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This module builds upon the foundations laid in the first year studies, principally from MANG1002 Management Accounting 1. Some of the topics covered in Management Accounting 1 will be revisited, but a significant amount of new learning material will be introduced. The module will also aim to provide a link to the higher-level topics covered in MANG3006 - Management Accounting 3, which some students will study in their final year. The intention is to demonstrate the progression of the management accounting discipline from simple ideas to more elaborate aspects, and along the way to demonstrate both the applicability and usefulness of particular practices and concepts in management accounting.

This module builds upon the foundations laid in the first year studies, principally from MANG1002 Management Accounting 1. Some of the topics covered in Management Accounting 1 will be revisited, but a significant amount of new learning material will be introduced. The module will also aim to provide a link to the higher-level topics covered in MANG3006 - Management Accounting 3, which some students will study in their final year. The intention is to demonstrate the progression of the management accounting discipline from simple ideas to more elaborate aspects, and along the way to demonstrate both the applicability and usefulness of particular practices and concepts in management accounting.

The principal aim of this module is to introduce you to a range of strategic management accounting techniques and encourage you to further explore management accounting change phenomenon.

This module introduces students to more contemporary and advanced developments in management accounting covering relevant practices and leading research in the field.

The module builds on MANG1002 Management Accounting (1) and MANG2005 Management Accounting (2) to extend students’ understanding of the roles of management accounting information in organizational decision-making, planning and control. It will critically examine a range of contemporary issues in management accounting such as contingency approach to management accounting, strategic cost management techniques, management control systems, divisional performance measurements and transfer pricing, and the balanced scorecard. It will also examine the use of management accounting in different organisational contexts, including small businesses and public sectors. The relevance of organisational context will be explored and case studies will be used to highlight contextual issues.

This module introduces students to more contemporary and advanced developments in management accounting covering relevant practices and leading research in the field.

The module builds on MANG1002 Management Accounting (1) and MANG2005 Management Accounting (2) to extend students’ understanding of the roles of management accounting information in organizational decision-making, planning and control. It will critically examine a range of contemporary issues in management accounting such as contingency approach to management accounting, strategic cost management techniques, management control systems, divisional performance measurements and transfer pricing, and the balanced scorecard. It will also examine the use of management accounting in different organisational contexts, including small businesses and public sectors. The relevance of organisational context will be explored and case studies will be used to highlight contextual issues.

This module introduces students to more contemporary and advanced developments in management accounting covering relevant practices and leading research in the field.

The module builds on MANG1002 Management Accounting (1) and MANG2005 Management Accounting (2) to extend students’ understanding of the roles of management accounting information in organizational decision-making, planning and control. It will critically examine a range of contemporary issues in management accounting such as contingency approach to management accounting, strategic cost management techniques, management control systems, divisional performance measurements and transfer pricing, and the balanced scorecard. It will also examine the use of management accounting in different organisational contexts, including small businesses and public sectors. The relevance of organisational context will be explored and case studies will be used to highlight contextual issues.

The principal aim of this module is to introduce you to a range of management accounting decision-making techniques. Specifically, you will be encouraged to appreciate the situations within which management accounting techniques work and their limitations.

Management Analysis seeks to develop and enhance the basic mathematics and statistics knowledge and skills that are relevant to decision making in organisations. Management Analysis is a comprehensive module. It covers a wide range of fundamental quantitative techniques as applied in all areas business and management including financial mathematics, linear programming, statistical data and how to summarise it, probability and decision trees, basic differential calculus and its applications in decision making. Management Analysis also develops practical skills linked to quantitative data analysis via computer labs in spreadsheet modelling and introduction to a statistical computer package for analysing and displaying data.

This module is not available to students taking Modules: ECON1005, ECON1008 or ECON1011.

Management Analysis seeks to develop and enhance the basic mathematics and statistics knowledge and skills that are relevant to decision making in organisations. Management Analysis is a comprehensive module. It covers a wide range of fundamental quantitative techniques as applied in all areas business and management including financial mathematics, linear programming, statistical data and how to summarise it, probability and decision trees, basic differential calculus and its applications in decision making. Management Analysis also develops practical skills linked to quantitative data analysis via computer labs in spreadsheet modelling and introduction to a statistical computer package for analysing and displaying data.

This module is not available to students taking Modules: ECON1005, ECON1008 or ECON1011.

Management Consulting has enjoyed significant growth in the previous 40 years and plays a large and important role in the private and public sectors of most national economies. Despite, or perhaps because of this success, the role of management consultants is controversial and has attracted criticism. This module explores these issues by looking at the context and environment in which consulting has grown and takes place, the concepts and theories that underpin consultancy and by which we can understand it, and some of the processes and practices that consultancy involves. The module uses both normative and critical lenses to reflect upon the sector as a whole, the rhetoric and the reality of consulting, and equip students with some of the practical skills and knowledge that being a consultant involves and requires.

The module is split into three parts. First, we look at the management consulting phenomenon in general and how it fits into our understanding of the business world as well as some of the controversy surrounding it. We then move on and take a closer look at the historical evolution of the sector and the different types of firms and institutions involved. Week three involves a case study and introduces various types of capital (including human, social and client). In the second section of the module we examine the processes, relationships and practices involved with management consulting. In particular we look at clients, the consultants themselves and the way that they organise their work, the relationships between clients and consultants and finally approaches, methods and tools that they can use. This section of the module also includes the assessed practical role play activity. The third and final section focuses on careers in consultancy, the ethical dimensions and controversies of consultancy and a look at the darker side of the industry. Given the international dimension and reach of consulting, as well as environmental and sustainability concerns, this section is highly relevant for the future of the industry. This section includes a look at how people get in, get on and some of the reasons that they get out of the consulting sector.