is designed for MBA/MS students who have completed Accounting for Managers (AIM 6305) or its equivalent. Course Approach  Approach  The course will rely heavily on student-intensive activities. Student teams will have the responsibility for presenting case analyses and topics as shown in the course schedule below. Course Preparation and Participation Each student must accept the responsibility for course preparation. Thus, for each session, every student must study the assigned readings and analyze the assigned cases. In addition, each student is expected to participate actively in teleconferences and “chat room” sessions. The course uses cases extensively. In order to derive maximum benefit, it is essential that you mentally "get inside" case situation. Do an notobserver approach aa case as you would a chapter in on a a book or an article article in athe journal. You are not but participant. If a case centers decision that needs to be made, put yourself in the shoes of the decision-maker. Feel the frustration (s)he feels with respect to data limitations. limitations . Feel the pressure (s)he feels with respect to difficult tradeoffs, limited resources, potential conflicts, etc. Share your ideas with others as we work jointly to resolve the issues. I will guide you in your case and topic presentations (see below). For topic presentations, you are required to find and use a minimum of three references from the internet or a variety of publications such as, but not necessarily limited to, the Journal of Cost Management , the  the  Journal of Management Accounting Research; Research; Acco  Accountin unting, g, Organiz Organizations ations and Society  Society ; Harvard Business Review ; and Sloan Management Review . I will be available to review your plans for these activities.

 

  Professional Linkages  Linkages  SCM represents a lucrative, important and growing area for consulting services both domestic ally and internationally. SCM consulting services are provided by management consulting firms as well as by the “Big Four” accounting firms. Course Materials Texts (and their abbreviations) “BCL”

COST MANAGEMENT: A STRATEGIC STRATEG IC EMPHASIS 3d. 3d. Irwin/McGr Irwin/McGraw-Hill, aw-Hill, 2005, by E. J. Blocher, K. H. Chen, G. Cokins and T. W. Lin.

“CCM”

CASES IN COST MANAGEMENT: A STRATEGIC EMPHASIS Second Edition. Edition. South-Western, 2001, by J. Shank.

Textbooks and other materials can be ordered online through MBS Direct Virtual Bookstore Bookstore or  or site.. They are also available at UTD Bookstore and OffOff-Campus Books web ordering site Campus Books. Back to Top  Top 

Technical Requirements In addition to a confident level of computer and Internet literacy, certain minimum technical requirement must be met to enable a successful learning experience. Technical requirements include but are not limited to: Hardware   A Pentium processor or equivalent Mac system; system ; Windows 98/Me/2000/XP or Mac OS 9.x or OS X 10.1.   Internet access with 56.6 modem (minimum). (minimum ). A high-bandwidth high-bandwidth connection is recommended. •



  32 MB system Ram; Ram; 200 MB free disk space or sufficient storage   Sound card   CD-ROM capabilities Software   Internet Explorer 5.0 to 6.0 (but 5.5 SP1 not supported), or Netscape Navigator 6.2.x (see notes notes)) and 7.0 (4.78, 4.79 and 6.0-6.1 not supported), or AOL 7.0 and 8.0. See browser configuration information below.  below.    MS Office Office 2000 is the minimum standard. (Microsoft software is available at a nominal cost from the UTD/Microsoft Program. For more information, visit the Global MBA Online Student Service web page at: http://som.utdallas.edu/globalmba/gmba_online_services.htm ).   Virus detection/protection detection/protecti on software (such as McAfee)  McAfee)    “Plug-ins” including the most current version of RealPlayer (available (available at: •













) and Adobe Acrobat Reader (available http://www.real.com )  at: http://www.adobe.com/products/acrobat/readstep2.html

 

  A zip file expansion tool such as WinZip or Stuffit Expander (available at: ).  http://www.download.com ). 



Web Browser Configuration For WebCT courses to work properly, you will need one of the WebCT supported browsers listed above with JavaScript enabled and cookies cookies enabled. enabled. It is also important that you set the cache settings of your browser to verify web documents “Every Time”. The Time”. The methods for configuring these settings vary among browsers. Please follow this web link provided by WebCT to tune-up your browser: http://www.webct.com/tuneup/ http://www.webct.com/tuneup/.. Back to Top Top  

Course Access and Navigation This course was developed using a web course tool called WebCT. It is to be delivered entirely online. You will be notified by email about the course access information at the start of the course. You’ll need to have a UTD NetID and password to access the course. If you have not set up a UTD NetID account yet, please go to the UTD NetID page at http://netid.utdallas.edu   to initiate your account shortly before or at the start of the semester . Your UTD NetID is your WebCT ID. It is is to be used to access ac cess all of your UTD WebCT courses pl plus us other UTD computing systems e.g. your UTD email account. Please note that it’s required that your account password to be updated every 6-12 months months. UTD IR will send you reminding messages to your UTD email account towards the time when your password is getting expired. To update your password, please login at the above NetID page. For more information, please visit the FAQs page. NetID FAQs page. The URL for the course login page is: http://webct.utdallas.edu. http://webct.utdallas.edu. The course may be accesse accessed d at any time. You are required to meet all assignment and exam deadlines. Participation in scheduled class activities is required. You should login to the course site regularly (at least three times tim es per week) to check course updates, and discussion discussion board messages . You’ll access the “My WebCT” page after you login. The page lists all courses that you have registered for. You can click the course title to access the course Home Page which displays several icon links. Clicking each icon link will take you to different subsidiary pages containing the course content elements or built-in course tools. Some navigation components such as the Navigation Bar with Course Menu on the left side, the Menu Bar and the path link on the top, and the Action Menu on the content page can help you navigate within the course site. To get started with a WebCT course, please see the Getting started: Student WebCT Orientation link. Orientation  link. For more information about WebCT tool usage, please see the WebCT Student Help Index. Index. Within the course site, you can always click clic k HELP HELP on  on the WebCT Menu Bar to find information and answers. You can also check out the Orientation Center to Online Learning and WebCT provided WebCT  provided on WebCT’s web site. For more WebCT information and its learning resources, visit http://www.webct.com . If you have any problems with your UTD account or any problem with the UTD WebCT server, you may email to: [email protected] or [email protected] or call the UTD Computer Helpdesk at: 972-883-2911. If you encounter any technical difficulties within the course site, please send an email to [email protected] [email protected]

 

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Communications WebCT built-in communication communication tools: tools: There are four built-in communication communicati on tools to facilitate learning, communication, and collaboration. A course conferencing system, the Discussion Discussion,, allows communication among all course participants. Discussion topics or groups can be set up for topic discussions and homework assignments. You can use the course Mail tool to communicate privately with the instructor and any class participants. The Chat tool can be used for real-time communication among course participates. Please see specific information for accessing Chat tool. tool. Finally there is a graphic interface Whiteboard  tool which allo allows ws real-time interaction among course participants. If necessary, I will schedule times to use the Chat and/or Whiteboard tools for office hours and/or class discussion sessions. Small groups may also use the Chat tool tool for group discussions. Interaction with Instructor : I will communicate with students mainly using the Discussion board. Students may send personal concerns or questions to me using the course Email tool. I will reply to student emails or Discussion board messages within 3 working days under normal circumstances. Emailing:: Besides using the WebCT course internal email, if there is any need, students may Emailing contact me via external regular emails. UTD provides each student with a free email account that is to be used in all communication with university personnel. This allows the university to maintain a high degree of confidence in the identity of all individuals corresponding and the security of the transmitted information. Beginning September 1, 2004, the Administration has informed faculty to require any email communications to be through UTD email accounts. To access your UTD email, please go to: http://pipeline.utdallas.edu and http://pipeline.utdallas.edu and login with your UTD NetID and password (same as WebCT login). The Department of Information Resources at UTD provides a method for students to forward email from other accounts to their UTD address and have their UTD mail sent to other accounts. Students may go to the following URL to establish the email forwarding if necessary: http://netid.utdallas.edu http://netid.utdallas.edu.. For any assistance with UTD email account, call 972-883-2911 or email [email protected] a[email protected] System: UTD maintains a telephone conferencing system. All  Meeting  Meet ing P lace lace  TeleConference System: participants in the course can use the system for teleconferences throughout the semester. Participants access a meeting by dialing either a “972” area code number or a toll free number if outside the Dallas area (but within the continental U.S.) with a touch tone phone. When prompted, you will enter a code. If a teleconference is scheduled for the course, you will be notified of the time and given access instructions. A class teleconference is usually recorded and can be reviewed over the phone after the conference. Please see TeleConference Guide  Guide   for general instructions. If you would like to reserve a time to meet with a group of your classmates, please send an [email protected] Be sure to include the course email one week in advance  to [email protected] name, student names and email addresses, choice of date, and start and end times. Once times.  Once a reservation has been made, students will receive a confirmation email with access instructions. Top  Back to Top 

 

 

Student Assessment Grading Information Team Case Analysis and Critiques Team Topic Presentation and Critiques Timed Final Examination Possible Points

100 100 100 300

Translation of the total point score into a letter grade will be based on the instructor’s judgment. The letter grade will reflect each student's performance relative to the course and standards expected of MBA students. Important / Time-Sensitive: Important Time -Sensitive: Study teams will be formed immediately at the start of the course and posted on the Discussion Board. To facilitate the process, the following information, formatted as shown below, must be sent to the instructor immediat immediately ely upon log log g ing -in to to the course  through course internal e-mail. 1. Last Name; First Name; UTD Degree Program and Expected Graduation Semester 2. Day-Time Telephone Number and FAX Number; Day and Evening e-Mail e- Mail Addresses 3. Collegiate Degree(s) Earned; Year(s) Earned; Name(s) of the Granting Institution(s) 4. Number of Earned Collegiate Semester Hours of Accounting; Where Earned (Institution) 5. Name of Current Employer; Your Position or Title; Months with Employer 6. Short Summary of Prior Business Experience with Most Recent Experience First 7. A Short Statement of Your Career Objectives and How You Expect This Course to Help Guidelines on Case Presentations Each team will present one case during the semester. These will be assigned at the instructor’s discretion on the basis of student interest, “first-come, fi firstrst-serve”, serve”, and other criteria. Two weeks prior to the week that a team’s case solution is due, team members should discuss the case and develop a tentative solution using various modes of communication to include the use of the team’s private discussion forum. One week prior to due date, team members should provide the instructor their tentative solution using the course internal e-mail. The instructor will provide comments for enhancing the case solution by return e-mail or other form of communication.. On the week that a team case solution is due, a team member should post the communication team solution on the Discussion Board by Wednesday morning at 10 A.M. A.M . for all students to review. By Friday at 6 P.M., P.M ., the other teams will post their one-page critique of the case solution on the Discussion Discuss ion Board. Team critiques should be developed through interaction among members of the critiquing teams using their teams’ own discussion forums or other means of communication. communi cation. Critiques will represent 10% of the each team’s “Case Analysis” and “Topic Presentation” grades. Grades will reflect the team’s ability to critically analyze the case

 

or topic. Teams should use the same criteria in preparing the critiques critiques of cases and topics as the instructor uses in grading the cases and topics (see below). The case solution will be in two parts. The major part will be a written report that does not exceed six pages, double-spaced exclusive of exhibits. The report should address each of the case questions succinctly, yet completely. The second part will be a PowerPoint presentation of the case that could be used in a traditional classroom clas sroom setting. Use no more than 15 slides. Case solutions will be graded using the following criteria:  A  A.. B. C. D. E.

Analyzing Analyzing each question effectively effectively Identifying and evaluating alternative solutions Linking the case to strategic issues Organizing the case logically Quality of the PowerPoint slides Total

20 20 20 20 20 100

Guidelines on Topic Presentations Each team will present one topic. The procedure for team topic presentations and critiques is the as for team case presentations critiques regarding critical events and timing, the same requirement for one-page one -page critiques by and non-presenting teams, etc. However, the their timing of case presentations will try to spread each team’s workload fairly evenly over the semester. Topic presentations will be graded using the following criteria:  A  A.. B. C. D. E.

Organization Organization and balance balance between between too too much and too littl little e detail Well researched with emphasis on the important aspects of a topic Linking the case study to strategic issues covered in the course “Cutting edge” developments are identified and introduced. Quality of the PowerPoint slides Total

20 20 20 20 20 100

Final Exam Timed case write-up. Short case available within Course Site as an online exam. Exam must be taken within the scheduled time window and must be completed online in 2.5 hours. You can access the exam by clicking the Final Exam icon and then clicking the available exam title link. The exam is timed and can only be accessed once within the scheduled time window. Please read the on-screen instructions carefully before you click the Begin Quiz button. After the exam is graded and released, you may go back to the exam page and click the “View scores” button to review your exam results. Top  Back to Top 

Scholastic Dishonesty The University has policies and discipline procedures regarding scholastic dishonesty. Detailed information is available on the Scholastic Dishonesty web Dishonesty web page. All students are expected to maintain a high level of responsibility with respect to academic honesty. Students who violate

 

University rules on scholastic dishonesty are subject to disciplinary penalties, including the possibility of failure in the course and/or dismissal from the University. Since such dishonesty harms the individual, all students and the  integrity of the University, policies on scholastic dishonesty will be strictly enforced.

Course Evaluation  As required required by UTD ac academic ademic regulatio regulations, ns, every every student student must complete an eval evaluati uation on for each enrolled course at the end of the semester. An online instructional assessment form will be made available for your confidential use. Please look for the course evaluation link on the course Homepage towards the end of the course. Back to Top Top  

Course Outline/Schedule Date

Case (CCM)

1/10-1/16

Topic/Activity Orientation to WebCT and Course Site. Send instructor instructor timetime sensitive data requested in syllabus.

Week 1

Reading (BCL) Chapter 1

Lecture #1 Cost Management: Strategic versus Conventional Approaches – Instructor Provides Course Overview. PowerPoint slides and streaming audio available under “Course Materials” on the course site. Teleconference #1:1/16/05; #1:1/16/05; 9:00 10:00 PM Call: 972-231-5379 972-2 31-5379 (or toll free within continental USA: 1-800-910-2280). Enter the Meeting ID as: 6342. Please use this same info for all the following meetings.

1/17-1/23 Week 2

Lecture #2  #2  Baldwin Bicycles ; Instructor Presents Case to Illustrate SCM.

PowerPoint slides and streaming audio available under “Course Materials” on the course site.

Chapter 2

 

1/24-1/30 Week 3

Lecture #3  Mavis Machine Shop; Instructor Presents Case to Illustrate Illu strate SCM SC M

PowerPoint slides and streaming audio available under “Course Materials” on the course site.

1/30-2/6

Case #1  #1 

Week 4

Bridgewater Castings  

Teleconference #2: #2: 1/30/05; 9:10  – 10:30 10:30 PM. PM. Topic #1  Cost Drivers and SCM.

2/7-2/13

Case #2 DairyPak  Case #3 Montclair Deep Colors

Topic #2  #2  Value Chain Analysis. Analysis . Topic #3  #3  Target Costing  

Chapter 4

Case #4  #4  Chalice Wines

Topic #4  #4  Quality Cost Measurement/Management.   Measurement/Management.

Chapter 6

Case #5 Tijuana Bronze Machining

Topic #5  #5   Activity Based Management Management Budgeting

Chapter7

Spring Break Case #6 Jones Ironworks  Ironworks 

Spring Break Topic #6  #6  Learning Curve Analysis  Analysis  

Week 5

2/14-2/20 Week 6

2/21-2/27 Week 7

2/28- 3/6 Week 8

3/7-3/13 3/14-3/20

3/21-3/27 Week 10

3/28-4/3 Week 11

 

 

Case #7 Wellington Wellingt on Chemicals Chemicals Case #8 Boston Creamery

Teleconference #3: #3: “Live” Guest Speaker: 3/20/05, 7:00 – 8:30 PM  PM  Topic #7  #7  Strategic Positioning and SCM. Topic #8  #8  Supply Chain Management and SCM.   SCM.

Chapter 3

Chapter 5

Chapters 15 & 17 Chapter 16

Case #9  #9  Kinkead Equipment

Topic #9  #9  Technology Costing and SCM.  SCM. 

Chapter 8

Lecture #4  Balanced Scorecard :  Instructor Presentation

PowerPoint slides and streaming audio available under “Course Materials” on the course site.

Chapter 18

Week 13

4/244/25

Teleconference #4: #4: “Live” Guest Speaker: 4/17/05, 7:00 – 8:30 PM Final Exam: Exam: Timed case write-up. Short case available within Course Site as an online exam. Exam must be taken within the scheduled time window and must be completed online in 2.5 hours.

4/4-4/10  Week 12

4/11-4/17

Week 14

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