Management Control Systems and Information Technology: A Case-Based Approach - Prof. Scott, Assignments of Management Information Systems

Download Management Control Systems and Information Technology: A Case-Based Approach - Prof. Scott and more Assignments Management Information Systems in PDF only on Docsity! ACCT 801: Management Control Systems and Information Technology Alfred Lerner College of Business & Economics University of Delaware Fall 2004 Instructor: Scott Jones, Ph.D. Professor of Accounting Managing Director, Lerner Venture Group Office Hrs.: by appointment Office: 217 Purnell Hall Telephone: (302) 831-8278 (office) Fax: (302) 831-4676 E-mail: sjones@udel.edu Course objective and description: To enhance the executive’s competency in using systems of management control and information technology (IT) for attaining competitive advantage. A management control system is an organization’s methods, policies, and procedures (for instance, accounting profit and cost measurements) that are used to monitor and direct the execution of operations in the attainment of strategic goals. A business, whether for-profit or not-for-profit, identifies a strategy for accomplishing its mission. The business must then rely on people (employees, suppliers, contractors) to implement that strategy. Since the management cannot always direct each employee’s effort and observe all outcomes, it will utilize a management control system (rules and information) to help guide employee actions towards proper implementation and refinement of the strategy. IT supports the management control system and extends management’s capabilities in formulating and attaining these strategic goals. The perspective of the course is usually that of general management. ACCT 800: Fundamentals of Accounting (or equivalent) is a prerequisite. Materials Needed: Management Control Systems (ISBN # 007-357992-0) includes Primis custom case book, ©2004. Requirements: Number Required % of Final Grade Case analysis** 5 50 (at least 2 must be from the Variations in Control section denoted by ***) HW Problems* 3 of 4 15 Final case 1 15 Discussion 20 100 Case analyses : Three page typed analysis of case (plus tables, computations, etc.). Questions to be discussed will be identified in class when the case is introduced as well as posted on the class website. HW Problems: Turn in 3 of 4 sets of problems. Discussion : Your contribution to class discussion is an important part of the course. Attendance is expected and each student is responsible for all material assigned. If you must miss class for business travel, work, etc., please let me know. If you must be absent when an assignment is due, please make arrangements with me. There is no way to do well in this class without participating in discussions. Please read the Evaluation of Contributions to Class Discussion section of this syllabus. Grades: Final letter grades will be assigned using the following percentage break-points: 93 = A; 90 = A-; 87 = B+; 75 = B; 72 = C+; 68 = C; D = 60; Below 60 = F. Course Objective and Description - This course is designed to help you think through how you would manage the strategy implementation dilemmas in which operating managers find themselves. In 1 particular, the course is designed to allow you to gain knowledge, insights, and analytical skills related to how an organization's senior executives go about designing and implementing those ongoing formal systems used to plan and control the organization's performance (i.e., management control systems). The key ideas underlying this course are: (1) different organizations typically have different strategies, (2) different control systems are needed to effectively implement different strategies, and (3) technology can be used in different ways to support these systems. Most of you will soon be in positions where you will be directly responsible for getting strategy implemented. As such, the materials covered in this course should be of high relevance in your immediate job situations. The conceptual materials for the course are provided in the textbook, additional assigned articles, and class lecture. The term "textbook" is a misnomer. Unlike a textbook, which presumably is designed for a specific point of view or perspective on a given subject, the book for this course should be viewed as a starting point for a discussion of ideas and different points of view. We will accomplish this by discussing a number of case studies for each session. The course is appropriate for any prospective general manager, as well as for those contemplating careers in management consultancy, and controllership. The perspective of the course usually is that of general management, rather than that of the corporate controller, chief accountant, or technical IT professional. Case Approach - The course is built around the case method. The learning in the class focuses more on the thought process in analyzing business situations, not just on the solutions per se. In order to derive maximum benefit from the cases, it is essential that you mentally “get inside” the case situation. Do not approach a case as you would a chapter in a book or an article in a magazine. You are not an observer but a participant. If a case centers on a decision that needs to be made, put yourself in the shoes of the decision maker. Consider the frustration he or she feels with respect to data limitations. Consider the pressures he or she feels with respect to difficult tradeoffs, limited resources, political conflicts, or whatever. Once in class, share your ideas with others as we work jointly to resolve the issues. Because of the wide variety of academic and work-related backgrounds represented by the students in this class, everyone’s contribution to the discussions is important. The cases included in this course represent broad organizational situations and encompass many facets of a company’s control (and IT) systems. In some instances, the case may represent a good system and you are expected to learn what makes the system work well. Other cases may present a system, which has failed, and the purpose here is to learn from the failures. Most cases seldom present examples of absolutely perfect or totally flawed systems. There are always some weaknesses in the best of control systems. However, the evaluation of these weaknesses is always relative to the resources -- monetary, manpower, etc. -- available to a company. Thus, it may be costly to remove flaws. Any recommendation for changes when analyzing cases should carefully consider the organization costs involved Case Process - Careful preparation of each case, whether for written submission or just for discussion in class is essential. You need to read every case at least twice before the scheduled class discussion in order to become familiar with the situation. If you do not do this, you will not be able to follow and understand the class discussion, be bored out of your mind, and therefore you will not learn anything. I am not responsible for your lack of preparation. Normally, here is how case discussions will progress: Before class: First reading : The problem to be solved is framed by the situation facing the company and its decision makers. Try to remember the facts of the case, the company's situation, the characters and their points of view. At some point you need to put the problem in the context of the situation. The 2