FMGT 5210 - Managerial Accounting
Part-time Studies Course
This course has been designed to give non-accounting students an appreciation of the uses and limitations of cost and managerial accounting in the decision-making processes of an organization. Emphasis will be placed on identifying the relevance of this discipline to other functional areas; capital budgeting, production planning, cost analysis and minimization, contribution maximization, and performance measurement. Concepts will be related to both manufacturing and knowledge-based, service business environments. Students will apply a variety of analytical techniques to financial and operational data to support management decisions.
FMGT 5110 Credits
This course isn't currently offered through BCIT Part-time Studies. Please check back next term or
to receive email updates.
Upon successful completion, the student will be able to:
Differentiate between direct and indirect costs.
Examine cost classifications used in making decisions: differential costs, opportunity costs, and sunk costs.
Distinguish between process costing and job-order costing and compare appropriate applications of these costing methods.
Compute predetermined overhead rates and apply them to the costing process.
Evaluate how fixed and variable costs behave and use them to predict costs.
Analyze a mixed cost using the least-squares regression method.
Calculate the contribution margin ratio (CM ratio) and compute changes in contribution margin and net operating income resulting from changes in sales volume.
Compute the degree of operating leverage at a particular level of sales and analyze how the degree of operating leverage can be used to predict changes in net operating income.
Compare how activity-based costing differs from a traditional costing system.
Generate a master budget.
Construct a flexible budget and compare the advantages of the flexible budget approach over the static budget approach.
Design a performance report for both variable and fixed overhead costs using the flexible budget approach.
Differentiate among cost, revenue, profit, and investment centres and outline how performance is measured in each.
Compute the residual income and assess the strengths and weaknesses of this method of measuring performance.
Distinguish between relevant and irrelevant costs in decisions.
Generate a make-or-buy analysis.
Rank investment projects in order of preference.
Effective as of Fall 2014