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COURSE SYLLABUS
Management Accounting (MBM 115)

School of the Graduate Studies: Master in Management Major in Public Administration

Vision: An effective instrument in establishing high quality graduate studies in business that meet the needs and demands of the new world economic order in
the third millennium and onward.

Mission: We, at the Graduate School in Business and Management are committed to provide quintessential advance and integrated business and risk
management education to provide effective and competent business managers to propel the business and economic communities of the country.

Objectives: The dynamic environmental changes taking place in the national as well as global communities demand that administrators must be developmental
and enterprising in their thinking and training. Toward this end, the PLMar Graduate School through its Graduate Programs, aims to:

1. Train administrators and potential administrators to make relevant decisions based on the applications of theories and concepts in administration of
development and business management viewed in macro and micro levels from national and supra natural perspectives employing multi-disciplinary
approaches; and,
2. Develop executives to become prominent leaders in business and management in government and non-government organizations, church- related
and social institutions, and other entities.

COURSE TITLE : Management Accounting

COURSE CODE :
COURSE CREDIT :
CONTACT HOURS/SEMESTER : 54 hours
CLASS SCHEDULE(S) :
COURSE-PREQUISITE : NONE
COURSE CO-REQUISITE : NONE
PLACEMENT : NONE

PROGRAM LEARNING OUTCOMES (PLO) :

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The Master in Management program shall aims to produce graduates possessing the following, the ability to:
a. Articulate and discuss the latest administration and business developmental approaches and good practices;
b. Act in recognition of professional, social, and ethical responsibilities for the fastest emerging developing environment ;
c. Apply the knowledge, skills and wisdom as an appropriate for the specialization to the abstract models, defined problems and requirements for
the globally challenging and competitive world;
d. Function effectively as a global-leader in diverse environment with a multi-disciplinary settings;
e. Understand and commit to professional ethics, responsibilities, and norms of professional innovative practice;
i. Understand the impact of new society order solutions in a global, economic, environmental, and societal context;
j. Recognize/ Realize and Actualize the life-long learning in the field of academe through innovative approaches and beyond;
k. Apply techniques, skills, knowledge and wisdom to the modern innovative complex world practice.

COURSE DESCRIPTION: This course (Management Accounting) introduces learners to the vital role that management accounting information plays in
organizations. It also introduces learners to elements of management accounting which are used to make and support decisions. It starts
by introducing the nature, the source and purpose of management information followed by the statistical techniques used to analyze
data. Then the syllabus addresses cost accounting and the costing techniques used in business which are essential for any management
accountant. The syllabus then looks at the preparation and use of budgeting and standard costing and variance analysis as essential tools
for planning and controlling business activities. The syllabus concludes with an introduction to measuring and monitoring the
performance of an organization where management cases, to some extent, shall be given to learners.

In today’s competitive environment, management accounting information has moved from its traditional score-keeping role to a more
attention-getting, problem-solving, and even strategic planning and implementation role. Learners get to appreciate how management
accountants become a critical member of the top management team. As a course intended for Master in Management, it will take a
more quantitative approach in presenting and analyzing the concepts.

Overall, the course aims to develop knowledge and understanding of management accounting techniques to support management in
planning, controlling and monitoring performance in a variety of business contexts.

OBJECTIVES/VALUES:

At the end of the term, the learners should be able to:

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A. Explain the nature, source and purpose of management information.

B. Explain and analyze data analysis and statistical techniques.
C. Explain and apply cost accounting techniques.
D. Prepare budgets for planning and control.
E. Compare actual costs with standard costs and analyze any variances.
F. Explain and apply performance measurements and monitor business performance.
G. Integrate qualitative factors along with quantitative ones in the problem-solving process.

COURSE LEARNING OUTCOME

COURSE OUTLINE:

Teaching-
Teaching-
Learning Learning
Learning
Week Specific Learning Outcome (SLO) Learning Content (LC) Assessment Resources
Activities
Tools (LAT) and References
(TLA)
(TLR)
University Student
Manual
 Course Outline/ embedded
 Outline the detailed requirements of the course
1 learning room (traditional
(Course Introduction) Course
and virtual class ) Modular
Syllabus/Scope &
Approaches
Sequence Grid
2 A. The Nature, Source and Group Submission of References /
Purpose of Management discussion in Reports, and Suggested
Information. structured Case Study / Readings and the
classroom Analysis provided Syllabus
At the end of the lesson, the learner should be able to:
1. Accounting Management Guides/Modules
a) Describe the purpose and role of cost and management
accounting within an organization.[K]
b) Compare and contrast financial accounting with cost and
management accounting.[K]
c) Outline the managerial processes of planning, decision
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making and control.[K]

d) Explain the difference between strategic, tactical and
operational planning.[K]
e) Distinguish between data and information.[K]
f) Identify and explain the attributes of good information.[K]
g) Explain the limitations of management information in
providing guidance for managerial decision-making.[K]

At the end of the lesson, the learner should be able to: 2. Sources of data

a) Describe sources of information from within and outside

the organization (including government statistics, financial
press, professional or trade associations, quotations and price
list.[K]
b)Explain the uses and limitations of published
information/data (including information from the internet) .
[K]
c) Describe the impact of general economic environment on
costs/revenue.[K]
d) Describe the main uses of big data and analytics for
organizations.[K]

3 -do- -do -do-

At the end of the lesson, the learner should be able to: 3. Cost classification
a) Explain and illustrate production and nonproduction costs.
[K]
b) Describe the different elements of non-production costs-
administrative, selling, distribution and finance.[K]
c) Describe the different elements of production cost-
materials, labor and overheads.[K]
d) Explain the importance of the distinction between
production and non-production costs when valuing output and
inventories.[K]
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e) Explain and illustrate with examples classifications used in

the analysis of the product/service costs including by
function, direct and indirect fixed and variable, stepped fixed
and semi variable costs.[S].
f) Explain and illustrate the use of codes in categorizing
transaction.[K]
g) Describe and illustrate, graphically, different types of cost
behavior.[S]
h) Explain and illustrate the concept of cost objects, cost units
and cost centers.[S].
i) Distinguish between cost, profit, investment and revenue
centers.[K]
j) Describe the differing needs for information of cost, profit,
investment and revenue center managers.[K]

At the end of the lesson, the learner should be able to: 4. Presenting Information

a) Prepare written reports representing management

information in suitable formats according to purpose.[S]
4 b) Present information using tables, charts and graphs (bar -do- -do- -do-
charts, line graphs, pie charts and scatter graphs).[S]
c) Interpret information (including the above tables, charts
and graphs) presented in management reports.[S]

5 B. Data Analysis and -do- -do-

Statistical Techniques

At the end of the lesson, the learner should be able to: 1. Sampling Method

a) Explain sampling techniques (random, systematic,

stratified, multistage, cluster and quota) .[K]
b) Choose an appropriate sampling method in a specific
situation.[S]

At the end of the lesson, the learner should be able to:

2. Forecasting Technique
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a) Explain the structure of linear functions and equations.[S]

b) Use high/low analysis to separate the fixed and variable
elements of total costs including situations involving semi
variable and stepped fixed costs and changes in the variable
cost per unit.[S]
c) Explain the advantages and disadvantages of using the high
low method to estimate the fixed and variable element of
costing.[K].
d) Construct scatter diagrams and lines of best fit.[S]
e) Analysis of cost data.
(i) Explain the concept of correlation coefficient and
coefficient of determination.[K]
(ii) Calculate and interpret correlation coefficient and
coefficient of determination.[S]
(iii) Establish a linear function using regression analysis and
interpret the results.[S]
f) Use linear regression coefficients to make forecasts of costs
and revenues.[S]
g) Adjust historical and forecast data for price movements.[S]
h) Explain the advantages and disadvantages of linear
regression analysis.[K]
i) Explain the principles of time series analysis (cyclical,
trend, seasonal variation and random elements) .[K]
j) Calculate moving averages.[S]
k) Calculate the trend, including the use of regression
coefficients.[S]
l) Use trend and seasonal variation (additive and
multiplicative) to make budget forecasts.[S]
m) Explain the advantages and disadvantages of time series
analysis.[K]
n) Explain the purpose of index numbers [K]
o) Calculate simple index numbers for one or more variables.
[S]
p) Describe the product life cycle and explain its importance
in forecasting.[K]
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3. Summarizing and
Analyzing Data
At the end of the lesson, the learner should be able to:

a) Calculate the mean, mode and median for ungrouped data

and the mean for grouped data.[s] Recitation/
b) Calculate measures of dispersion including the variance,
Actualization
standard deviation and coefficient of variation both grouped Submission of -do-
and ungrouped data [S] Examination
the output case
c) Calculate expected values for use in decision making.[S] analysis in
d) Explain the properties of a normal distribution.[s] Actual
relation to the
6 e) Interpret normal distribution graphs and tables. [S] Classroom
topic subject
Meeting,
4. Spreadsheets lecture, cases
At the end of the lesson, the learner should be able to: 4.1. Base-Case Analysis presentation,
4.2. What-if Analysis discussion and
a) Explain the role and features of a computer spreadsheet 4.3. Breakeven Analysis discussion
system.[K] 4.4.Optimization Analysis 83
b) Identify applications for computer spreadsheets and their
use in data analysis, cost and management accounting.[S]

7 C. Cost Accounting One on one Submission of -do-

Techniques Coaching Case Study /
through online/ Analysis and
At the end of the lesson, the learner should be able to: 1. Accounting for Material, Group Reports
Labor and Overheads discussion
a) Accounting for materials through virtual
room
(i) Describe the different procedures and documents necessary
for the ordering, receiving and issuing of materials from
inventory.[K] Reference
(ii) Describe the control procedures used to monitor physical
Outline and
and ‘book’ inventory and to minimize discrepancies and
losses.[K] Suggested
(iii) Interpret the entries and balances in the material Reading
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inventory account.[S] Materials /

(iv) Identify, explain and calculate the costs of ordering and embedded
holding inventory (including buffer inventory).[S] learning
(v) Calculate and interpret optimal reorder quantities.[S] (traditional and
(vi) Calculate and interpret optimal reorder quantities when virtual
discounts apply.[S]
classroom)
(vii) Produce calculations to minimize inventory costs when
inventory is gradually replenished.[S] Modular
(viii) Describe and apply appropriate methods for establishing Approaches
reorder levels where demand in the lead time is constant.[S]
(ix) Calculate the value of closing inventory and material
issues using LIFO, FIFO and average methods.[S]

b) Accounting for labor

(i) Calculate direct and indirect costs of labor.[S]

(ii) Explain the methods used to relate input labor costs to
work done.[K]
(iii) Prepare the journal and ledger entries to record labor cost
inputs and outputs.[S]
(iv) Describe different remuneration methods: time-based
systems, piecework systems and individual and group
incentive schemes.[K]
(v) Calculate the level, and analyze the costs and causes of
labor turnover.[S]
(vi) Explain and calculate labor efficiency, capacity and
production volume ratios.[S]
(vii) Interpret the entries in the labor account.[S]

c) Accounting for overheads

(i) Explain the different treatment of direct and indirect

expenses.[K]
(ii) Describe the procedures involved in determining
production overhead absorption rates.[K]
(iii) Allocate and apportion production overheads to cost
centers using an appropriate basis.[S]
(iv) Reapportion service cost center costs to production cost
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centers (including using the reciprocal method where service

cost centers work for each other)[S]
(v) Select, apply and discuss appropriate bases for absorption
rates.[S]
(vi) Prepare journal and ledger entries for manufacturing
overheads incurred and absorbed.[S]
(vii) Calculate and explain the under and over absorption of
overheads.[S]

8 At the end of the lesson, the learner should be able to: 2. Absorption and -do- -do- -do-
Marginal Costing

a) Explain the importance of, and apply, the concept of

contribution.[S]
b) Demonstrate and discuss the effect of absorption and
marginal costing on inventory valuation and profit
determination.[S]
c) Calculate profit or loss under absorption and marginal
costing.[S]
d) Reconcile the profits or losses calculated under absorption
and marginal costing.[S]
e) Describe the advantages and disadvantages of absorption
and marginal costing.[K]

At the end of the lesson, the learner should be able to: 3. Cost Accounting Method

a) Job and batch costing

(i) Describe the characteristics of job and batch costing.[K]
(ii) Describe the situations where the use of job or batch
costing would be appropriate.[K]
(iii) Prepare cost records and accounts in job and batch
costing situations.[S]
(iv) Establish job and batch costs from given information.[S]

b) Process costing
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(i) Describe the characteristics of process costing.[K]

(ii) Describe the situations where the use of process costing
would be appropriate.[S]
(iii) Explain the concepts of normal and abnormal losses and
abnormal gains.[K]
(iv) Calculate the cost per unit of process outputs.[S]
(v) Prepare process accounts involving normal and abnormal
losses and abnormal gains.[S]
(vi) Calculate and explain the concept of equivalent units.
(vii) Apportion process costs between work remaining in
process and transfers out of a process using the weighted
average and FIFO methods.[S]
(viii) Prepare process accounts in situations where work
remains incomplete.[S]
(ix) Prepare process accounts where losses and gains are
identified at different stages of the process.[S]
(x) Distinguish between by-products and joint products.[K]
(xi) Value by-products and joint products at the point of
separation.[S]
(xii) Prepare process accounts in situations where by-products
and/or joint products occur. [S]
(Situations involving work-in-process and losses in the same
process are excluded).

c) Service/operation costing

(i) Identify situations where the use of service/operation

costing is appropriate.[K]
(ii) Illustrate suitable unit cost measures that may be used in
different service/operation situations.[S]
(iii) Carry out service cost analysis in simple service industry
situations.[S]

9 At the end of the lesson, the learner should be able to: 4. Alternative Cost -do- -do- -do-
Accounting
a) Explain activity based costing (ABC), target costing, life
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cycle costing and total quality management (TQM) as

alternative cost management techniques.[K]
b) Differentiate ABC, Target costing and life cycle costing
from the traditional costing techniques (note: calculations are
not required).[K]

10 D. Budgeting -do- -do- -do-

At the end of the lesson, the learner should be able to: 1. Nature and Purpose of
Budgeting
a) Explain why organizations use budgeting.[K]
b) Describe the planning and control cycle in an organization.
[K]
c) Explain the administrative procedures used in the
budgeting process.
d) Describe the stages in the budgeting process (including
sources of relevant data, planning and agreeing draft budgets
and purpose of forecasts and how they link to budgeting).[K

At the end of the lesson, the learner should be able to: 2. Budget Preparation

a) Explain the importance of principal budget factor in

constructing the budget.[K]
b) Prepare sales budgets.[S]
c) Prepare functional budgets (production, raw materials
usage and purchases, labor, variable and fixed overheads). [S]
d) Prepare cash budgets.[S]
e) Prepare master budgets (statement of profit or loss and
statement of financial position). [S]
f) Explain and illustrate ‘what if’ analysis and scenario
planning. [S]

At the end of the lesson, the learner should be able to: 3. Flexible Budgets

a) Explain the importance of flexible budgets in control.[K]

b) Explain the disadvantages of fixed budgets in control.[K]
c) Identify situations where fixed or flexible budgetary control
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would be appropriate.[S]
d) Flex a budget to a given level of volume.[S]

11 At the end of the lesson, the learner should be able to: 4. Capital Budgeting and -do- -do- -do-
Discounted Cash Flows
a) Discuss the importance of capital investment planning and
control.[K]
b) Define and distinguish between capital and revenue
expenditure.[K]
c) Outline the issues to consider and the steps involved in the
preparation of a capital expenditure budget.[K]

d) Explain and illustrate the difference between simple and

compound interest, and between nominal and effective
interest rates.[S]
e) Explain and illustrate compounding and discounting.[S]
f) Explain the distinction between cash flow and profit and the
relevance of cash flow to capital investment appraisal.[K]
g) Identify and evaluate relevant cash flows for individual
investment decisions.[S]
h) Explain and illustrate the net present value (NPV) and
internal rate of return (IRR) methods of discounted cash flow.
[S]
i) Calculate present value using annuity and perpetuity
formulae.[S]
j) Calculate NPV, IRR and payback (discounted and non-
discounted).[S]
k) Interpret the results of NPV, IRR and payback calculations
of investment viability.[S]

At the end of the lesson, the learner should be able to: 5. Budgetary Control and
Reporting
a) Calculate simple variances between flexed budget, fixed
budget and actual sales, costs and profits.[S]
b) Discuss the relative significance of variances.[K]
c) Explain potential action to eliminate variances.[K]
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d) Define the concept of responsibility accounting and its

significance in control.[K]
e) Explain the concept of controllable and uncontrollable
costs.[K]
f) Prepare control reports suitable for presentation to
management (to include recommendation of appropriate
control action.[S]

At the end of the lesson, the learner should be able to:

a) Explain the importance of motivation in performance

management.[K]
b) Identify factors in a budgetary planning and control system 6. Behavioral Aspects of
that influence motivation.[S] Budgeting
c) Explain the impact of targets upon motivation.[K]
d) Discuss managerial incentive schemes.[K]
e) Discuss the advantages and disadvantages of a participative
approach to budgeting.[K]
f) Explain top down, bottom up approaches to budgeting.[K]

12 E. Standard Costing

At the end of the lesson, the learner should be able to: 1. Standard Costing
Systems
a) Explain the purpose and principles of standard costing. [K]
b) Explain and illustrate the difference between standard,
marginal and absorption costing.[K]
c) Establish the standard cost per unit under absorption and
marginal costing [S]

At the end of the lesson, the learner should be able to:

2. Variance Calculations
a) Calculate sales price and volume variance.[S]
and Analysis
b) Calculate materials total, price and usage variance.[S]
c) Calculate labor total, rate and efficiency variance.[S]
d) Calculate variable overhead total, expenditure and
efficiency variance.[S]
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e) Calculate fixed overhead total, expenditure and, where

appropriate, volume, capacity and efficiency variance.[S]
f) Interpret the variances.[S]
g) Explain factors to consider before investigating variances,
explain possible causes of the variances and recommend
control action.[S]
h) Explain the interrelationships between the variances.[K]
i) Calculate actual or standard figures where the variances are
given.[

At the end of the lesson, the learner should be able to:

3. Reconciliation of
a) Reconcile budgeted profit with actual profit under standard
absorption costing.[S]
Budgeted and Actual Profit
b) Reconcile budgeted profit or contribution with actual profit
or contribution under standard marginal costing.[S]

13 F. Performance
Measurement

At the end of the lesson, the learner should be able to: 1. Performance
Measurement Overview
a) Discuss the purpose of mission statements and their role in
performance measurement.[K]
b) Discuss the purpose of strategic and operational and
tactical objectives and their role in performance measurement.
[K]
c) Discuss the impact of economic and market conditions on
performance measurement.[K]
d) Explain the impact of government regulation on
performance measurement.[K]
2. Performance
At the end of the lesson, the learner should be able to: Measurement –
Application
a) Discuss and calculate measures of financial performance
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(profitability, liquidity, activity and gearing) and non-

financial measures.[S]

b) Perspectives of the balanced scorecard

(i) discuss the advantages and limitations of the balanced

scorecard[K]
(ii) describe performance indicators for financial success,
customer satisfaction, process efficiency and growth[K]
(iii)discuss critical success factors and key performance
indicators and their link to objectives and mission
statements[K]
(iv)establish critical success factors and key performance
indicators in a specific situation[S]

c) Economy, efficiency and effectiveness

(i) explain the concepts of economy, efficiency and

effectiveness.[K]
(ii) describe performance indicators for economy, efficiency
and effectiveness[K]
(iii) establish performance indicators for economy, efficiency
and effectiveness in a specific situation[S]
(iv) discuss the meaning of each of the efficiency, capacity
and activity ratios[K]
(v) calculate the efficiency, capacity and activity ratios in a
specific situation[S]

d) Unit costs

(i) describe performance measures which would be suitable in

contract and process costing environments.[K]

e) Resource utilization

(i) describe measures of performance utilization in service and

manufacturing environments[K]
(ii) establish measures of resource utilization in a specific
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situation[S]

f) Profitability

(i) calculate return on investment and residual income[S]

(ii) explain the advantages and limitations of return on
investment and residual income[K]

g) Quality of service

(i) distinguish performance measurement issues in service and

manufacturing industries.[K]
(ii) describe performance measures appropriate for service
industries[K]

At the end of the lesson, the learner should be able to: 3. Cost Reductions and
a) Compare cost control and cost reduction.[K] Value Enhancement
b) Describe and evaluate cost reduction methods.[S]
c) Describe and evaluate value analysis.[S]

At the end of the lesson, the learner should be able to: 4. Monitoring Performance
a) Discuss the importance of non-financial performance and Reporting
measures.[K]
b) Discuss the relationship between short-term and long-term
performance.[K]
14 c) Discuss the measurement of performance in service
industry situations.[K]
d) Discuss the measurement of performance in non-profit
seeking and public sector organizations.[K]
e) Discuss measures that may be used to assess managerial
performance and the practical problems involved.[K]
f) Discuss the role of benchmarking in performance
measurement.[K]
g) Produce reports highlighting key areas for management
attention and recommendations for improvement.[S]
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At the end of the lesson, the learner should be able to:

5. Decisions Involving Actual
Alternative Choices Classroom
a) Decision Making
Meeting,
b) Types of Choices Decisions
lecture, cases
(i) Make or Buy Decisions
presentation,
(ii) Addition / Discontinuance of a Product line
discussion and
(iii) Sell or Process Further
15 discussion Documentation -do-
(iv) Operate or Shut down
(Traditional)
(v) Exploring New Markets
w/ Modular
(vi) Maintaining a desired level of profit
Approaches

N.B.
Throughout, the topics in the syllabus assess both knowledge and skills. Therefore a clear distinction is drawn, within each subject area, between assessing knowledge and skills and
in assessing their application within an accounting or business context. The assessment of knowledge is denoted by a superscript K and the assessment of skills is denoted by the
superscript S.

I. Suggested Readings:

Textbooks:

REQUIRED READINGS
Primary text:
1 Robert N. Anthony, David F. Hawkins, and Kenneth A. Merchant Accounting: Text and Cases (12th ed., International) Richard D. Irwin,
Inc. Homewood, Illinois, 2007
Supplement:
2 Anthony Atkinson, Rajiv Banker, Robert Kaplan, & Mark Young Managerial Accounting (5th ed.) Pearson-Prentice Hall, New Jersey, 2007

Other References:

1. Anthony, Robert & David Young (2003). Management Control in Non-Profit Organizations (7th ed.), McGraw-Hill.
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2. Brewer, Peter C., Ray H. Garrison, Eric W. Noreen (2008). Introduction to managerial accounting (4th ed.), Boston: McGraw-Hill/Irwin.

3. Edmonds, Thomas P. (2007). Fundamental financial and managerial accounting concepts, Boston: McGraw-Hill/Irwin,

4. Garrison, Ray H., Eric W. Noreen, & Peter C. Brewer (2008). Managerial Accounting (12th ed.), McGraw-Hill.

5. Hilton, Ronald W., Michael W. Maher, Frank H. Selto (2008). Cost management: strategies for business decisions (4 ed.), Boston: McGraw-
Hill/Irwin.

6. Mowen, Maryanne M. (2012), Managerial Accounting (Philippine ed.), Cengage Learning Asia Ltd.

7. Shank, John K. (2006). Cases in cost management: a strategic emphasis (3 ed.), Australia: Thomson/South-Western.

8. Warren, Carl S., James M. Reeve, & Philip E. Fess (2002). Financial and Managerial Accounting (7 ed.), South-Western.

9. Zimmerman, Jerold L. (2006). Accounting for decision making and control (5 ed.), Boston: McGraw-Hill/Irwin.

10. Any sources from on-line. Validated.

For more inquiry, you may contact the Dr. JOEL S. SUAREZ phone number 09279029 98 2 / or email at leojzeraus1958 @yahoo.com.

II. Course Requirements

1. Class participation/Research/Presentation
2. Exercises/Case Analyses/Unassisted Case Method/ Reaction Papers
3. Documentation File
4. Oral and Written Report (Output required both in soft and hard copies)
5. Final Examination

III. Grading System

Class Participation 20%

Research & Individual Presentation 40%
Documentation & Compliance 15%
Examination/Case Analyses/Exercises 25%
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Prelim Grade= (2/3) (Class Standing) + (1/3) PE

Grade Grade
Point % Grade Point % Grade
Pre-Midterm Grade = (2/3) (Class Standing) + (1/3) ME
Rating Equiv Rating Equiv
Midterm Grade = (2/3) (Pre-Midterm Grade) + (1/3) Prelim Grade
System System
Pre-Final Grade = (2/3) (Class Standing) + (1/3) FE 1.00 99-100 2.25 84-86
Final Grade = (2/3) (Pre-Final Grade) + (1/3) Midterm Grade 1,25 96-98 2.50 81-83
where: 1.50 93-95 2.75 78-80
PE = Prelim Examination Equivalent 1.75 90-92 3.00 75-77
ME = Midterm Examination Equivalent 2.00 87-89 5.0 Below 75
FE = Final Examination Equivalent Withdrawn (W)
CS = Online Class Standing = Average of Case Analysis Submitted through on-line, Dropped (DRP)
Quizzes Online, Homework, Practical Test Incomplete (INC)

Prepared by:

Atty. Prackie Jay T. Acaylar, CPA, JD, MPA, PhD-BM, FRILL, PD-SML
Professor