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Published by: Allied Business Academies
Published in: "Journal of the International Academy for Case Studies", 2011

Abstract

Much has been published about integration of accounting content and breaking down of silos created within colleges of business. Introductory accounting courses generally are still divided between managerial and financial accounting or, if there is only one course, the highlights of each are presented separately. Further, business strategy is often considered only as part of a capstone class, and the use of accounting information to support strategic decision making is often overlooked. The purpose of this case is to provide related financial and managerial accounting projects which culminate in a strategic plan. The projects are simplified but provide a discernable thread from raw materials and direct labor to plans to expand the firm. These projects are suitable for a blended financial and managerial introductory course for undergraduates or for MBA students and have been used effectively in an online teaching environment. The modular nature of the projects means that instructors can easily customize case materials. The Case Description and Case Synopsis should be removed before assigning this case to a student or a student group. This material could prejudice the minds of students. The primary subject matter of this case concerns integration of strategic planning with financial and managerial accounting. Secondary issues include financial accounting journal entries, relevant costs in decision making, budgeting, production schedules, and the accounting cycle. The case has a difficulty level of two, appropriate for sophomore level and five, appropriate for first year graduate level. The case is modular in nature, and is designed to be taught in 1-5 class hours. The number of hours of outside Preparation will depend on the portions of the case selected for use in the classroom, but should not exceed 10 hours.

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Abstract

Much has been published about integration of accounting content and breaking down of silos created within colleges of business. Introductory accounting courses generally are still divided between managerial and financial accounting or, if there is only one course, the highlights of each are presented separately. Further, business strategy is often considered only as part of a capstone class, and the use of accounting information to support strategic decision making is often overlooked. The purpose of this case is to provide related financial and managerial accounting projects which culminate in a strategic plan. The projects are simplified but provide a discernable thread from raw materials and direct labor to plans to expand the firm. These projects are suitable for a blended financial and managerial introductory course for undergraduates or for MBA students and have been used effectively in an online teaching environment. The modular nature of the projects means that instructors can easily customize case materials. The Case Description and Case Synopsis should be removed before assigning this case to a student or a student group. This material could prejudice the minds of students. The primary subject matter of this case concerns integration of strategic planning with financial and managerial accounting. Secondary issues include financial accounting journal entries, relevant costs in decision making, budgeting, production schedules, and the accounting cycle. The case has a difficulty level of two, appropriate for sophomore level and five, appropriate for first year graduate level. The case is modular in nature, and is designed to be taught in 1-5 class hours. The number of hours of outside Preparation will depend on the portions of the case selected for use in the classroom, but should not exceed 10 hours.

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