Unit rationale, description and aim

Managerial accounting underpins how organisations plan and control operations, manage resources, and create long-term value. This unit develops rigorous, practice-oriented capabilities in cost measurement and decision support, embedding Sustainable Development Goal 3: Good Health and Well-Being to advance the common good and uphold human dignity. Students learn to analyse cost behaviour and drivers; apply cost-volume-profit analysis, relevant costing, pricing and make-or-buy decisions; design budgets and forecasts; implement standard costing and variance analysis; and deploy activity-based, target, life-cycle, and lean costing to improve processes. Performance management encompasses responsibility accounting, transfer pricing, incentive design, and the balanced scorecard, which integrates financial and non-financial indicators. Data analytics and dashboard reporting are utilised for sensitivity and scenario analysis, capacity planning, and quality measurement in settings such as hospitals and aged care facilities. Environmental, Social, and Governance (ESG) and well-being metrics are integrated throughout, demonstrating how environmental costs, staff well-being, and community outcomes influence cost allocation, resource prioritisation, and accountability, as well as how governance aligns managerial choices with ethical and societal objectives. The aim is to equip graduates to design and defend value-enhancing systems that balance efficiency, quality, and care, strengthen stewardship of scarce resources, and deliver outcomes that serve organisations, patients, and communities.

2026 10

Campus offering

No unit offerings are currently available for this unit.

Prerequisites

ACCT600 Accounting for Decision Making

Incompatible

ACCT604 Managerial Accounting

Learning outcomes

To successfully complete this unit you will be able to demonstrate you have achieved the learning outcomes (LO) detailed in the below table.

Each outcome is informed by a number of graduate capabilities (GC) to ensure your work in this, and every unit, is part of a larger goal of graduating from ACU with the attributes of insight, empathy, imagination and impact.

Explore the graduate capabilities.

Assess the role of managerial accountants’ ethical...

Learning Outcome 01

Assess the role of managerial accountants’ ethical professional values in corporate social responsibility
Relevant Graduate Capabilities: GC2, GC6

Evaluate various types of organisational costs, bu...

Learning Outcome 02

Evaluate various types of organisational costs, budgets, cash flows, working capital requirements and pricing
Relevant Graduate Capabilities: GC2, GC8

Appraise organisational, product, and business-seg...

Learning Outcome 03

Appraise organisational, product, and business-segment performance using key performance indicators.
Relevant Graduate Capabilities: GC2

Evaluate management decision-making on quality con...

Learning Outcome 04

Evaluate management decision-making on quality control, performance measurement, and comparative analysis
Relevant Graduate Capabilities: GC2, GC9

Content

Topics will include:

  • Contemporary managerial accounting in a global competitive environment
  • Cost concepts, cost behaviour and cost estimation
  • Activity-Based Costing
  • Performance evaluation and behavioural impact
  • Organisational strategies and decision Making
  • Corporate social responsibility
  • Measure and reporting sustainability
  • SDG 3: Good health and Well-being

Assessment strategy and rationale

Assessments are used primarily to foster learning. ACU adopts a constructivist approach to learning, which seeks alignment between the fundamental purpose of each unit, the learning outcomes, teaching and learning strategy, assessment and the learning environment. Assessment is an integral part of the learning process. Assessment tasks in this unit are aimed at measuring and developing students’ achievement of both the learning outcomes and graduate attributes noted above. In this unit, there are two (2) main pieces of assessment. For assessment, students will be required to evaluate data and information from a variety of sources and perspectives through research, integration, and analysis. Students will also need to apply critical thinking skills to identify and solve problems, inform judgments, make decisions, reach well-reasoned conclusions and make recommendations where applicable. Students are expected to communicate clearly and concisely when presenting, discussing, and reporting knowledge and ideas in formal and informal situations. To pass this unit, students must demonstrate competence in all learning outcomes and achieve an overall score of at least 50%. Using constructive alignment, the assessment tasks are designed for students to demonstrate their achievement of each learning outcome. Marking will be in accordance with a rubric specifically developed to measure students’ level of achievement of the learning outcomes for each item of assessment. Students will also be awarded a final grade, which signifies their overall achievement in the unit.  Student must get at least 50% to pass unit and that should ensure competence.

Overview of assessments

Assessment 1: Exam This task requires students t...

Assessment 1: Exam

This task requires students to undertake an invigilated examination between weeks 4 and 5.

Submission Type: Individual

Assessment Method: Invigilated examination

Artefact: Written response

Weighting

45%

Learning Outcomes LO1, LO2, LO3, LO4
Graduate Capabilities GC2, GC6, GC7, GC8, GC9

Assessment 2: Case Study This assessment require...

Assessment 2: Case Study

This assessment requires students to demonstrate knowledge of communication and information literacies and ascertain organisational strategies and performance, its products and business segments through key performance indicators that capture financial and non-financial information to measure business performance and their potential behavioural impact on organisational effectiveness and efficiency.

Submission Type: Individual

Assessment Method: Case Study

Artefact: Written paper

Weighting

55%

Learning Outcomes LO1, LO2, LO3, LO4
Graduate Capabilities GC2, GC6, GC8, GC9

ACU’s assessment procedure (Section 5 - Phase 1 - Assessment Design: (9)c "Learning outcomes should normally be assessed more than once in a unit." requires that each learning outcome be assessed more than once. Since we are proposing two assessments in a 6-week window, we have to keep all five LOs for each assessment.

Learning and teaching strategy and rationale

Teaching and Learning Approach

Applied practice and active engagement are central to learning in accounting. Students are expected to adopt an active learning strategy, developing their skills and knowledge by doing. ACU’s teaching approach emphasises learning outcomes in knowledge, capabilities, and professional readiness. It encourages students to be active participants while recognising that learning involves both active and receptive processes, constructing meaning for oneself, and learning collaboratively. ACU promotes autonomous and self-motivated learning that is critical, reflective, and focused on mastering content and skills.

Online Mode

This unit applies an active learning approach that provides students with choice and variety in how they learn. Weekly asynchronous discussions and practical activities enable students to apply knowledge in contexts relevant to their future professions. Students are encouraged to share examples, demonstrate understanding, and engage constructively with peers. Regular and timely feedback supports their progress and achievement of learning outcomes.

Representative texts and references

Representative texts and references

Eldenburg, LG, Brooks, A, Oliver, J, Vesty, G, Dormer, R, Murthy, V, & Pawsey, N 2024, Management accounting (5th ed.). John Wiley & Sons. ISBN: 9781394263509

Bhimani, A, Horngren, CT, Datar, SM,& Rajan, MV, 2023, Management and Cost Accounting, 8th ed., Pearson.

Hilton, RW, Platt, DE 2023, Managerial Accounting: Creating Value in a Dynamic Business Environment, 13th ed., McGraw-Hill.

Huber, C., Kraus, K. and Meidell, A., 2025. Integrating the balanced scorecard and enterprise risk management: Exploring the dynamics between management control anchor practices and subsidiary practices. Management Accounting Research66, p.100924.

Detzen, N. and Verbeeten, F.H., 2025. Performance measure use and product innovation in R&D teams: The role of leadership style. Management Accounting Research66, p.100932.

Ranta, M. and Ylinen, M., 2024. Employee benefits and company performance: Evidence from a high-dimensional machine learning model. Management Accounting Research64, p.100876.

Balstad, MT, Berg, T 2020, ‘A long-term bibliometric analysis of journals influencing management accounting and control research’, Journal of Management Control, vol 30, pp. 357–80, <https://doi.org/10.1007/s00187-019-00287-8>.

Gunarathne ADN, Lee, K-H, Hitigala Kaluarachchilage PK 2021, ‘Institutional pressures, environmental management strategy, and organizational performance: The role of environmental management accounting’, Business Strategy and the Environment, <https://doi.org/10.1002/bse.2656>

Hadid, W & Al-Sayed 2021, ‘Management accountants and strategic management accounting: The role of organizational culture and information systems’, Management Accounting Research, vol 50, March, < https://doi.org/10.1016/j.mar.2020.100725>

United Nations 2020, Transforming our world the 2030 Agenda for Sustainable Development, < https://sdgs.un.org/publications/transforming-our-world-2030-agenda-sustainable-development-17981>

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