UT Dallas Syllabus For Aim6342.0g1.07s Taught by Constantine Konstans (Konstans)

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COURSE COU RSE SYLLABUS SYLLA BUS  School of Management The University of Texas at Dallas

 Accounting and Information Management Programs Course: Strategic Cost Management; AIM6342.0G1  Instructor: Constantine Konstans  Semester: Spring 2007 

| Course Information | Information | Technical Requirements Requirements |  | Course Access Access |  | Communications Communications |  | Assessment |  | Scholastic Dishonesty Dishonesty |  | Course Evaluation | Evaluation | Course Outline | Outline | | Student Assessment

Course Information Course Descripti Descripti on 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 Office: SM 2.403 FAX: 972-883-5968 E-mail: Course internal email as primary contact  Web site: http://www.utdallas.edu/~konstans http://www.utdallas.edu/~konstans   Office Hours: By appointment  Course Descripti Descripti on

This course extends the perspective of cost management/analysis from a primary focus on tactical short-run/micro concerns to an emphasis on strategic long-run/macro issues. The linkage between cost management/analysis and strategy is facilitated by utilizing three powerful strategic management tools: value chain analysis, strategic positioning analysis and cost driv driver er analysis. Supported by thes these e as well as by other financial and non-financial tools, cost management/analysis evolves into Strategic Cost Management (SCM). SCM ex exists ists to support decision-makers as they develop, ccommunicate, ommunicate, implement, evaluate and modify organizational strategy. There are three course themes: 1. Developing new ways of looking at familiar problems and concepts 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: Activity Based Management/Budgeting Economic Value to the Customer Life Cycle Costing

SCM for Line of Business Evaluation SCM for Product/Channel Decisions SCM for Sourcing Decisions

Strategic Cost Drivers Lean Production

Technology Costing Balanced Scorecard

 

 

Strategy and Management Accounting Measuring and Managing Capacity Quality Cost Measurement/Management Value Chain Analysis Target Costing Theory of Constraints Environmental Cost Measurement/Management

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 students will benefit from exposure to Therefore, three professional practitioners will be featured as teleconference guest lecturers on selected aspects of SCM .

the unique perspective of contemporary practitioners. Course Prerequisite

The course is designed for MBA/MS students who have completed the equivalent of AIM 6305 or AIM 6202. Course 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 cases extensively. In order to derive maximum benefit, it is ess essential ential that you mentally "get inside" the case situation. Do not approach a case as you would a chapter in a book or an article in a journal. You are not an observer, but a participant. If a case centers on a decision that needs to be made, put yourself in the shoes of the decision-maker. Feel the frustration (s)he feels with respect respect to data limitations. Feel the pressure (s)he (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. Iare willrequired guide you in your topic presentations (see below). presentations, to find andcase use aand minimum of eight (8) references fromFor thetopic internet or a varietyyou of publications such as, but not necessarily limited to, the Journal of Cost Management, the  Journal of Management Accounting Research;  Accounting, Organizations and Society Societ y; Harvard Business Review;  and Sloan Management Review. I will be available to review your plans for these activities. Professional Linkages  

SCM represents a lucrative, important and growing area for consulting services both domestically and internationally. SCM consulting services are provided provided by management consulting firms as well as by the “Big Four” accounting firms. Course Materials

Texts (and their abbreviations)

 

  COST COST MANAGEMENT: MANAGEMENT: A STRATEGIC STRATEGIC EMPHASIS EMPHASIS 4TH Edition . Irwin/McGraw-Hill, 2008, by E. J. Blocher, D. E. Stout, G. Cokins, and K. H. Chen.

“ BCL”

“ CCM”

CASES IN COST COST MANAGEMENT: MANAGEMENT: A STRATEGIC STRATEGIC EMPHASIS EMPHASIS 3RD  Edition .

South-Western, 2006, by J. Shank. Textbooks and other materials can be ordered online through MBS Direct Virtual Bookstore Bookstore   or site.. They are also available at UTD Bookstore and OffOff-Campus Books web ordering site Campus Books. Back to Top

  Techn Te chnical ical 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). A high-bandwidth connection is recommended.   32 MB system Ram; 200 MB free disk space or sufficient storage   Sound card   CD-ROM capabilities   Microphone and Speakers (or headset) – for Teleconference  





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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.    MS 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). http://som.utdallas.edu/globalmba/gmba_online_services.htm ).   Virus detection/protection software (such as McAfee)    “Plug-ins” including the most current version of RealPlayer (available at: http://www.real.com) and Adobe Acrobat Reader (available at: http://www.real.com ) http://www.adobe.com/products/acrobat/readstep2.html )    A zip file expansion tool such as WinZip or Stuffit Expander Expander (available at: http://www.download.com). http://www.download.com ). 





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Web We b Brow ser Configuration

For WebCT courses workJavaScript properly, you will need of theenabled WebCT. supported enabled and one cookies browsers listed aboveto with It is also

 

important that you set the cache settings of your browser to verify web documents “ Every Every Time” 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  

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  http://netid.utdallas.edu   to initiate your account shortly before or at the start of the semester  semester . Your UTD NetID is your WebCT ID. It is to be used to access all of your UTD WebCT courses plus 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 . 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 NetID FAQs FAQs page.  page. http://webct.utdallas.edu.. The course may be accessed at The URL for the course login page is: http://webct.utdallas.edu any time. class You are required to meet allshould assignment exam site deadlines. in scheduled activities is required. You login toand the course regularlyParticipation (at least three times per week) to check course updates, and 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 HELP on the WebCT Menu Bar to find information and answers. You canweb also site. check For out the Orientation to Online and WebCT   provided WebCT on WebCT’s more WebCT Center information andLearning its learning resources, visit http://www.webct.com 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] Back to Top  

Communications WebCT We bCT built-in communication tools : There are four built-in communication tools to facilitate learning, communication, and collaboration. A course conferencing system, the 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 allows 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 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

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  http://pipeline.utdallas.edu   and login with your UTD NetID anda password as WebCT login). Thefrom Department of Information at UTD provides method for(same students to forward email other accounts to their Resources 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] [email protected] If you would like to reserve a time to meet with a group of your classmates, please send an email one week in advance  to [email protected] [email protected] Be sure to include the course name, student names and email addresses, choi ce of date, a and nd st art and end times.  Once a reservation has been made, students will receive a confirmation email with access instructions. Back to Top  

Student Assessment Grading Gra ding Information

 

Team Case Analysis Team Case Critique Team Topic Presentation Peer Evaluation Timed Final Examination Possible Points

100 80 100 20 100 400

Translation of the total point score into a letter grade will be based on the instructor’s judgment. The letter of grade reflect each student's performance relative to the course and standards expected MBAwill students. Important, Time-Sensitive Requirement  Note: Study teams will be be formed immediately the process, please send send me an e-mail at immediately.. To facilitate the [email protected] [email protected] ,  , with the subject “AIM 6342”, containing the information shown below. 1. Last Name; First Name; UTD Deg Degree ree Program and Expected Graduation Semester 2. Day-Time Telephone Num Number ber and FAX Number; Day and Evening e-Mai e-Maill Addresses 3. Collegiate Degree(s) Earned; Yea Year(s) r(s) Earned; Name(s) of the Granting Institution(s) 4. Number of Earned Collegiate Semes Semester ter Hours of Accounting; W Where here Earned (Institution) (Institution) 5. Name of Current Employer; Your Po Position sition or Title; Months Months with Employer 6. Short Summary of Prior Business E Experience xperience with Most Recent Experience Experience First 7. A Short Statement of Your Career Object Objectives ives and How You Expect This Course to Help

Guidelines on Case Presentation Presentation s

Each team will present one case case during the semester. These will be assigned at the instructor’s discretion on the basis of student interest, “first-come, first-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 private discussion forum. One week prior to due date, team members should provide comments the instructor tentative solution using internal e-mail. will provide by their telephone for enhancing the the casecourse solution. On the weekThe thatinstructor a team case solution is due, a team member should post the team solution on the Discussion Board by Mond ay at 5 P.M. for all students to review.  review.  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, succinctly, yet completely. The second part will be a PowerPoint presentation of the case that could be used in a traditional classroom classroom setting. Prepare no more than 12 slides. Case solutions will be graded using the following criteria:  A. B.

Analyzing each question effectively Identifying and evaluating alternative solutions

20 20

C. D.

Linking the case to strategic issues Organizing the case logically

20 20

 

E.

Quality of the PowerPoint slides Total

20 100

Guidelines on Topic Presentations

Each team will also present one topic. The topic 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 the topic succinctly, yet completely. The second part will be a PowerPoint presentation of the topic that could be used in a traditional classroom setting. Use no more than 12 slides. On the week that a team Topic Presentation is due, a team member should post their PowerPoint presentation on the Discussion Board by Thursday at 5 P.M. for all students to review. Send your reports (preferably in Word) to the Professor directly and not to the students on other teams. Again, the students get only your PowerPoint presentation.  As regards to t o the timing of Case and Topic presentations, they will be evenly distributed distr ibuted so as not to be concentrated in one part of the semester. Topic presentations will be graded using the following criteria:  A. B. C. D. E.

Organization and balance between too much and too little 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

Guidelines on Case Crit Crit iques

Each team will prepare a one-page critique of 8 of the 9 cases presented by other teams. The eight critiques have a maximum value of 10 points each. Cases will be critiqued on the following two criteria (see below) and the teams’ case critiques will be evaluated, as follows, on their responses to the two criteria:  A. B.

Agreement/disagreement with the logic and completeness of conclusions 5 Assessment of strategic issues identified and developed 5 Total 10

On each of the eight weeks that your team case critique is due, a team member should send the critique directly to the instructor by Sunday at 5 P.M. Do not send send the critiques to the students on other teams. Final Exam

Timed case write-up. A short case will be made available 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 and released, you may go back to the exam page and click the “View scores” button istograded review your exam results.

 

 

Scholastic Schola stic Dishone Dishonesty sty The University has policies and discipline procedures regarding scholastic dishonesty. Detailed information is available on the Scholastic Dishonesty  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 Evaluatio Evaluation n  As required by UTD academic regulations, every student must complete complet e an evaluation for f or 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.

Course Outl ine/S ine/Schedul chedul e Date

1/9-1/15 Week 1

CASE (CCM) Lecture #1 -- Cost Management: Strategic versus Conventional  Approaches – Instructor Provides Course Overview

TOPIC/ACTIVITY TOPIC/ACTIVITY

READING (BCL)

Orientation to WebCT and Course Send nd ins tructor time-sensitive time-sensitive Site. Se data requested in syllabus. Class Administration and Team Organization

Voice Conference #1: Professor

outlines the class expectations and assigns groups. 1/15/06; Sunday, 7:00 pm - 8:00 PM 1/16-1/22 Week 2

1/23-1/29 Week 3

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

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

Chapters 1*, 3* & 9*

Lecture #3 – Mavis Machine Shop; Instructor Presents Case to Illustrate SCM

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

Chapters 7* & 9* 

Voice Conference #2: “Live Guest” Speaker: Chuck Thomas ; Director Dire ctor of Financial Analysis; Southwest Airlines

1/29/06; Sunday, 7:00 pm – 8:30 PM.

 

1/30-2/5

Case #1 – #1 – DairyPak  

Topic #1 -- Value Chain Analysis

Chapter 2*

Case #2 – #2 – Morrissey Forgings Forgings

Topic #2 – #2 – Cost Drivers and SCM

Case #3 –  #3 –   American American Investment Investment  Management Services (AIMS) (AIMS)

Topic #3 -#3 -- Strategic Positioning and SCM

Chapters 3* & 12* Chapters 1*, 7* & 9*

Case #4 –  #4 –  Tijuana Bronze  Machining 

Topic #4 -#4 -- Activity Based  Budgeting/Management  Budgeting/M anagement

Week 4

2/6-2/12

 

Week 5

2/13-2/19 Week 6

2/20-2/26 Week 7

Chapter 5*

Voice Conf erence #3: #3: “Live Guest” Speaker: Tom Pryor  

President , ICMS 2/26/06; Sunday, 7:00pm – 8:30 PM. 2/27- 3/5

Case #5 – #5 – Chalice Wines 

Topic #5 – #5 – Quality Cost  Measurement/Management  Measurement/Ma nagement

Chapter 16*

3/6-3/12

Case #6 -#6 -- Montclair Deep Colors 

Topic #6 -#6 -- Target Costing 

Chapter 10*

3/13-3/19

Case #7 – #7 – DEC and    Minicomputers  Case #8 –  Jones Ironworks

Topic #7 -#7 -- Life Cycle Costing

Chapter 10*

Topic #8 – #8 – Learning Curve Analysis  

Chapter 6*

Topic #9 – #9 – Theory of Constraints and SCM

Chapter 10*

Week 8

3/20-3/26 Week 10

3/27-4/2

Case #9 – Tashtego 

Week 11

4/3-4/09 

#10 – Supply Chain Case #10  #10  –– Kinkead Equipment  Topic #10 –

Week 12

4/10-4/16 Week 13

 Management and SCM SCM

Lecture #4 – Balanced Scorecard : Instructor Presentation

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

Chapter 13* Chapters 2* & 17*

Voice Conference #4: “Live Guest ” Speaker: Patt Player Pa By waters   Director, The Group

4/17/06; Monday, 7:00 pm – 9:00 PM.

4/23-4/24 Week 14

Discussion of Final Exam Final Exam : Timed case write-up. Short case available within Course Site as an online exam. Exam must be taken within the scheduled scheduled time window and must be completed online in 2.5 hours.

* Study from designated chapters NOTICE OF POLICY ON CHEATING Students are expected to be above reproach in all scholastic activities. Students who engage in scholastic dishonesty dishonesty are subject to disciplinary  penalties, including the possibility of failure in the course course and dismissal from the University. “Scholastic dishonesty includes but is not limited to cheating, plagiarism, collusion, the submission for credit of any work or materials that are attributable in whole or in part to another person, taking an examination for another person, any act to 3.2, giveSubdivision unfair unfair advantage a or the attempt commit such acts.” (Regents’ Rules and Regulations, Part One, Chapterperson, VI, Section 3, designed Subsection 3.22. to 3.22. This policy will beto strictly enforced.

 

EVALUATION OF INDIVIDUAL CONTRIBUTION TO GROUP  NAME OF EVALUATOR: ________________________________ ___________________________________________ ___________ GROUP NUMBER _____________________  NOTE: Please do not evaluate yourself!  Dimensions of evaluation: evaluation:

A. Distribution of work B. Helpful in explaining difficult topics C. Helpful with ideas, questions and discussion D. Quality and timeliness of work performance E. Leadership and overall collegiality

A  NAME OF TEAM MEMBER

(0-4) 

B (0-4)

C

D

E

Total

(0-4)

(0-4)

(0-4)

(0-20)

Each team member is to be evaluated on a scale of 0 to 4 with 0 being the minimum and 4 the maximum. Rank each team member on all five dimensions. If someone is assigned a total score 20 points, that individual earned the maximum points pertaining to Peer Evaluation.

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