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CALIFORNIA STATE POLYTECHNIC UNIVERSITY POMONA

ACADEMIC SENATE

DATE: July 26, 2006

TO: Academic Programs

FROM: Academic Senate Executive Committee

SUBJECT: Academic Senate Referral

1. CLASSIFICATION: AP-001-067

2. TITLE: Master of Science in Accountancy

3. BACKGROUND: This proposal has the support of the Accounting Department faculty, Dean of the College of Business Administration, and the Graduate Council. An accounting emphasis has been offered under the MBA program for many years and the Department is interested in upgrading the emphasis to a full degree program.

4. RECOMMENDED RESOURCES: Glenda Brock, , Bob Hurt, Faculty of the Accounting Department; David Klock, Dean of the College of Business Administration; Claudia Pinter-Lucke; Donald Hoyt, AVP Research and Graduate Studies, College of Business Graduate Coordinator

5. REVIEW AND RECOMMEND: Review and recommend as appropriate.

6. DATE REQUIRED: November 1, 2006

1

California State Polytechnic University PomonaExpanded Course Outline

Department Name: AccountingPrepared By: Nas Ahadiat, Bob Hurt & Anwar SalimiCourse Title: Management Accounting SeminarCourse Number: ACC 608Date Prepared: October 13, 2005Date Approved By Graduate Studies Committee: _________

SECTION A

I. Catalog Description:

ACC 608 Management Accounting Seminar (4 Units)

Strategic management accounting and control issues, including cost determination and analysis, activity-based systems, budgeting, transfer pricing, performance evaluation, cost management and ethics. 4 lecture / discussion. Prerequisite: GBA 511 or equivalent.

II. Required Background or Experience :

A. Prerequisites: GBA 511 or equivalent

B. Prerequisites Justification: Students need a basic understanding of accounting to succeed in this course. They will be extending and applying their knowledge in management accounting related contexts.

III. Expected Outcomes:Upon completion of this course, students will be able to:

1. Analyze current and classic issues in management accounting.

2. Respond effectively to unstructured problems and situations in the discipline.

3. Conduct original applied research focused on management accounting.

2

IV. Text and References:

Text Decision: by individual instructor

This course must rely heavily on cases and professional readings. Suitable periodicals include (but are not limited to):

Strategic Finance Accounting, Management and Information Technologies Management Accounting Harvard Business Review Accounting Review Journal of Accountancy CFO: Magazine for Senior Financial Executives

For instructors wishing to incorporate a textbook, we suggest the following:

Management Control Systems by Anthony and Govindarajan. McGraw-Hill / Irwin.

Management Control Systems by Merchant and Van der Stede. Prentice-Hall. Readings in Management Accounting by Young. Prentice-Hall. Cost Management by Hilton, Maher & Selto. McGraw-Hill / Irwin. Cost Management: A Strategic Emphasis by Blocher, Chen and Lin.

McGraw-Hill / Irwin.

V. Special or Unique Student Materials:

None.

VI. Special or Unique University Facilities :

Smart classroom VCR Moveable classroom furniture

3

VII. Expanded Description of the Course and Instructional Methods:

A. Expanded Description of the Course:

This course examines a broad set of management accounting and cost control issues through an applied, interdisciplinary lens. It incorporates real-life, unstructured problems, representative of those students would expect to encounter in their professional careers. Case analysis and original applied research are required elements of instruction.

The topics considered in this course are interdisciplinary by nature, with the principal focus being on accounting. Concepts and ideas from other business disciplines, particularly management, may also be relevant. Students should be required to think critically as they analyze cases, participate in class discussions and conduct original applied research focused on their current employment environment.

B. Instructional Methods:

Case analysis Original applied research Class discussion

VIII. Methods of Evaluating Outcomes:

Evaluation Tools:

Individual Papers: 45% Tests & Exams ___% Individual Projects ___%Group Paper: ___% Quizzes ___% Team Projects ___%

Individual Presentations ___% Peer Evaluation ___% Outside/Expert Evaluations ___%

Group Presentation ___% Participation 45% Other: Highest of other two 10%

4

SECTION B

Week #

Theme/Topic

1 Course introduction Syllabus review Introduction to management control Review of necessary accounting concepts

o Financial statement purpose and structureo Costing systemso Cost-volume-profit analysiso Variance analysis

2 Activity-based systems Activity-based costing Activity-based management Suggested cases (Harvard Business School Press)

o ABM at Stream Internationalo Indianapolis: Activity-Based Costing of City Services

3 Performance evaluation systems Responsibility accounting Balanced scorecard Suggested cases (Harvard Business School Press)

o Polaroid: Managing Environmental Responsibilities and Their Costso Chadwick Inc.: The Balanced Scorecardo Boston Lyric Opera

4 Budgeting and variance analysis Analysis of budgeting systems Master budget Interpretation of cost variances Suggested cases (Harvard Business School Press)

o Borealiso HCC Industrieso Seattle Public Schoolso Software Associateso Midwest Ice Cream

5 Student research proposalsWorking individually or with a partner, students should develop an original, applied research proposal addressing some management accounting related issue they’re currently facing. The proposal should include a well-developed research question, a discussion of its organizational context and an explanation of its importance.

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6 Cost management Target costing Kaizen costing Life-cycle costing Suggested cases (Harvard Business School Press)

o Anagene Inc.o Olympus Optical Company Ltd.o San Francisco Giants

7 Cost Allocation Purpose of allocation Customer profitability Sales variance Suggested cases (Harvard Business School Press)

Bridgeton Industries: Automotive Component & Fabrication Plant

Kanthal (A and B) Kansas City Zephyrs Baseball Club Inc.

8 Management control systems Frameworks Decentralization vs. centralization Performance measurement Suggested cases (Harvard Business School Press)

o Airtex Aviationo Tots R Us

9 Transfer pricing Organizational context Common systems Behavioral issues Suggested cases (Harvard Business School Press)

o Birch Paper Companyo Sub-Micron Devices Inc.o Transfer Pricing at Timken

10 Student research discussionWorking in small groups, students should discuss their original research papers.

SECTION C: MASTER’S LEVEL GENERAL MANAGEMENT (AACSB STANDARDS)

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Goal Class Contact Hours*Capacity to lead in organizational situations. 0Capacity to apply knowledge in new and unfamiliar circumstances through a conceptual understanding of relevant disciplines. 40Capacity to adapt and innovate to solve problems, to cope with unforeseen events, and to manage in unpredictable environments. 40Information technical skills as evidenced by an ability to use current information technology to convey information, solve problems, and expedite business processes.

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Demonstrate awareness of ethical responsibility to business professions and society. 20

Management-Specific Learning Goals

Goal Class Contact Hours*Communicate. Effectively communicate, at the professional level, in both oral and written formats in a variety of formal and informal business situations and using technology-based tools to assist in the presentation and communication of information.

40

Relationships. Develop the relationships between business and its environments including stakeholders, competitors, industries, regulators, the technology and global environment, and society at large to formulate business strategy and represent it in the form of business plans, explicitly incorporating ethics.

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Analyze. Analyze complex situations in a dynamic environment from a wide variety of perspectives; creatively identify a range of alternative responses; and assess the relative merits of each based on complex objective functions using appropriate techniques and tools.

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Functional Areas. Respond strategically to the dynamic nature of business to apply the fundamental concepts, theories and practices of the major functional areas of business; have a strong basis for further independent learning in the functional areas; and to be able to work effectively with functional specialists.

40

Teams & Leadership. Develop and cultivate leadership skills, interpersonal skills and social competence necessary for individual and team effectiveness in complex organizations. 40

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*Explanation of class contact hours: these hours are being collected as part of an AACSB requirement and will be used to assess our graduate program.

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California State Polytechnic University, PomonaExpanded Course Outline

Department Name: AccountingPrepared By: Rose Marie MartinCourse Title: Internal Control and Corporate GovernanceCourse Number: ACC 610Date Prepared: 11-29-05Date Approved By Graduate Studies Committee: __________

SECTION A


ACC 610 Internal Control and Corporate Governance (4)

Presents the foundation of internal control theory accepted and promulgated by auditors and accountants. Supplemented by management implementation to achieve effective corporate governance. Includes best practices from preeminent companies that serve as benchmarks and models for evaluating and strengthening corporate governance. Seminar course with problem solving and case studies.

III. Required Background or Experience :

A. Prerequisites: Unconditional standing.

B. Prerequisites Justification: Unconditional standing assures that the student has background knowledge of basic accounting concepts which is needed to understand the course materials.

III. Expected Outcomes:

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Upon completion of this course, students should be able to:

1. Demonstrate understanding of the foundation of internal control theory, i.e. COSO, COBIT.

2. Identify significant control objectives, both at the entity and activity control level.

3. Construct professional documentation to report and analyze the internal control environment using recommended auditor techniques.

4. Judge strengths and weaknesses within corporate business processes, from the auditor perspective.

5. Recognize red flags that signal the need for prompt investigation and action.6. Produce a report of recommendations for management implementation, include

specific suggestions tailored to an analysis of the corporate culture. 7. Appraise the manager’s role and responsibility for internal control systems.

Explain how effective internal control improves corporate governance and profitability and empowers top company management (CEO, CFO).

8. Apply best practices from preeminent companies to case analysis.

IV. Text and References:(Textbook Decision: By Instructor)

Suggested texts:

Sarbanes-Oxley and the Board of Directors : Techniques and Best Practices for Corporate Governance by Scott Green (July 15, 2005) How to Comply with Sarbanes-Oxley Section 404: Assessing the Effectiveness of Internal Control by Michael Ramos (2004)

Corporate Governance : The McGraw-Hill Executive MBA Series by John L. Colley, et al (June 20, 2003)

What Is Corporate Governance? (The Mcgraw-Hill What Is) by John L. Colley, et al (December 6, 2004)

The Recurrent Crisis in Corporate Governance by Ira Millstein, Paul W. MacAvoy (September 15, 2004)

A good resource for cases is www.itgovernance.org. This site has some excellent cases that are real and focus not only on IT issues but corporate infrastructure.

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http://www.amazon.com/exec/obidos/tg/detail/-/0471736082/qid=1129272361/sr=1-25/ref=sr_1_25/103-6535643-2291043?v=glance&s=books


http://www.itgovernance.org/





Internet access

VII. Special or Unique University Facilities :

Internet access


A. Expanded Description of the Course :

The course will begin with the foundation of internal control theory, (i.e. COSO, COBIT), that has been promulgated by accounting practitioners and professional managers. Students will then learn to identify significant control objectives, (both at the entity and activity control level), and to judge strengths and weaknesses within corporate business processes. The course will view internal control from both the auditor and management perspective. The management viewpoint includes the manager’s role and responsibility for internal control systems, and explains how effective internal control improves corporate governance and profitability and empowers top company management (CEO, CFO). The auditor perspective will include the recognition of red flags that signal the need for prompt investigation and action, the construction of professional documentation to report and analyze the internal control environment, and culminate with a report of recommendations for management implementation. This report will include specific suggestions tailored to an analysis of the corporate culture. Best practices from preeminent companies will be applied to case analysis.


Seminar/discussion, problem solving and cases. Project and cases involving the analysis and reporting of internal control strengths and weaknesses, and recommendations for cure. This report should include specific suggestions for management implementation, tailored to an analysis of the corporate culture.


Recommended Evaluation Tools:

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Case Studies: 40%Final Exam: 20%Internal Control Evaluation Project and Presentation: 20%Participation: 20%

12

SECTION B

Week # Theme/Topic1 The Engagement

Management’s Required Assessment of the Entity’s Internal Control

The Independent Auditor’s Reporting Responsibilities A Structured Comprehensive Approach for Evaluating

Internal Control

2 Internal Control Criteria The Need for Control Criteria The COSO Internal Control Integrated Framework Controls over Information Technology Systems Disclosure Controls and Procedures Business Process Activities

3 Project Planning The Objective of Planning Information Sources Structuring the Project Team Coordinating with the Independent Auditors Documenting Your Planning Decisions

4 Identifying Significant Control Objectives Entity Level Control Objectives Presumed to be

Significant System Wide Monitoring Identifying Significant Activity Level Control

Objectives Coordinating with the Independent Auditors Map to the COSO framework

5 Documentation of Significant Controls Documentation: What It Is… And is Not Assessing the Adequacy of Existing Documentation Documentation of Entity Level Control Policies and

Procedures Documenting Activity Level Controls Coordinating with the Independent Auditors Documentation Example

6 Testing and Evaluating Entity Level Controls Internal Control Reliability Model Overall Objective of Testing Entity Level Controls Testing Techniques Evaluating the Effectiveness of Entity Level Controls Documenting Test Results Survey tools Example Inquiries of Management

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Coordinating with the Independent Auditors Guidance for Designing a Computer General Controls

Review 7 Testing and Evaluating Activity Level Controls

Assessing the Effectiveness of Design Operating Effectiveness Evaluating Test Results Documentation of Test Procedures and Results Coordinating with the Independent Auditors Example Inquiries Example Control Activities

8 Reporting Annual and Quarterly Reporting Requirements Expanded Reporting on Management’s

Responsibilities for Internal Control Coordinating with the Independent Auditors and

Legal Counsel Example Disclosures of a Material Weakness Example Reports on Management’s Responsibilities

for Reporting and Internal Control9 Project Presentations

10 Exam

SECTION C

SECTION C: MASTER’S LEVEL GENERAL MANAGMENT (AACSB STANDARDS)

Goal Class Contact Hours*Capacity to lead in organizational situations. 25Capacity to apply knowledge in new and unfamiliar circumstances through a conceptual understanding of relevant disciplines.

25

Capacity to adapt and innovate to solve problems, to cope with unforeseen events, and to manage in unpredictable environments.

30

Information technical skills as evidenced by an ability to use current information technology to convey information, solve problems, and expedite business processes.

10

Demonstrate awareness of ethical responsibility to business professions and society.

20

14



30


40


25


20

Teams & Leadership. Develop and cultivate leadership skills, interpersonal skills and social competence necessary for individual and team effectiveness in complex organizations.

10


15

Revised 4/12/04

16


Department Name: AccountingPrepared By: Vicki PedenCourse Title: Assurance and Regulation in Accounting

Course Number: ACC 620Date Prepared: October 10, 2005Date Approved By Graduate Studies Committee: __________

SECTION A


ACC 620 - Assurance and Regulation in Accounting (4)A managerial perspective on accounting assurance and regulatory requirements for all types of businesses. Emphasis on financial statement audits, public company requirements, other governmental regulation and internal auditing. Seminar course with problem solving and case studies.

IV. Required Background or Experience :

A. Prerequisites: Unconditional Standing



Students will be able to identify and discuss the assurance and regulatory requirements they may encounter as professional accounting managers. Students will be able to prepare for these requirements and manage available resources to satisfy these requirements. Students will identify and discuss the ethical implications of these requirements. Students will apply and evaluate the implications of assurance and regulation to a particular type of business through a business project.

IV. Text and References: (Textbook Decision: By Instructor)

Contemporary Auditing: Real Issues and Cases, Knapp, ISBN 032418834xThe Securities and Exchange Commission: Background Issues and Bibliography. Wilder, ISBN 1590333624Current Auditing/Assurance textbook.

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Selected articles from current periodicals.


Internet access

VIII. Special or Unique University Facilities :

Internet access


A. Expanded Description of the Course:The course will address the types of assurance, regulations and other requirements that professional accounting managers may encounter. It will include the basics of financial statement auditing, the impact of the audit process on the organization, the additional reporting requirements for public companies, the uses of the internal audit function, requirements for not-for-profit entities and a survey of regulatory requirements for various industries. Ethical implications of audits and regulation are highlighted throughout the course.


Seminar/discussion, problem solving and cases. Project on regulatory and other requirements for specific industries relevant to student interest.



Case studies: 40% Final Exam 20%

Industry Regulation Project and Presentation: 20% Participation 20%

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SECTION B

Week # Theme/Topic1 Regulation of Financial Information

Introduction Sources of Regulation

2 Financial Statement Auditing Impact on Organizations Opinions and Liability

3 Financial Statement Auditing Ethics Planning and Materiality

4 Financial Statement Auditing Transaction Cycle Approach Completing the Audit

5 Public Company Requirements Securities and Exchange Commission History and Requirements

6 Public Company Requirements Sarbanes Oxley Act Public Company Accounting Oversight Board

7 Internal Auditing Management Objectives Types of Engagements

8 Not-For-Profit Regulation Government Agencies IRS

9 Special Industry Regulation Sources of Industry Regulation Heavily Regulated Industries

10 Student Project Presentations

SECTION C



25

Capacity to adapt and innovate to solve problems, to cope with unforeseen events, and

30

19

to manage in unpredictable environments.Information technical skills as evidenced by an ability to use current information technology to convey information, solve problems, and expedite business processes.

10


20



30


40


25


20

Teams & Leadership. Develop and cultivate leadership skills, interpersonal skills and social competence necessary for individual and team

10

20

effectiveness in complex organizations.

*Explanation of class contact hours: these hours are being collected as part of an AACSB requirement and will be used to assess our graduate program. Revised 4/12/04

21

California State Polytechnic University PomonaExpanded Course Outline

Department Name: AccountingCourse Title: International Accounting IssuesPrepared By: Bob Hurt & Anwar SalimiCourse Number: ACC 630Date Prepared: October 13, 2005Date Approved By Graduate Studies Committee: __________

SECTION A

I. Catalog Description:ACC 630 International Accounting Issues (4)Exploration of international accounting issues from interdisciplinary, managerial perspectives. Comparative accounting across national borders. Harmonization and evaluation of international accounting standards. Foreign exchange. Mergers, acquisitions and business valuation. Ethics. Management control issues in international contexts. 4 lecture/problem-solving. Prerequisite: unconditional standing

V. Required Background or Experience :

a. Prerequisites : Unconditional standing

b. Prerequisite justification : Unconditional standing assures that the student has background knowledge of basic accounting concepts which is needed to understand the course materials.


Upon completion of this course, students should be able to:

a. Explain the process of international accounting standard setting.

b. Summarize and evaluate selected international accounting standards.

c. Discuss and demonstrate foreign exchange principles, including hedging.

22

d. Evaluate international considerations in mergers, acquisitions and business valuation projects.

e. Develop practical, viable solutions to management control issues in international enterprises.

f. Respond to ethical issues in international accounting.

23


This course should rely heavily on current journal articles and cases in the field. Recognizing, however, that some instructors may want to include a traditional textbook, we offer the following suggestions:

a. Texts

i. International Accounting by Choi and Meek. Prentice-Hall.

ii. International Accounting: A User Perspective by Saudagaran. South-Western.

iii. International Accounting and Multinational Enterprises by Radebaugh and Gray. Wiley.

b. Journals

i. International Journal of Accounting

ii. International Journal of Digital Accounting Research

iii. Journal of International Accounting Research

iv. Journal of International Accounting, Auditing and Taxation


None

IX. Special or Unique University Facilities :

Smart classroom Moveable classroom furniture



This course examines common issues in international accounting from an interdisciplinary managerial perspective. While it will include some background in technical areas (such as foreign currency translation and IASC standards), the primary focus should be on developing viable solutions to common accounting problems in international contexts. The course must incorporate case discussions and original research as primary methods of instruction.

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Several sessions are devoted to management control issues. By this, we mean “the process by which managers influence members of the organization to implement the organization’s strategies efficiently and effectively.” (Anthony, R., D. Hawkins and K. Merchant. Accounting: Text and Cases (11th edition). Irwin / McGraw-Hill, 2004.) Management control issues are broad and interdisciplinary by nature, crossing the boundaries of traditional academic disciplines such as management, information systems and finance.


Lecture / discussion Collaborative learning Original research


Evaluation Tools:

Individual Paper: 30% Tests & Exams __% Individual Project ___%Group Paper: __% Quizzes ___% Team Project __%

Individual Presentation ___%

Peer Evaluation ___% Outside/Expert Evaluations ___%

Group Presentation 30% Participation 30% Other: Highest of other three___10%

SECTION B

Week # Theme/Topic1 Introduction to course

Syllabus review Overview of international accounting issues,

standards and standard setting processes2 International accounting standards: concepts

IASC and related organizations Politics of standard setting Critique process for international accounting

standards Suggested cases (Harvard Business School

25

Press)o The IAS 39 Carve-Outo Land Securities Group plco Machinery Internationalo Standard International Inc.

3 International accounting standards: detailsWorking in groups, students should select a current IAS pronouncement. They should prepare an oral presentation which discusses the content of the standard, proposes alternatives to it, compares it to any related US GAAP and evaluates the costs and benefits of the standard.

4 Foreign exchange concepts and transactions Floating exchange rate determinants Foreign currency risks Hedging Suggested cases (Harvard Business School

Press)o Advising on Currency Risk at ICICI Banko Foreign Exchange Hedging Strategies at

General Motorso Hedging Currency Risks at AIFSo Exchange Rate Policy at the Monetary

Authority of Singaporeo The Euro-Dollar Decisiono Dozier Industries

5 International Business Combinations and Consolidations

Consolidated Financial Statements Valuation of international enterprises Suggested cases (Harvard Business School

Press)o Nestle and Alcono The Royal Bank of Scotland: Masters of

Integration

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6 Management control issues (1 of 3) Management Control Systems Evolution of Control Measures Internal Control Suggested cases (James Schweikart:

International Accounting: A Case Approach)o Implex Corporationo WhyCave International o EuroMachine Company

7 Management control issues (2 of 3) Financing considerations in international

ventures Global expansion of existing organizations Government regulation and intervention Suggested cases (Harvard Business School

Press)o Aluminum Bahrain (Alba)o Shurgard Self-Storage: Expansion to

Europeo Stakeholder Analysis: Enron and the

Dabhol Power Project in Indiao Capital Controls in Chile in the 1990s

8 Management control issues (3 of 3) Performance evaluation and budgeting Transfer pricing and taxation Suggested cases (James Schweikart:

International Accounting: A Case Approach)o The Ameripill Companyo Global Enterprises

9 Ethics Ethical decision making frameworks Interaction of national culture and ethics Suggested cases (Harvard Business School

Press)o International Rivers Network and the

Bujagali Dam Projecto Becton Dickinson: Ethics and Business Practiceso Divesting the Zambian Mining Industry

10 Country reportsWorking individually or in groups, students should select a focus country of interest to them. They should analyze the country’s historical, social and political environment, as well as the status of its economy and markets. The culmination of their work should be a

27

written and / or oral report to the class.

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SECTION C: MASTER’S LEVEL GENERAL MANAGEMENT (AACSB STANDARDS)

Goal Class Contact Hours*Capacity to lead in organizational situations. 0Capacity to apply knowledge in new and unfamiliar circumstances through a conceptual understanding of relevant disciplines. 40Capacity to adapt and innovate to solve problems, to cope with unforeseen events, and to manage in unpredictable environments. 40Information technical skills as evidenced by an ability to use current information technology to convey information, solve problems, and expedite business processes. 8Demonstrate awareness of ethical responsibility to business professions and society. 4



40


32


36


40


*Explanation of class contact hours: these hours are being collected as part

29

of an AACSB requirement and will be used to assess our graduate program.

30


Department Name: Accounting Course Title: Internship in AccountingPrepared By: Vicki Peden Course Number: ACC 650Date Prepared: October 19, 2005Date Approved By Graduate Studies Committee: __________

SECTION A


ACC 650 - Internship in Accounting (4). On-the-job training in accounting involving new masters-level learning experiences. Prerequisite: permission of the Director of the Accounting Graduate Program.

VI. Required Background or Experience :

A. Prerequisites: Permission of the Director of the Accounting Graduate Program.

B. Prerequisites Justification: Needed to insure that the on-the-job training will give student the appropriate professional experience.


Demonstrate and apply concepts from accounting courses. Analyze business situations and create solutions. Experience the intricacies of the professional accounting environment.

IV. Text and References: (Textbook Decision: By Instructor) None.

V. Special or Unique Student Materials: None

X. Special or Unique University Facilities: None


A. Expanded Description of the Course:Students obtain field experience working in the accounting profession as an intern with a company and/or organization. Work may be in a variety of accounting areas such as: public, corporate, governmental / not-for-profit,

31

taxation, systems or international.


On-the-job training



Internship Journal: 45% Employer Evaluation: 35%

Oral Presentation 15% Professional Demeanor: 5%

SECTION B

Week # Theme/Topic1 On-the-job training2 On-the-job training3 On-the-job training4 On-the-job training5 On-the-job training6 On-the-job training7 On-the-job training8 On-the-job training9 On-the-job training10 On-the-job training

SECTION C


Goal Class Contact Hours*Capacity to lead in organizational situations.Capacity to apply knowledge in new and unfamiliar circumstances through a conceptual understanding of relevant disciplines.

No class contact hours



32














Teams & Leadership. Develop and cultivate leadership skills, interpersonal skills and social competence necessary for individual and team


33

effectiveness in complex organizations.


Revised 4/12/04

34


Department Name: Accounting Course Title: Contemporary Accounting IssuesPrepared By: Hassan Hefzi, Ashok Natarajan, and Hong PakCourse Number: ACC 660 X Date Prepared: 11/10/2005Date Approved By Graduate Studies Committee: __________

SECTION A


ACC 660 Contemporary Accounting Issues (4)Study and analysis of contemporary accounting issues and practices.

Emphasis on the integration of accounting knowledge in financial and managerial accounting, tax, accounting information systems, and auditing. Enhances analytical research, judgmental and communication skills of students. 4 seminars, case analysis

VII. Required Background or Experience :

A. Prerequisites: Successful completion of all other required courses in the Masters’ program.

B. Prerequisites Justification: Since this is a capstone course, drawing on the knowledge from all the subject areas in the program, the student is required to have completed all core coursework before enrolling for this course.


On successfully completing this course, the student is expected to: discuss and critique contemporary accounting theories identify and evaluate comprehensively contemporary accounting

issues predict potential directions of accounting regulation and theory integrate different subject areas in accounting evaluate and respond to unstructured problems similar to those

35

Ashok Natarajan, 09/06/06,

Or “compare and contrast” Changed from demonstrate


Added as per comment from department

encountered in the profession


Current accounting professional publications: e.g., Journal of Accountancy, etc.

Current Business periodicals: e.g., Wall Street Journal, Fortune, BusinessWeek, Forbes, etc.

Case studies from various sources, such as Harvard Business School Cases, Ivey School Cases, Darden Case Collection, and the Journal of Accounting Case Research and the Journal of Accounting Education

Current Exposure Drafts from the FASB, Reports of the Emerging Issues Task Force, and other official accounting pronouncements from the FASB, the SEC, the AICPA, and the IASB.

Textbooks on Accounting theory, such as:

Financial Accounting Theory, Third Edition, by William R. Scott, Prentice Hall

Financial Accounting Theory and Analysis: Text Readings and Cases, Eighth Edition, by Richard G. Schroeder, Myrtle W. Clark, Jack M. Cathey, John Wiley & Sons

Accounting Theory, by Ahmed Riahi-Belkaoui , Thomson Learning; 5th edition

Accounting Theory: Contemporary Accounting Issues, by Thomas G. Evans, South-Western College Pub; 1st edition

Financial Accounting Theory: Issues and Controversies, by Stephen A. Zeff (Editor) , Mcgraw-Hill College; 3rd edition


___Zip Disk _X__Calculator ___Camera ___Laptop___Floppy Disk

___Graph Paper

___Video Camera

_X__Computer

_X__CD-Rom __X_Writing Pad

___Videotape ___Other

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Added based on discussions.


Added based on discussions.


Added based on department comments.

????

XI. Special or Unique University Facilities :

___Computer Lab ___Computer Connection ___“Smart” Classroom (one workstation)

___File Server _X__White Board/Markers _X__Overhead Screen_X__Computer Projector ___VCR ___Microphone___Laser Pointer ___Printer ___Moveable Classroom

Furniture_X__Internet Connection ___Laptop Ports ___Other ____________

????



The basic objectives of this course are to enable the student to understand contemporary accounting issues and practices, to examine the basis of contemporary accounting theory, and to consider potential future directions in accounting practice and regulation. The course emphasizes the integration of accounting knowledge covered in the masters program including financial accounting and valuation, advanced managerial accounting, tax, accounting information systems, and auditing. Articles from professional accounting publications and business periodicals are used as a basis for reviewing contemporary accounting issues. The course utilizes a seminar framework to discuss integrative instructional case studies from the various accounting subject areas.


___Lecture __X_Cases ___Individualized Instruction

___Lecture/Discussion ___Open Lab ___Cooperative Learning

_X__Seminar ___Videotapes ___Distance Learning__X_Collaborative Learning ____Other


37


Added this section – as in Bus. Valuation ECO.


Individual Paper: _15% Tests & Exams _40% Individual Project ___%

Group Paper: _15% Quizzes ___% Team Project ___%



Group Presentation ___% Participation _30% Other: ________ ___%

SECTION B

Week #

Theme/Topic

1 Review and discussion of Planning frameworks in accounting

Business Analysis and Valuation Contemporary issues Case discussion and presentation


Business Analysis and Valuation (continued) Contemporary issues Case discussion and presentation


International Accounting Issues Contemporary issues Case discussion and presentation

4 Review and discussion of Operational frameworks in accounting

Assurance issues Contemporary issues Case discussion and presentation


Internal Control issues Contemporary issues Case discussion and presentation


Internal Control issues (continued) Contemporary issues

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Case discussion and presentation7 Review and discussion of Evaluation frameworks in

accounting Managerial and Cost accounting issues Contemporary issues Case discussion and presentation

8 Review and discussion of other frameworks in accounting Performance Appraisal and compensation, mergers

and acquisitions, and other accounting issues Contemporary issues Case discussion and presentation

9 Synthesis of various frameworks in accounting Project Case Presentations and discussions

10 Synthesis of various frameworks in accounting Project Case Presentations and discussions

SECTION C



40


40


3


40


Goal Class Contact Hours*Communicate. Effectively communicate, at the professional level, in both oral and written formats in a variety of formal and informal

40

39

business situations and using technology-based tools to assist in the presentation and communication of information.


6


40


3


3

Revised 4/12/04

40


Department Name: Accounting Course Title: Management Control in Not-For-Profit

OrganizationsPrepared By: Glenda Brock Course Number: ACC 670Date Prepared: 10-14-05Date Approved By Graduate Studies Committee: __________

SECTION A

I. Catalog Description :

ACC 670 Management Control in Not-for-Profit Organizations (4) – Application of the processes of budgeting, planning, and controlling in governmental, hospital, and educational institutions as well as charitable foundations. Case studies and a service component with an appropriate entity. Prerequisites: Unconditional Standing.

VIII. Required Background or Experience :


a. Prerequisites Justification : Unconditional standing assures that the student has background knowledge of basic accounting concepts, which is needed to understand the course materials.


A. Students should be able to analyze the strengths and weaknesses in a not-for-profit (NFP) organization.

B. Students should be able to compare the mission and strategic plans of a NFP organization to their actual operations.

C. Students should be able to identify potential problems and propose solutions.

D. Students should be able to review proposed budgets, calculate the variances from the actual budgets, and interpret the variances.

41

E. Students compare the operations of various government and not-for-profit organizations to the organization under review.

F. Students should be able to communicate results of the review, oral and written, to the managers of the organization, as well as the public.

IV. Text and References:

Textbook Decision: Textbook should cover the current standards, concepts, and practices of government and not-for-profit entities. Example: Management Control in Nonprofit Organizations by Robert N Anthony and David W. Young. Selected current articles from the library databases including CCH and RIA.Governmental Accounting Standards Board

V. Special or Unique Student Materials

Students must provide a computer with internet access.Tape recorder.

XII. Special or Unique University Facilities :

Smart ClassroomWhite board and markerOverhead projector for computer and transparencies or equivalentInternet ConnectionMoveable classroom furniture


A. Expanded Description of the Course:The course will address the types of not-for-profit organizations including the organizational structure, mission, and strategic plans. Budget processes and financial reports will be examined and contrasted to other similar organizations. Speakers will provide specific information about different types of not-for-profit entities. Small groups will select community partner projects to examine and evaluate resulting in a report with proposed improvements. Oral and written reports will be presented to the Not-for-Profit managers, fellow students, and other interested parties.


42

Group discussions and presentations of results of case studies. Speakers will provide specific information about particular not-for-profit entities. Students will research using Cal Poly library databases and write an individual paper. A community service project with community partners where students will evaluate the organization’s structure, mission, and strategic plans. The students will also review operations. A comprehensive report will be presented orally and in a written format.



Individual Paper: _20% Tests & Exams ___% Individual Project ___%

Group Paper: ___% Quizzes ___% Team Project _50%


Peer Evaluation _5_% Outside/Expert Evaluations __5%

Group Presentation ___% Participation __20% Other: ________ ___%

SECTION B

Week # Theme/Topic1 The Management Control Environment

Organization structure and relationships Information – types, costs, and output Efficiency and effectiveness. Ethical implications

2 The Management Control Process Strategic planning Budget preparation Control system

3 Case Study (ies) of various nonprofits Analysis Decisions Solutions

4 Selection of Project Characteristics of nonprofit organization Tax and legal considerations Constraints on Goals and Strategies Sources of financial support Governance Political influences

5 Review of Organization

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Organizational structure Financial statement analysis Internal and external influences Comparisons of similar organizations

6 Understanding culture and ethical implications Learning cultural environment Human resources environment Ethical expectations Communication among employees and volunteers

7 Written Report of Findings Review of organization Improvement needed for budget control and

strategic planning Improvements needed for internal controls Improvements needed for financial reporting Improvements needed for communication

8 Implementation of suggestions Ethical issues. Human resources issues External and internal communication Financial projections Reporting requirements

9 Classroom reporting for projects Each student group presents project to community

partners and class Community partners present analysis of the student

projects Discussion of projects implementation

10 Assessment of project by students and professor Each student presents assessment of learning

outcomes of project Professor presents assessment of each project Current Issues in the industry is discussed for

improvements in project. Future improvements developed through assessment

and discussion.

SECTION C


44


30


35


15


30



30


30


30

Functional Areas. Respond strategically to the dynamic nature of business to apply the fundamental concepts, theories and practices of

35

45

the major functional areas of business; have a strong basis for further independent learning in the functional areas; and to be able to work effectively with functional specialists.


35


Revised 4/12/04

46


Department Name: Accounting Course Title: Fraud and Forensic AccountingPrepared By: Vicki PedenCourse Number: ACC 680Date Prepared: October 17, 2005Date Approved By Graduate Studies Committee: __________

SECTION A


ACC 680 - Fraud and Forensic Accounting (4)A managerial perspective on fraud within an organization. Emphasis on fraud prevention and detection methods. Survey of the management support resources available in the field of forensic accounting. Case study and analysis of financial statement frauds.

IX. Required Background or Experience :




Students will recognize and assess fraud exposure within organizations. Students will obtain skills to create corporate environments conducive to preventing and detecting fraud and manage resources to reduce fraud in the organization. Students will identify ways in which forensic accounting resources can assist corporate management in preventing, detecting and prosecuting fraud.


The Financial Number Game: Detecting Creative Accounting Practices, Mulford and Comiskey 0-471-37008-8Financial Shenanigans, Schilit, 0-07-138626-2Forensic and Investigative Accounting, Crumbley, Heitger and Smith, 0-8080-1001-8Selected articles from current periodicals.


47

Internet access

XIII. Special or Unique University Facilities :

Internet access


A. Expanded Description of the Course:Exploration of the various aspects of fraud that must be addressed by professional accounting managers. Examination of the basics of fraud prevention, investigation and detection. Extensive analysis of management fraud with an emphasis on fraudulent financial statements. Ethical implications of fraud on the individual, organization and society are highlighted throughout the course.


Seminar/discussion, problem solving and cases. Individual project on prevention and detection of fraud in an actual organization



Case Analysis 35% Final Exam 20%

Ethics Project: 10% Participation 15%

Fraud Project and Presentation 20%

SECTION B

48

Week # Theme/Topic1 The Extent and Nature of Corporate Fraud

Ethical and Social Implications Legal and Political Implications

2 Management Fraud Controls and Management Corporate Environment

3 Earnings Management Incentives Techniques

4 Fraudulent Financial Reporting Manipulating Financial Information Revenue recognition

5 Fraudulent Financial Reporting Expenses Liabilities

6 Employee Fraud Types of Fraud Symptoms of Fraud

7 Employee Fraud Prevention Detection

8 Forensic Accounting Resources Investigative Methods Data Techniques

9 Forensic Accounting Resources Money Laundering Litigation Support

10 Student Presentations

SECTION C


Goal Class Contact Hours*Capacity to lead in organizational situations. 20Capacity to apply knowledge in new and unfamiliar circumstances through a conceptual understanding of relevant disciplines. 25Capacity to adapt and innovate to solve problems, to cope with unforeseen events, and to manage in unpredictable environments. 20

49

Information technical skills as evidenced by an ability to use current information technology to convey information, solve problems, and expedite business processes. 15Demonstrate awareness of ethical responsibility to business professions and society. 10


Goal Class Contact Hours*Communicate. Effectively communicate, at the professional level, in both oral and written formats in a variety of formal and informal business situations and using technology-based tools to assist in the presentation and communication of information. 30Relationships. Develop the relationships between business and its environments including stakeholders, competitors, industries, regulators, the technology and global environment, and society at large to formulate business strategy and represent it in the form of business plans, explicitly incorporating ethics. 15

Analyze. Analyze complex situations in a dynamic environment from a wide variety of perspectives; creatively identify a range of alternative responses; and assess the relative merits of each based on complex objective functions using appropriate techniques and tools. 30

Functional Areas. Respond strategically to the dynamic nature of business to apply the fundamental concepts, theories and practices of the major functional areas of business; have a strong basis for further independent learning in the functional areas; and to be able to work effectively with functional specialists. 25



Revised 4/12/04

50


Department Name: Accounting Course Title: Strategic Tax PlanningPrepared By: J. Karayan Course Number: ACC 690Date Prepared: November 10, 2005Date Approved By Graduate Studies Committee: __________

SECTION A


ACC 690 Strategic Tax Planning (4 Units). A hands-on course for Masters of Accountancy students on how to factor taxes into strategic decision-making. 4 seminar-discussions.

X. Required Background or Experience :

A. Prerequisites: Unconditional standing


XI. Expected Outcomes :

Upon completion of the course, the student should be able to:

Appraise the impact of taxes on decisions in the various functional areas of an organization (e.g., marketing, human resources, finance, accounting, production,or operations management)

Identify how strategic tax decisions made by senior management impact decision-making throughout organizations.

Analyze how taxes affect organizational growth, retrenchment, and survival (e.g., starting and financing ventures, product development,

51

motivating employees, market penetration in different states and countries, capital budgeting, mergers, acquisitions, restructuring, special state and local tax incentives, or siteselection).

IV. Text and References:(Textbook Decision: By Department of Accounting Tax Course

Coordinator)

Karayan, et al., Strategic Corporate Tax Planning (latest edition)

Swenson, et al., State & Local Tax Planning (latest edition) V. Special or Unique Student Materials:

Web access.

XIV. Special or Unique University Facilities :

University Library Web-accessible tax databases.


A. Expanded Description of the Course :B.

Cases, projects, and assigned readings are utilized to focus on the impact of regulatory costs on organizational strategic decision-making. Following the goals for tax education change developed by the American Taxation Association and the American Institute of Certified Public Accountants, topics are organized organically around bundles of issues arising during phases of organizational life-cycles, such as formation, growth, and retrenchment. Topics include starting and financing ventures, product development, motivating employees, market penetration, capital budgeting, mergers, acquisitions, restructuring, special state and local tax incentives, and site selection


Cases, projects, and readings in a distance learning environment.


52

Written cases, written projects, and written on-campus final exam.


Individual Papers: _40__% Tests & Exams ___% Individual Projects _20__%

Group Paper: ___% Quizzes ___% Team Project ___%



Group Presentation ___% Participation ___% Final Exam __40 ___%

SECTION B

Week # Theme/Topic1 Theme/Topics Overview

Subtopic 1 Type of Taxes Subtopic 2 Importance of State and Local Tax

Planning Subtopic 3 Principles of Taxation Subtopic 4 Sources of Tax Rules

2 Theme/Topics General Tax Strategies Subtopic SAVANT Framework Subtopic Non-tax Limitations

3 Theme/Topics Choosing an Optimal Legal Entity Subtopic 1 The Cast Subtopic 2 Multiple Entities

4 Theme/Topics Financing Ventures Subtopic 1 Internal Financing Subtopic 2 External Financing

5 Theme/Topics Product Development Subtopic 1 Research and Development Costs Subtopic 2 Risk Spreading Subtopic 3 Web Site Development

6 Theme/Topics Motivating Employees Subtopic 1 Non-executive Compensation Subtopic 2 Executive Compensation Subtopic 3 Stock-like Compensation

7 Theme/Topics Non-Income Taxes Subtopic 1 Sales-type Taxes Subtopic 2 Property Taxes Subtopic 3 Payroll Taxes

8 Theme/Topics Mergers, Acquisitions, & Restructuring Subtopic 1 Financial Engineering Subtopic 2 Operational Restructuring

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Subtopic 3 Divestitures9 Theme/Topics Mergers, Acquisitions, & Restructuring

Subtopic 1 Acquisitions Subtopic 2 Mergers Subtopic 3 Leveraged Buyouts

10 Theme/Topics Mergers, Acquisitions, & Restructuring Subtopic 1 Use of Flow Through Entities Subtopic 2 Liquidations Subtopic 3 ESOPs

SECTION C



20


20


5


1



10

Relationships. Develop the relationships between business and its environments including stakeholders, competitors, industries, 20

54

regulators, the technology and global environment, and society at large to formulate business strategy and represent it in the form of business plans, explicitly incorporating ethics.


20


15



Revised 4/12/04

55

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