Advanced Performance Management

Course Objectives

1. To develop a comprehensive understanding of strategic planning and control,

including the role of strategic performance management and various performance
measurement models.
2. To enhance knowledge of performance management information systems and the
impact of technological developments on data analytics and management accounting.
3. To master strategic performance measurement techniques in both private and not-for-
profit sectors, incorporating financial and non-financial performance indicators.
4. To cultivate professional skills in performance evaluation, including alternative
performance measurement views, communication, analysis, evaluation, skepticism,
and commercial acumen.

Course Outcomes

1. Students will be able to apply strategic performance management concepts and

models to assess and enhance organizational performance, addressing potential
conflicts and integrating risk and uncertainty in strategic planning.
2. Students will be proficient in utilizing performance management information systems,
leveraging technological advancements in data analytics, and integrating internal and
external sources of management information to support decision-making.
3. Students will be capable of implementing and evaluating strategic performance
measures in various sectors, understanding the significance of non-financial
performance indicators, and applying quality management techniques.
4. Students will demonstrate the ability to critically evaluate performance using various
approaches, effectively communicate complex issues, apply analytical techniques,
maintain professional scepticism, and exhibit commercial acumen in addressing
organizational challenges.

Unit 1
Strategic planning and control
Strategic management accounting- the role of strategic performance management, the role of
performance measurement in checking progress, planning and control between the strategic
and operational levels, the scope for potential conflict between strategic business plans, how
models such as SWOT analysis, PEST, Boston Consulting Group, balanced scorecard,
Porter’s generic strategies and 5 Forces may assist in the performance management process,
the methods of benchmarking performance, how risk and uncertainty play an important role
in long-term strategic planning, Performance hierarchy- the purpose, structure and content of
a mission statement, s how strategic objectives are cascaded down the organisation, success
factor analysis in developing performance, the characteristics of operational performance, the
relative significance of planning activities, Performance management and control of the
organisation- the strengths and weaknesses of alternative budgeting, different types of budget
variances, the increased use of nontraditional profit-based performance, Changes in business
structure and management accounting- the particular information needs of organisations, the
changes to management accounting systems, the influence of Business Process Re-
engineering, the role that performance management systems, how changing an organisation’s
structure, culture and strategy will influence, the need for businesses to continually refine and
develop their management accounting, Environmental, social and governance factors- the
ways in which stakeholder groups operate, the social and ethical issues that may impact on
strategy formulation, evaluate, and apply environmental management.

Unit 2
Performance management information systems and developments in technology
Performance management information systems- performance management, ways in which the
information requirements of a management structure are affected, the compatibility of
management accounting objectives, the issue of data silos and the problems, the integration
of management accounting information, the management information systems, the external
and internal factors, Sources of management information- the principal internal and external
sources of management, the information might be used in planning and controlling activities,
Recording and processing systems and technologies- the type of business entity will influence
the recording and processing methods, how IT developments may influence management
accounting systems, how information systems provide instant access to previously
unavailable data, the difficulties associated with recording and processing data of a
qualitative nature, Data analytics- the development of big data and its impact on performance,
the impact of big data and data analytics, evaluate different methods of data analysis, the use
of alternative methods of data analytics, the ethical issues related to information collection
and processing, Management reports- the output reports of an information system, common
mistakes and misconceptions in the use of numerical data used for performance
measurement, the role of the management accountant in providing key performance
information.
Unit 3
Strategic performance measurement
Strategic performance measures in private sector- the primary objective of financial
performance, the appropriateness of, and apply different measures of performance, indicators
of liquidity and gearing need to be considered in conjunction with profitability, contrast short
and long run financial performance, the appropriate benchmarks to use in assessing
performance, Divisional performance and transfer pricing issues- compute and evaluate
performance measures, the need for separate measures in respect of managerial and divisional
performance, the circumstances in which a transfer pricing policy, evaluate the use of
alternative bases for transfer pricing, demonstrate issues that require consideration, Strategic
performance measures in not-for-profit organisations- discuss the potential for diversity in
objectives depending on organisation type, the difficulties in measuring outputs when
performance is not judged, the use of benchmarking in public sector performance, the
combination of politics and the desire to measure public sector performance, Assess ‘value
for money’ service provision as a measure of performance, Non-financial performance
indicators- the interaction of nonfinancial performance indicators, the significance of non-
financial performance indicators, the difficulties in interpreting data on qualitative issues, the
significance of brand awareness and company profile, The role of quality in management
information and performance measurement systems- the application of Japanese business
practices and management accounting techniques, the relationship of quality management,
the need and assess the characteristics of quality, Six Sigma as a quality improvement
method, Performance measurement and strategic Human Resource Management issues- the
relationship of HR management to performance measurement, the link between achievement
of the corporate strategy and the management of human resources, evaluate different methods
of reward practices, Other behavioural aspects of performance measurement- the
accountability issues that might arise from performance, the statement; ‘What gets measured,
gets done’ in the context of performance management, how management style needs to be
considered when designing an effective performance.

Unit 4
Performance evaluation and Professional skills
Alternative views of performance measurement and management- the ‘balanced scorecard’
approach as a way in which to improve the range, the ‘performance pyramid’ as a way in
which to link strategy, operations and performance, the work of Fitzgerald and Moon that
considers performance measurement, the application of activity-based management, the
value-based management approaches to performance management, Strategic performance
issues in complex business structures- the problems encountered in planning, controlling and
measuring performance levels, the impact on performance management of the use of business
models.

Communication- adopting a suitable style and format, using appropriate technology,

compelling and logical arguments, demonstrating the ability, simplify complex issues to
convey relevant information, Analysis and evaluation- appropriate analytical techniques to
establish reasons and causes of issues, information, evidence and findings carefully, reflecting
on their implications, appropriate judgement when considering organisational plans,
information objectively with a view to balancing the costs, Scepticism- the underlying
reasons for key organisational plans, opinions, assertions and assumptions, the information
presented or decisions made, Commercial acumen- awareness of organisational and external
factors, key issues in determining how to address or resolve problems, insight and perception
in understanding behavioural responses.