management accounting assignment

What is Managerial Accounting?

Managerial accounting techniques, 1. margin analysis, 2. constraint analysis, 3. capital budgeting, 4. inventory valuation and product costing, 5. trend analysis and forecasting, additional resources, managerial accounting.

The identification, measurement, analysis, and interpretation of accounting information for internal decision-making

Managerial accounting (also known as cost accounting or management accounting) is a branch of accounting that is concerned with the identification, measurement, analysis, and interpretation of accounting information so that it can be used to help managers make informed operational decisions.

Managerial Accounting - Image of a business executive looking a financial report projected to an LCD wall

Unlike financial accounting, which is primarily concentrated on the coordination and reporting of the company’s financial transactions to outsiders (e.g., investors, lenders ), managerial accounting is focused on internal reporting to aid decision-making.

Managerial accountants need to analyze various events and operational metrics in order to translate data into useful information that can be leveraged by the company’s management in their decision-making process. They aim to provide detailed information regarding the company’s operations by analyzing each individual line of products, operating activity, facility, etc.

In order to achieve its goals, managerial accounting relies on a variety of different techniques, including the following:

Margin analysis is primarily concerned with the incremental benefits of optimizing production. Margin analysis is one of the most fundamental and essential techniques in managerial accounting. It includes the calculation of the breakeven point that determines the optimal sales mix for the company’s products.

The analysis of the production lines of a business identifies principal bottlenecks, the inefficiencies created by these bottlenecks, and their impact on the company’s ability to generate revenues and profits.

Capital budgeting is concerned with the analysis of information required to make the necessary decisions related to capital expenditures. In capital budgeting analysis, managerial accountants calculate the net present value (NPV) and the internal rate of return (IRR) to help managers to decide on new capital budgeting decisions.

Inventory valuation involves the identification and analysis of the actual costs associated with the company’s products and inventory. The process generally implies the calculation and allocation of overhead charges, as well as the assessment of the direct costs related to the cost of goods sold (COGS) .

Trend analysis and forecasting are primarily concerned with the identification of patterns and trends of product costs, as well as with the recognition of unusual variances from the forecasted values and the reasons for such variances.

Accounting Cycle

Capital Expenditures

Three Financial Statements

Accounting Test

See all accounting resources

Share this article

Create a free account to unlock this Template

Access and download collection of free Templates to help power your productivity and performance.

Already have an account? Log in

Supercharge your skills with Premium Templates

Take your learning and productivity to the next level with our Premium Templates.

Upgrading to a paid membership gives you access to our extensive collection of plug-and-play Templates designed to power your performance—as well as CFI's full course catalog and accredited Certification Programs.

Already have a Self-Study or Full-Immersion membership? Log in

Access Exclusive Templates

Gain unlimited access to more than 250 productivity Templates, CFI's full course catalog and accredited Certification Programs, hundreds of resources, expert reviews and support, the chance to work with real-world finance and research tools, and more.

Already have a Full-Immersion membership? Log in

1.1 Define Managerial Accounting and Identify the Three Primary Responsibilities of Management

Financial accounting process provides a useful level of detail for external users, such as investors and creditors, but it does not provide enough detailed information for the types of decisions made in the day-to-day operation of the business or for the types of decisions that guide the company long term. Managerial accounting is the process that allows decision makers to set and evaluate business goals by determining what information they need to make a particular decision and how to analyze and communicate this information. Let’s explore the role of managerial accounting in several different organizations and at different levels of the organization, and then examine the primary responsibilities of management.

Three friends who are recent graduates from business school, Alex, Hana, and Gillian, have each just begun their first postgraduation jobs. They meet for lunch and discuss what each of their jobs entails. Alex has taken a position as a market analyst for a Fortune 500 company that operates in the shipping industry. Her first assignment is to suggest and evaluate ways the company can increase the revenue from shipping contracts by 10 percent for the year. Before tackling this project, she has a number of questions. What is the purpose of this analysis? What type of information does she need? Where would she find this information? Can she get it from a basic income statement and balance sheet? How will she know if her suggestions for pricing are creating more shipping contracts and helping to meet the company’s goal? She begins with an analysis of the company’s top fifty customers, including the prices they pay, discounts offered, discounts applied, frequency of shipments, and so on, to determine if there are price adjustments that need to be made to attract those customers to use the company’s shipping services more frequently.

Hana has a position in the human resources department of a pharmaceutical company and is asked to research and analyze a new trend in compensation in which employers are forgoing raises to employees and are instead giving large bonuses for meeting certain goals. Her task is to ascertain if this new idea would be appropriate for her company. Her questions are similar to Alex’s. What information does she need? Where would she find this information? How would she determine the impact of this type of change on the business? If implemented, what information would she need to assess the success of the plan?

Gillian is working in the supply chain area of a major manufacturer that produces the various mirrors found on cars and trucks. Her first assignment is to determine whether it is more cost effective and efficient for her company to make or purchase a bracket used in the assembly of the mirrors. Her questions are also similar to her friends’ questions. Why is the company considering this decision? What information does she need? Where would she find this information? Would choosing the option with the lowest cost be the correct choice?

The women are surprised by how similar their questions are despite how different their jobs are. They each are assigned tasks that require them to use various forms of information from many different sources to answer an important question for their respective companies. Table 1.1 provides possible answers to each of the questions posed in these scenarios.

Questions	Possible Answers

What is the purpose of this analysis?	To determine a better way to price their services
What type of information does she need?	Financial and nonfinancial information, such as the number of contracts per client
Where would she find this information?	Financial statements, customer contracts, competitor information, and customer surveys
Can she get it from a basic income statement and balance sheet?	No, she would need to use many other sources of information
How will she know if her suggestions for pricing are creating more shipping contracts and helping to meet the company’s goal?	By using a means to evaluate the success, such as by comparing the number of contracts received from each company before the new pricing structure with the number received after the pricing change of contracts

What information does she need?	Financial and nonfinancial information, such as how other companies have implemented this idea, including the amount of the bonus and the types of measures on which the bonus was measured
Where would she find this information?	Mostly from internal company sources, such as employee performance records, but also from industry and competitor sources
How would she determine the impact of this type of change on the business?	Perform surveys to determine the effect of the bonus method on employee morale and employee turnover; she could determine the effect on gross revenue of annual bonuses versus annual raises
If implemented, what information would she need to assess the success of the plan?	Measuring employee turnover; evaluating employee satisfaction after the change; assessing whether the performance measures being used to determine the bonus were measures that truly impacted the company in a positive manner

Why is the company considering this decision?	Management likely wants to minimize costs, and this particular part is one they believe may be more cost effective to buy than to make
What information does she need?	She needs the cost to buy the part as well as all the costs that would be incurred to make the part; whether her company has the ability (capacity) to make the part; the quality of the part if they buy it compared to if they make it; the ability of a supplier of the part to deliver on time
Where would she find this information?	She would find the information from internal records about production costs, from cost details provided by the external producer, and from industry reports on the quality of production from the external supplier
Would choosing the option with the lowest cost be the correct choice?	The lowest-cost option may not be the best choice if the quality is subpar, if the part is not delivered in a timely manner and thus throws off or slows production, or if the use of a purchased part will affect the relationship between the company and the car manufacturer to whom the mirror is ultimately sold

The questions the women have and the answers they require show that there are many types of information that a company needs to make business decisions. Although none of these individuals is given the title of manager, they need information to help provide management with the information necessary to make decisions to move the company forward with its strategic plan. The scenarios of the three women are not unique. These types of questions occur every day in businesses across the world.

Some decisions will be more clearly appropriate for higher-level management. For example, Lynx Boating Company produces three different lines of boats (sport boats, pontoon boats, and large cruisers). All three boat lines are profitable, but the pontoon boat line seems to be less profitable than the other two types of boats. Management may want to consider abandoning the pontoon line and using that additional capacity to produce one of the other more profitable lines. They would need detailed financial information in order to make such a decision.

Link to Learning

This short video goes inside a manufacturing process to show you how machines, people, planning, implementation, efficiency, and costs interact to arrive at a finished product.

Service organizations also face decisions that require more detailed information than is available in financial accounting statements. A company’s financial statements aggregate information for the company as a whole, but for most managerial decisions, information must be gathered in a timely manner at a product, customer, or division level. For example, the management of City Hospital is considering the purchase of four new magnetic resonance imaging (MRI) machines that scan three times faster than their current machines and thus would allow the hospital’s imaging department to evaluate eight additional patients each day. Each machine costs $425,000 and will last five years before needing to be replaced. Would this be a wise investment for City Hospital? Hospital management would need the appropriate information to assess the alternatives in order to make this decision. Throughout your study of managerial accounting, you will learn about the types of information needed to make these decisions, as well as techniques for analyzing this information. First, it is important to understand the various roles managers play in the organization in order to understand the types of information and the level of detail that are needed. Most of the job responsibilities of a manager fit into one of three categories: planning, controlling, or evaluating.

The model in Figure 1.2 sums up the three primary responsibilities of management and the managerial accountant’s role in the process. As you can see from the model, the function of accomplishing an entity’s mission statement is a circular, ongoing process.

One of the first items on a new company’s agenda is the creation of a mission statement . A mission statement is a short statement of a company’s purpose and focus. This statement should be broad enough that it will encompass future growth and changes of the company. Table 1.2 contains the mission statement of three different types of companies: a manufacturer, an e-commerce company, and a service company.

Company	Mission Statement
Dow Chemical	“To passionately create innovation for our stakeholders at the intersection of chemistry, biology, and physics.”
Starbucks	“To inspire and nurture the human spirit—one person, one cup, and one neighborhood at a time.”
Google	“Our mission is to organize the world’s information and make it universally accessible and useful.”

Once the mission of the company has been determined, the company can begin the process of setting goals , or what the company expects to accomplish over time, and objectives , or the targets that need to be met in order to meet the company’s goals. This is known as planning . Planning occurs at all levels of an organization and can cover various periods of time. One type of planning, called strategic planning , involves setting priorities and determining how to allocate corporate resources to help an organization accomplish both short-term and long-term goals. For example, one hotel may want to be the low-price, no-frills, clean alternative, while another may decide to be the superior quality, high-price luxury hotel with many amenities. Obviously, to be successful, either of these businesses must determine the goals necessary to meet their particular strategy.

Typically, a strategic plan will span any number of years an organization chooses (three, five, seven, or even ten years), and often companies will have multiple strategic plans, such as one for three years, one for five years, and one for ten years. Given the time length involved in many plans, the organization also needs to factor in the potential effects of changes in their senior executive leadership and the composition of the board of directors.

What types of objectives are part of a strategic plan? Strategic objectives should be diverse and will vary from company to company and from industry to industry, but some general goals can include maximizing market share, increasing short-term profits, increasing innovation, offering the best value for the cost, maintaining commitment to community programs, and exceeding environmental protection mandates.

From a managerial accounting perspective, planning involves determining steps or actions to meet the strategic or other goals of the company. For example, Daryn’s Dairy, a major producer of organic dairy products in the Midwest, has made increasing the market share of its products one of its strategic goals. However, to be truly effective, the goals need to be defined specifically. For example, the goals might be stated in terms of percentage growth, both annually and in terms of the number of markets addressed in their growth projections.

Also, Daryn’s planning process would include the steps the company plans to use to implement to increase market share. These plans may include current-year plans, five-year plans, and ten-year plans.

The current-year plan may be to sell the company’s products in 10 percent more stores in the states in which it currently operates. The five-year plan may be to sell the products internationally in three countries, and the ten-year plan may be to acquire their chief competitor and, thus, their customers. Each of these plans will require outlining specific steps to reach these goals and communicating those steps to the employees who will carry out or have an impact on reaching these goals and implementing these plans.

Planning can involve financial and nonfinancial processes and measures. One planning tool discussed in Budgeting is the budgeting process, which requires management to assess the resources—for example, time, money, and number and type of employees needed—to meet current-year objectives. Budgeting often includes both financial data, such as worker pay rates, and nonfinancial data, such as the number of customers an employee can serve in a given time period.

A retail company can plan for the expected sales volume, a hospital can plan for the number of x-rays they expect to administer, a law firm can plan the hours expected for the various types of legal services they perform, a manufacturing firm can plan for the level of quality expected in each item produced, and a utility company can plan for the level of air pollutants that are acceptable. Notice that in each of these examples, the aspect of the business that is being planned and evaluated is a qualitative (nonfinancial) factor or characteristic. In your study of managerial accounting, you will learn about many situations in which both financial and nonfinancial data or information are equally relevant. However, the qualitative aspects are typically not quantified in dollars but evaluated using some other standards, such as customers served or students advised.

While these functions are initially stated in qualitative terms, most of these items would at some point be translated into a dollar value or dollar effect. In each of these examples, the managerial accounting function would help to determine the variables that would help appropriately measure the desired goal as well as plan how to quantify these measures. However, measures are only useful if tracked and used to determine their effectiveness. This is known as the control function of management.

Controlling

To measure whether plans are meeting objectives or goals, management must put in place ways to assess success or lack of success. Controlling involves the monitoring of the planning objectives that were put into place. For example, if you have a retail store and you have a plan to minimize shoplifting, you can implement a control, such as antitheft tags that trigger an alarm when someone removes them from the store. You could also install in the ceilings cameras that provide a different view of customers shopping and therefore may catch a thief more easily or clearly. The antitheft tags and cameras serve as your controls against shoplifting.

Managerial accounting is a useful tool in the management control function. Managerial accounting helps determine the appropriate controls for measuring the success of a plan. There are many types of controls that a company can use. Some controls can be in the form of financial measures, such as the ratio for inventory turnover, which is a measure of inventory control and is defined as Cost of Goods Sold ÷ Average Inventory, or in the form of a performance measure, such as decreasing production costs by 10 percent to help guide or control the decisions made by managers. Other controls can be physical controls, such as fingerprint identification or password protection. Essentially, the controlling function in management involves helping to coordinate the day-to-day activities of a business so that these activities lead to meeting corporate goals.

Without controls, it is very unlikely a plan would be successful, and it would be difficult to know if your plan was a success. Consider the plan by Daryn’s Dairy to increase market share. The plan for the first year was to increase market share by selling the company’s products in 10 percent more stores in the states in which the company already operates. How will the company implement this plan? The implementation, or carrying out, of the plan will require the company to put controls in place to measure which new stores are successfully selling the company’s products, which products are being sold the most, what the sales volume and dollar value of the new stores are, and whether the sales in these new stores are affecting the volume of sales in current stores. Without this information, the company would not know if the plan is reaching the desired result of increased market share.

The control function helps to determine the courses of action that are taken in the implementation of a plan by helping to define and administer the steps of the plan. Essentially, the control function facilitates coordination of the plan within the organization. It is through the system of controls that the actual results of decisions made in implementing a plan can be identified and measured. Managerial accounting not only helps to determine and design control measures, it also assists by providing performance reports and control reports that focus on variances between the planned objective performance and the actual performance. Control is achieved through effective feedback, or information that is used to assess a process. Feedback allows management to evaluate the results, determine whether progress is being made, or determine whether corrective measures need to be taken. This evaluation is in the next management function.

Managers must ultimately determine whether the company has met the goals set in the planning phase. Evaluating , also called assessing or analyzing , involves comparing actual results against expected results, and it can occur at the product, department, division, and company levels. When there are deviations from the stated objectives, managers must decide what modifications are needed.

The controls that were put into place to coordinate the implementation of a particular company plan must be evaluated so that success can be measured, or corrective action can be taken. Consider Daryn’s Dairy’s one-year plan to increase market share by selling products in 10 percent more stores in the states in which the company currently operates. Suppose one of the controls put into place is to measure the sales in the current stores to determine if selling the company’s products in new stores is adding new sales or merely moving sales from existing stores. This control measure, same-store sales, must be evaluated to determine the effect of the decision to expand the selling of products within the state. This control measure will be evaluated by comparing sales in the current year in those stores to sales from the prior year in those same stores. The results of this evaluation will help guide management in their decision to move forward with their plan, to modify the plan, or to scrap the plan.

As discussed previously, not all evaluations will involve quantitative or financial measures. In expanding market share, the company wants to maintain or improve its reputation with customers and does not want the planned increased availability or easier access to their products to decrease customer perceptions of the products or the company. They could use customer surveys to evaluate the perceived effect on the company’s reputation as a result of implementing this one-year plan. However, there are many ways that companies can evaluate various controls. In addition to the financial gauges, organizations are now measuring efficiencies, customer development, employee retention, and sustainability.

Managers spend their time in various stages of planning, controlling, and evaluating. Generally, higher-level managers spend more time on planning, whereas lower-level managers spend more time on evaluating. At any level, managers work closely with the managerial accounting team to help in each of these stages. Managerial accountants help determine whether plans are measurable, what controls should be implemented to carry out a plan, and what are the proper means of evaluation of those controls. This would include the type of feedback necessary for management to assess the results of their plans and actions. Management accountants generate the reports and information needed to assess the results of the various evaluations, and they help interpret the results.

To put this in context, think about how you will spend your weekend. First, you are the manager of your own time. You must plan based on your workload and on how much time you will spend studying, exercising, sleeping, and meeting with friends. You then control how your plan is implemented by setting self-imposed or possibly group meeting–imposed deadlines, and last, you evaluate how well you carried out your plan by gathering more data—such as grades on assignments, personal fulfillment, and number of hours of sleep—to determine if you met your plans (goals). Not planning, controlling, and evaluating often results in less-than-desirable outcomes, such as late assignments, too little sleep, or bad grades. In this scenario, you did not need a separate managerial accountant to help you with these functions, because you could manage planning, controlling, and evaluating on your own. However, in the business world, most businesses will have both managers and managerial accountants. Table 1.3 illustrates some examples.

	Sales	Human Resources	Logistics
Planning	What are our expected sales for each product in each geographic region? How much should be budgeted for salaries and commissions for our salespeople?	How much should we budget for salary and wage increases for the year? How much should we plan to spend on safety and training for the year?	Should we invest in radio-frequency identification (RFID) processors to enable computer tracking of inventory? How much raw material should be ordered and delivered to ensure timely delivery of our finished products to our customers?
Controlling	Are we meeting expected sales growth in each region? Are each of the salespeople meeting their sales projections?	Is our projected budget for wages and salaries sufficient? Are we meeting our safety and training goals?	Are our products being delivered to our customers in a timely manner, and at what cost? Are we dealing with stock-outs in inventory? If so, what is that costing us?
Evaluating	How do our actual sales compare to our forecasted or budgeted sales? What sales promotions are our competitors offering, and what effect is it having on our market share?	Would it be cheaper to hire temporary employees to get through our “busy” season or to pay our current employees for overtime?	What are the cost differences in starting our own delivery service versus continuing to use other carriers? Should we outsource the manufacturing of a component part or continue to make it ourselves? What are the price differences?

Evaluating On-Campus versus Off-Campus Living

The principal purpose of managerial accounting is to deliver information useful for management decision-making. Many of the techniques used in managerial accounting are useful for decisions in your everyday life. In choosing whether to live on campus or off campus, how might you use planning, controlling, and evaluating in your decision-making process? What types of financial and nonfinancial information might you need?

Creating a list of financial and nonfinancial goals to be accomplished in your next year in college
Determining how much each alternative will cost, including utilities, food, and transportation, and creating a budget

Controlling:

Using an expense recording app to monitor your expenses
Monitoring the effectiveness of your study time as reflected in your grades
Monitoring your physical health to measure if your living arrangements are conducive to staying healthy

Evaluating:

Assessing the effectiveness of your living arrangements by measuring your grades, bank account, and general happiness
Cost of staying in dorm versus the cost of an apartment or house
Estimate of differences in other costs, such as utilities, food, and additional transportation

Nonfinancial:

Convenience of location of dorm versus apartment or house
Quality of living experience including number of roommates, ability to have own room, study environment differences
Length of rental term of dorm versus apartment or house
Where you plan to live in the summer, what you plan to do during that time

Think It Through

Us small business administration.

Many students who study managerial accounting will work for a small business, and some may even own a small business. In order to operate a small business, you need an understanding of managerial accounting, among other skills. The US Small Business Administration is an agency within the federal government that has the sole purpose of supporting small businesses. You can find a plethora of information on their website, https://www.sba.gov/.

What are some of the steps in creating a small business?
What are the top ten reasons given for a business failure?
How could an understanding of managerial accounting help a small business owner?
1 “Mission and Vision.” DOW. https://www.dow.com/en-us/about-dow/our-company/mission-and-vision
2 “Our Starbucks Mission Statement.” Starbucks. https://www.starbucks.com/about-us/company-information/mission-statement
3 “About.” Google. https://www.google.com/about/

This book may not be used in the training of large language models or otherwise be ingested into large language models or generative AI offerings without OpenStax's permission.

Want to cite, share, or modify this book? This book uses the Creative Commons Attribution-NonCommercial-ShareAlike License and you must attribute OpenStax.

Access for free at https://openstax.org/books/principles-managerial-accounting/pages/1-why-it-matters

Authors: Mitchell Franklin, Patty Graybeal, Dixon Cooper
Publisher/website: OpenStax
Book title: Principles of Accounting, Volume 2: Managerial Accounting
Publication date: Feb 14, 2019
Location: Houston, Texas
Book URL: https://openstax.org/books/principles-managerial-accounting/pages/1-why-it-matters
Section URL: https://openstax.org/books/principles-managerial-accounting/pages/1-1-define-managerial-accounting-and-identify-the-three-primary-responsibilities-of-management

© Jul 16, 2024 OpenStax. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike License . The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo are not subject to the Creative Commons license and may not be reproduced without the prior and express written consent of Rice University.

ACCOUNTING FOR MANAGEMENT

Content Overview

Introduction to financial accounting
Accounting principles and concepts
Accounting cycle
Special journals/subdivision of journal
Financial assets
Accounting for accounts receivables
Accounting for marketable securities
Depreciation, impairments and depletion
Current liabilities
Capital and revenue items
Accounting for non-trading concerns
Accounting for consignment
Statement of cash flows
Stockholder's equity
Dilutive securities and EPS
Variable and absorption costing
Cost volume and profit relationships
Standard costing and variance analysis
Capital budgeting techniques
Inventory costing methods
Service department costing
Cost volume and profit (CVP) relationships
Accounting ratios
Accounting for accounts receivable
Stockholders' equity
Classifications of cost
Job order costing system
Process costing system
Joint products and by-products
Cost, volume and profit relationships














	'); document.write(' '); } --> '); document.write(''); } -->

Here you can download a number of additional case studies to help you in your studies of Management Accounting. These are available in either Microsoft Word or Adobe PDF formats.

If you do not have Microsoft Word or Adobe Acrobat on your system, you may wish to download free, read-only versions of these programs from the and Web sites.

If you do not have zip software on your system, you may wish to download a free, read-only version of the program from the Web Site.

Browse Course Material

Course info.

Prof. Mozaffar Khan

Departments

Sloan School of Management

As Taught In

Operations Management

Learning Resource Types

Management accounting and control, assignments.

This course has four types of asssignments: individual case assignments, group case assignments, class participation, and class presentations.

Group Composition

Each group should consist of no more than three members. Please form your group on the first day of class, and then e-mail the names of your group members to the TA. Please sit with your group members in class .

Case Assignments

You will be required to write-up and submit two cases over the semester. One case should be prepared and submitted individually, while another should be prepared and submitted by your group. The class schedule indicates which cases are due to be submitted, and when.

The format of the submitted case analysis should be as follows: typed, double spaced, 12 font, standard margins; first page should be an Executive Summary of your analysis; this should be followed by a maximum of three pages of text, and then any exhibits and / or references. You should identify relevant issues, the objectives and constraints of the decision maker, and your recommendation for how the issues might be resolved. Your recommendation of a course of action for the case protagonist should be the focal point of your analysis. In other words, your analysis and arguments should jointly lead to, and support, your recommendation. In the course of leading up to your recommendation, you should, of course, evaluate the effect of alternative courses of action.

There should be no collaboration among students on cases to be prepared and submitted individually.

Class Participation

A case-based class requires active student engagement in, and ownership of, the class discussions. My role in class will be to facilitate the discussion, to draw out differing perspectives, to challenge you and to manage diversions. In other words, you will be the panel and I will be the moderator. Class participation marks will be awarded to your group, rather than to you individually. The TA will be present in each class to observe your group’s participation and record these marks. You can view your participation marks twice over the semester: the day following the midterm exam (Ses #13), and at the end of the semester. Please note that attendance and participation on the last two days of class (Ses #23 and Ses #24) is especially important, and absence on those days will be penalized.

Class Presentation

Each group will deliver a class presentation on one of the two days reserved for this activity. Your goal is to present an important management accounting issue that was confronted in a company, and how it was addressed. The issue (and company) can be from your own experience, or you may have otherwise heard of it. If it is from your own personal experience, you may choose to withhold the name of the company. In your presentation, clearly identify the issue first (based on the topics we cover during the semester), provide background on the company and its strategic environment, describe how the company responded, and then evaluate the company’s response. The more interesting situations may be ones where you would have responded differently, had you been the decision maker, based on what you have learned in class, and situations that illustrate misalignment of incentives and failure of management control systems. Each presentation will last about 15 minutes, though we might adjust the length of time down depending on the number of groups. Before the presentation, you should submit a hard copy of your slides to the TA. Finally, don’t forget to mention briefly, in the introduction, the source (personal experience, other) of the issue you are presenting.

You are leaving MIT OpenCourseWare

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

We're Hiring!
Help Center

Assignment on Management Accounting

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

We're Hiring!
Help Center
Find new research papers in:
Health Sciences
Earth Sciences
Cognitive Science
Mathematics
Computer Science
Academia ©2024

General & Introductory Accounting
Corporate / Managerial Accounting

Management Accounting, 5th Edition

ISBN: 978-1-394-26353-0

September 2024

PREFER DIGITAL VERSIONS OF YOUR TEXTBOOKS?

Get instant access to your Wiley eBook. Buy or rent eBooks for a period of up to 150 days.

Leslie G. Eldenburg , Albie Brooks , Gillian Vesty , Nicolas Pawsey

Introduction of an Excel Primer authored by Neale Blackwood, providing foundational skills essential for effective utilization of Excel in management accounting tasks.
Substantial integration of Excel usage throughout the textbook, featuring screencasts of worked problems to reinforce understanding and application.
Integration of Environmental, Social, and Governance (ESG) considerations across multiple chapters, emphasizing their significance in contemporary management accounting practices.
Expansion and updating of the chapter dedicated to sustainability management accounting, incorporating recent developments and insights into sustainable business practices.
Exploration of the applications of data analytics and Artificial Intelligence (AI) in management accounting, offering valuable insights into emerging technologies shaping the field.
Incorporates the latest local developments and knowledge, ensuring relevance to current practices and standards – this is the most up-to-date text in the Australian and New Zealand market.
Condensed into 21 chapters, providing comprehensive coverage suitable for two Management Accounting (MA) units.
Emphasizes the role of management accounting information in facilitating effective decision-making processes.
Utilizes a student-friendly approach, employing diagrams and extensive examples within and at the conclusion of chapters for enhanced comprehension.
Offers comprehensive examples throughout the text, demonstrating various cost accounting techniques and calculations.
Features substantial Excel resources, including screencasts of worked example exercises accessible via the e-Book, and an Excel primer in Chapter 1, designed to enhance foundational Excel skills essential for management accounting.
Integrates discussions on Environmental, Social, and Governance (ESG) considerations within the context of management accounting throughout the text.
Explores the applications of data analytics and Artificial Intelligence (AI) in finance, providing insights into emerging trends and technologies.

Accounting Quiz Help
Accounting Case Study Help
Accounting Assignment Helper
Take My Accounting Exam
Accounting Capstone Project Help
Advanced Accounting Assignment Help
Accounting Midterm Assignment Help
Final Year Accounting Project Help
Urgent Accounting Assignment Help
College Accounting Assignment Help
Graduate Accounting Assignment Help
Doctorate Accounting Assignment Help
Undergraduate Accounting Assignment Help
International Accounting Assignment Help
Taxation Assignment Help
Business Accounting Assignment Help
Managerial Accounting Assignment Help
Corporate Accounting Assignment Help
Financial Accounting Assignment Help
Cost Accounting Assignment Help

Mastering Managerial Accounting Assignments: A Comprehensive Guide to Success

Submit Your Managerial Accounting Assignment

Get a FREE Quote

Claim Your Offer Today

Ace your accounting assignments this fall with our special offer. At www.accountingassignmenthelp.com, we're offering 20% off on all fall semester assignments for students. Don't miss this chance to excel in your studies while saving big. Contact us now and secure your discount!

A Comprehensive Guide for Success in Managerial Accounting Assignments

Understand the Basics:

Stay organized:, microsoft excel:, quickbooks:, sap business one:, scenario-based problem solving:, budget creation for real businesses:, performance metrics in action:, utilizing cost-volume-profit (cvp) analysis:, seek additional resources:, stay updated on industry trends:, time management is crucial:, review and revise:, conclusion:.

The realm of managerial accounting can be intricate, demanding a nuanced approach. In this comprehensive guide, we will delve into an in-depth exploration of effective strategies and practical tips to empower you in solving your managerial accounting assignment successfully. From grasping the fundamentals to leveraging advanced tools, we've got you covered every step of the way.

To embark on a journey of managerial accounting mastery, start at the roots. Understand the fundamental concepts that serve as the building blocks of this discipline. Delve into topics such as cost behavior, cost allocation, budgeting, variance analysis, and break-even analysis. A robust foundation in these areas will fortify your ability to unravel the intricacies presented in your assignments.

Begin by familiarizing yourself with various costing methods, such as job order costing and process costing. Recognize the distinctions between variable and fixed costs, as well as direct and indirect costs. The deeper your understanding of these basics, the more confidently you can approach more complex problems in your assignments.

success in managerial accounting assignment

Here are five fundamental points that one needs to grasp before diving into managerial accounting assignments:

Understanding Cost Classification:

Managerial accounting revolves around the analysis of costs within an organization. It's crucial to comprehend how costs are classified. The two primary classifications are variable costs and fixed costs. Variable costs change proportionally with the level of activity, such as direct materials and direct labor. Fixed costs, on the other hand, remain constant regardless of the level of activity, such as rent and salaries. Understanding these distinctions is essential for accurate cost analysis.

Example: Consider a manufacturing company. Direct materials, like the raw materials used in production, are variable costs, while rent for the factory space is a fixed cost.

Cost Behavior and Analysis:

Building on cost classifications, one must understand how costs behave in response to changes in production or activity levels. Variable costs fluctuate with changes in activity, while fixed costs remain constant. This understanding is crucial for predicting and budgeting, as well as for making decisions that impact costs.

Example: If a company increases its production, variable costs like raw materials and direct labor will increase proportionally. Fixed costs, such as factory rent, will remain unchanged.

Budgeting and Forecasting:

Managerial accountants are often involved in the budgeting process. Budgets are financial plans that outline expected revenues, costs, and expenses over a specific period. Grasping the principles of budgeting, including the creation of master budgets, flexible budgets, and cash budgets, is essential. This skill helps organizations plan and control their financial activities.

Example: A sales budget outlines the expected sales for a period, while a production budget details the units that need to be produced to meet those sales targets.

Variance Analysis:

Variance analysis involves comparing actual financial results to budgeted or expected results. Understanding the reasons behind the differences (variances) is critical for managerial decision-making. Variances can be favorable or unfavorable, and identifying their causes enables management to take corrective actions.

Example: If actual production costs are higher than budgeted, variance analysis helps determine whether the variance is due to increased costs of raw materials or inefficiencies in the production process.

Break-Even Analysis:

Break-even analysis helps determine the level of sales or production at which a company covers all its costs and neither makes a profit nor incurs a loss. This analysis involves understanding fixed and variable costs, contribution margin, and the break-even point. It's a valuable tool for decision-making and assessing the financial feasibility of various options.

Example: Knowing the break-even point is crucial when considering whether to launch a new product, as it helps determine how many units need to be sold to cover all costs.

Organizational skills are paramount when navigating the landscape of managerial accounting assignments. Establish a dedicated study schedule that aligns with your strengths and peak concentration periods. Break down the assignment into manageable sections, and set realistic goals for each study session.

Moreover, employ tools like to-do lists, calendars, and project management apps to keep track of deadlines and priorities. Staying organized not only alleviates the stress associated with looming assignments but also enhances your ability to maintain focus and sustained effort throughout the entire process.

Use Relevant Software:

In the digital age, proficiency in accounting software is indispensable. Platforms like Microsoft Excel, QuickBooks, or specialized accounting tools can significantly enhance your efficiency in solving managerial accounting problems. Excel, in particular, is a powerful tool for data analysis, financial modeling, and creating dynamic reports.

Here are some key software tools that can greatly enhance your efficiency and effectiveness in tackling managerial accounting tasks:

Overview: Microsoft Excel is a versatile spreadsheet software widely used in managerial accounting for data analysis, financial modeling, and creating reports. It provides a robust platform for performing complex calculations, organizing financial data, and generating graphical representations.

Key Features:

Formulas and Functions: Excel offers a vast array of formulas and functions, including SUM, IF, VLOOKUP, and more, facilitating various calculations.
Pivot Tables: Pivot tables are instrumental in summarizing and analyzing large sets of data, enabling you to extract meaningful insights.
Charts and Graphs: Excel's charting capabilities assist in visually representing financial data, making it easier to interpret and present.

Example Use Case:

Creating a budget spreadsheet with income and expense categories, utilizing formulas to calculate totals and variances.

Overview: QuickBooks is an accounting software designed for small and medium-sized businesses. It streamlines financial processes, including invoicing, expense tracking, and payroll management, making it an invaluable tool for managerial accountants.

General Ledger: QuickBooks maintains a detailed general ledger, offering a comprehensive view of financial transactions.
Financial Reporting: The software generates customizable financial reports, aiding in the analysis of profitability, cash flow, and other key metrics.
Budgeting: QuickBooks facilitates the creation and tracking of budgets, providing real-time comparisons between actual and planned financials.
Recording and categorizing daily transactions, generating financial statements, and tracking budget performance.

Overview: SAP Business One is an enterprise resource planning (ERP) software that integrates various business functions, including accounting and finance. It's suitable for larger organizations with complex financial structures.

Integrated Financial Management : SAP Business One seamlessly integrates financial data with other business processes, ensuring consistency and accuracy.
Cost Tracking: The software allows for detailed cost tracking across different departments and projects.
Advanced Reporting: SAP Business One provides advanced reporting tools for in-depth financial analysis.
Managing financial transactions across departments, tracking costs for specific projects, and generating comprehensive financial reports.

Proficiency in these software tools empowers managerial accountants to efficiently manage financial data, analyze trends, and generate insightful reports. While the specific software used may vary based on organizational needs, developing skills in these tools will undoubtedly enhance your ability to excel in managerial accounting assignments and contribute meaningfully to the financial decision-making process.

Apply the Concepts Practically:

In the realm of managerial accounting, the application of theoretical knowledge to real-world scenarios is the crucible where expertise is forged. Applying concepts practically is more than an academic exercise; it is a dynamic process that hones critical thinking skills and fosters a deeper understanding of how financial principles operate in business contexts.

Practical application involves solving problems that mirror actual business situations. For instance, consider a scenario where a manufacturing company faces fluctuations in production demand. Applying managerial accounting concepts in this context would entail devising a production budget that aligns with sales forecasts, managing variable and fixed costs, and implementing cost-control measures to adapt to the changing environment.

Crafting budgets for real businesses provides a tangible application of managerial accounting. Suppose you're tasked with creating a budget for a startup. This entails forecasting revenues, estimating expenses, and strategically allocating resources. By doing so, you not only grasp the theoretical aspects but also develop the skills needed to navigate the complexities of financial planning in practical business settings.

Explore how performance metrics influence managerial decisions. For example, in a retail setting, analyze how metrics like return on investment (ROI) and gross profit margin impact decisions such as inventory management and pricing strategies. By practically applying these metrics, you gain insights into how financial indicators steer operational choices within a business.

Take on scenarios where Cost-Volume-Profit analysis becomes paramount. Imagine a service-oriented business contemplating expansion. Applying CVP analysis involves assessing how changes in sales volume or pricing might affect profitability. This hands-on application provides a nuanced understanding of the delicate balance between costs, volumes, and profits in practical decision-making.

In the dynamic field of managerial accounting, seeking additional resources is a cornerstone for academic and professional success. Beyond textbooks and classroom lectures, diverse resources such as online tutorials, academic journals, and industry publications provide invaluable perspectives and real-world examples. Joining study groups or engaging in online forums fosters a collaborative learning environment, offering opportunities for discussion and exposure to diverse problem-solving approaches. This multifaceted approach not only enriches your understanding of complex topics but also broadens your perspective on how managerial accounting principles are applied in various industries.

Embracing additional resources is akin to unlocking a treasure trove of knowledge, propelling you towards a deeper and more nuanced comprehension of managerial accounting concepts. In a landscape where continuous learning is paramount, the proactive pursuit of diverse resources becomes a strategic tool for mastering the intricacies of managerial accounting assignments.

Managerial accounting is inherently linked to the dynamic business environment. To truly excel in your assignments, stay informed about current industry trends, changes in regulations, and emerging technologies. Follow reputable business publications, attend webinars, and engage with industry professionals to gain insights into the latest developments.

For instance, if your assignment involves cost analysis for a manufacturing company, be aware of advancements in production technologies that could impact costs. Understanding the broader business context not only enriches your assignments but also positions you as a forward-thinking accounting professional.

Effective time management is the linchpin of success when tackling managerial accounting assignments. Procrastination can be a formidable adversary, so start early and allocate sufficient time for research, analysis, and revision. Break down the assignment into manageable milestones, and establish a timeline that allows for iterative improvements.

Consider implementing time management techniques, such as the Pomodoro Technique, to enhance your focus and productivity. Additionally, recognize the importance of balancing your workload by prioritizing tasks based on complexity and deadlines. Consistently meeting assignment deadlines not only contributes to your academic success but also hones your ability to manage time efficiently – a skill highly valued in the professional realm.

In the intricate landscape of managerial accounting, review and revise stands as a pivotal stage in the journey toward mastery. Beyond the completion of an assignment, this phase is a meticulous examination that demands dedicated attention. Reviewing involves a comprehensive scrutiny of calculations, ensuring accuracy and precision, while revision seeks to refine and optimize the overall presentation. This iterative process is not merely a formality but a commitment to excellence.

Seeking feedback from peers, instructors, or online communities becomes paramount, providing invaluable insights for continuous improvement. In essence, this encapsulates the ethos of managerial accounting—an unwavering dedication to precision, a pursuit of clarity, and an unwavering commitment to delivering work that not only meets standards but surpasses them.

In the dynamic world of managerial accounting, mastery is not a destination but a continuous journey of learning and refinement. Armed with a solid understanding of the basics, organizational prowess, proficiency in relevant software, practical application of concepts, a thirst for additional resources, awareness of industry trends, effective time management, and a commitment to continuous improvement, you are well-equipped to navigate the challenges of managerial accounting assignments.

By consistently applying these expert tips, you not only enhance your academic performance but also develop a skill set that is highly sought after in the professional realm. So, as you embark on your managerial accounting assignments, approach them not as hurdles but as opportunities to sharpen your analytical acumen and emerge as a proficient and confident accounting professional. Remember, you have the tools; now, it's time to solve your managerial accounting assignments with precision and flair.

Our popular services.

Search Search Please fill out this field.

What Is Managerial Accounting?

How It Works
Managerial vs. Financial Accounting

Types of Managerial Accounting

The bottom line.

Corporate Finance

Managerial Accounting Meaning, Pillars, and Types

Managerial accounting is the practice of identifying, measuring, analyzing, interpreting, and communicating financial information to managers for the pursuit of an organization's goals.

Managerial accounting differs from financial accounting because the intended purpose of managerial accounting is to assist users internal to the company in making well-informed business decisions.

Key Takeaways

Managerial accounting involves the presentation of financial information for internal purposes to be used by management in making key business decisions.
Techniques used by managerial accountants are not dictated by accounting standards, unlike financial accounting.
The presentation of managerial accounting data can be modified to meet the specific needs of its end-user.
Managerial accounting encompasses many facets of accounting, including product costing, budgeting, forecasting, and various financial analysis.
This differs from financial accounting, which produces and disseminates official financial statements for public consumption that conform to prevailing accounting standards.

Investopedia / Jessica Olah

How Managerial Accounting Works

Managerial accounting aims to improve the quality of information delivered to management about business operation metrics. Managerial accountants use information relating to the cost and sales revenue of goods and services generated by the company. Cost accounting is a large subset of managerial accounting that specifically focuses on capturing a company's total costs of production by assessing the variable costs of each step of production, as well as fixed costs. It allows businesses to identify and reduce unnecessary spending and maximize profits.

The pillars of managerial accounting are planning, decision-making, and controlling. In addition, forecasting and performance tracking are key components. Through this focus, managerial accountants provide information that aims to help companies and departments in these key areas.

Managerial Accounting vs. Financial Accounting

The key difference between managerial accounting and financial accounting relates to the intended users of the information. Managerial accounting information is aimed at helping managers within the organization make well-informed business decisions, while financial accounting is aimed at providing financial information to parties outside the organization.

Financial accounting must conform to certain standards, such as generally accepted accounting principles (GAAP). All publicly held companies are required to complete their financial statements in accordance with GAAP as a requisite for maintaining their publicly traded status. Most other companies in the U.S. conform to GAAP in order to meet debt covenants often required by financial institutions offering lines of credit.

Because managerial accounting is not for external users, it can be modified to meet the needs of its intended users. This may vary considerably by company or even by department within a company. For example, managers in the production department may want to see their financial information displayed as a percentage of units produced in the period. The HR department manager may be interested in seeing a graph of salaries by employee over a period of time. Managerial accounting is able to meet the needs of both departments by offering information in whatever format is most beneficial to that specific need.

Managerial accounting does not need to follow GAAP standards because it is used for internal purposes and not for external reports.

Product Costing and Valuation

Product costing deals with determining the total costs involved in the production of a good or service. Costs may be broken down into subcategories, such as variable, fixed, direct, or indirect costs. Cost accounting is used to measure and identify those costs, in addition to assigning overhead to each type of product created by the company.

Managerial accountants calculate and allocate overhead charges to assess the full expense related to the production of a good. The overhead expenses may be allocated based on the number of goods produced or other activity drivers related to production, such as the square footage of the facility. In conjunction with overhead costs, managerial accountants use direct costs to properly value the cost of goods sold and inventory that may be in different stages of production.

Marginal costing (sometimes called cost-volume-profit analysis ) is the impact on the cost of a product by adding one additional unit into production. It is useful for short-term economic decisions. The contribution margin of a specific product is its impact on the overall profit of the company. Margin analysis flows into break-even analysis, which involves calculating the contribution margin on the sales mix to determine the unit volume at which the business’s gross sales equals total expenses. Break-even point analysis is useful for determining price points for products and services.

Cash Flow Analysis

Managerial accountants perform cash flow analysis in order to determine the cash impact of business decisions. Most companies record their financial information on the accrual basis of accounting. Although accrual accounting provides a more accurate picture of a company's true financial position, it also makes it harder to see the true cash impact of a single financial transaction. A managerial accountant may implement working capital management strategies in order to optimize cash flow and ensure the company has enough liquid assets to cover short-term obligations.

When a managerial accountant performs cash flow analysis, he will consider the cash inflow or outflow generated as a result of a specific business decision. For example, if a department manager is considering purchasing a company vehicle, he may have the option to either buy the vehicle outright or get a loan. A managerial accountant may run different scenarios by the department manager depicting the cash outlay required to purchase outright upfront versus the cash outlay over time with a loan at various interest rates .

Inventory Turnover Analysis

Inventory turnover is a calculation of how many times a company has sold and replaced inventory in a given time period. Calculating inventory turnover can help businesses make better decisions on pricing, manufacturing, marketing, and purchasing new inventory. A managerial accountant may identify the carrying cost of inventory, which is the amount of expense a company incurs to store unsold items.

If the company is carrying an excessive amount of inventory, there could be efficiency improvements made to reduce storage costs and free up cash flow for other business purposes.

Constraint Analysis

Managerial accounting also involves reviewing the constraints within a production line or sales process. Managerial accountants help determine where bottlenecks occur and calculate the impact of these constraints on revenue, profit, and cash flow. Managers then can use this information to implement changes and improve efficiencies in the production or sales process.

Financial Leverage Metrics

Financial leverage refers to a company's use of borrowed capital in order to acquire assets and increase its return on investments. Through balance sheet analysis, managerial accountants can provide management with the tools they need to study the company's debt and equity mix in order to put leverage to its most optimal use.

Performance measures such as return on equity, debt to equity, and return on invested capital help management identify key information about borrowed capital, prior to relaying these statistics to outside sources. It is important for management to review ratios and statistics regularly to be able to appropriately answer questions from its board of directors, investors, and creditors.

Accounts Receivable (AR) Management

Appropriately managing accounts receivable (AR) can have positive effects on a company's bottom line. An accounts receivable aging report categorizes AR invoices by the length of time they have been outstanding. For example, an AR aging report may list all outstanding receivables less than 30 days, 30 to 60 days, 60 to 90 days, and 90+ days.

Through a review of outstanding receivables, managerial accountants can indicate to appropriate department managers if certain customers are becoming credit risks. If a customer routinely pays late, management may reconsider doing any future business on credit with that customer.

Budgeting, Trend Analysis, and Forecasting

Budgets are extensively used as a quantitative expression of the company's plan of operation. Managerial accountants utilize performance reports to note deviations of actual results from budgets. The positive or negative deviations from a budget also referred to as budget-to-actual variances, are analyzed in order to make appropriate changes going forward.

Managerial accountants analyze and relay information related to capital expenditure decisions. This includes the use of standard capital budgeting metrics, such as net present value and internal rate of return , to assist decision-makers on whether to embark on capital-intensive projects or purchases. Managerial accounting involves examining proposals, deciding if the products or services are needed, and finding the appropriate way to finance the purchase. It also outlines payback periods so management is able to anticipate future economic benefits.

Managerial accounting also involves reviewing the trendline for certain expenses and investigating unusual variances or deviations. It is important to review this information regularly because expenses that vary considerably from what is typically expected are commonly questioned during external financial audits. This field of accounting also utilizes previous period information to calculate and project future financial information. This may include the use of historical pricing, sales volumes, geographical locations, customer tendencies, or financial information.

Is Financial Accounting the Same As Managerial Accounting?

While they often perform similar tasks, financial accounting is the process of preparing and presenting official quarterly or annual financial information for external use. Such reports may include audited financial statements that help investors and analysts decide whether to buy or sell shares of the company.

Managerial accounting, in contrast, uses pro forma measures that describe and measure the financial information tracked internally by corporate managers.

Do Managerial Accountants Need to Follow GAAP?

No, managerial accountants are not legally obligated to follow GAAP because the documents they produce are not regulated by GAAP. These documents focus on internal company metrics that focus on company performance.

What Types of Information Does Managerial Accounting Compute?

Managerial accounting is useful for companies to track and craft spending budgets, reduce costs, project sales figures, and manage cash flows, among other tasks.

Managerial accounting is important for drafting accurate and complete financial statements for internal use and crafting a company's long-term strategy. Without good managerial accounting, corporate leadership can struggle to make appropriate choices or misunderstand the firm's true financial picture. Because managerial accounting documents are not official, they do not have to conform to GAAP and can be used internally for a variety of purposes.

CFA Institute. " US GAAP: Generally Accepted Accounting Principles ."

University of Nevada, Reno. " Financial Accounting vs. Managerial Accounting: What’s the Difference? "

Terms of Service
Editorial Policy
Privacy Policy

Faculty Resources

Assignments.

The assignments in this course are openly licensed, and are available as-is, or can be modified to suit your students’ needs. Answer keys are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

If you import this course into your learning management system (Blackboard, Canvas, etc.), the assignments will automatically be loaded into the assignment tool.

The assignments for Accounting for Managers help students practice analyzing and making decisions based on accounting data and business scenarios. You can view them below or throughout the course.

Assignments and Alignment
Assignment	Module
	Module 1: Whole Numbers, Fractions, Decimals, Percents and Problem Solving
	Module 2: Calculations and Solving Equations
	Module 3: Accounting Theory
	Module 4: Financial Statements of Business Organizations
	Module 5: Managerial Accounting in Business
	Module 6: Cost Behavior Patterns
	Module 7: Costing Methods
	Module 8: Cost Volume Profit Analysis
	Module 9: Operating Budgets
	Module 10: Cost Variance Analysis
	Module 11: Relevant Revenues and Costs
	Module 12: Managerial Decisions
	Module 13: Statement of Cash Flows
	Module 14: Performance Evaluation in Organizations
	Module 15: Capital Budgeting Decisions

Assignments. Provided by : Lumen Learning. License : CC BY: Attribution
Pencil Cup. Authored by : IconfactoryTeam. Provided by : Noun Project. Located at : https://thenounproject.com/term/pencil-cup/628840/ . License : CC BY: Attribution

Leavey School of Business on LinkedIn Leavey School of Business on Instagram Leavey School of Business on Youtube Leavey School of Business on Facebook

Discover Your Next Step This will only take a moment.

Elevate Your IT Management Expertise

From the companies that build the technology itself to organizations in disparate disciplines such as construction, education, and banking—the efficiency of business is dependent on information systems. Our Masters of Science in Information Systems (MSIS) degree teaches you how to apply cutting-edge information technology to solve important challenges in business, technology, and society. Accredited by the Association for Computing Machinery and Association for Information Systems , Leavey’s MS program gives you the skills you need be at the cutting edge of designing, building, and managing the systems infrastructure that enables business success.

Start Your Application Learn More

With a beautiful 105-acre campus, Santa Clara University is located at the center of the most innovative region in the world, with over 7,000 companies and startups in Silicon Valley.

Leavey School of Business faculty engaging in lively discussions with a student

Leavey faculty are teaching scholars–often published in top-ranked journals and presenting at conferences all over the world. Learn more about our Information Systems faculty .

Student studying with bright colored note cards

Our curriculum blends team-based collaboration with cutting-edge business practices and hands-on projects, preparing students with skills to power dynamic 21st-century careers.

Combining our core values rooted in the Jesuit tradition with the dynamic ethos of Silicon Valley, we educate ethical business leaders who will work to make our businesses, our community, and our world a better place.

Leavey School of Business graduate students outside Lucas Hall

Tap into incredibly strong Leavey and Santa Clara University connections–25,000 and 100,000 alumni respectively. Explore Leavey's alumni network .

Classes are offered in the evenings and weekends to fit your life and goals. Plus, a variety of electives allow you to customize any Leavey degree to your interests and timeline.

See All Events

Our practical, hands-on curriculum is taught by stellar faculty and distinguished Bay Area practitioners. Classes meet 2-4 days a week in the evenings or on weekends.

Modal title

For a full list of electives, please visit the Graduate Bulletin .

MS students at the Leavey School of Business are required to complete an experiential learning program requirement in the form of either a practicum or capstone project. Students are able to use real data and apply their classroom learnings to real problems. In addition, it offers a unique opportunity to connect directly to leading companies and potential employers.

Companies who have previously partnered with MS students at the Leavey School of Business

*Total academic units and available electives subject to change based on annual curriculum review and updates.

Graduate Bulletin 2024-2025 Graduate Academic Calendar

As part of Leavey's experiential learning requirement, our MS students completed the following projects. Explore how these projects connected Leavey students directly with leading Silicon Valley companies and potential employers.

Elevate Your Expertise: Meet Tuhina Maji, MS in Information Systems

MS in Information Systems Student

Elevate Your Expertise: Meet Yunus Kocabey, MS in Information Systems

The Graduate Business Career Management (GBCM) team organizes a diverse range of events and workshops, offers unlimited one-on-one career coaching, and provides networking opportunities for graduate students and alumni.

Common Roles

Example Employers: Amazon, LinkedIn, Applied Materials, Intuitive, McAfee, Iqvia, Equinix

Admissions Criteria

Our admissions team looks for:

Bachelor's Degree – All majors accepted
Prerequisites – Python, Java, C or C++ course from an accredited college or university
Work Experience – Not required, but may strengthen application
Academic Records and Transcripts – Must be evaluated by a NACES member organization
English Proficiency Test – TOEFL, IELTS, Duolingo, or GMAT/GRE score above 50th percentile on the verbal portion
Recommended to submit application by Priority Deadline for I20 Preparation

Attend an Admissions Event

Join us at one of many admissions events, including information sessions, networking events, webinars, and class visits. Find an upcoming event that fits in your schedule.

Meet with an Advisor

We know you have questions! Our admissions team is available for one-on-one phone or virtual appointments .

Prepare Your Application Materials

For your application, you'll need:

Application fee*
Personal statement
GMAT/GRE scores or test waiver
Official transcripts*
2 letters of recommendation*
Interview (as requested)

* Waived for Santa Clara University Alumni Pathway applicants

Start Your Application Contact Us

Leavey School of Business graduate students collaborating on campus

Cost & Financing

The estimated cost for the MS in Information Systems program is $1,328 per unit for the 2024-2025 academic year, with a minimum of 48 units required for graduation. Program fees are subject to adjustment annually, and the number of required units may change. Visit the University Financial Aid Office website for more information about the cost of attendance.

Leavey School of Business graduate at commencement

Merit scholarships are automatically considered at the time of application. The majority of merit awards are given to students with a GRE or GMAT score officially submitted, and to students who apply by priority deadlines. Explore all available graduate business scholarships .

Students walking in and out of Lucas Hall

The University Financial Aid Office can help in locating and applying for federal or private loans. You may visit the staff in Patricia A. and Stephen C. Schott Admission and Enrollment Services Building; call (408) 551-1000, or email [email protected] .

Some students receive financial assistance from their employers that can help offset the cost of attendance. Check out this article from Indeed for tips on gaining employer support for your journey to a graduate degree.

All of our on-campus MS Programs are STEM-designated degrees and graduating students are eligible for the STEM OPT extension depending on their situation. Length depends on whether or not students have used any OPT time prior to joining our program.

Applications are normally open 9 months in advance of the application deadline.

Yes. Applicants are eligible to apply without the prerequisite(s), but must fulfill the prerequisite(s) prior to enrolling.

MS Business Analytics: 1 course of college-level calculus and 1 course of college-level statistics
MS Financial Analytics: 1 course of college-level calculus and 1 course of college-level statistics
MS Information Systems: 1 course of college-level programming (accepted languages are Python, Java, R, C and C++ only)
MS Marketing: No prerequisites

Courses from Coursera, Straighterline, Udacity, edX, or the like, are not accepted. Prerequisites must be taken at an accredited university. Applicants may take the prerequisites through a University of California Extension, though a comparable university or community college is accepted, if accredited.

Prerequisites must have at minimum the following course content:

Statistics - Topics in statistics should include descriptive statistics, regression, probability, random variables and distributions, the central limit theorem, confidence intervals and hypothesis testing for 1 & 2 populations, goodness of fit, and contingency tables.
Programming Language - C, C++, Java, Python, or R. Students should have an intermediate understanding of the language after the completion of their course. Languages such as Javascript, HTML, SQL and CSS will not fulfill the requirement.
Calculus 1 - Topics should include differential and integral calculus, key concepts of limit, derivative and continuity, derivatives in graphing and optimizing functions, and fundamental theorem of calculus.

No. Prerequisite competencies must be taken from accredited colleges/universities who can provide us with an official transcript showing successful completion (grade)

Our MS programs do not require full-time work experience. However, work experience is preferred and many MS students have had between 1-3 years of work experience prior to enrolling, including internship experience. College seniors and recent college graduates are eligible to apply.

While the GMAT (Graduate Management Admissions Test) has been the standard exam used for business schools, the GRE (Graduate Record Exam) is also accepted. We do not prefer one exam over the other.

We do not have minimum test scores for the GMAT or GRE and your application evaluation is based on a comprehensive review. The average GMAT score for MS programs is 650. The average GRE score is 309 for MS programs. Scores from either test are valid for five (5) years. Applicants are welcome to take either exam more than once; we will only consider the highest score.

Applicants whose first language is not English must achieve a minimum score of 100 on the TOEFL (internet-based test), or 7 on the IELTS, or 125 on Duolingo. Scores are valid for two years. This requirement also may be met by scoring at or above the 50th percentile on the verbal portion of the GMAT or GRE, or if the applicant has a degree from an accredited U.S. university.

GMAT School Code: BV3-WB-51

GRE School Code: 4851

TOEFL School Code: 4851; or BusinessCAS B888

Duolingo English Test - Send to Leavey School of Business

Yes, you may submit, however it is preferable that GMAT, GRE, TOEFL, Duolingo and/or IELTS scores are submitted with the application. We recommend that applicants take the test at least 4 weeks before the posted deadline. Delays in taking and/or reporting the test scores will postpone the completion of your application, and ultimately a decision. All scores must be verified.

Yes, but only to strong candidates who demonstrate a combination of good full-time work experience and a strong, verifiable (usually with transcripts) quantitative/technical background. Students who submit waivers risk not being eligible for any merit scholarships .

Yes. All students who submit their completed application by the priority deadline are reviewed for scholarship when we evaluate their application. No additional paperwork is required. Students who submit after that date may be considered if scholarship funds are still available. Scholarships are merit-based.

In addition, the university offers federal and private loans. Domestic students (US citizens and permanent residents) are eligible for both federal and private loans, while international students are only eligible for private loans with or without a creditworthy US cosigner.

On-Campus Programs

Winter Deadline (approximate start date early January)

October 1st final deadline

Fall Deadline (approximate start date mid-September)

April 1st for scholarship priority
May 1st final deadline

MSBA, MSFA:

For the application process, NO. However, you are required to submit an official transcript for each school you attended or an official foreign evaluation (if you’ve attended an international school) before the first quarter begins.

Applicants with a bachelor’s degree from outside of the United States are required to have their official transcripts evaluated, regardless if the transcript is printed in English. (Applicants with a US master’s degree are waived this requirement.) We require a course-by-course, cumulative GPA, and U.S. degree equivalency evaluation. We have several service providers.

Educational Credential Evaluators (ECE), Inc.
Josef Silny & Associates, Inc.
International Education Research Foundation, Inc.
Educational Perspectives
Scholaro (AICE)

Maybe. All international bachelor’s degrees MUST be evaluated (see above) and determined to be equivalent to a US bachelor's degree. Click here to read about the policy for admitting students with a three-year degree.

To qualify for internships, international students on an F-1 visa MUST complete three consecutive quarters as a full-time student. They must also submit a request to pursue the internship with student programs and the ISS Office.

We prefer letters of recommendations from your professional network, that is, supervisors and colleagues; however, we also accept letters of recommendations from those you have worked with in academic and volunteering settings, particularly for those who will or have recently completed an undergraduate degree prior to the start of the program.

Qualified applicants will be invited to interview either in person or via Zoom.

After an application is submitted, applicants will receive an email with login credentials to access their Application Status page. This page will show the application checklist, any missing materials, and provide the option to upload any additional documents.

Once the application is complete, qualified applicants will receive an invitation to schedule an on-campus or video admission interview. Following the interview, most applicants will receive an admission decision within two weeks after the final admissions interview.

Once admitted students must place a nonrefundable deposit within 2 weeks to hold a seat in the program to which they were admitted. The deposit is credited toward the first quarter of tuition.

MSIS: $750 MSBA, MSFA: $1000

We offer a total of four online programs, including three MS programs - MS Business Analytics , MS Finance and Analytics , and MS Marketing - as well as our Online MBA . To learn more about our online offerings, visit here .

Yes, SCU offers Graduate Housing options .

Many of our Graduate Students choose their own accommodation within walking distance of campus. The admission team will not work with students directly to secure housing, but may offer opportunities to connect with other admitted students prior to the start of the program.

IMAGES

Management Accounting Assignment Sample
Introduction To Management Accounting Assignment » Accounting Assignment Help Online
Best Managerial Accounting Assignment Help
Management Accounting Assignment Sample
Management Accounting
Accounting Assignment Experts

VIDEO

BBA3074 Advanced Management Accounting
Management Accounting Assignment 2
Management accounting Assignment
Management Accounting
Presentation of cost accounting assignment by Kupang State Polytechnic
Benport Mega Class- 1ST SEM Management Accounting assignment

COMMENTS

PDF Introduction to management accounting
Learn the role and purpose of management accounting in business, and how it has changed over time. Explore the customer focus, organisational structure and financial objectives of businesses.
PDF PART 1 Introduction to Management Accounting
Steers was the brainchild of George Halamandaris who, in the 1960s, decided to introduce the American concept of fast-food catering to South Africa. Steers is one of South Africa's leading burger franchises in the country and the company prides itself on providing consistent quality, cleanliness and great service. 6.
PDF Managerial Accounting 4 001
Managerial accounting is concerned with providing information to managers for use within the organization. Managerial accounting is a company's internal language, and is used for decision‐ making, production management, product design and pricing, marketing, and for motivating and evaluating employees.
Assignments
Find openly licensed assignments for a managerial accounting course, covering topics such as cost-volume-profit analysis, budgeting, and capital investment. The assignments include case studies, problems, and discussions that can be modified or imported into your learning management system.
Managerial Accounting
Managerial accounting (also known as cost accounting or management accounting) is a branch of accounting that is concerned with the identification, measurement, analysis, and interpretation of accounting information so that it can be used to help managers make informed operational decisions. Unlike financial accounting, which is primarily ...
Management Accounting and Control
Download Course. This course is an introduction to the use of accounting information by managers for decision making, performance evaluation and control. The course should be useful for those who intend to work as management consultants, for LFM (Leaders for Manufacturing) students, and in general, for those who will become senior managers.
1.1 Define Managerial Accounting and Identify the Three ...
Why It Matters; 1.1 Define Managerial Accounting and Identify the Three Primary Responsibilities of Management; 1.2 Distinguish between Financial and Managerial Accounting; 1.3 Explain the Primary Roles and Skills Required of Managerial Accountants; 1.4 Describe the Role of the Institute of Management Accountants and the Use of Ethical Standards; 1.5 Describe Trends in Today's Business ...
Accounting For Management
However, after reading accounting for management notes, everything became much clear. - Jannifer Explanations, exercises, problems, quizzes and calculators all together make up a complete learning combo for accounting students. ... Got A+ grade in managerial accounting assignments by solely depending on the tutorials provided in this website ...
Management Accounting
Case Studies. Here you can download a number of additional case studies to help you in your studies of Management Accounting. These are available in either Microsoft Word or Adobe PDF formats. Lecturers: Solutions and Teaching Notes to accompany these additional case studies are available from the Lecturer Centre of this OLC.
Assignments
Case Assignments. You will be required to write-up and submit two cases over the semester. One case should be prepared and submitted individually, while another should be prepared and submitted by your group. The class schedule indicates which cases are due to be submitted, and when. The format of the submitted case analysis should be as ...
What Is Management Accounting? Jobs, Skills, Salary, Education
The salary ranges for management accountants will vary by factors like job title, industry, location, level of education, certification, and years of experience. According to Glassdoor, the estimated total pay for management accountants in the US is $111,514 per year. This figure includes an average base salary of $90,606 and $20,908 in ...
(PDF) Assignment on Management Accounting
Assignment on Management Accounting. A. Operational Tools: 1. Costing Tools: a) Activity-based costing (ABC) ABC was first defined in the late 1980s by Kaplan and Bruns. It can be considered as the modern alternative to absorption costing, allowing managers to better understand product and customer net profitability.
Best Management Accounting Courses Online with Certificates [2024
Skills you'll gain: Accounting, Financial Accounting, Leadership and Management, Financial Management, Cost Accounting, Financial Analysis, General Accounting, Management Accounting, Cash Management. 4.7. (727 reviews) Beginner · Course · 1 - 3 Months. U. University of Illinois Urbana-Champaign.
Management Accounting, 5th Edition
The fifth edition of <i>Management Accounting</i> integrates fundamental technical aspects pertaining to cost management and management accounting and control with contemporary and evolving themes and challenges. This comprehensive approach offers students studying cost and management accounting a nuanced understanding of the discipline. Emphasizing practical learning, the textbook facilitates ...
Success Guide: Managerial Accounting Assignments
The realm of managerial accounting can be intricate, demanding a nuanced approach. In this comprehensive guide, we will delve into an in-depth exploration of effective strategies and practical tips to empower you in solving your managerial accounting assignment successfully. From grasping the fundamentals to leveraging advanced tools, we've got ...
Introduction to Management Accounting
Fundamental Assignment Material : B. Page 395: Questions. Exercise 22. Exercise 23. Exercise 24. Exercise 25a. Exercise 25b. ... Our resource for Introduction to Management Accounting includes answers to chapter exercises, as well as detailed information to walk you through the process step by step. With Expert Solutions for thousands of ...
Management Accounting Assignment 2
Management Accounting Assignment 2. Managerial Accounting for a better understanding of the accounting language. Course. Managerial Accounting (BUS 5110) 864 Documents. Students shared 864 documents in this course. University University of the People. Academic year: 2020/2021. Uploaded by: KM. Koziba Malibala. University of the People.
Managerial Accounting Meaning, Pillars, and Types
The pillars of managerial accounting are planning, decision-making, and controlling. In addition, forecasting and performance tracking are key components. Through this focus, managerial ...
Assignments
Find openly licensed assignments for practicing accounting data and business scenarios in this course. The assignments are aligned with the course modules and cover topics such as costing methods, budgeting, and performance evaluation.
MANCOSA
Studying Management Accounting at Management College of Southern Africa? On Studocu you will find 32 summaries, lecture notes, mandatory assignments, practice. Skip to main content. ... Mandatory assignments. Date Rating. year. Ratings. Management Accounting. 5 pages. 2020/2021. 100% (2) 2020/2021 100% (2) Save. Cstudy Jan23 BBA MA6 Final ...
PDF CPA Practical Experience Requirements
A future CPA must achieve a minimum number of competency sub-areas to achieve the core, depth and breadth requirements. Competency sub-areas are developed over time based on the future CPA demonstrating competency statements that make up each sub-area. Core. Future CPAs must gain proficiency in any three competency sub-areas in Financial ...
Operations Management and Information Systems
In addition to the major in management information systems (MIS), the department offers an MIS minor for nonbusiness and non-MIS majors, and the inter-departmental major of accounting and information systems (AIS). ... portability, and style. Students will obtain hands-on programming skills through several programming assignments. This course ...
PDF Office Assistant Study Guide
To solve 156 + (7-3) X 7 = use the Order of Operation Rules. Step 1: Solve the equation inside the parentheses: 156 + (7-3) X 7 = Step 2: After you solve the equation inside the parentheses, the next step is multiply: 156 + 4 X 7=. Step 3: After you multiply, the next step is to add 156 + 28 = 184. Correct answer is B.
MS Information Systems
MS in Information Systems Program Costs. The estimated cost for the MS in Information Systems program is $1,328 per unit for the 2024-2025 academic year, with a minimum of 48 units required for graduation. Program fees are subject to adjustment annually, and the number of required units may change. Visit the University Financial Aid Office ...