The objective of the study focus is to develop a comprehension of Management Accounting which focusses at future- and success-oriented management and thus promotes a target-oriented business approach. International corporates with corresponding demands at Management Accounting are dealt with in particular.

The students are provided with a survey of the general Management Accounting instruments. They are able to evaluate the relevance of the instruments for the different branches and context factors of individual corporates and know how to use them having worked on case studies or realistic examples. The focus is on problems and solutions in a realistic Management Accounting environment and in corporate governing. The 4 functions Planning, Governing, Reporting and Controlling are illustrated in detail with strategic and operative instruments.

Organizations and corporates of the most different branches look for governing personnel and employees who are capable of strategically governing the company looking at the decisive key data and who take into account the economic consequences of their decisions. Apart from the specialist and technical skills of the relevant branch basic knowledge of Management Accounting in terms of an „economic conscience“ is an important pre-requisite for assuming executive functions.

Management Accounting is a microeconomic service function. Crucial information relevant to find the right decision helps the management to govern their corporates in a future- and target-oriented way. The central basis for Management Accounting is therefore to provide information which is usable for governing purposes, to introduce strategies and to transfer them to and follow them in projects and daily processes. This information is generated, evaluated and controlled by means of different methods and instruments.

In particular, the management of processes and strategies of international corporates shall be dealt with while the tasks and support of Management Accounting in operative and strategic international business actions are of significant importance.

• Chapman, Chris: Controlling Strategy: Management, Accounting, and Performance Measurement, Oxford 2005
• Weber, J.; Schäffer, U.: Introduction to Controlling, Stuttgart 2008
• Shim, Jae; Siegel, Joel: Modern Cost Management and Analysis, 3. ed., New York 2009
• Blocher, E.; Stout, G.; Cokins, G.: Cost Management. A strategic emphasis. 6. ed., New York 2012

12 ECTS x 30 hours = 360 hours,  combined out of the following:

• Course attendance: 90 hours
• Preparation / homework / self-study : 150 hours
• Semester project / presentation: 60 hours
• Exam preparation: 60 hours
• Exam time: 120 minutes

• Interactive lectures
• Workshops and teamwork
• Case studies
• Field trips to companies
• Clicker assessment systems