BU2520 Strategic Management and Accounting
- Offered byCoursera
- Public/Government Institute
BU2520 Strategic Management and Accounting at Coursera Overview
Duration | 234 hours |
Total fee | Free |
Mode of learning | Online |
Official Website | Explore Free Course  |
Credential | Certificate |
BU2520 Strategic Management and Accounting at Coursera Highlights
- Flexible deadlines Reset deadlines in accordance to your schedule.
- Shareable Certificate Earn a Certificate upon completion
- 100% online Start instantly and learn at your own schedule.
- Approx. 234 hours to complete
- English Subtitles: English
BU2520 Strategic Management and Accounting at Coursera Course details
- This module introduces strategy and the use of accounting information by managers in organisations.
- The first part to the module is directed at exploring career development, examining influences on employment, employability, career choice and career development. Key trends in employee management in a range of workplace are also examined with the overall aim being to engender confidence and awareness of the challenges associated with career development in the contemporary workplace.
- The second part examines the significance of human resource management (HRM) in organisations. You will gain an understanding of the main concepts and models that underpin HRM, as well as a critical assessment of the relationship between theory and practice in HRM in contemporary workplaces.
BU2520 Strategic Management and Accounting at Coursera Curriculum
Week 1: Strategy and its origins
Introduction to strategic management
My strategy challenge
Starting your studies
Video – Strategy and its components
What is strategy?
Reflecting on the strategy process
Activity – Evolution of strategy
Activity – Users of strategy
Are you sure you have strategy?
Perils of bad strategy
Week 1 summary
Strategy and its origins
Week 2: Practice of strategy
Doing strategy work
Week 2 introduction
Activity - Reflecting on the practice of strategy
Video – Introduction to strategy-as-practice
Practice view on strategy
Activity – Setting up a blog
Activity - Strategy in practice
The purpose of strategy
Activity - Analysing strategy statements
Model answer – Analysing strategy statements
Video - Strategy in practice
Strategy and stakeholders
Activity – Reflecting on culture
Organisational culture and strategy
Culture and success – the case of PwC
Open strategy
Week 2 summary
Practice of strategy
Week 3: External environment
Business environment and tools
Value of analysis – Mariya’s story
Week 3 introduction
Activity – Understanding the business environment
Macro environment
Activity - Automobile industry and global trends
Model answer - Automobile industry and global trends
Video – Scenario planning
Activity – Reflecting on the industry boundaries
Porter's strategy
Video – Industry environment
Activity – Applying industry analysis
Model answer - Applying industry analysis
Competitors and markets
Activity - Strategic groups, competitors and substitutes
Model answer – Strategic groups, competitors and substitutes
Week 3 summary
External environment
Week 4: Internal environment
Internal environment and tools
Week 4 introduction
Activity – Reflecting on success
Resource-based view time
Activity – Developing a resource base
Threshold and distinctive resources and capabilities
Activity – Analysing resources and capabilities
Model answer - Analysing resources and capabilities
Dynamic capabilities
Alternative to resource based view
Activity – Developing a value chain
Model answer - Developing a value chain
Video – Activity system and strategic fit
External and internal analysis
Week 4 summary
Internal environment
Week 5: Corporate governance and structure
Corporate governance and strategy
Week 5 introduction
Ownership and governance
Activity – Governance model
Video – The story of Wirecard
Research - Analysing Wirecard’s issues
Suggested notes – Analysing Wirecard’s issues
Business ethics as practice
Video – Purpose of corporate governance
Better corporate governance
Activity - Green and competitive
Activity – Areas of responsibility
Week 5 summary
Corporate governance and structure
Week 6: Corporate strategies
Developing strategic directions
Week 6 introduction
Activity – Developing strategic options
Model answer – Developing strategic options
Activity – Reflecting on SWOT/TOWS
Video – Corporate strategy: Diversification
Diversification and synergy
BCG matrix
Video – Corporate strategy: Vertical integration
Vertical integration
Activity – Reflecting on vertical integration as a corporate direction
Model notes – Reflecting on vertical integration as a corporate direction
Video – Global strategy and the multinational corporation
New global enterprise
Week 6 summary
Week 7: Business strategies and models
Business-level strategies
Week 7 introduction
Activity - Whole Foods versus Walmart
Competitive and interactive strategies
Activity – Reflecting on competitive advantage
Talent in wholesale banking and competitive advantage
Video – Blue ocean strategies
Developing a blue ocean strategy
Video – Business models
Value creation, configuration and capture
Creating value at an individual level
Key notes – Creating value at an individual level
Business model innovation
Week 7 summary
Business strategies and models
Week 8: Managing strategy and performance
Functional strategies and goals
Week 8 introduction
Video – Functional strategies and goals
Digital strategy
Activity – High performance at Porsche
Video – Analysing performance
Team-based organisation
Activity – Organisational structure
Systems, structures, configurations
Activity – Elements of functional strategy
Model answer – Elements of functional strategy
Evaluating strategies
Activity – Applying the SAFe framework
Model answer - Applying SAFe framework
Week 8 summary
Managing strategy and performance
Week 9: Strategy success factors
Why do things go wrong?
Audio – Strategy paradox
Week 9 introduction
Activity – Strategy failure
Decision style
Model answer – Reflecting on your decision making
Three keys to faster, better decisions
Video – Intuition or experience?
Strategic decisions - when can you trust your gut?
Decision making and paradox
Video – What does managing change matter?
Activity – Using force field analysis
Activity – Reflecting on strategy execution
The cores of strategic management
Activity – Successful strategy checklist
Week 9 summary
Strategy success factors
Week 10: Contextualising strategy
Who needs a strategy again?
Audio – Using strategy for your advantage
Strategic Management conclusion
Week 10 introduction
Effectuation and causation
Differences between entrepreneurs and managers in large organizations
Activity – Managers and entrepreneurs
Model answer – Managers and entrepreneurs
Ecosystem success
Activity – Public and private sector
Adapting strategy tools for a public sector organisation
Cultural differences in strategy episodes
Activity – The value and limitations of strategic management
Week 10 summary
Week 11: Accounting for managers
Introduction to management accounting
Management accounting
Week 11 introduction
Activity – Differences between management and financial accounting
How are businesses managed?
Ethics
Reflecting on ethics in management accounting
Model answer – Performance evaluation
Week 11 summary
Accounting for managers
Week 12: Cost-volume-profit analysis
Cost classification by behaviour
Calculating the break-even point
Margin of safety
Target profit
The concept of limiting factors
Week 12 introduction
Activity – Reflecting on investors interests
Cost-volume-profit analysis
Break-even point
Activity – Calculating the break-even point
Model answer – Calculating the break-even point
Margin of safety
Target profit
Cost-volume-profit analysis
Resource allocation
Activity – Self-assessment
Week 13: Relevant costs and revenues for decision-making
Special pricing decisions
Allocating scarce resources
Week 13 introduction
Activity – Relevant costs
Costs for decision making
Video – Determining costs
Non-measurable costs and benefits
Limiting factor analysis
Model answer - Scarce resources
Marginal analysis
Make or buy decisions
Discontinued operations
Week 13 summary
Week 14: Traditional costing and pricing strategies
Full costing
Overhead absorption rate
Overhead absorption rate (calculation)
Cost-plus pricing
Week 14 introduction
Video – Pricing and pricing policies
Full costing
Activity – Job order costing
Activity – Indirect costs
Model answer - Indirect costs
When cost-plus pricing is a good idea
Cost-plus pricing
Full absorption costing
Week 14 summary
Traditional costing and pricing strategies
Week 15: Activity based costing and traditional pricing practices
An introduction to ABC costing
The problem of indirect costs
Week 15 introduction
Activity based costing (ABC)
Activity – The advantages and disadvantages of ABC
Activity – Activity based and traditional costing compared
Activity – Calculating profit on the basis of ABC and traditional costing
Pricing policies for new products
Model answer - Cost identification
Pricing policies
Activity – Activity based costing as an alternative costing method
Target and Kaizen costing
Week 15 summary
Week 16: Budgets and the budgeting process
Introduction to budgets
Beyond budgeting
Week 16 introduction
Budgeting
Types of budget (part 1)
The budget setting process
Activity – Calculating the cash budget
Model answer – Calculating the cash budget
Relationship between budgets
Activity – Best practice in budgeting
Alternatives to budgeting
Why budgeting
Drawbacks of budgeting
Activity – Travel budgeting
Week 16 summary
Week 17: Accounting for control
Standard costing in practice
Flexing the budget
Week 17 introduction
Budgeting for control
Variances from budgets
Activity – Practice question
Model answer – Practice question
Activity – Standard costing and variance analysis in practice
The new business environment
Activity – Limitations of variance
Week 17 summary
Flexed budget
Week 18: Managing working capital and appraising investments
The need for appraising investments
Week 18 introduction
Working capital management using ratio analysis
Activity – Investment in research and development
Payback period and accounting rate of return
The accounting rate of return
The features of the net present value
Activity – The effect of inflation on capital decision-making
Activity – Financial resources: How to manage them
The internal rate of return (IRR)
Video – Selecting a project
The internal rate of return (IRR) and strategic planning
Week 18 summary
Week 19: Performance management and divisionalisation
Week 19 introduction
Divisional performance management
Company performance
Why do businesses divisionalise?
Activity – Features of divisionalisation
Video - Performance management
Measuring divisional profit
Non-financial measures of performance
Transfer pricing in practice
Activity – The impact of globalisation on supply chains
Activity – Transfer pricing
Week 19 summary
Week 20: Strategic approaches to performance management
The balanced scorecard
Week 20 introduction
Strategic management accounting
Video - Strategic management in practice
Activity – Reflecting on customer profitability analysis
Implementation of the balanced scorecard
Video – Developing business strategies
Strategic management accounting
Activity – Scorecard problems
Strategic management accounting
Video – Who creates economic value?
Activity – The characteristics of the balanced scorecard
Week 20 summary and module conclusion
Exam preparation
A message from the Programme Director
Online Exam
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