|Year of offer||2017|
|Subject level||Graduate coursework|
|Fees||Subject EFTSL, Level, Discipline & Census Date|
The subject focuses on the role of managerial accounting information in strategic performance management. The subject explores the issues around goal setting, the role of budgets in performance management, performance measurement and evaluation, incentives, motivation and compensation, strategy implementation and the role of control systems.
Intended learning outcomes
On successful completion of this subject, students should be able to:
- explain the role performance measurement and control systems play in planning and controlling organisational activities to a significant level of depth;
- Identify the elements that constitute effective performance measurement and control systems;
- Describe the behavioural implications of different types of performance measurement and control systems in different organisational contexts to a significant level of depth;
- Analyse control system attributes in realistic organisational settings, and recommend improvements to existing control systems
- Explain the notion of “responsibility accounting”;
- Analyse the link between organisational structure, strategy and planning and control systems;
- Analyse and review performance within an organisation;
- Identify potential problems with the use of traditional performance measurement systems;
- Describe the current performance measurement trends in, and their suitability to, organisations; and the advantages and disadvantages of these trends;
- Explain how rewards are used to influence behaviour.
On successful completion of this subject, students should have improved the following generic skills:
- Critical thinking, specifically in relation to the appropriateness of different performance measurement and control systems for the effective planning and control of organisational activities;
- Evaluation, analysis and interpretation of case-based information;
- Problem solving skills, specifically in relation to solving performance measurement and behavioural problems in different organisational contexts;
- Application of techniques to particular performance measurement and behavioural problems;
- Application of theory and analysis to real-world contexts;
- Oral and written communication, particularly in relation to the articulation of responses;
- Collaborative learning and team work.