CGA - Syllabus

2009-2010 Syllabus
2009 Printing
Certified General Accountants
Association of Canada
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© CGA-Canada, 2009
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or parts thereof may not be reproduced
or used in any manner without the prior
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Accountants Association of Canada.
Printed in Canada
ISBN for an individual volume:

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About CGA-CANADA _________________________________________
CGA-Canada today
CGA is the fastest-growing accounting designation in Canada. The CGA designation focuses
on integrity, ethics and the highest education requirements. Recognized as the country’s
accounting business leaders, CGAs provide strategic counsel, financial leadership, and overall
direction to all sectors of the Canadian economy.
The Certified General Accountants Association of Canada — CGA-Canada — sets standards,

develops education programs, publishes professional materials, advocates on public policy
issues, and represents CGAs nationally and internationally. The Association represents
73,000 CGAs and students in Canada, Bermuda, the Caribbean, Hong Kong and China.
Mission
CGA-Canada advances the interests of its members and the public through national and
international representation and the establishment of professional standards, practices, and
services.
A proud history
CGA-Canada was founded in Montréal in 1908 under the leadership of John Leslie, vice-
president of the Canadian Pacific Railway. From the beginning, its objective was to
encourage improvement in skills and job performance — a goal the Association holds to this
day.
On April 14, 1913, Canada’s Parliament passed the Act that incorporated CGA-Canada as a
self-regulating professional Association. Over the decades that followed, branches became
associations in their own right, affiliated with the national body.
A revised Act of Incorporation, passed in 1999, updated CGA-Canada’s powers and reflected
the Association’s objectives and initiatives for the next millennium. The Act also established
a French name for CGA-Canada — Association des comptables généraux accrédités du
Canada.
Structure and roles

CGA-Canada is governed by a Board of Directors that includes regional representation as
well as a public representative. An Affiliation Council, comprised of representatives of each
CGA affiliate, sets the strategic plan of CGA-Canada and approves national policy. Individual
CGAs are represented nationally through CGA-Canada, and regionally through their
provincial/territorial/regional associations and local chapters.
The Association:
• ensures national recognition for the profession and advocates on policy issues of concern to
the profession
• raises the profile of the CGA designation and represents members internationally
• sets national educational standards, and develops and maintains an internationally
competitive program of professional studies and examinations to certify CGAs in Canada
and overseas
• provides a range of services to affiliates and members
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• contributes to the profession’s body of knowledge through research and participation in
international accounting organizations, particularly the International Federation of
Accountants (IFAC).
Nationally and internationally, CGA-Canada contributes to accounting standard-setting by

sharing its research findings and views. The Association also contributes to public policy
discussions, advocating for the interests of its members and the public.
As a self-regulating organization, CGA-Canada also sets high standards of professionalism

through its own Code of Ethical Principles and Rules of Conduct for members. This
comprehensive set of rules and guidelines protects the public interest and ensures that CGAs
maintain the highest ethical standards.
Education and professional development

CGA-Canada's competency-based education program has long been acknowledged as a
leader among distance learning education programs. Innovative technology is used not only in
the delivery of the program, but is incorporated into the curriculum content as well. Similarly,
ethical principles are also integrated throughout the curriculum. Education partnerships with
Laurentian University offer students options for meeting the mandatory degree requirement.
Mandatory continuing professional education ensures that CGAs maintain their professional
competence. CGA-Canada provides professional development opportunities in public
practice, ethics, accounting and auditing standards, business valuation, taxation, and other
topics. The Professional Development Network — PD Network — developed collaboratively
with CGA affiliates, is an extensive and powerful online information resource for members.
For more information

More information about CGA-Canada is available on its Web site at www.cga.org/canada.
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Contents: Syllabus
GUIDE TO THE SYLLABUS......................................................................................................... vii

Purpose ....................................................................................................................................... vii
Contents ...................................................................................................................................... vii
The CGA program of professional studies ................................................................................. vii
Mission ............................................................................................................................. vii
Program features ............................................................................................................... vii
Program structure .............................................................................................................. ix
Course and examination requirements.............................................................................. xii
Study method and workload ............................................................................................ xiv
Levels of competence ...................................................................................................... xiv
Examinations and passing standards ............................................................................... xvi
Practical experience/portfolio assessment ...................................................................... xvii
The degree requirement .................................................................................................. xvii
Course descriptions and outlines ............................................................................................. xviii
Financial Accounting Courses ..................................................................................................... 1
Financial Accounting Fundamentals [FA1] .................................................................................. 5
Financial Accounting: Assets [FA2]............................................................................................. 8
Financial Accounting: Liabilities & Equities [FA3] ................................................................... 11
Accounting Business Case [BC1] ............................................................................................... 14
Financial Accounting: Consolidations & Advanced Issues [FA4] ............................................. 15
Accounting Theory & Contemporary Issues [AT1] ................................................................... 18
Public Sector Financial Management [PF1] .............................................................................. 21
Management Accounting Courses ............................................................................................ 23
Management Accounting Fundamentals [MA1]......................................................................... 26
Advanced Management Accounting [MA2] ............................................................................... 29
Auditing Courses ......................................................................................................................... 33
External Auditing [AU1] ............................................................................................................ 36
Advanced External Auditing [AU2] ........................................................................................... 39
Internal Auditing & Controls [MU1] .......................................................................................... 42
Public Practice Audit Case [BC2]............................................................................................... 45
Finance Courses .......................................................................................................................... 47
Corporate Finance Fundamentals [FN1] ..................................................................................... 49
Advanced Corporate Finance [FN2] ........................................................................................... 52
Managing Information Systems [MS1] ...................................................................................... 58
Information Systems Strategy [MS2] ......................................................................................... 61
Taxation Courses ........................................................................................................................ 65
Personal & Corporate Taxation [TX1] ....................................................................................... 67
Advanced Personal & Corporate Taxation [TX2] ...................................................................... 70
General Business Courses ......................................................................................................... 73
Business Communication [CM1]................................................................................................ 74
Micro & Macro Economics [EM1] ............................................................................................. 76
Business Law [LW1] .................................................................................................................. 78
Business Quantitative Analysis [QU1] ....................................................................................... 81
Professional Application Courses ............................................................................................. 83
PA1: Issues in Professional Practice .......................................................................................... 84
PA2: Strategic Financial Management ....................................................................................... 86
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Computer Tutorials ..................................................................................................................... 89
Computer Tutorial 1: Windows® Basics [CT1] ......................................................................... 90
Computer Tutorial 2: Spreadsheet Using Microsoft ® Excel [CT2] .......................................... 94
Computer Tutorial 3: Accounting Using Sage Accpac ERP [CT3] .......................................... 100
SAIT Courses ............................................................................................................................. 103
Internet Applications [IA1/BCPT 383] ..................................................................................... 104
Network Management for Financial Managers [NM1/BCPT 385] .......................................... 106
Marketing Fundamentals [MK1/MKTG 224] .......................................................................... 108
Organizational Behaviour Fundamentals [OB1/MGMT 240] .................................................. 110
Database Management for Financial Managers [DM1/ACCT 483] ......................................... 112
E-Business [EE1/ACCT 480] ................................................................................................... 114
Business Process Integration [BP1/ACCT 493] ....................................................................... 116
Project Management for Financial Managers [PM1/ACCT 487] ............................................. 118
Laurentian H.B. Com Courses.................................................................................................. 121
Organizational Behaviour [OR1/COMM 2045] ....................................................................... 122
Marketing Management [MM1/COMM 2035]......................................................................... 124
Operations Management [OM1/COMM 2055] ........................................................................ 127
Strategic Management and Policy [SP1/COMM 4005] ............................................................ 129
Humanist Issues in Commercial Practice [HC1/COMM 4405] ................................................ 131
Laurentian University MBA Courses ....................................................................................... 133
Organizational Behaviour and Processes [OR2/COMM 5405] ................................................ 134
Marketing Management and Planning [MM2/COMM 5305] ................................................... 136
Operations Management [OM2/COMM 5605] ........................................................................ 139
Strategy Formulation and Implementation [SP2/COMM 6005] ............................................... 141
Leading by Design [OL2/COMM 6405] .................................................................................. 143
Global Marketing Strategy [GM2/COMM 6305] ..................................................................... 145
Research Methods in Management [RM2/COMM 6915] ........................................................ 148
Humanist Issues in Commercial Practice [HC1/COMM 4405] ................................................ 152
Information Systems Strategy [MS2/COMM 4186] ................................................................. 154
Advanced Corporate Finance [FN2/COMM 4216] ................................................................. 157
Internal Auditing & Controls [MU1/COMM 4126] ................................................................. 160
CGA COURSE AUTHORS/CONTENT EXPERTS 2009-2010 ................................................... 163
SAIT COURSE AUTHORS 2009-2010 ....................................................................................... 165
LAURENTIAN UNIVERSITY AUTHORS 2009-2010 ................................................................. 166
CGA CONTACT INFORMATION................................................................................................ 167
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GUIDE TO THE SYLLABUS
Purpose
The purpose of the Syllabus is to provide detailed information on the content of the courses in the CGA
Program of Professional Studies and degree partnership programs. This document has been produced for
education administrators, course authors, course examiners, committee members, and resource people in the
CGA education system; current and potential students and those who advise them; and others in the
professional, academic, and general community. (For other program information, please refer to one of the
CGA provincial/territorial affiliate offices linked through the drop-down list on the CGA-Canada website at
www.cga.org/canada).
Contents
The remaining sections of this introduction provide background information on the major features of the CGA
program. The main part of the Syllabus comprises the course descriptions and the module-by-module outlines
of the course content, including levels of competence required, in the following order of subjects:
• financial accounting
• management accounting
• auditing/management auditing
• finance
• management information systems
• taxation
• general business (communications, economics, law, quantitative methods)
• professional applications
• computer tutorials
• SAIT courses
• Laurentian University H.B. Com courses
• Laurentian University MBA courses
At the beginning of each major subject section is a topic index. The index identifies the specific courses and
modules in which each topic is covered, and indicates the level of competence required.
The amount of information provided on each course in this edition of the Syllabus depends on its current
status in the program. Courses under review or development may have only a provisional description.
The CGA program of professional studies

Mission
The primary mission of the CGA Program of Professional Studies is to develop instructional materials and
examinations that support the development and assessment of the competencies necessary for professional
qualification in the field of accounting.
Program features
The CGA program establishes standards of education, examination, and experience that individuals must meet
to become a CGA. The Association is recognized internationally as a leading developer and provider of
competency-based professional accounting education that integrates ethics, information technology, and the
best methods of distance learning.
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Competency-based program
The CGA program is competency-based, emphasizing development of the key areas of knowledge, skills, and
professional values required of accountants and senior financial managers, including:
• professional expertise in accounting and related areas
• ethical judgment and decision-making skills
• effective communication, management, and leadership skills
• interpretive, judgmental, and analytical skills
• competence in the use of the computer as a management and accounting tool
• management of change in the technologies, processes, and structures of organizations
• use of complex information systems in decision making
The knowledge, skills, and professional values required of a newly certified CGA are reflected in a set of
competency statements. These competencies are validated from time to time through an analysis of
professional practice. Through the use of surveys and focus groups, CGA members from a wide range of
positions in the financial community have validated the importance and essentiality of each competency as
well as its frequency in practice. The results of the practice analysis have enabled the Association to develop a
profile of competencies required of a newly certified CGA. For a listing of all the competencies in the CGA
Program of Professional Studies, see the Education section of the CGA-Canada website
(www.cga.org/canada).
The Association is committed to the concept of lifelong learning. Its competency-based approach is
maintained in professional development courses and career development following certification.
Computer integration
The CGA program is designed to ensure that new members are fully literate in computer and information
technology. Upon certification, all CGAs must have achieved a high level of expertise in computer and
information technology, including:
• a practical knowledge of the computer as a management and accounting tool
• an understanding of computer and information technology, as required to use and participate in the
design and control of complex information systems
• an adequate knowledge base of computer and information technology, as required to manage and adapt
to technological change
For all courses in the program, students must have access to, and familiarity with, a computer. Each year,
CGA-Canada publishes recommended system requirements for the coming academic year. This specification
exceeds the minimum system required for courses and is recommended for all students. Special requirements
include DVD/CD-ROM drive, modem, sound card and speakers, Internet access, and e-mail.
Internet course delivery
CGA’s integration of technology remains a unique feature among professional accounting programs in
Canada. Courses combine print textbooks, online study notes, and Internet-based resource materials. CGA’s
leading-edge use of educational technology offers access to a wide variety of online services such as course
tutors, technology support, and interactive study groups. Students also receive direct access to multimedia
activities, course websites, course updates, practice examinations, module summaries, self-test questions,
comprehensive course reviews, and model financial statements. Assignments are submitted electronically to
markers, and students receive feedback within one week. The Program of Professional Studies is provided
completely online through an online learning management system.
The CGA program also integrates a wide range of leading business software, giving students hands-on
opportunities to develop skills to use technology as an effective business decision tool.
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Ethics integration
Ethics is the cornerstone on which all sound professions build their reputation and instil trust in those they
serve. CGAs and students are pledged to adhere to a strict Code of Ethical Principles and Rules of Conduct.
This renowned code is one of the chief reasons why business holds the CGA designation in such high esteem.
To assist in learning and applying the business ethics that will guide students in their professional accounting
careers, all CGA courses include references to, and instruction in, professional business ethics as outlined in
the Association’s Ethics Readings Handbook. This handbook is made available online and used in the course
studies by all students in the CGA program.
Standards of written communication

A high standard of written communication is expected of the professional accountant. Reports, observations,
analyses, opinions, conclusions, recommendations — these and other valued outcomes of the professional
accountant’s work must be communicated in clear, unambiguous language. In particular, longer passages of
writing must be well organized and easy to understand. For effective communication, and to enhance the
impression of professionalism, an accountant’s writing must be free of errors and inadequacies relating to
grammar, usage, spelling, and punctuation. A strong command of vocabulary should be in evidence.
These universally accepted standards of the professional environment apply to all students in the CGA
program. In assignments and examinations, markers and examiners can only assess knowledge,
understanding, and competencies if the ability to communicate is at an appropriate standard. Especially in
courses where longer reports are required, markers and examiners will expect student writing to display
qualities of reasoned and persuasive argument, and clarity of presentation.
Program structure
A person becomes a Certified General Accountant by satisfying the requirements of education, examination,
and experience, as shown in Exhibit 1. The program of education and certification is shown in Exhibit 2.
There may be minor regional variations, and students must confirm all program information with their CGA
affiliate office, which publishes definitive calendar information annually. Application for admission to the
CGA program must be made through an affiliate office. Further details on degree opportunities available
through CGA partnerships with post-secondary institutions are available from CGA affiliate offices on the
website www.thinkcga.org.
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EXHIBIT 1
CERTIFICATION REQUIREMENTS
The CGA Program of Professional Studies is completed by satisfying the requirements of education,
examination, and experience as administered by the CGA affiliates.
EDUCATION Professional Curriculum

Financial Accounting Communications
Management Accounting Economics
Accounting Theory Law
Auditing Quantitative Methods
Finance Information Technology
Taxation Ethics
Management Information Systems
Bachelor’s Degree
EXAMINATION
Professional Applications and Competence Evaluations (PACE)
The PACE examinations comprise major subject examinations and two

capstone professional applications examinations.
MAJOR SUBJECT EXAMINATIONS

assess knowledge, skills, and abilities at the advanced levels of the major
subjects in the professional accounting curriculum.
CAPSTONE PROFESSIONAL APPLICATIONS EXAMINATIONS
assess the integration of knowledge and decision making in the context of the
work of the professional accountant.
EXPERIENCE To qualify for certification as a CGA, all candidates must satisfactorily

complete practical work experience and assessments. Specified competencies
will generally be met through 36 months of approved work experience, but on
assessment may be deemed acceptable after a minimum of 24 months.
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EXHIBIT 2
PROGRAM OF PROFESSIONAL STUDIES
CGA CERTIFICATION1
PROFESSIONAL APPLICATIONS AND COMPETENCE EVALUATIONS (PACE)

PA1: Issues in Professional Practice PA2: Strategic Financial Management
Career Options
Choose one of the following options.
CORPORATE AND INFORMATION GOVERNMENT AND PUBLIC
SMALL-MEDIUM ENTERPRISE TECHNOLOGY NOT-FOR-PROFIT PRACTICE
• Advanced Corporate • Information Systems • Public Sector Financial • Advanced Personal &
Finance [FN2] Strategy [MS2] Management [PF1] Corporate Taxation
• Information Systems • Internal Auditing & • Information Systems [TX2]
Strategy [MS2] Controls [MU1] Strategy [MS2] • Advanced External
or Internal Auditing & or Internal Auditing & Auditing [AU2]
Controls [MU1] Controls [MU1]
Bachelor’s degree to be completed.

LEVEL 4 Financial Accounting: Consolidations & FA4
Advanced Issues
Advanced Management Accounting MA2
Advanced Accounting Theory & Contemporary AT1
Studies Issues
External Auditing AU1
Personal & Corporate Taxation TX1
Public Practice Audit Case BC2
LEVEL 3 Financial Accounting: Liabilities & FA3

Equities
Corporate Finance Fundamentals FN1
Managing Information Systems MS1
Accounting Business Case BC1
LEVEL 2 Financial Accounting: Assets FA2

Foundation Business Quantitative Analysis QU1
Studies Management Accounting Fundamentals MA1
Business Communication CM1
LEVEL 1 Financial Accounting Fundamentals FA1

Micro & Macro Economics EM1
Business Law LW1
Computer Tutorials CT1-3
1
Practical experience requirements must be completed before certification.
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Course and examination requirements
The CGA program (Exhibit 2) is comprised of a combination of 19 academic course and examination
requirements that may be satisfied by CGA examination or by transfer credit for studies at post-secondary
institutions. Regardless of prior education, all four Professional Applications and Competence Evaluations
must be completed by CGA examination.
The CGA curriculum has been developed and is maintained by a faculty of business specialists and university
professors from across Canada, all leaders in their fields of expertise. The courses and examinations are
developed to provide and assess leading-edge knowledge, advanced computer integration skills, independent
learning abilities, and professional competencies needed in today’s business world.
Foundation studies
The first three levels of the CGA program form the foundation studies. These courses provide a solid
understanding of full-cycle financial accounting, economics, law, statistical analysis for business,
management accounting, business communications, and management information systems.
Students may take these courses through a CGA Association, entirely by distance education, or with in-class
lectures where available. Students with a post-secondary business degree or diploma may qualify for transfer
credits for most, if not all, of the foundation studies courses.
Advanced studies
Level 4 of the CGA program represents the advanced studies in professional education. The courses at this
level provide instruction and preparation in advanced financial accounting, advanced management accounting,
individual and corporate taxation, auditing, and accounting theory.
These courses may be taken directly through a CGA Association, by distance education, or with in-class
lectures where available. Many business degree programs and some business diploma programs from across
Canada provide transfer credits for courses at this level.
Business cases
Business case studies are an integral part of the CGA program. They are designed to help students learn to
apply financial management, financial and managerial accounting, and auditing concepts in a practical and
professional manner. Students complete two computer-based case studies to gain experience in applying their
skills using the industry’s most advanced business and financial software.
Professional Applications and Competence Evaluations (PACE) level
PACE contains the professional courses and their examinations and is the final level of the CGA program
prior to certification as a CGA. At the PACE level, students choose from four different career options. Each
option contains two elective courses (each with its own four-hour certification examination) plus two capstone
professional applications courses (each with a four-hour certification examination). The PACE courses
include online teamwork, business simulations, and in-depth case studies. They are designed to provide
students with technical, ethical, leadership, and general management competencies required of a newly
certified CGA.
All examinations in the PACE level must be written through the CGA Association. The Association uses the
PACE examinations to ensure that candidates have demonstrated the professional knowledge and
competencies expected of a newly certified CGA.
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Professional applications courses and examinations
The professional applications examinations (PA1 and PA2) are the final examination requirement in the
certification process leading to the granting of the CGA designation.
PA1: Issues in Professional Practice and PA2: Strategic Financial Management are the capstone professional
applications courses. They are designed to give candidates practice in demonstrating the competencies
required of a newly certified CGA, in preparation for the PA1 and PA2 examinations. The courses develop
students’ competencies in the application and integration of knowledge in two separate but related
professional contexts.
• PA1 requires candidates to solve problems and address issues from the perspective of the accountant
external to the organization providing assurance, tax, or business advisory services. The emphasis is on
competencies in financial accounting, taxation, assurance, general business, and information technology.
Some information on current issues in professional practice that has not been covered in previous courses
will be included.
• PA2 emphasizes competencies from financial accounting, management accounting, finance, and
information technology. Candidates are placed in the role of financial manager internal to the
organization and asked to solve problems and address issues typically encountered in this context.
Current information on strategy and strategic financial management is included.
Career options
Students have the opportunity to focus the final level of their professional preparation in an area that supports
career goals and interests. These options are designed to help them excel in the business area of their choice.
Corporate and small-medium enterprise (SME)

For students interested in managing the resources of corporate entities, including SMEs, with emphasis on
capital investment decisions, long-term planning, and competitive analysis.
Information technology
For students pursuing careers related to the analysis, design, and implementation of computer-based
information systems from a management end-user perspective, or for those involved in management auditing,
including IT auditing, and systems development activities.
Government and not-for-profit

For students pursuing careers in the public sector, association management, charitable and not-for-profit
organization management, health service organizations, and education. Emphasizes public sector accounting,
not-for-profit reporting issues, expenditure controls, and strategic planning.
Public practice
For students preparing for a career in public practice providing accounting, auditing, tax planning, and
business consulting services to corporate, government, not-for-profit, and SME clients. Emphasizes both the
technical and professional competencies needed for successful practice and protection of the public interest.
Other options
Students may design a personal career option different from any of the four recommended career options. It
must include PA1 and PA2, and two other elective courses/exams selected from the PACE level, but may not
include both the MU1 and AU2 electives.
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Study method and workload
The CGA Program of Professional Studies is designed to offer the opportunity to study part-time while
pursuing full-time employment and career advancement. As such, CGA courses are designed for self-study
using Internet-based distance education. Course lectures are also made available in many regions (either
classroom-based or online audio format) as a supplement to the self-study review material and process.
Each course taken through the CGA comprises modules with corresponding self-test questions and
assignments. Students complete and submit the assignments for feedback. In Foundation level courses, the
assignments count toward the student’s final grade. In PACE and Advanced levels, assignments are used to
qualify for the national examination.
The CGA program prepares students for certification as financial professionals. In order to be successful, they
need commitment, self-discipline, and organization skills, and should anticipate devoting a minimum of 20
hours per week to studies. It is recommended that students take only one CGA course per session while
working full-time.
Optional study references
Study Guide. Students who have been away from learning for some time or are looking for new and more
effective approaches to studying may obtain a copy of the CGA-Canada Study Guide by David Palmer. It
contains many excellent suggestions for improving motivation, concentration and memory, reading skills,
writing skills, and examination techniques. The booklet is available electronically in the courses. It may also
be available from CGA affiliate offices.
Mathematics Reference Handbook. Another learning resource and reference available through affiliate
offices is Mathematics for Business: the CGA Reference Handbook by T. Brian Killip (Toronto: HBJ-Holt
Canada, 1993). This resource is designed to help students review or upgrade the basic mathematics skills
required for the program. It contains study and practice material on basic arithmetic operations; ratios,
decimals, and percentages; basic concepts of algebra and graphs; markups and discounts; simple and
compound interest; annuities and their application; stocks and bonds; and an introduction to statistics.
Levels of competence
Levels of competence are used to indicate to students the required depth of understanding and application of
the course material. The three-level scheme used in most CGA courses is designed to help students identify
those areas of study that are of most importance as well as those areas that require less concentrated study. It
also helps students understand what is expected of them on assignments and examinations as they progress
from the foundation studies to the professional level of the program. Material at all three levels of competence
is examinable.
Each course topic (and corresponding learning objective) is assigned a level of competence based on the
following definitions.
• Level 1: Essential
Students are required to attain an in-depth understanding of concepts and principles; develop a sound
conceptual and comprehensive technical knowledge of procedures; become proficient in the application
of knowledge to practice; and become a proficient user of reference documents and sources for further
study. Examinations will focus primarily, but not exclusively, on Level 1 material, and the requirements
for questions dealing with this material will be the most extensive. In responding to examination
questions based on Level 1 material, students should be able to demonstrate increasing levels of mastery
as they progress through the program.
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• Level 2: Important
Students are required to attain a sound understanding of concepts and principles, develop a working
knowledge of procedures, and become familiar with common reference documents and sources for
further study. Examinations will assess Level 2 material, but the question requirements will generally be
less extensive than for Level 1 material. In responding to examination questions based on Level 2
material, students should be able to demonstrate increasing levels of comprehension, application, and
analysis as they progress through the program.
• Level 3: Background
Students are required to acquire a general knowledge of broad topic areas and identify common reference
documents. Although Level 3 material is examinable, the question requirements are limited to general
knowledge and comprehension. Students may find this material to be a valuable reference resource in
their practical experience. In responding to examination questions based on Level 3 material, students
should be prepared to demonstrate a slightly higher level of knowledge and comprehension at the PACE
level of the program.
The expected learning outcomes at each level of the program include and expand on expectations in earlier
studies.
For Foundation Studies (Level 1 to 3) courses
Level 1: Essential
Students should be prepared to:
• apply concepts and techniques to new situations
• perform calculations to create appropriate solutions
• analyze given information to make preliminary conclusions
As part of their analysis, students will be expected to break down information into its component parts,
discriminate between relevant and irrelevant information, and differentiate facts from assumptions or
inferences.
Level 2: Important
Students should be prepared to describe, explain, and summarize information in their own words, as well as
provide examples. They will not be required to demonstrate in-depth application of concepts or provide in-
depth analysis.
Level 3: Background
Students should be prepared to recognize when this material is applicable or why it is relevant, but they will
not be required to demonstrate an in-depth understanding of concepts.
For Advanced Studies (Level 4) courses
Level 1: Essential
Students should be prepared to analyze information to make preliminary conclusions. As part of their analysis,
students will be expected to break down information into its component parts, discriminate between relevant
and irrelevant information, and differentiate facts from assumptions or inferences. They will also be expected
to begin integrating concepts and ideas, and to begin applying standards and criteria to evaluate situations and
make judgments.
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Level 2: Important
• describe, explain, and summarize information in their own words, as well as provide examples
• perform calculations to create appropriate solutions
Students will not be required to provide in-depth analysis or evaluation.
Level 3: Background
Students should be prepared to recognize when this material is applicable or why it is relevant, but they will
not be required to demonstrate an in-depth understanding of concepts.
For Professional (PACE) courses
Level 1: Essential
• thoroughly analyze given information
• synthesize information to form a sound evaluation of a situation
• make recommendations that are well supported and add value for the decision-maker
• apply and implement knowledge as a competent professional would in normal circumstances, within a
reasonable time frame and without supervision
Level 2: Important
• analyze given information and develop preliminary conclusions
• break down information into its component parts, discriminate between relevant and irrelevant
information, and differentiate facts from assumptions or inferences
Students will not be required to provide in-depth evaluation or make complex recommendations.
Level 3: Background
Students should be prepared to recognize why this material is relevant and understand it well enough to be
able to describe or explain it in their own words, summarize the information, or provide examples. They will
not be required to provide in-depth analysis or evaluation.
Examinations and passing standards
In the Foundation and Advanced Studies levels, students write three-hour national examinations. In the PACE
level, examinations are four hours. In Foundation Studies courses, students earn credit for assignments. In
Advanced and PACE levels, the course mark is determined solely by the examination.
All CGA examinations (except PA1 and PA2) are marked using a total of 100 points, and the passing
standard is 65%. The PA1 and PA2 examinations are evaluated qualitatively on the basis of competency
statements. In order to pass these examinations, candidates must meet the required standard in eight groups
of competencies.
To assist in examination preparation, a practice examination and suggested solutions are provided in the
course materials. Examination review sessions are available in most regions. These sessions may be audio-
streamed, online, or classroom-based.
Examination blueprint
CGA-Canada uses examination blueprints to assist students to prepare for their examinations. A blueprint
identifies the specifications of an examination. More specifically, it identifies the content (topic) areas,
xvi
relevant learning objectives, levels of competence, proportion of marks assigned to each content area, type of
question (multiple-choice or constructed response), and mode of delivery. Examiners also use the blueprint to
develop their examinations. Blueprints have been developed for all courses. Each examination blueprint is
attached to the practice examination, which is included with the course material. In addition, each blueprint is
posted to the CGA-Canada website (www.cga.org/canada).
Practical experience/portfolio assessment
To qualify for certification as a CGA, all candidates must satisfactorily complete practical work experience
and assessments. Specified competencies will generally be met through 36 months of approved work
experience, but on assessment may be deemed acceptable after a minimum of 24 months.
The experience must be acquired in positions that require a well-rounded knowledge of, and a high degree of
responsibility in an accounting, financial, or acceptable related position. It is expected that students will be
concurrently employed full-time in an appropriate position. As students move to higher levels of the program,
they must be employed in positions of increasing responsibility. This experience provides the opportunity to
apply the concepts, skills, and judgmental abilities learned through the program of professional studies.
Students’ practical experience or portfolios are assessed from time to time by their CGA affiliate office. Key
features of the experience should allow students to
• obtain the required training to function at a high level of professional and technical competence within
the workplace
• understand the relationship of their financial role to the functioning of other areas of the business
• develop and practise ethical business practices
• work at progressive levels of responsibility with increased accountability, independence of action,
decision making, and problem solving
• demonstrate the ability to communicate orally and in writing
• demonstrate strong interpersonal, project management, and supervisory skills
• actively participate in a professional network
The degree requirement

All students in the CGA program are required to obtain a bachelor’s degree prior to certification as a CGA.
The degree may be from any recognized degree-granting institution including a university,
university-college, or technical institution.
Degrees may be obtained in any field, and foreign degrees deemed equivalent to Canadian standards are
also acceptable. The Association will determine the recognition of a particular degree for this purpose.
Applicants with a recognized degree will receive advanced standing based on their academic qualifications
and may be granted exemptions; additional courses and/or examinations will be necessary.
For students who enter the CGA program without a bachelor’s degree, CGA offers unique and innovative
degree opportunities. Students can earn a degree in conjunction with their CGA studies through distance
education degree opportunities developed by CGA and post-secondary institutions.
National degree opportunities

The CGA Association is committed to providing students who require a bachelor’s degree the opportunity
to complete one through distance education, concurrent with their CGA studies. Currently, national degree
opportunities are available through CGA-Canada partnerships with Laurentian University [LU] and the
Southern Alberta Institute of Technology (SAIT Polytechnic).
xvii
Laurentian University
The online Honours Bachelor of Commerce (H.B.Com) program delivered jointly by CGA-Canada and
Laurentian University will enable students who require an undergraduate degree to develop a strong
foundation of contemporary core business and management skills while pursuing their CGA studies. The
LU program satisfies the degree requirement for certification as a CGA and is fully integrated with the
CGA program of studies.
Laurentian University’s online Master of Business Administration is provided through a partnership

agreement with the CGA Association and is based on the university’s existing on-campus MBA.
Incorporating components of the CGA Program of Professional Studies, this 60-credit degree offers
advanced standing to CGAs and enables qualified students to work on their MBA and CGA designation
concurrently. The web-based distance education program focuses on organizational behaviour, marketing,
operations, research, and strategy, and is designed to enhance general management skills.
For more information on both programs and official course descriptions, see www.cga.laurentian.ca.
SAIT Polytechnic
Through SAIT Polytechnic, students in the CGA program can complete a Bachelor of Applied Business
Administration in Accounting and Information Technology. The SAIT degree has been designed to fully
satisfy the CGA degree requirement. It is primarily a distance learning program, but courses can be taken in
a classroom format at SAIT in Calgary, Humber College in Toronto, Conestoga College in Kitchener,
Vancouver Community College, and Seneca College in Toronto. This arrangement provides students
requiring a degree with an excellent and efficient option to meet the CGA degree requirement, as well as
combine their professional accounting designation with information technology expertise that is in high
demand.
For further details on the SAIT degree, please visit www.cga-saitdegree.ca.
Course descriptions and outlines

The pages that follow contain, for each course in the CGA Program of Professional Studies and degree
programs:
• topic indexes for the major subjects
• course descriptions, including prerequisites, calendar description, and study materials
• module-by-module outlines of the course content, including all major topics and levels of competence
required
Some courses may still be under development; consequently, this information must be considered provisional.
CGA-Canada reserves the right to make changes to the Syllabus without prior notice. This document is
updated annually. It also appears in full on the CGA-Canada website (www.cga.org/canada).
xviii
Financial Accounting Courses
Financial Accounting Fundamentals [FA1]

Financial Accounting: Assets [FA2]
Financial Accounting: Liabilities & Equities [FA3]
Accounting Business Case [BC1]
Financial Accounting: Consolidations & Advanced Issues [FA4]
Accounting Theory & Contemporary Issues [AT1]
Public Sector Financial Management [PF1]
2 / CGA SYLLABUS
CERTIFIED GENERAL ACCOUNTANTS ASSOCIATION OF CANADA
FINANCIAL ACCOUNTING COURSES

Topic Financial
Financial Accounting: Accounting
Financial Financial Accounting: Consolidations Theory & Public Sector
Accounting Accounting: Liabilities & and Advanced Contemporary Financial
Fundamentals Assets Equities Issues Issues Management
(FA1) (FA2) (FA3) (FA4) (AT1) (PF1)
Accounting for income X X X X
taxes
Accruals and deferrals X X X X
Amortization X X X X X
Bad debt expense X X
Balance sheet concepts, X X X X X
classifications, and
preparation
Business combinations:
Consolidation X X X
Foreign operation X
Non-wholly-owned
subsidiaries X
Wholly-owned
subsidiaries X
Purchase X
Capital assets X X X X
Capital market theory X X
Cash X X X
Conceptual framework:
Alternative to current
structure X X X X
Current structure X X X
Contingencies X X X
Corporate equity X X X
Cost of goods sold X
Costing issues X
Decision-usefulness
approach to financial
reporting X
Information approach X X
Measurement
approach X
Double-entry system X
Earnings per share X X X
Efficient market theory X X
Error corrections X
Ethics X X X X X X
Extraordinary items X X X
Financial Accounting Courses / 3
Topic Financial
(FA1) (FA2) (FA3) (FA4) (AT1) (PF1)
Financial accounting &
reporting standards X X X X X X
Financial instruments X X X
Financial statement
analysis X X X
Foreign currency X
translation, transactions X
Fund accounting X X
Future taxes X X
Game theory/agency
theory X
Goods and Services Tax
(GST) X X
Goodwill X X X X
Income statement concepts,
classifications,
preparation X X X X X
Information needs of
financial statement users X X X X X X
Intangibles (excluding X
goodwill) X X X
International accounting X X
standards X X X X
Inventories X X X
Investments in securities: X
Debt & equity X X X
Leases X X
Liabilities:
Long-term X X X X
Short-term X X X X
Natural resources X X
Non-controlling interest X X
Nonprofit and government
organizations X X
Partnership financial X
statements X
Pensions X X X
Performance management X
Predictive ability of
X X
financial statements
Present value & future
value concepts X X X X
4 / CGA SYLLABUS
Topic Financial
(FA1) (FA2) (FA3) (FA4) (AT1) (PF1)
Price-level adjusted
financial statements X
Public service X
Receivables X X X
Regulatory influences X X X X X
Reporting:
Interim X
Segment disclosures X X
Research & development
costs X
Revenue and expense
recognition X X X
Risk management X X
SEC reporting X
Single-person decision
theory X
Small business:
Characteristics X
Information needs X
Reporting
requirements X
Standard setting
Canadian environment X X X
International
environment X X X
Political issues X X
Theoretical issues X
Cash flow statement X X X X
Transaction analysis X
Treasury stock X X
Financial Accounting Fundamentals / 5
Financial Accounting Fundamentals [FA1]
Prerequisites None
Calendar Description This introductory course in financial accounting gives students an

overview of the accounting cycle and the preparation of financial
statements. Topics include accounting for merchandising activities,
accounting for cash, temporary investments and accounts receivable,
inventories and cost of goods sold, capital assets, current and long-term
liabilities, partnership accounting and accounting for corporations, as
well as the cash flow statement — information that is essential for further
study in financial accounting.
Study Materials FA1 is delivered online. Additional study materials include:
Larson and Jensen, Fundamental Accounting Principles, Twelfth

Canadian Edition, Volumes 1 and 2 (Toronto, Ontario: McGraw-Hill
Ryerson, 2008)
Ethics Readings Handbook [ERH], Third Edition, CGA-Canada, 2009

(provided electronically with the course modules)
Model Financial Statements, Sixteenth Edition, CGA-Canada, 2009

(provided electronically under Study Resources)
Level of Competence
1. INTRODUCTION TO ACCOUNTING CONCEPTS
1.1 What is accounting? 1
1.2 Forms of organization 2
1.3 Ethics in accounting 1
1.4 Types of accountants and fields of accounting 2
1.5 Financial statements 1
1.6 Generally accepted accounting principles 2
1.7 The accounting equation 1
1.8 The conceptual framework of accounting 2
1.9 Essential characteristics of accounting information 2
1.10 Trade-off of qualitative characteristics 2
1.11 Fundamental characteristics of accounting – Assumptions 2
1.12 Fundamental concepts of accounting – Basic principles 2
1.13 Fundamental concepts of accounting – Elements of financial statements 2
2. RECORDING TRANSACTIONS
2.1 Economic events and source documents 1
2.2 Accounts 1
2.3 Analyzing transactions 1
2.4 Journalizing and posting transactions 1
2.5 Preparing a trial balance 1
3. ADJUSTING THE ACCOUNTS, PREPARING THE STATEMENTS,

AND COMPLETING THE ACCOUNTING CYCLE
3.1 Time period principle and the need for adjustments 1
3.2 Adjusting the accounts 1
3.3 Adjusted trial balance and preparation of financial statements 1
3.4 The work sheet 2
3.5 Closing entries 1
6 / CGA SYLLABUS
Level of Competence
3.6 Post-closing trial balance 1
3.7 The accounting cycle 1
3.8 Classification of balance sheet items 1
3.9 Using the information — Current ratio 2
4. ACCOUNTING FOR MERCHANDISING ACTIVITIES

4.1 Merchandising companies 2
4.2 Merchandise purchases — Perpetual inventory system 1
4.3 An ethics application 1
4.4 Revenue from sales and cost of goods sold — Perpetual inventory system 1
4.5 Additional merchandising issues 1
4.6 Alternative income statement formats, work sheet, and
closing entries 1
4.7 Periodic and perpetual inventory systems 2
4.8 Using the information — Gross margin ratio 2
5. INVENTORIES — ADDITIONAL CONSIDERATIONS

5.1 Assigning costs to inventory items 1
5.2 Lower of cost or net realizable value 1
5.3 Inventory errors 1
5.4 Estimating inventory 2
5.5 Inventory costing methods — Periodic inventory system 2
5.6 Using the information — Merchandise turnover and
days’ sales in inventory 2
5.7 Testing the accuracy of ledgers 2
6. INTERNAL CONTROL AND ACCOUNTING FOR CASH,

INVESTMENTS HELD FOR THE SHORT TERM, AND RECEIVABLES
6.1 Internal control 2
6.2 Cash defined and internal control for cash 1
6.3 The petty cash fund 1
6.4 An ethical issue 1
6.5 Reconciling the bank balance 1
6.6 Using the information — Acid-test ratio 2
6.7 Investments held for the short term 1
6.8 Accounting for trading investments 1
6.9 Credit customers and bad debts 1
6.10 Promissory notes 1
6.11 Converting receivables into cash before maturity 2
6.12 Using the information — Accounts receivable turnover and
days’ sales outstanding 2
7. CAPITAL ASSETS: PROPERTY, PLANT AND EQUIPMENT,

NATURAL RESOURCES, AND INTANGIBLES
7.1 Capital assets: Property, plant and equipment 1
7.2 Costs subsequent to acquisition of property, plant and equipment 2
7.3 Amortization 1
7.4 An ethics application 1
7.5 Property, plant and equipment disposals 2
7.6 Natural resources 2
7.7 Intangible assets 2
7.8 Using the information — Total asset turnover and return on total assets 2
Financial Accounting Fundamentals / 7
Level of Competence
8. CURRENT AND LONG-TERM LIABILITIES
8.1 Liabilities 1
8.2 Known (determinable) liabilities 2
8.3 Short-term notes payable 1
8.4 Estimated and contingent liabilities 2
8.5 Bonds payable and other long-term liabilities 2
8.6 Issuing bonds at par 1
8.7 Time value of money 2
8.8 Issuing bonds at discount and premium 1
8.9 Retiring bonds 2
9. ACCOUNTING FOR PARTNERSHIPS AND CORPORATIONS

9.1 Characteristics of proprietorships and partnerships 2
9.2 Division of partnership earnings 1
9.3 Corporate organization 2
9.4 Corporate financial statements 1
9.5 Issuance of shares 1
9.6 Classes of shares and special features of preferred shares 2
9.7 Cash dividends and closing entries for a corporation 2
9.8 Book value per share 2
9.9 Additional share transactions 2
9.10 Earnings per share 2
9.11 Reporting income 2
9.12 Retained earnings 2
9.13 Ethics — Insider trading 1
10. CASH FLOW STATEMENT

10.1 Cash flows and the cash flow statement 1
10.2 Preparing cash flow statements 1
10.3 Cash flow versus reported income 1
10.4 Interpreting financial statements using ratio analysis and understanding
the concept of quality earnings 2
10.5 An illustration of accounting characteristics and principles 2
8 / CGA SYLLABUS
Prerequisites Financial Accounting Fundamentals [FA1]
Calendar Description This intermediate financial accounting course focuses on the asset side of
the balance sheet. In the first part of the course, students cover financial
reporting and accounting concepts, income statement and balance sheet
presentation, the cash flow statement, and revenue and expense
recognition. The valuation of notes receivable, investment in debt
securities, and leases are also studied. In the second half, students cover
current monetary balances, inventory and cost of goods sold, temporary
and long-term investments, and capital assets. Computer software is used
to demonstrate accounting concepts and procedures and to give students
valuable hands-on experience.
Beechy and Conrod, Intermediate Accounting, Third Canadian Edition

(Toronto, Ontario: McGraw-Hill Ryerson, 2005), Volume 1 only


Sage Accpac ERP CGA 5.3A
Level of Competence
1. FINANCIAL REPORTING AND ACCOUNTING CONCEPTS
1.1 Objectives of financial reporting 1
1.2 Ethics in accounting 2
1.3 Accounting assumptions and qualitative characteristics 1
1.4 Recognition criteria and elements of financial statements 1
1.5 Measurement methods 1
1.6 Professional judgment in financial reporting 2
1.7 Accounting information processing system 1
1.8 Computer illustration 1.8-1: Review of the accounting cycle 1
2. INCOME STATEMENT AND BALANCE SHEET PRESENTATION

2.1 Nature of income 2
2.2 Presentation of the income statement 1, 2
2.3 Discontinued operations 1
2.4 Extraordinary items and unusual gains and losses 1
2.5 Predictive ability of the income statement; non-recurring items 1
2.6 Earnings per share 2
2.7 Comprehensive income 1
2.8 Statement of retained earnings 1
2.9 Restatements 2
2.10 Balance sheet presentation 1
2.11 Disclosure 2
2.12 Goods and Services Tax 2
2.13 Computer illustration 2.13-1: Trial balance 1
Financial Accounting: Assets / 9
Level of Competence
3. CASH FLOW STATEMENT
3.1 Theoretical foundation 1
3.2 Classification of cash flows 1
3.3 Preparation of the cash flow statement 1
3.4 Disclosure and special issues 1
3.5 Interpretation of the cash flow statement 2
3.6 Predictive ability of the cash flow statement; distinguishing profit and cash flow 1
3.7 Computer illustration 3.7-1: Spreadsheet approach 1
4. REVENUE AND EXPENSE RECOGNITION

4.1 Revenue recognition concepts 1
4.2 Revenue recognition at delivery 1
4.3 Revenue recognition before and after delivery 2
4.4 Revenue recognition by effort expended 1
4.5 Recognition of gains and losses 1
4.6 Expense recognition 1
4.7 Predictive ability of the income statement: revenues and expenses 1
4.8 Ethical considerations 2
5. INTEREST CONCEPTS OF FUTURE AND PRESENT VALUE

5.1 Time value of money 1
5.2 Basic interest concepts 1
5.3 Computing present value 1
5.4 Periodic payments required for present value and future value problems 1
5.5 Computing the term 1
5.6 Computer illustration 5.6-1: Value of equipment 1
6. CURRENT FINANCIAL ASSETS AND CURRENT LIABILITIES

6.1 Nature of current financial assets and liabilities 1
6.2 Cash 1
6.3 Receivables 1
6.4 Accounting for bad debt expense 1
6.5 Notes receivable and payable 1
6.6 Current liabilities 1
6.7 Computer illustration 6.7-1: Aging of accounts receivable 1
7. INVENTORY MEASUREMENT, INVENTORY VALUATION,

AND COST OF GOODS SOLD
7.1 Nature of inventory 1
7.2 Perpetual and periodic inventory systems 1
7.3 Inventory cost formulas 1
7.4 Computer illustration 7.4-1: Specific cost identification method 1
7.5 Effect of inventory errors 1
7.6 Valuation at lower of cost or net realizable value 1
7.7 Inventory estimation methods 2
7.8 Internal controls for inventory 2
8. INVESTMENTS AND FINANCIAL INSTRUMENTS

8.1 Introduction to financial statements 1
8.2Classification of investments 1
8.3 Accounting for held-to-maturity investments 1
8.4 Accounting for available-for-sale investments 1
8.5 Accounting for held-for-trading investments 1
8.6 Reclassification of investments 2
8.7 Classification and disclosure issues 2
8.8 The equity method 1
10 / CGA SYLLABUS
Level of Competence
8.9 Diversifying investments in financial instruments 2
9. TANGIBLE AND INTANGIBLE CAPITAL ASSETS

9.1 Definition and valuation of capital assets 1
9.2 Determining the cost of capital assets 1, 2
9.3 Intangible assets 1
9.4 Goodwill 1
9.5 Disposal and exchange of capital assets 1
9.6 Post-acquisition expenditures 1
9.7 Disclosure and cash flow reporting 1
10. CAPITAL ASSETS: AMORTIZATION AND IMPAIRMENT

10.1 Nature of amortization 1
10.2 Amortization methods 1
10.3 Computer illustration 10.3-1: Amortization methods 1
10.4 Additional amortization issues 2
10.5 Impairment of capital assets and goodwill 1
10.6 Capital cost allowance 2
10.7 Amortization of natural resources 2
10.8 Disclosure requirements 1
Financial Accounting: Liabilities & Equities / 11
Prerequisites Financial Accounting: Assets [FA2]∗
Calendar Description This intermediate financial accounting course emphasizes the critical
concepts of liabilities and equities. Topics include legal and financial
aspects of partnerships and corporations; current and long-term liabilities;
shareholders’ equity; complex debt and equity instruments; leases;
accounting for income taxes; pension and other post-employment
benefits; accounting changes; cash flow statement; and the analysis of
financial statements. Computer software is used to illustrate concepts and
give students valuable hands-on experience.
Beechy and Conrod, Intermediate Accounting, Fourth Canadian Edition

(Toronto, Ontario: McGraw-Hill Ryerson, 2007), Volume 2 only
Hilton, “Accounting for Partnerships,” Bonus Chapter in Modern

Advanced Accounting in Canada, Fourth Edition (Toronto, McGraw-Hill
Ryerson, 2005) http://highered.mcgraw-
hill.com/sites/0070930376/student_view0/bonus_chapters.html


Sage Accpac ERP CGA Educational Version 5.3A
Level of Competence
FOUNDATION REVIEW
FR.1 Journal entries and financial statement preparation
FR.2 Financial statement concepts and principles
FR.3 Present value
1. ACCOUNTING POLI CY AND ANALYSIS

1.1 Capital markets 2
1.2 Ethical accounting policy choices 1
1.3 Strategic analysis 2
1.4 Horizontal and vertical analysis 1
1.5 Ratio analysis 1
1.6 Cash-flow statement analysis 1
1.7 Introduction to case analysis 1
1.8 Quality-of-earnings analysis 1
∗
Must have qualified for examination.
12 / CGA SYLLABUS
Level of Competence
2. LIABILITIES
2.1 Liabilities: Theoretical foundation 1
2.2 Contractual obligations, estimated liabilities, contingencies, and guarantees 1
2.3 Environmental liabilities 2
2.4 Current liabilities and long-term liabilities 1
2.5 Calculating bond prices 1
2.6 Subsequent changes in bond interest rates 1
2.7 Bond premiums and discounts 1
2.8 Preparing a bond amortization schedule 1
2.9 Debt retirement and defeasance 1,2
2.10 Foreign-currency denominated debt 1
2.11 Disclosure, cash flow statement, international aspects and QOE 1
3. SHAREHOLDERS’ EQUITY
3.1 Equity: Theoretical foundation 1
3.2 Moral foundation of a corporation 2
3.3 Issuance of share capital 1
3.4 Retirement of share capital and treasury stock 1
3.5 Retained earnings 1
3.6 Dividend distribution 1
3.7 Stock dividends and stock splits 1
3.8 Other equity components and accumulated other comprehensive income 1
3.9 Disclosure, cash-flow statement, and QOE 1
3.10 Computer activity: Preparing financial statements using Accpac 1
4. COMPLEX DEBT AND EQUITY INSTRUMENTS

4.1 Financial instruments: Classification and identification 1
4.2 Debt convertible at the investor’s option 1
4.3 Debt convertible at the issuer’s option 1
4.4 Share-based payments 1
4.5 Derivatives 1
4.6 Cash flow statement and QOE 1
4.7 Disclosure and IFRS 1
4.8 Financial restructuring, bankruptcy, and receivership 1
5. LEASES
5.1 Leases: Theoretical foundation 1
5.2 Leasing and owning 1
5.3 Classifying leases 1
5.4 Lease accounting: Lessee 1
5.5 Computer activity: Accounting for a capital lease 1
5.6 CFS, financial statement disclosure for lessees, IFRS and QOE 1
5.7 Lease accounting: Lessor 1
6. ACCOUNTING FOR INCOME TAX

6.1 Permanent and temporary differences 1
6.2 Accounting alternatives 1
6.3 Tax allocation — Canadian practice 1
6.4 Investment tax credits 2
6.5 Tax losses 2
6.6 Disclosure, cash flow statement, IFRS and QOE 1
Financial Accounting: Liabilities & Equities / 13
Level of Competence
7. PENSION COSTS AND OBLIGATIONS
7.1 Characteristics of pensions 1
7.2 Defined contribution pension plans 1
7.3 Pension funding methods 2
7.4 Pension obligations and assets 1
7.5 Determining pension expense 1
7.6 Pension plan liability recognition 2
7.7 Other post-retirement benefits 1
7.8 Pension cash flow, disclosure, IFRS and QOE
8. ACCOUNTING CHANGES
8.1 Accounting changes: Theoretical foundation 1
8.2 Accounting for changes 1
8.3 All-inclusive earnings and current operating performance 2
8.4 Retrospective treatment with restatement 1
8.5 Retrospective treatment without restatement 1
8.6 Prospective approach 1
8.7 Disclosure of accounting changes 1
8.8 Cash-flow statement and IFRS 1
8.9 QOE and accounting policy choice 1
9. EARNINGS PER SHARE

9.1 Earnings per share: Theoretical foundation 1
9.2 Basic EPS 1
9.3 Diluted EPS 1
9.4 EPS reporting requirements and IFRS 1
9.5 Interpreting EPS and QOE 1
10. PARTNERSHIP EQUITY ACCOUNTING

10.1 Partnership equity accounting: Theoretical foundation 2
10.2 Characteristics of a partnership 2
10.3 Creation and termination of a partnership 2
10.4 General and limited partnerships 2
10.5 Partnership contribution and profit distribution 1
10.6 Admission, retirement, and withdrawal or death of a partner 1
10.7 Liquidation of a partnership 2
10.8 Financial statement presentation and QOE 1
14 / CGA SYLLABUS
Accounting Business Case [BC1]
Prerequisites Managing Information Systems [MS1]

Management Accounting Fundamentals [MA1]
Corporate Finance Fundamentals [FN1]
Business Communication [CM1]
Calendar Description This business case provides an opportunity to apply and integrate
knowledge from various subject areas of accounting. In this simulation
exercise, students are asked to solve specific business problems
encountered by a sample company and produce high-level management
reports. Students must apply knowledge of concepts covered in financial
accounting, management information systems, management accounting,
finance, and communications to:
• account for financial transactions
• prepare financial statements and report on the company’s current
financial situation
• evaluate alternative new product lines and their financial impact
• advise on the management information system
• provide a final report with recommendations to the company’s owners
Study Materials Sage Accpac ERP CGA 5.3A
Information on the operations and accounts of the fictitious company

Handy Hardware Ltd., a list of accounting issues to be resolved, and the
requirements of the student submission are contained in the Accounting
Business Case document.
1. HANDY HARDWARE LTD.
2. TRIAL BALANCE
2.1 Trial balance, November 30, 2007
3. ADDITIONAL INFORMATION FOR EACH ACCOUNT
4. TRANSACTION LISTINGS
4.1 Transaction listing — December 1 to December 31, 2007 — Batch 2
5. ACCOUNTING ISSUES
6. STUDENT REQUIREMENTS
Task 1 Prepare transactions for December — Batch 2
Task 2 Post December transaction batches
Task 3 Prepare and post adjusting entries for year end — Batches 3 and 4
Task 4 Print final chart of accounts
Task 5 Print year-end trial balance and transactions listing
Task 6 Prepare and print year-end financial statements
Task 7 Product decision
Task 8 Evaluate the mall store’s operations
Task 9 Recommend improvements to the MIS
Task 10 Analyze pension proposal
Task 11 Research question on IFRS
7. FORM OF SUBMISSION AND MARKS ALLOCATION

Financial Accounting: Consolidations & Advanced Issues / 15
Financial Accounting: Consolidations & Advanced Issues [FA4]
Prerequisites Financial Accounting: Liabilities & Equities [FA3]
Calendar Description This financial accounting course offers students an in-depth look at six
principal areas of advanced financial accounting: standard setting in
Canada and internationally, financial instruments and income tax
allocation, long-term intercorporate investments, consolidation, foreign
currency translation and the translation and consolidation of foreign
subsidiaries, and not-for-profit and public sector accounting. Computer
spreadsheets are used to demonstrate concepts and give students practice
in advanced financial accounting.
Study Materials Additional study materials include:
Hilton, Modern Advanced Accounting in Canada, Fifth Edition (Toronto,

Ontario: McGraw-Hill Ryerson, 2008)
CICA Handbook — Accounting, updated to Release 53 (purchased

through the Accounting, Assurance, and Public Sector Supplement CD)


Level of Competence
1. INTERNATIONAL ACCOUNTING STANDARDS AND FINANCIAL
INSTRUMENTS – PART I
1.1 Adoption of international accounting standards 1
1.2 Financial instruments – Basics 1
1.3 Comprehensive income and equity 1
1.4 Classifying and categorizing financial instruments 1
1.5 Initial recognition and measurement of financial assets 1
1.6 Accounting for initial recognition 1
1.7 Accounting after initial recognition 1
1.8 Special Issues: Loans and receivables; related party transactions; interest
free loans 1, 2
2. FINANCIAL INSTRUMENTS – PART II, AND INCOME TAX ALLOCATION

2.1 Derivatives: Futures, options, and swap contracts 1
2.2 Embedded derivatives 1
2.3 Non-financial instruments 1
2.4 Financial instruments and not-for-profits 1
2.5 Impairments in value 1
2.6 Reclassification and subsequent measurement 1
2.7 Presentation and disclosure 1
2.8 Accounting income before tax and taxable income 2
2.9 Disclosure and accounting for future income tax 2
2.10 Differential reporting 1
16 / CGA SYLLABUS
Level of Competence
3. INTRODUCTION TO INTERCORPORATE INVESTMENTS
3.1 Control, significant influence, and no significant influence 1
3.2 Equity method 1
3.3 Business combinations 1
3.4 Recording and reporting 1
3.5 Overview of consolidation procedures 1
3.6 Calculation of goodwill and allocation of purchase discrepancy 1
3.7 Consolidated with 100% ownership 1
3.8 Negative goodwill 2
3.9 Consolidation with less than 100% ownership 1
3.10 Consolidated financial statements — Working paper approach 1
3.11 Consolidated financial statements — Direct approach 1
3.12 Consolidation — Related issues 2
3.13 Using consolidation worksheets 1
4. CONSOLIDATION SUBSEQUENT TO ACQUISITION

4.1 Accounting for goodwill and intangible assets 1
4.2 Purchase discrepancy 1
4.3 Recording and reporting one or more years after acquisition —
Equity method 1
4.4 Consolidation one year after acquisition — Equity method 1
4.5 Purchase discrepancy more than one year after acquisition 1
4.6 Consolidation in subsequent years — Equity method 1
4.7 Consolidation of non-wholly-owned subsidiaries — Equity method 1
4.8 Intercompany receivables and payables 1
4.9 Consolidation of wholly-owned subsidiaries — Cost method 1
4.10 Consolidation of non-wholly-owned subsidiaries — Cost method 1
4.11 Worksheets one year after acquisition 1
4.12 Worksheets more than one year after acquisition 1
5. INTERCOMPANY TRANSACTIONS
5.1 Intercompany revenues and expenses 1
5.2 Downstream and upstream sales 1
5.3 Intercompany inventory profit 2
5.4 Unrealized profit from intercompany inventory sales 1
5.5 Realized profit from intercompany inventory sales 1
5.6 Intercompany profit from the sale of land 1
5.7 Intercompany profit in amortizable assets 1, 2
5.8 Consolidation review 1
5.9 Converting cost recording to equity recording 1
5.10 Consolidation with intercompany unrealized profit 1
6. ISSUES IN OWNERSHIP AND JOINT VENTURES

6.1 Increase in ownership interest 1
6.2 Impact of step purchases on parent's investment account 1
6.3 Share purchases: Change in level of influence 1
6.4 Decrease in ownership interest: Sale of shares by the parent 1
6.5 Decrease in ownership: Parent's non-participation in subsidiary's share issue 1
6.6 Subsidiary's preferred shares without parent's holding 2
6.7 Subsidiary's preferred shares owned by parent 2
6.8 Indirect shareholding 2
6.9 Reporting joint ventures 2
6.10 Joint ventures with intercompany transactions 2
Financial Accounting: Consolidations & Advanced Issues / 17
Level of Competence
7. FOREIGN CURRENCY TRANSLATION AND HEDGE ACCOUNTING
7.1 Foreign currency transactions 1
7.2 Reporting foreign currency denominated monetary and
non-monetary items 1
7.3 Introduction to hedge accounting 1
7.4 Fair-value hedge 1
7.5 Cash-flow hedge 1
7.6 Financial reporting in the international environment 2
8. TRANSLATION AND CONSOLIDATION OF FOREIGN SUBSIDIARIES

8.1 Financial statement translation 1
8.2 Integrated and self-sustaining foreign operations 1
8.3 Translating and consolidating foreign operations 1
8.4 Hedging a net investment in a self-sustaining foreign subsidiary 2
8.5 Foreign currency translation and consolidation 1
8.6 Foreign operations: Consolidation with a purchase discrepancy 1
8.7 Segmented reporting and predictability 2
8.8 Reporting units and the goodwill impairment test 2
9. FINANCIAL REPORTING IN THE NOT-FOR-PROFIT SECTOR

9.1 Not-for-profit organizations 1
9.2 Not-for-profit reporting issues 1
9.3 Introduction to fund accounting 1
9.4 Application of NFPO standards 1, 2
9.5 Budgetary control 1
9.6 Financial instruments and not-for-profits 2
9.7 Financial reporting for government 1, 2
9.8 GAAP for public-sector organizations 1
10. ADDITIONAL ISSUES AND INTEGRATION

10.1 Additional issues in international reporting 1
10.2 Case: Business combinations, foreign currency issues, and management issues 1
10.3 Case: Business combinations, inter-company arrangements, and ethics 1
10.4 Case: Not-for-profit organizations 1
18 / CGA SYLLABUS
Accounting Theory & Contemporary Issues [AT1]
Prerequisites Financial Accounting: Liabilities and Equities [FA3]

Calendar Description This advanced course looks at current issues and problems in the field of
financial accounting. Topics covered include the contributions of
economics, finance, and other disciplines to accounting theory; the
practical and theoretical problems of the present value model; foreign
exchange accounting; hedging; the process and issues of standard setting;
agency theory; and other topics related to specific industries or sectors of
the economy.
Study Materials AT1 is delivered online. Additional study materials include:
Scott, Financial Accounting Theory, Fifth Edition (Scarborough, Ontario:

Prentice Hall, 2009)
CICA Handbook — Accounting, updated to Release 53 (purchased


Level of Competence
1. ACCOUNTING UNDER IDEAL CONDITIONS
1.1 Due process 2
1.2 Recent developments relevant to financial accounting 2
1.3 Present value accounting 1
1.4 Present value model under certainty 1
1.5 Reserve recognition accounting 1
1.6 Historical cost accounting revisited 1
1.7 Conclusion
2. DECISION USEFULNESS APPROACH TO FINANCIAL REPORTING

2.1 Decision usefulness approach 1
2.2 Single-person decision theory 1
2.3 The rational, risk-averse investor 2
2.4 Principle of portfolio diversification 2
2.5 Optimal investment decision — ignoring transaction costs 3
2.6 The concept of beta risk 2
2.7 Professional accounting bodies and the decision usefulness approach 1
2.8 Ethical undertones of the usefulness criterion 2
2.9 Conclusion
3. EFFICIENT SECURITIES MARKETS

3.1 Efficient securities markets 1
3.2 Implications of efficient securities markets for financial reporting 1, 3
3.3 Informativeness of price 1
3.4 A capital asset pricing model 1
3.5 Information asymmetry 1, 3
3.6 Social significance of properly working securities markets 2
3.7 Example of full disclosure 1, 2
3.8 Conclusion
Accounting Theory & Contemporary Issues / 19
Level of Competence
4. INFORMATION PERSPECTIVE ON DECISION USEFULNESS
4.1 Outline of the research problem 1
4.2 Ball and Brown study 1
4.3 Earnings response coefficients 1
4.4 Unusual, non-recurring and extraordinary items 1, 2
4.5 A caveat 2
4.6 Information content of RRA 2
4.7 Conclusion
5. MEASUREMENT PERSPECTIVE ON DECISION USEFULNESS

5.1 Measurement approach 1
5.2 Reasons for increased attention to measurement 1, 2
5.3 Using clean surplus theory for firm valuation 1, 2, 3
5.4 Measurement-oriented standards in GAAP 2
5.5 Financial instruments 1, 2, 3
5.6 Accounting for intangibles 1
5.7 Reporting on risk 1
5.8 Conclusion
6. ECONOMIC CONSEQUENCES
6.1 Rise of economic consequences 2
6.2 Employee stock options 1
6.3 Efficient securities market theory and economic consequences 1
6.4 Positive theory of accounting 1
6.5 Opportunistic and efficient contracting form
of positive accounting theory 2
6.6 Conclusion
7. AN ANALYSIS OF CONFLICT
7.1 Understanding game theory 1, 2, 3
7.2 A non-cooperative game theory model of manager-investor conflict 2
7.3 Agency theory 1, 2
7.4 Implications of agency theory for accounting 1
7.5 Reconciliation of efficient securities market
theory with economic consequences 1
7.6 Conclusion
8. CONFLICT BETWEEN CONTRACTING PARTIES

8.1 Are incentive contracts necessary? 2
8.2 A typical managerial compensation plan 2
8.3 Executive compensation: theory and evidence 1
8.4 Politics of executive compensation 1
8.5 The power theory of executive compensation 2
8.6 Conclusion re: executive compensation 1
8.7 Patterns of earnings management 1
8.8 Evidence of earnings management for bonus purposes 2
8.9 Motivations for earnings management 1
8.10 Is earnings management “good” or “bad”? 1
8.11 Do managers accept securities market efficiency? 1
8.12 Conclusion
20 / CGA SYLLABUS
Level of Competence
9. STANDARD SETTING: ECONOMIC ISSUES
9.1 Regulation of economic activity 2
9.2 Private incentives for information production 1
9.3 Sources of market failure 1
9.4 How much information is enough? 1
9.5 Decentralized regulation 2
9.6 Conclusion
10. STANDARD SETTING: POLITICAL ISSUES

10.1 Two theories of regulation 1
10.2 Standard setting in Canada, the United States, and internationally 2
10.3 An ethical perspective on standard setting 2
10.4 Conflict and compromise 1
10.5 Criteria for standard setting 1
10.6 Conclusion
Public Sector Financial Management / 21
Public Sector Financial Management [PF1]
Prerequisites Financial Accounting: Assets [FA2]

Advanced Management Accounting [MA2]
External Auditing [AU1]
Calendar Description Public Sector Financial Management [PF1] is a comprehensive survey

course that offers an overview of the public sector for accountants. The
course deals with financial management concepts, methods, and
standards in use in the public sector generally, and in the Canadian public
sector more specifically. The focus is on the federal and provincial
governments, although international issues are also covered. After
completing PF1, students will be familiar with planning, control, and
reporting in government. They will be able to review and analyze
government annual reports and budget documents; critically analyze
public-sector performance information; review, evaluate, and/or
recommend cost management and control practices in public-sector
enterprises; and identify and manage risk. PF1 integrates examples and
assignments (including case studies) that require application of concepts.
Study Materials PF1 is delivered online. Additional study materials include:
PF1 Readings Book, CGA-Canada, 2009
Public Sector Accounting Handbook, release 26 (available on the
Accounting, Assurance, and Public Sector Supplement CD)
(provided electronically under Study Resources )
Level of Competence
1. CANADIAN GOVERNMENTS: THE FINANCIAL AND

INSTITUTIONAL SETTING
1.1 Government responsibility 1
1.2 Distinguishing characteristics of the public sector 1
1.3 Rethinking government 1
1.4 Focusing on the core business 1
1.5 The new public management 1
1.6 Building networks: joined-up government 2
1.7 Addressing the democratic deficit 2
1.8 Value issues and professional responsibility 1
1.9 Public service renewal 2
2. ACCOUNTABILITY AND PERFORMANCE MANAGEMENT

2.1 Introduction to performance management, program evaluation,
performance measurement, and performance reporting 1
2.2 Performance measurement and reporting 1
2.3 Logic modeling 1
2.4 Establishing and reporting upon performance measures 1
2.5 Performance management and incentives 1
2.6 Auditor attestation of performance information 2
22 / CGA SYLLABUS
Level of Competence
3. FINANCIAL PLANNING AND BUDGETING SYSTEMS — PART I
3.1 The financial management cycle 2
3.2 The planning and budgeting cycle 1
3.3 Government and agency planning 1
3.4 Preparing agency budget requests 1
3.5 The economic and fiscal update 1
3.6 The executive budget 1
3.7 Parliament's role in the expenditure management process 1
4. FINANCIAL PLANNING AND BUDGETING SYSTEMS — PART II

4.1 Accrual budgeting 1
4.2 Operating and capital budgeting 2
4.3 Deficits, debts, and fiscal sustainability 1
5. PUBLIC-SECTOR ACCOUNTING STANDARDS

5.1 Public Sector Accounting Board 1
5.2 Public Sector Accounting Handbook 1
5.3 Evolution of PSAB standards 2
5.4 Current PSAB issues 1
5.5 International Public Sector Accounting Standards Board 2
6. FINANCIAL REPORTING STANDARDS, TOOLS, AND PRACTICES

6.1 Reporting cycle 1
6.2 Accrual basis of accounting 1
6.3 Public-sector structure of government 1
6.4 Government reporting entity framework 1
6.5 Restricted assets and revenues 1
6.6 Reporting legislative control 1
7. FINANCIAL STATEMENTS
7.1 Government responsibility 1
7.2 Financial statement concepts and objectives 1
7.3 Standards of presentation 1
7.4 Relationship among the statements 1
7.5 Disclosure standards 2
7.6 Summary financial statements 2
7.7 Schedules to the financial statements 2
8. ANALYSIS OF GOVERNMENTAL FINANCIAL PERFORMANCE

8.1 Evaluating governmental financial performance 1
8.2 Financial position and financial condition 1
8.3 Analyzing annual financial reports 1
9. COST MANAGEMENT AND CONTROL PRACTICES

9.1 Financial administration legislation 1
9.2 Control systems in public-sector organizations 2
9.3 Management accountability framework 2
9.4 Auditing 1
9.5 Cost of government services 1
10. RISK MANAGEMENT

10.1 Enterprise-wide risk management 1
10.2 Developing a risk model 1
10.3 Risk management in public administration 1
10.4 Strategies for public-private partnerships 1
10.5 Considering stakeholders 1
10.6 Changing the culture of government 1
Management Accounting Courses

24 / CGA SYLLABUS
MANAGEMENT ACCOUNTING COURSES

Management Advanced
Accounting Management
Fundamentals Accounting
Topic (MA1) (MA2)
Accounting information requirements X X
for management decisions (e.g.,
pricing, purchasing, production)
Activity-based management (ABM) X
Agency theory X
Balanced scorecard X X
Budgeted financial statements X X
Budgeting:
Flexible X
Zero base X
Capital budgeting:
Payback method X
Accounting rate of return X
Net present value X
Internal rate of return X
Compensation contracts and participative budgeting X
Cost-volume-profit (CVP) analysis X X
Costing:
Activity-based X X
Direct X X
Full (including alternative
methods of overhead allocation) X X
Job-order X X
Process X
Variable X X
Target X X
Kaizen X
Benchmarking X
Costs:
Behaviour patterns X
Joint X X
Standard X
Emerging Issues
Corporate social responsibility X
Sustainable development X
Ethics X X
Inventory control and management X X
Just-in-time (JIT) inventory and purchasing methods X X
Key success factors X
Management Accounting Courses / 25
Management Advanced
Accounting Management
Fundamentals Accounting
Topic (MA1) (MA2)
Management control X X
Managerial accounting uses of
quantitative techniques:
Linear programming X
Regression analysis X
Sensitivity analysis X X
Overhead control X X
Make or buy (outsourcing) decisions X X
Performance evaluation:
Common costs X
Nonfinancial performance
measures X
Nonfinancial variance analysis X
Residual income X X
Responsibility accounting X X
Return on investment X X
Segment reporting X X
Transfer pricing X
Planning:
Long-range X
Short-range X
Pricing:
New products X X
Standard products X X
Quality Reporting X
Responsibility accounting
Cost X X
Profit X X
Investment X X
Special considerations in X
non-manufacturing concerns
Spoilage, waste, defective units and scrap X
Strategy and Management Accounting
SWOT analysis X
Theory of constraints X X
Variance analysis
Activity-based variance analysis X
Customer profitability X
Full income statement analysis X
mix-and-yield X
sales volume X
Spending and efficiency X
26 / CGA SYLLABUS
Prerequisites Financial Accounting Fundamentals [FA1]∗
Calendar Description This course introduces students to key concepts and practices of
management accounting. The main topics covered are cost accounting
fundamentals, job and process costing, cost-volume-profit analysis,
budgeting and control, inventory costing, and information for
management control and decision analysis. Computer spreadsheets are
used to illustrate concepts and provide students with valuable hands-on
experience.
Study Materials MA1 is delivered online. Additional study materials include:
Garrison, Chesley, and Carroll, Managerial Accounting: Concepts for

Planning, Control, Decision Making, Sixth Canadian Edition (Toronto,
Ontario: McGraw-Hill Ryerson, 2004)

Level of Competence
1. BASIC CONCEPTS OF MANAGEMENT ACCOUNTING
1.1 The manager’s need for information 2
1.2 Company financial and managerial accounting 2
1.3 Organizational structure 2
1.4 The changing business environment 2
1.5 Ethical standards 2
1.6 General cost classifications 2
1.7 Cost classifications on financial statements 2
1.8 Costs for planning, costing, and decision making 1
2. JOB-ORDER COSTING
2.1 Job-order costing — An overview 1
2.2 Job-order costing — The flow of costs 1
2.3 Using predetermined overhead rates 1
2.4 Complications of overhead application 1
2.5 Job-order costing in service companies 1
2.6 Scrap and rework 1
2.7 Computer illustration 2-1: Cost schedules 1
3. PROCESS COSTING
3.1 Comparison of job-order and process costing 2
3.2 A perspective of process cost flows 1
3.3 Equivalent units of production 1
3.4 Production report — Weighted-average method 1
3.5 Production report — FIFO method 1
3.6 Shrinkage, spoilage, and lost units 1
3.7 Operation costing 2
3.8 Computer illustration 3-1: Production report —
Weighted-average method and FIFO method 1
∗
Must have qualified for examination.
Management Accounting Fundamentals / 27
Level of Competence
4. COST BEHAVIOUR AND COST-VOLUME-PROFIT ANALYSIS

4.1 Variable cost behaviour patterns 1
4.2 Fixed costs 1
4.3 Analysis of mixed costs 1
4.4 Contribution margin and contribution format income statement 1
4.5 Computer illustration 4-1: Regression analysis 2
4.6 Basics of cost-volume-profit analysis 1
4.7 Break-even analysis 1
4.8 CVP considerations in choosing a cost structure 1
4.9 Structuring sales commissions 2
4.10 Sales mix 1
4.11 Assumptions of CVP analysis 2
4.12 Computer illustration 4-2: CVP sensitivity analysis 2
5. ACTIVITY-BASED COSTING AND SERVICE DEPARTMENT COSTING

5.1 Overhead costing in the new manufacturing environment 1
5.2 Design of an activity-based costing system 1
5.3 Comparison of traditional and ABC product costs 2
5.4 Computer illustration 5-1: Activity-based costing 1
5.5 Guidelines for service department cost allocation 1
5.6 Computer illustration 5-2: Step method and direct method
of cost allocation 1
6. ABSORPTION AND VARIABLE COSTING AND BUDGETING

6.1 Absorption and variable costing 1
6.2 Absorption and variable costing income statements 1
6.3 Advantages and disadvantages of absorption and variable costing 1
6.4 Impact of JIT inventory methods 1
6.5 Basic framework of budgeting 2
6.6 Advantages of budgets 2
6.7 Preparing the master budget 1
6.8 Computer illustration 6-1: Sales budget and cash collection schedule 1
7. STANDARD COSTS FOR MATERIALS, LABOUR,

AND VARIABLE OVERHEAD
7.1 Standard costs — Management by exception 2
7.2 Setting standard costs 1
7.3 A general model for variance analysis 1
7.4 Journal entries to record standard costs and variances 2
7.5 Variance analysis and management by exception 2
7.6 Advantages and disadvantages of standard costs 1
7.7 Balanced scorecard 1
7.8 Other performance measures 1
7.9 Computer illustration 7-1: Mix and yield variances 2
28 / CGA SYLLABUS
Level of Competence
8. FLEXIBLE BUDGETS AND DECENTRALIZATION
8.1 Flexible budgets 1
8.2 Variable overhead variances 1
8.3 Overhead rates and standard costing 1
8.4 Fixed overhead budget and volume variances 1
8.5 Computer illustration 8-1: Fixed costs in a flexible budget 1
8.6 Full income statement variance analysis 2
8.7 Decentralization in organizations 2
8.8 Segment reporting 1
8.9 Revenue variance and marketing expense analysis 1
8.10 Rate of return and residual income 1
9. RELEVANT COSTS FOR DECISION MAKING

AND INVENTORY MANAGEMENT
9.1 Cost concepts for decision making 1
9.2 Adding and dropping product lines 1
9.3 The make or buy decision 1
9.4 Computer illustration 9-1: Relevant costs 1
9.5 Special orders 1
9.6 Utilization of a constrained resource 2
9.7 Joint product costs and the contribution approach 1
9.8 Economic order quantity (EOQ) and the reorder point 1
10. PRICING AND TRENDS IN MANAGEMENT ACCOUNTING

10.1 Cost-plus pricing 1
10.2 Computer illustration 10-1: Pricing 2
10.3 Target costing 1
10.4 Time and material pricing 1
10.5 Cost of quality 2
Advanced Management Accounting / 29
Prerequisites Management Accounting Fundamentals [MA1]

Business Quantitative Analysis [QU1]
Calendar Description This course equips students with a conceptual understanding of the
design and use of management accounting information and the role of
the management accountant. Students learn to perform analyses to
support managerial decisions, design and implement effective
management control systems, and develop an awareness of the moral
responsibilities of management accountants. Topics include: strategic
decision making, customer profitability analysis, capital budgeting,
time drivers, supply-chain analysis, agency theory, responsibility
accounting & transfer pricing, performance measures, and emerging
issues. The importance of understanding ethical issues in management
accounting is stressed. The final module integrates student learning
with a set of cases on managerial decision making, agency costs, and
strategic planning. Computer spreadsheets are used to illustrate
concepts and provide practical, hands-on experience.
Study Materials MA2 is delivered online. Additional study materials include:
Horngren, Foster, Datar, Teall and Gowing, Cost Accounting: A

Managerial Emphasis, Fourth Canadian Edition (Toronto, Ontario:
Pearson Prentice Hall, 2007)

Level of Competence
1. STRATEGY, MANAGEMENT ACCOUNTING, AND DECISION MAKING
1.1 What is strategy? 2
1.2 SWOT analysis 1
1.3 Implementing strategy 2
1.4 Planning and control 2
1.5 Different kinds of costs 1
1.6 Decision framing 1
1.7 Linear programming 2
1.8 Make-or-buy and add-or-drop decisions 1
1.9 Decision models and uncertainty 1
1.10 Management accounting and professional ethics 1
2. VARIANCE AND CUSTOMER PROFITABILITY ANALYSIS

2.1 Revenue allocation 2
2.2 Sales-volume variance 1
2.3 Mix-and-yield variances for substitutable inputs 2
2.4 Activity-based costing and variance analysis 1
2.5 Customer profitability analysis 1
2.6 Full-income statement variance analysis 1
30 / CGA SYLLABUS
Level of Competence
3. QUALITY AND TIME
3.1 Quality as a competitiveness tool 2
3.2 Costs of quality 1
3.3 Analyzing and improving quality 1
3.4 Costs and benefits of quality improvement 1
3.5 Costs of design quality 2
3.6 Evaluating quality performance 1
3.7 Time and competitiveness 2
3.8 Time drivers and costs of time 1
3.9 Theory of constraints 1
3.10 Case: Quality and time initiatives 1
4. INVENTORY MANAGEMENT
4.1 Inventory management and EOQ 1
4.2 Estimating inventory-related costs 2
4.3 Supply-chain analysis and management 2
4.4 MRP and JIT production systems 2
4.5 JIT purchasing systems 2
4.6 Backflush costing 1
4.7 Case: Supply-chain management 1
5. KAIZEN, ACTIVITY-BASED, AND CAPITAL BUDGETING

5.1 Kaizen budgeting and activity-based budgeting 1
5.2 Capital budgeting stages 2
5.3 Discounted cash flows: Net present value 1
5.4 Discounted cash flows: Internal rate of return 1
5.5 Sensitivity analysis and relevant cash flows 1
5.6 Payback period and accrual accounting rate of return 1
5.7 Complexities in capital budgeting applications 2
5.8 Capital budget and master budget 1
6. TRANSFER PRICING
6.1 Organizational structure and decentralization 2
6.2 Transfer pricing policies 1
6.3 Transfer pricing measures 1
6.4 Determining minimum transfer price 1
6.5 Multinational companies and transfer pricing 2
7. MANAGEMENT CONTROL SYSTEMS

7.1 Management control systems: Introduction 2
7.2 Agency theory and control 2
7.3 Management control and strategy 1
7.4 Corporate-level strategies 2
7.5 Business-unit strategies 2
7.6 Management control and goal congruence 1
7.7 Types of controls 1
7.8 Summary: Evaluating design and use of MCS 1
Advanced Management Accounting / 31
Level of Competence
8. PERFORMANCE MEASUREMENT AND COMPENSATION
8.1 Financial and nonfinancial performance measures 1
8.2 Accounting-based performance measures 2
8.3 Responsibility centers and performance measures 1
8.4 Return on investment, residual income, and economic value added 1
8.5 Time horizon of performance measures 2
8.6 Alternative measurements of investment 2
8.7 Targeted levels of performance 2
8.8 Global performance measurement 2
8.9 Evaluation of managers and organizational units 2
8.10 Activity level performance measures 2
8.11 Executive performance measures and compensation 2
8.12 Performance measures and fraud 1
9. BALANCED SCORECARD
9.1 Implementation of strategy and the Balanced Scorecard 2
9.2 Evaluating success of a strategy 1
9.3 Strategic analysis of operating income 1
9.4 Downsizing and management of capacity 1
9.5 Productivity measurement 1
10. EMERGING ISSUES AND INTEGRATION

10.1 Emerging issues
10.2 Case: Managerial decision-making and the Balanced Scorecard 2
10.3 Case: Managerial decision-making and customer profitability 2
10.4 Case: Agency costs and strategic planning — Capital budgeting 2
10.5 Case: Agency costs and strategic planning — Transfer pricing 1
Auditing Courses

Advanced External Auditing [AU2]
Internal Auditing & Controls [MU1]
Public Practice Audit Case [BC2]
34 / CGA SYLLABUS
AUDITING COURSES
Advanced
External External Internal
Auditing Auditing Auditing & Controls
Topic (AU1) (AU2) (MU1)
Attest and nonaudit engagement X X
Audit administration:
Client relations X X X
Planning and supervision X X X
Review (quality control issues) X X
Audit of a small business X
Audit risk and materiality X X X
Auditing in an EDP environment X X X
Auditing standards:
GAAS X X
International standards X X
CAATs X X X
Comprehensive auditing X X
Ethics X X X
Evidence X X X
Fraud and illegal acts X X X
Influence of regulatory bodies on the auditing X X X
function
Internal control X X X
Legal responsibilities of the auditor X X
Management letter X X
Not-for-profit organizations, audits — special X
considerations
Operational auditing X X
Post-statement events X X
Procedures:
Analytical X X
Compliance tests X X X
Review of operations X X X
Tests of account balances (substantive X X X
testing) X X X
Tests of transactions X X X
Working papers
Prospectuses and annual reports X
Auditing Courses / 35
Advanced
External External Internal
Auditing Auditing Auditing & Controls
Topic (AU1) (AU2) (MU1)
Reports:
Long form X
Special reports X
Standard short-form X
Rules of professional conduct X X X
Sampling:
Judgmental sampling X X
Other statistical methods X
Statistical sampling X X
Users’ expectations regarding the auditors’ role X X X
36 / CGA SYLLABUS
Prerequisites Financial Accounting: Liabilities & Equities [FA3]

Managing Information Systems [MS1]
Calendar Description This introductory course offers students thorough coverage of the
auditing concepts and procedures of external auditing. After completing
AU1, students will be familiar with key topics including reporting;
professional standards and ethics; legal liability; audit objectives,
evidence, and documentation; planning and analysis; materiality and risk;
internal control; audit sampling; and computer auditing. The functions
and procedures related to the revenue and collection cycle, acquisition
and expenditure cycle, inventory and capital asset balances, production
and payroll cycle, and finance and investment cycle are studied.
Completion of the audit, including evaluation and communication of
findings, is also studied.
Study Materials AU1 is delivered online. Additional study materials include:
Smieliauskas and Bewley, Auditing: An International Approach, Fourth

Edition (Toronto: McGraw-Hill Ryerson, 2007)
CICA Handbook — Assurance, updated to Release 30 (purchased


Level of Competence
1. INTRODUCTION TO AUDITING
1.1 Nature of auditing 1
1.2 Information risk 1
1.3 Public accounting 2
1.4 The role of the staff accountant 2
1.5 External and internal auditing 2
1.6 Assurance engagements 1
1.7 Audit, review, and compilation engagements 1
1.8 Reporting 1
1.9 Reservation of opinion 1
2. PROFESSIONAL STANDARDS, ETHICS, AND LEGAL LIABILITIES

2.1 Professional standards 1
2.2 Professional ethics 1
2.3 Independence 1
2.4 An ethical case study 1
2.5 Legal liability and ethical responsibility 2
2.6 Liability to clients and third parties 2
2.7 Responding to legal liability 2
External Auditing / 37
Level of Competence
3. AUDIT OBJECTIVES, EVIDENCE, PROCEDURES, AND
DOCUMENTATION
3.1 Audit objectives 2
3.2 Specific audit objectives 1
3.3 Audit evidence 1
3.4 Evidence-gathering audit procedures 1
3.5 Documentation 1
3.6 Pre-engagement arrangements 1
3.7 Engagement letters 2
4. PLANNING, MATERIALITY, AND RISK

4.1 Audit planning 1
4.2 Role of analysis in audit planning 1
4.3 Analysis of unaudited financial statements 1
4.4 Determining materiality 1
4.5 Applying materiality 1
4.6 Components of audit risk 1
4.7 Audit risk model 1
4.8 Audit programs 1
5. INTERNAL CONTROL
5.1 Study and evaluation of internal controls 1
5.2 Management and auditor responsibility 1
5.3 Control environment and internal control components 1
5.4 Phases of internal control evaluation 1
5.5 Internal control objectives and control procedures 1
5.6 Documenting internal controls 1
5.7 Assessing the risks of material misstatement 1
5.8 Testing internal controls 1
5.9 Timing of tests of controls 1
5.10 Internal control in audit strategy 1
5.11 Audit reports on internal control 2
6. AUDIT SAMPLING
6.1 Nature of sampling in auditing 2
6.2 Statistical and nonstatistical sampling 2
6.3 Sampling and nonsampling error 2
6.4 Attribute sampling and tests of controls 2
6.5 Determining sample size and selecting the sample 2
6.6 Evaluating test results 2
6.7 Audit sampling for substantive testing 2
6.8 Sampling procedures for substantive testing 2
6.9 Determining sample size in substantive testing 2
6.10 Evaluating test results for substantive testing 2
6.11 Dollar unit sampling 2
7. COMPUTER AUDITING
7.1 Company operations and computer systems 1
7.2 Major elements in today’s computer environment 2
7.3 Audit implications: Computer-based systems 1
7.4 Audit implications: Access and design 1
7.5 Internal controls in a computer environment 2
7.6 Audit implications of electronic commerce 2
7.7 Auditing computer systems — General considerations 1
7.8 General strategy in auditing computerized systems 1
38 / CGA SYLLABUS
Level of Competence
7.9 Specific internal control considerations 1
7.10 Approaches to auditing computerized systems 1
7.11 Approaches to auditing through the computer 1
7.12 Computer-aided auditing 1
8. REVENUE AND COLLECTION CYCLE, AND ACQUISITION

AND EXPENDITURE CYCLE
8.1 The balance sheet approach 1
8.2 Revenue and collection cycle — The basics 1
8.3 Revenue and collection cycle — Tests of controls 1
8.4 Cash balances 1
8.5 Accounts receivable 1
8.6 Accounts receivable — Substantive procedures 1
8.7 Accounts receivable — Confirmations 1
8.8 Acquisition and expenditure cycle — The basics 1
8.9 Acquisition and expenditure cycle — Tests of controls 1
8.10 Accounts payable and accrued liabilities — Knowledge of the business 1
8.11 Accounts payable and accrued liabilities — Substantive procedures 1
9. INVENTORY AND CAPITAL ASSET BALANCES, PRODUCTION AND

PAYROLL CYCLES, AND FINANCE AND INVESTMENT CYCLE
9.1 Inventory — Knowledge of the business 1
9.2 Inventory — Substantive procedures 1
9.3 Inventory — Observation 1
9.4 Manufacturing inventory — Substantive procedures 2
9.5 Capital assets — Knowledge of the business 2
9.6 Capital assets — Substantive procedures 2
9.7 Production and payroll cycles — The basics 2
9.8 Production and payroll cycles — Tests of controls 2
9.9 Payroll — Substantive procedures 1
9.10 Finance and investment cycle — The basics 1
9.11 Finance and investment cycle — Tests of controls 2
10. INVESTMENTS, LONG-TERM DEBT, SHAREHOLDERS’

EQUITY BALANCES, AND COMPLETION OF THE AUDIT
10.1 Investments — Substantive procedures 2
10.2 Long-term debt — Substantive procedures 2
10.3 Shareholders’ equity — Substantive procedures 2
10.4 Revenue and expenses 1
10.5 Contingencies 1
10.6 Communications with client’s law firms 2
10.7 Client representations 2
10.8 Related parties 1
10.9 Subsequent events 1
10.10 Evaluation of audit findings 1
10.11 Audit findings and independent reviews 2
10.12 Audit findings and communication with the client 2
10.13 Communication with audit committee 2
10.14 Conclusion
Advanced External Auditing / 39
Advanced External Auditing [AU2]
Prerequisites External Auditing [AU1]
Calendar Description This course offers in-depth coverage of the concepts and procedures of
external auditing and other assurance engagements. Topics include the
professional, legal, and ethical environment of analysing and assessing
risk factors, planning and performing engagement, interpreting and
documenting results. AU2 helps to develop competencies related to
evaluating and advising on accounting policies and procedures, in
accordance with professional standards, through tasks such as
evaluating and reporting on internal control systems, computer-assisted
auditing techniques, substantive testing and evidence. AU2 also
covers audits for special circumstances such as consolidated financial
statements, not-for-profit and public sector audits and introduces to
some of the changes that the auditing profession is facing and the
reasons for these changes.
Study Materials AU2 is delivered online. Additional study materials include:
AU2 Readings Book, Twelfth Edition, CGA-Canada, 2009
CICA Handbook — Assurance, updated to Release 31 (purchased

Audit Command Language (ACL) v8.2, CGA
Audit Command Language (ACL) for Windows Software Guide, Fourth

Edition, CGA-Canada, 2005

Level of Competence
1. THE ASSURANCE PROCESS
1.1 The value added by assurance services 1
1.2 The expectation gap 2
1.3 Auditor independence 1
1.4 A general assurance framework 1
1.5 Auditing and assurance standards 2
1.6 Professional standards and ethics 1, 2
1.7 The audit risk model 1
2. ENGAGEMENT PLANNING
2.1 Accepting audit engagements 1
2.2 Understanding the entity and its environment 1
2.3 Planning materiality and audit risk 1
2.4 Assessing the risk of material misstatement 1, 2
2.5 Use of analysis in planning 1
2.6 Developing the overall audit strategy and audit plan 1
2.7 First-time engagements 1
40 / CGA SYLLABUS
Level of Competence
3. INTERNAL CONTROLS
3.1 Internal control fundamentals 1
3.2 The control environment and risk assessment process 1, 2
3.3 The information system 1
3.4 Control activities and monitoring of controls 1
3.5 Tests of controls 1, 2
3.6 General computer controls 1, 2
3.7 Tests of application controls 1
3.8 Computer-assisted audit techniques 1
3.9 Relying on service auditors’ reports 2
3.10 Using the work of internal audit 2
4. AUDIT SAMPLING
4.1 Sampling concepts 1
4.2 Attribute sampling 1, 2
4.3 Attribute sampling illustration 1
4.4 Dollar-unit sampling 1, 2
4.5 Dollar-unit sampling illustration 1
4.6 Evaluation of statistical sampling 1
5. SUBSTANTIVE TESTING AND EVIDENCE

5.1 Sufficiency and appropriateness of evidence 1
5.2 Fraud considerations 2
5.3 Using data-oriented CAATs in substantive testing 1, 2
5.4 Special considerations in obtaining audit evidence 1, 2
5.5 Use of a specialist 1, 2
5.6 Aggregating misstatements 1
6. REPORTING ISSUES
6.1 Audit reports 1
6.2 Subsequent events and subsequent discovery of a material misstatement 1
6.3 Comparatives 1, 2
6.4 Foreign reporting 2
6.5 Canada-U.S. differences 2
6.6 Communication with client 1
6.7 Annual reports and MD&A 1, 2
7. PRACTICAL CONSIDERATIONS
7.1 Small business audit issues 1
7.2 Roles of audit team members 1, 2
7.3 Team and client relations 1, 2
7.4 Meeting management 2
7.5 Comprehensive case 2
8. AUDITS FOR SPECIAL CIRCUMSTANCES

8.1 Audit of consolidated statements 1, 2
8.2 Audit of NFPs 2
8.3 Public sector auditing 2
8.4 Second opinions 2
Advanced External Auditing / 41
Level of Competence
9. OTHER ENGAGEMENTS
9.1 Review engagements 1
9.2 Review of interim statements 1, 2
9.3 Other assurance engagements 2
9.4 Audit of prospectuses 2
9.5 Forecasts and projections 2
9.6 Compilation engagements 1
9.7 Specified audit procedures 1
9.8 Reporting on internal control over financial reporting 2
10. RECENT ISSUES AND E-COMMERCE APPLICATIONS

10.1 Changes to the audit risk model 1
10.2 Audit committees 1
10.3 Continuous auditing 2
10.4 Impact of e-commerce 2
42 / CGA SYLLABUS
Internal Auditing & Controls [MU1]
Calendar Description This course covers objectives, concepts, principles, and techniques of
internal auditing. Students who take MU1 will be well prepared to play a
senior role in the internal auditing team of a private or public
organization. Topics include the role of the internal auditor; types of
audits; enterprise risk management; planning the internal audit; the
examination phase of internal auditing; reporting audit observations and
monitoring; the impact of information technology on internal auditing;
internal audit of purchasing, human resources management, marketing,
and financial management; and internal auditing in the public-sector and
non-profit organizations. Computer software is used to illustrate concepts
and offer students practical, hands-on experience.
Study Materials MU1 is delivered online. Additional study materials include:
MU1 Selected Readings, CGA-Canada, 2009

Audit Command Language (ACL) for Windows v8.2 CGA

Level of Competence
1. INTRODUCTION TO INTERNAL AUDITING
1.1 Definition of internal auditing 1
1.2 Scope of internal auditing 1
1.3 Functions of management 2
1.4 Enterprise risk 1
1.5 Role of the internal auditor 2
1.6 Types of internal audit assignments 1
1.7 Performance measurement 2
1.8 The ethical climate 1
1.10 Introduction to case analysis 2
2. INTERNAL AUDITING STANDARDS

2.1 Overview of internal auditing standards 1
2.2 Purpose, authority, and responsibility 2
2.3 Independence and objectivity 1
2.4 Proficiency and due professional care 1
2.5 The outsourcing alternative 2
2.6 Managing the internal audit department 1
Level of Competence
Internal Auditing & Controls / 43
3. RISK MANAGEMENT, CONTROL FRAMEWORKS,

AND GOVERNANCE
3.1 Risk management 1
3.2 Role of the internal auditor 1
3.3 Risk assessment process 1
3.4 Control frameworks 1
3.5 Auditing using control frameworks 2
3.6 Control self-assessment 2
3.7 Governance 1
3.8 Role of the audit committee 1
3.9 Recent developments in corporate governance 2
4. PLANNING THE INTERNAL AUDIT

4.1 The internal audit process 1
4.2 Internal audit planning process 2
4.3 Long-term planning — Overview 2
4.4 Long-term planning — Risk assessment matrix 2
4.5 Long-term planning — Case study 2
4.6 Short-term audit planning 2
4.7 Engagement planning 1
4.8 Engagement planning — Case study 1
5. EXAMINATION PHASE OF THE INTERNAL AUDIT

5.1 Overview of the examination phase 1
5.2 Planning the audit program 1
5.3 Testing and evidence 1
5.4 Developing audit criteria and preparing an audit program — Case study 1
5.5 Computer-assisted audit techniques 1
5.6 Generalized audit software 1
5.7 Evaluating audit results 1
5.8 Completing and reviewing audit files 2
5.9 Fraud and investigations 1
5.10 Conducting a fraud investigation 1
5.11 Fraud in a technological environment 1
6. INTERNAL AUDIT COMMUNICATIONS

6.1 Interviewing skills 2
6.2 Purpose and functions of internal audit reporting 1
6.3 Internal audit reporting standards 1
6.4 Contents of the internal audit report 1
6.5 Presentation of the internal audit report 1
6.6 Monitoring recommendations 2
6.7 Internal audit reporting — Case study 2
7. IMPACT OF IT ON INTERNAL AUDITING

7.1 How IT affects the internal audit process 2
7.2 IT auditing 1
7.3 Risk in an IT environment 1
7.4 Control frameworks 2
7.5 General controls 1
7.6 Application controls 1
7.7 Communications network controls 2
7.8 Controls for end-user computing 1
7.9 Emerging technologies and the auditor 2
7.10 Impact of e-commerce 2
44 / CGA SYLLABUS
Level of Competence
8. MARKETING, PURCHASING, AND PRODUCTION
8.1 Marketing 2
8.2 Marketing audit — Case study 1
8.3 Purchasing 2
8.4 Purchasing audit — Case study 1
8.5 Production 2
8.6 Production audit — Case study 1
9. HUMAN RESOURCES MANAGEMENT, TREASURY, AND

STRATEGIC PLANNING
9.1 Human resources management 2
9.2 Human resources planning audit — Case study 1
9.3 Treasury 2
9.4 Treasury audit — Case study 1
9.5 Auditing the financial reporting process 2
9.6 Strategic planning 2
9.7 Strategic planning audit — Case study 1
10. INTERNAL AUDITING IN THE PUBLIC SECTOR AND

THE NOT-FOR-PROFIT SECTOR
10.1 Roles, activities, and risks in the public sector 1
10.2 Governance in the public sector 2
10.3 Legislative auditing — Role of the Auditor General 2
10.4 Internal auditing in the public sector 1
10.5 Comprehensive auditing and performance auditing 2
10.6 Roles, activities, risks, and governance in the not-for-profit sector 2
10.7 Internal audit considerations for NFPs 1
Public Practice Audit Case / 45
Public Practice Audit Case [BC2]

Concurrent or prior completion of External Auditing [AU1]
Calendar Description Public Practice Audit Case provides students with hands-on experience in
preparing audit working papers and performing audit programs in public practice.
Audit working papers are required to support the audit opinion reached by the
auditor.
In this real-life simulation exercise, students take on the role of an audit assistant
and complete a year-end audit file for review by a partner. The case requires
students to work through and develop expertise in the following four phases of an
audit:
Phase I: Planning and design

Phase II: Testing internal control
Phase III Directly testing the financial balances
Phase IV: Completing the audit and issuing the auditor’s report
BC2 also provides students with the opportunity to exercise professional

judgment.
Study Materials Additional study materials include:
CaseWare 2008, CGA Educational version
1. CLIENT BACKGROUND
2. WORKING PAPER PREPARATION
3. STUDENT TASKS
Task 1 Review client acceptance and engagement letter, takeover letter, and reply
Task 2 Perform preliminary analysis
Task 3 Determine materiality and assess risk
Task 4 Gain an understanding of the client’s internal control environment and assess control risk
Task 5 Design and perform tests of controls and dual purpose tests
Task 6 Perform audit of cash
Task 7 Perform audit of accounts receivable using dollar unit sampling
Task 8 Perform audit of inventory
Task 9 Perform audit of accounts payable using non-statistical sampling
Task 10 Complete the audit
4. WORKING PAPERS
5. PERMANENT FILE
6. CLIENT DOCUMENTS
7. BLANK WORKING PAPERS

Finance Courses

Advanced Corporate Finance [FN2]
48 / CGA SYLLABUS
FINANCE COURSES
Corporate Advanced
Finance Corporate
Topic
Fundamentals Finance
(FN1) (FN2)
Adjusted present value X X
Capital:
Cost of X X
Short- and long-term X X
Capital budgeting X X
Capital market theories:
Capital asset pricing model X X
Efficient capital markets X X
Portfolio theory X X
Capital structure:
Impact of corporate taxes
X X
Theory of capital structure
X X
Cash management X X
Common shares, warrants & convertibles X X
Dividend policy X X
Ethics X X
Expected returns X X
Financial analysis X X
Hedging X X
Leases X X
Long-term debt & preferred shares X X
Mergers and acquisitions X X
Optimal investment strategy X X
Options X X
Planning:
Long-range X X
Project financing and venture capital X X
Taxation X X
Time value of money X X
Treasury risk management X X
Uses of quantitative techniques:
Corporate planning models X
Sensitivity analysis X
Working capital management X X
Corporate Finance Fundamentals / 49

Micro & Macro Economics [EM1]
Calendar Description FN1 is a comprehensive course in business finance that studies the major
decisions made by the financial executive. Students are introduced to a
wide range of topics, including the analysis of the financial environment
and its components; the determinants of interest rates; security
evaluation; capital budgeting and cash flow estimation; determining the
cost of capital; capital structure; dividend policy; leasing; working capital
management; derivatives; and financial planning. Computer spreadsheets
are used to demonstrate concepts and provide practice in basic financial
analysis.
Study Materials FN1 is delivered online. Additional study materials include:
Booth and Cleary, Introduction to Corporate Finance, First Edition

(Toronto, Ontario: John Wiley & Sons, 2008)

Level of Competence
FOUNDATION REVIEW
FR.1 Legal forms of organization
FR.2 Time value of money
FR.3 Review questions
1. INTRODUCTION TO CORPORATE FINANCE

1.1 Major tasks of the financial executive 2
1.2 Objectives of the financial executive 1
1.3 Conflicts of interest 2
1.4 The financial system 2
1.5 Major financial securities: Short-term securities 2
1.6 Major financial securities: Bonds 2
1.7 Major financial securities: Equity 2
1.8 Venture capital 2
1.9 Personal and corporate taxes 1
2. DETERMINANTS OF INTEREST RATES

2.1 Interest rate as an opportunity cost 1
2.2 Overview of determinants of interest rates 2
2.3 Term structure effects 2
2.4 Determinants of foreign exchange rates 1
2.5 Risk premiums on bonds and preferred shares 2
2.6 Efficient capital markets 2
2.7 Additional ethical issues 2
3. SECURITY VALUATION
3.1 Determinants of equity prices 1
3.2 Relationship between price and expected return 2
3.3 Relationship between expected return and required return 2
3.4 Risk and return in stock portfolios 1
3.5 Determinants of required return 1
50 / CGA SYLLABUS
3.6 Capital asset pricing model (CAPM) approach to risk assessment 1

3.7 Risk-adjusted discount rate (RAD) approach 2
4. CAPITAL BUDGETING AND CASH FLOW ESTIMATION

4.1 Capital budgeting process 2
4.2 Estimating cash flows 1
4.3 Economically dependent cash flows 2
4.4 Estimating risky (uncertain) cash flows 2
4.5 International complications 3
4.6 Business in multicultural and multinational contexts 2
5. CAPITAL BUDGETING EVALUATION CRITERIA

AND THE COST OF CAPITAL
5.1 Using NPV to measure shareholder wealth 1
5.2 Discount rates in capital budgeting 2
5.3 CAPM and project beta 1
5.4 Alternative capital budgeting criteria 1
5.5 Capital rationing 2
5.6 Determining the cost of capital 1
5.7 Using the cost of capital 2
5.8 Calculating the component costs of capital 1
5.9 Calculating the component weights 1
5.10 Calculating the weighted average cost of capital (WACC) 1
5.11 Risk adjustment by project or division 2
6. CAPITAL STRUCTURE
6.1 Debt financing, business risk, and financial risk 2
6.2 The influence of operating leverage on capital structure 2
6.3 Selecting capital structure 2
6.4 Impact of capital structure on WACC 2
7. DIVIDEND POLICY AND LEASING

7.1 Dividend policy and payment procedures 2
7.2 Alternative dividend policies 2
7.3 Factors affecting dividend policies 2
7.4 Stock dividends and stock splits 2
7.5 Share repurchases 2
7.6 Types of leases 2
7.7 Analyzing the lease versus buy decision 1
8. WORKING CAPITAL MANAGEMENT

8.1 Net working capital (NWC) management 2
8.2 Objective of net working capital management 2
8.3 Net working capital management procedure 3
8.4 Optimal levels for cash and marketable securities 2
8.5 Cash management techniques 1
8.6 Optimal levels for accounts receivable 1
8.7 Optimal levels for inventory 2
8.8 Managing accounts payable 1,2
8.9 Securitization 2
8.10 Cyclical patterns and cash flow planning 1
8.11 International complications 3
Corporate Finance Fundamentals / 51
9. INTRODUCTION TO DERIVATIVES
9.1 Futures and forwards 2
9.2 Margin requirements in futures markets 2
9.3 Pricing futures and forwards 2
9.4 Options and options markets 2
9.5 Basic option trading strategies 2
9.6 Comparing options and futures/forwards 2
9.7 Valuing options 2
9.8 The Black-Scholes option-pricing model 2
9.9 Currency and interest rate swaps 2
9.10 Overview of treasury risk management 2
10. FINANCIAL PLANNING

10.1 Important elements in financial planning 2
10.2 Objective and benefits of financial planning 2
10.3 Financial planning models 1
10.4 Long-term and short-term financing decisions 2
10.5 Financial ratio analysis 1
10.6 Business valuation, mergers, and acquisitions 2
10.7 Review of ethics issues 2
52 / CGA SYLLABUS
Advanced Corporate Finance [FN2]
Prerequisites Corporate Finance Fundamentals [FN1]
Calendar Description This advanced finance course provides an in-depth study of issues and
tools that financial managers use in making decisions. Students learn to
explore issues and make sound corporate financing decisions. Topics
include capital budgeting under uncertainty; long-term sources of funds;
capital structure; dividend policy; special financing and investment
decisions; futures, forwards, options, and swaps; treasury risk
management; financial planning; and long-term planning and strategic
issues in finance.

FN2 Readings Book, First Edition, CGA-Canada, 2009 (Only used for
the course in Quebec; not used for the online course)
Wajeeh Elali and Therese Trainor, Advanced Corporate Finance: A
Practical Approach, First Edition (Pearson Addison Wesley, Toronto,
2008)
Level of Competence
FOUNDATION REVIEW
FR.1 Time value of money (with calculator)
FR.2 Term structure of interest rates
FR.3 Valuation of bonds, preferred shares, and common shares
FR.4 Weighted average cost of capital
FR.5 Statistical concepts
FR.6 Cash management concepts
FR.7 Financial analysis
1. BASIC CONCEPTS
1.1 Transferring wealth 1
1.2 Investing in real assets 2
1.3 Investment and consumption decisions 2
1.4 Market efficiency 2
1.6 Net present value and internal rate of return 1
1.7 Estimating cash flows in capital budgeting 1
1.8 Calculating net present value 1
1.9 Other valuation methods 1
1.10 Economically dependent projects 1
1.11 Adjusting for inflation 2
2. CAPITAL BUDGETING UNDER UNCERTAINTY

2.1 Estimating portfolio return and risk 1
2.2 Efficient portfolios and the capital market line 1
2.3 The risk and return of a single security 1
2.4 Capital budgeting and systematic risk 1
2.5 Capital budgeting and total risk 1
2.6 Capital rationing 1
2.7 The capital budgeting process 2
Advanced Corporate Finance / 53
Level of Competence
3. LONG-TERM SOURCES OF FUNDS
3.1 Bank financing 1
3.2 Bonds 1
3.3 Bond refinancing 1
3.4 Preferred shares 2
3.5 Preferred share refinancing 1
3.6 Common shares 1
3.7 Issuing securities 2
3.8 Rights offerings 1
4.1 Debt financing, business risk, and financial risk 1
4.2 Capital structure theory in perfect capital markets 2
4.3 Capital structure theory with corporate taxes 1
4.4 Capital structure theory with personal taxes 1
4.5 Capital structure theory and bankruptcy costs 2
4.6 Other influences on capital structure 1
4.7 Selecting capital structure in practice 1
5. DIVIDEND POLICY
5.1 Dividend irrelevance theory 1
5.2 Dividend relevance theories 1,
5.3 Factors affecting dividend policies 2
5.4 Alternate dividend policies 1
5.5 Dividend payment procedures 2
5.6 Stock dividends, stock splits, and dividend policy 2
5.7 Share repurchases and dividend policy 2
6. SPECIAL FINANCING AND INVESTMENT DECISIONS

6.1 The adjusted present value method 1
6.2 The weighted average cost of capital method 1
6.3 The equity residual method 1
6.4 Comparison of APV, WACC, and ERM 1
6.5 Types of leases 2
6.6 Analysis of the lease versus buy decision 1
6.7 Mergers and acquisitions 1
6.8 Leveraged buyouts 2
7. TREASURY RISK MANAGEMENT

7.1 Interest rate risk 1
7.2 Foreign exchange risk 1
7.3 Commodity price risk 1
7.4 Measuring interest rate risk using duration 1
7.5 Measuring interest rate risk using gap analysis 1
7.6 Using scenario analysis to measure risk exposure 1
7.7 Using volatility analysis to measure risk 1
7.8 Approaches to risk management 2
7.9 International trade financing 2
54 / CGA SYLLABUS
Level of Competence
8. FUTURES AND FORWARDS
8.1 Characteristics of futures and forwards 1
8.2 Features of futures and forward contracts 1
8.3 Basic pricing model for futures and forwards 1
8.4 Pricing interest-rate futures 1
8.5 Pricing stock-index futures 1
8.6 Pricing currency futures 1
8.7 Hedging with futures and forwards 1
8.8 Hedging interest rate risk 1
8.9 Hedging with forward contracts 2
9. OPTIONS AND SWAPS

9.1 Options and options markets 1
9.2 Basic option trading strategies 1
9.3 Differences between options and futures/forwards 1
9.4 Option-pricing principles 1
9.5 The Black-Scholes option-pricing model 1
9.6 Corporate securities with options 2
9.7 Hedging with options 1
9.8 Currency swaps 1
9.9 Interest rate swaps 1
9.10 Hedging with swaps 1
9.11 Costs of hedging 1, 2

10.1 Corporate financial planning process 2
10.2 Forecasting 1
10.3 Pro forma financial statements 1
10.4 Short-term financial planning 1
10.5 Short-term versus long-term financial planning 1
10.6 Financial ratio analysis 1
10.7 Long-term financial planning model 1
10.8 Strategic decisions and ethical considerations 1
Management Information Systems Courses

Information Systems Strategy [MS2]
56 / CGA SYLLABUS
MANAGEMENT INFORMATION SYSTEMS COURSES

Managing
Information Information Systems
Systems Strategy
Topic (MS1) (MS2)
Administration X X
Applications X
Audit and control X X
Characteristics of an MIS X X
Communication networks X X
Databases:
Characteristics X X
Concepts X X
Design X
Types X X
Decision support/Executive support system X X
Design and development X X
Ethics X X
Expert systems and artificial intelligence X
Files:
Design X
Organization methods X X
Hardware components X
Implementation X
Information requirements for management decisions X X
Input and output design/technology X X
Internal control X X
Modeling X
Multitasking X
Project management X X
Prototyping X X
Risk X X
Software:
Application programs X
Fourth-generation languages X X
Operating systems software X
Stages and life cycle X X
Strategic uses X X
Management Information Systems Courses / 57
Managing
Information Information Systems
Systems Strategy
Topic (MS1) (MS2)
System analysis:
Data flow diagrams X X
Object-oriented analysis X
Phases X X
Project repositories X
Specifications X
Tools and techniques X X
System maintenance X X
System planning X X
Testing X X
Types of systems X X
User interfaces X X
58 / CGA SYLLABUS
Calendar Description MS1 is an introductory course that covers the use of computer-based
information systems in management and accounting. After completing
this course, students will have the knowledge required to make informed
decisions about the applications of information technology. Topics
surveyed include hardware and software of computer systems; file and
database organization; networks and telecommunications; the systems
development process; designing information systems solutions; systems
security and controls; artificial intelligence; and the management of
information systems.
Study Materials MS1 is delivered online. Additional study materials include:
Stair and Reynolds, Principles of Management Information Systems: A

Managerial Approach, Eighth Edition (Boston: Thomson Course
Technology, 2008)

Level of Competence
1. INTRODUCTION TO INFORMATION SYSTEMS
1.1 Why study information systems? 2
1.2 Information systems concepts 1, 2
1.3 What is an information system? 1
1.4 Major types of information systems 1
1.5 Systems development 1
1.6 Information systems in organizations 1
1.7 Strategies for change 1
1.8 Using information systems to attain competitive advantage 1, 2
1.9 Justifying computer-based information systems 2
1.10 Functions, roles, and careers in IT 2
1.11 Ethics and societal issues 1
2. FOUNDATIONS OF COMPUTERS
2.1 Major hardware components of a computer 1
2.2 Secondary storage 1
2.3 Input and output technology 1
2.4 Computer types, standards, selecting, and upgrading 1, 2
2.5 Software 1
2.6 Programming languages 2
2.7 Software issues and trends 1
2.8 Introducing Microsoft Access
Managing Information Systems / 59
Level of Competence
3. FILE AND DATABASE ORGANIZATION
3.1 Data organization and information 1
3.2 Database organization methods 1
3.3 Database management systems 1
3.4 Database storage and analysis 2
3.5 Database developments 2
3.6 Basic concepts of an Access database and its elements
4. THE SYSTEMS DEVELOPMENT PROCESS

4.1 Introduction to systems development 1
4.2 Information systems planning 1
4.3 Systems development life cycle 1
4.4 Alternates to the traditional SDLC 1
4.5 Factors affecting systems development success 2
4.6 Systems investigation 1
4.7 Systems analysis 1
4.8 Data flow diagrams 1
4.9 Using Excel as a data flow diagram drawing tool 1
4.10 Primary key and table relationships in Access
5. DESIGNING INFORMATION SYSTEMS SOLUTIONS

5.1 Logical and physical design 1
5.2 Spreadsheet applications 1
5.3 Special considerations and user interface designs 1
5.4 Emergency procedures and disaster recovery 1
5.5 Systems controls 1
5.6 General and application controls 1
5.7 Internal controls for computer systems 1
5.8 Generating systems design alternatives 2
5.9 Evaluating and selecting a systems design 1
5.10 The design report 2
5.11 Creating a report using Access
6. SYSTEMS IMPLEMENTATION, MAINTENANCE,

REVIEW, AND AUDIT
6.1 Systems implementation 1
6.2 Software development 1
6.3 In-house developed software 1
6.4 Software development tools and techniques 2
6.5 Preparation 1
6.6 Installation and testing 1
6.7 Conversion and acceptance 1
6.8 Systems maintenance 1
6.9 Systems review 1
6.10 Systems audits 2
6.11 Audit trails 1
6.12 Creating queries and validation rules in Access
60 / CGA SYLLABUS
Level of Competence
7. NETWORKS AND TELECOMMUNICATIONS

7.1 Basic concepts of telecommunications 2
7.2 Telecommunications models 1
7.3 Basic network topology 2
7.4 Network types 1
7.5 Distributed processing 1
7.6 Client/server advantages and disadvantages 1
7.7 Interconnecting networks: Telecommunications software,
protocols, and devices 2
7.8 Telecommunications applications and issues 2
7.9 The Internet 1
7.10 The World Wide Web 1, 2
7.11 Intranets and extranets 1
7.12 Net issues 2
8. E-COMMERCE, TRANSACTION PROCESSING, AND

ENTERPRISE RESOURCE PLANNING
8.1 Introduction to e-commerce 1
8.2 Mobile commerce 1
8.3 E-commerce applications 2
8.4 Technology infrastructure 1
8.5 Electronic payment systems 2
8.6 Threats to e-commerce 1
8.7 Strategies for successful e-commerce 2
8.8 Transaction processing systems 1
8.9 Traditional transaction processing applications 2
8.10 Enterprise resource planning 1
9. INFORMATION SYSTEMS AND MANAGEMENT

9.1 Decision making and problem solving 1
9.2 Types and functional aspects of management information systems 1
9.3 Management information systems in perspective 1, 2
9.4 Decision support systems 1
9.5 Group decision support systems 1
9.6 Computer illustration 10-1: Using a spreadsheet for decision support 2
9.7 Executive support systems 1
10. KNOWLEDGE MANAGEMENT, ARTIFICIAL INTELLIGENCE,

AND INFORMATION SYSTEMS ISSUES
10.1 Basic concepts of knowledge management and artificial intelligence 2
10.2 Major branches of artificial intelligence 2
10.3 Intelligent agents/bots 3
10.4 Expert systems 2
10.5 Components of expert systems 2
10.6 Expert systems development 2
10.7 Applications of ES and AI 2
10.8 Virtual reality 2
10.9 Other specialized systems 2
10.10 Building and running simple Access applications using macros
10.11 Computer waste, mistakes, and security 1
10.12 Computer crime 1
10.13 Preventing computer crime 1
10.14 Health and environment issues 2
10.15 Ethical issues 1
Information Systems Strategy / 61
Information Systems Strategy [MS2]
Calendar Description MS2 is an advanced course in analysis, design, and implementation of

computer-based information systems. Presented from a strategic
management perspective, it is intended for students looking to enhance
skills in the role of IS/IT in strategic planning, competitive advantage,
and business transformation; identifying systems requirements; the
systems development life cycle and systems analysis; systems and
process design; systems implementation, testing and support; Internet
technologies, extranet and intranet; e-commerce and EDI; managing
telecommunications and networks; IT operational and security issues;
and the human side of IS change management.

Laudon, Laudon, and Brabston, Management Information Systems:
Managing the Digital Firm, Fourth Canadian Edition (Toronto, Ontario:
Prentice Hall, 2008)
Ivey and Pearson, MS2 Cases, 2009
Level of Competence
1. STRATEGIC IMPORTANCE OF IS
1.1 IS as an integral part of strategic planning 1
1.2 IS for competitive advantage 1
1.3 IS to achieve business transformation 1
1.4 IS and globalization 1
1.5 Managing IS human resources 2
1.6 IS’s rapid pace of change 1
2. INFORMATION TECHNOLOGY GOVERNANCE — ORGANIZATION AND

PLANNING FOR IS
2.1 IT governance 1
2.2 Short- and long-range technology planning 1
2.3 Data and information management issues 2
2.4 IS economics 1, 2
2.5 Developing an IS strategic plan 1
3. SYSTEMS DEVELOPMENT OVERVIEW AND ISSUES

3.1 Systems development 1
3.2 Systems development methods and techniques 1
3.3 Make or buy decisions 1
3.4 Acquisition of software and hardware 1
3.5 Vendor selection and contractual issues 2
3.6 Project management 1
3.7 Feasibility and cost-benefit analyses 1
62 / CGA SYLLABUS
Level of Competence
4. SYSTEMS ANALYSIS AND DESIGN
4.1 Analysis and design overview 1
4.2 Systems analysis — Requirements gathering 1
4.3 Process modeling 1
4.4 Data modeling 1
4.5 Logic modeling 2
4.6 Use case analysis 2
4.7 Systems design 2
4.8 Systems analysis and design in smaller organizations 2
4.9 Ethical issues in systems development 2
5. SYSTEMS IMPLEMENTATION, TESTING, AND SUPPORT

5.1 Systems installation and conversion 1
5.2 Testing in systems implementation 1
5.3 Quality assurance in system development 1
5.4 Systems maintenance 2
5.5 System enhancement and reengineering 2
5.6 Legacy systems issues 1
5.7 Measuring system benefits 1
6. NETWORKS OF NETWORKS: INTERNET, EXRANET, INTRANET,

AND WEB 2.0
6.1 The Internet as a business tool 1
6.2 Use of the Internet to streamline operations 1
6.3 Technologies to support groups and group work 1
6.4 Intranet and extranet 1
6.5 Strategic uses of Internet technologies 1
6.6 Web 2.0 1
7. ELECTRONIC COMMERCE AND EDI

7.1 E-business, e-commerce, and e-service 1
7.2 E-business opportunities and challenges 1
7.3 Planning e-commerce operations 2
7.4 Funding issues 1
7.5 Security, privacy, taxation, and jurisdictional issues 2
7.6 Electronic data interchange and XML 2
7.7 Web-based reporting and XBRL 2
8. MANAGING TELECOMMUNICATIONS AND NETWORKS

8.1 Overview of telecommunications 1
8.2 Strategic uses of telecommunications 2
8.3 Network basics 1
8.4 Trends in network management 2
8.5 Network security issues 1
8.6 Planning and managing wireless networks 1, 2
8.7 Remote computing management issues 1
9. IS OPERATIONAL AND SECURITY ISSUES

9.1 Outsourcing and outsourcing models 1
9.2 IS security: Threats and vulnerability 1
9.3 Dealing with security threats 1
9.4 Role of auditing in IS security 2
9.5 Ethical issues 1
Level of Competence
10. HUMAN SIDE OF IS MANAGEMENT
10.1 Managing internal and external resources 1
10.2 Change management 1
10.3 End-user computing and training issues 1
10.4 Managing expectations 1
10.5 Social responsibility 1
Taxation Courses
Personal & Corporate Taxation [TX1]

Advanced Personal & Corporate Taxation [TX2]
66 / CGA SYLLABUS
TAXATION COURSES
Advanced
Personal & Personal &
Corporate Corporate
Taxation Taxation
Topic (TX1) (TX2)
Administrative procedures X
Alternative minimum tax X
Anti-avoidance rules X
Benefits to shareholders X X
Business income X
Capital cost allowance and eligible capital property X
Capital gains and losses X
Capital gains deduction X X
Corporate reorganizations X
Corporations:
Computing taxable income X
Computing taxes payable X
Death and trusts X
Debt forgiveness X
Employment income X
Ethics X X
Income from property X
Individuals:
Computing net income X
Computing taxable income and taxes payable X
International taxation X
Liability for tax — the fundamentals X
Non-residents X X
Partnerships X
Purchase or sale of a business — assets or shares X
Structure and interpretation of ITA X
Tax planning X X
Transfer of property:
Among family members X
To a taxable Canadian corporation X
Personal & Corporate Taxation / 67
Personal & Corporate Taxation [TX1]
Prerequisites Financial Accounting: Liabilities & Equities [FA3]*
Calendar Description TX1 covers the fundamental principles and concepts of Canadian federal
income tax legislation. The course emphasizes understanding of the
conceptual structure of the Income Tax Act and equips students with skill
in the application of its rules to practical cases. Topics include the
concepts of income and liability for tax; income from employment,
business, and property; shareholder benefits; deductions; capital gains
and losses; computation of taxable income for individuals and
corporations; tax planning; and international taxation. The course also
integrates the use of tax preparation software.
Study Materials TX1 is delivered online. Additional study materials include:
Beam, Laiken, and Barnett, Introduction to Federal Income Taxation in

Canada: Fundamentals, Second edition 2009-2010 (Toronto, Ontario:
CCH Canadian Limited, 2009) (provided electronically and in print
format)

ITA CD, including:
• Canadian Income Tax Act with Regulations, 88th Edition

(North York, Ontario: CCH Canadian Limited, 2009) (also provided
in print format)
• CANTAX T1 Plus CD
Level of Competence
1. INTRODUCTION AND CONCEPT OF INCOME
1.1 Income tax: History, objectives, and legislative process 1, 2
1.2 Professional ethics 1
1.3 Tax evasion, avoidance, and planning 1
1.4 Administration and enforcement 1, 2
1.5 Structure and interpretation of the Income Tax Act 1
1.6 Learning to use the ITA 1
1.7 Steps in computing income tax 1
1.8 Computer illustration:
Completing a simple income tax and benefit return 1
1.9 Liability for Part I tax 1
1.10 Computation of income 1
1.11 Steps in computing income 1
* Must have qualified for examination.

68 / CGA SYLLABUS
Level of Competence
2. EMPLOYMENT INCOME
2.1 Definition of income from office and employment 1
2.2 Ethical concerns in tax planning for employees
2.3 Amounts included in employment income 1
2.4 Automobiles and other taxable benefits 1
2.5 Stock options 1
2.6 Deductions in computing employment income 1
2.7 Computer illustration: Computing employment income 1
3. BUSINESS INCOME
3.1 Definition of business income 1
3.2 General principles 1
3.3 Amounts to include in computing business income 1
3.4 Restrictions on deductions 1
3.5 Permitted deductions 1
3.6 Computer illustration: Preparing a statement of revenue and
expenses for tax purposes 1
3.7 Cessation of a business and ethical issues 1
4. CAPITAL COST ALLOWANCE

AND ELIGIBLE CAPITAL PROPERTY
4.1 Transactions between persons not dealing at arm’s length 2
4.2 Tax depreciation system 1
4.3 Capital cost allowance 1
4.4 Non-arm’s length acquisition (depreciable property) 2
4.5 Eligible capital property 1
4.6 Computer illustration: Capital cost allowance and eligible
capital property 1
5. INCOME FROM PROPERTY, INCOME FROM

OTHER SOURCES, AND OTHER DEDUCTIONS
5.1 Income from property: Introduction 1
5.2 Interest 1
5.3 Dividends 1
5.4 Rental income 2
5.5 Shareholder benefits 1
5.6 Other income 1
5.7 Deductions from property income and other deductions 1
5.8 Saving for retirement 1
5.9 Attribution rules 2
5.10 Computer illustration: Computing income from property,
income from other sources, and other deductions 1
6. CAPITAL GAINS AND LOSSES

6.1 Introduction to capital gains 1
6.2 Capital property and disposition 1
6.3 General rules for determining taxable
capital gains and allowable capital losses 1
6.4 Specific provisions for capital gains and capital losses 1, 2
6.5 Special rules: Change in use and exchanges of property 2
6.6 Computer illustration: Determining capital gains and losses 1
Personal & Corporate Taxation / 69
Level of Competence
7. TAXABLE INCOME AND TAX PAYABLE — INDIVIDUALS

7.1 Deductions in computing taxable income 1, 2
7.2 Deductions in computing taxable income — losses 1
7.3 Capital gains deduction 2
7.4 Computing Part I tax 1
7.5 Refundable and non-refundable tax credits 1, 2
7.6 Computing tax under Part I.2 and split income 2
7.7 Computer illustration : Preparing a complete income tax and benefit return,
example A 1
7.8 Computer illustration : Preparing a complete income tax
and benefit return, example B 1
8. TAXABLE INCOME AND TAX PAYABLE — CORPORATIONS PART 1

8.1 Types of corporations 1
8.2 Calculating net income and taxable income 1
8.3 Federal basic tax, general rate reduction, and tax abatement 1, 2
8.4 Associated corporations and the small business deduction 1
8.5 Other deductions in calculating tax payable 2
9. TAXABLE INCOME AND TAX PAYABLE — CORPORATIONS PART 2

9.1 Refundable tax on CCPC’s investment income 1
9.2 Part IV tax 1
9.3 Integration principle and distribution of corporate surpluses 1, 2
9.4 Capital dividend account 1, 2
9.5 Incorporated and unincorporated business 1
9.6 Shareholder-manager remuneration 1
9.7 Computer illustration: Using a T1 tax planner program 1
10. INTERNATIONAL TAXATION

10.1 Part-year residents 1
10.2 Non-residents: Tax payable under Part I 1
10.3 Non-residents: Tax payable under Part XIII 1
10.4 Tax conventions 2
10.5 Other international tax matters 2
10.6 Ethical concerns in international transactions 1
70 / CGA SYLLABUS
Advanced Personal & Corporate Taxation [TX2]
Prerequisites Personal & Corporate Taxation [TX1]
Calendar Description This advanced course in taxation is designed to help strengthen problem-
solving skills in the framework of professional practice. Topics covered
include corporate reorganizations, tax planning, and the application of tax
principles and concepts to complex tax situations of individuals, trusts,
partnerships, and corporations. TX2 also covers shareholder benefits;
transfer of property to corporations; corporate reorganizations; anti-
avoidance and other rules; purchase or sale of a business; partnerships;
death; trusts; and intra-family property transfers.
Study Materials TX2 is delivered online. Additional study materials include:
Ethics Readings Handbook [ERH], Third Edition, CGA-Canada, 2009,

or Ethics Readings for TX2
TX2 Readings Book, CGA-Canada, 2009
ITA, Bulletins, Circulars and Rulings CD, including
• Canadian Income Tax Act with Regulations, 88th Edition (North York,
Ontario: CCH Canadian Limited, 2009)
• Income Tax Bulletins, Circulars, Rulings, 2009 Edition (North York,
Ontario: CCH Canadian Limited, 2009)
Level of Competence
1. BENEFITS TO SHAREHOLDERS
1.1 Benefits conferred on a shareholder 1
1.2 Loans to shareholders 1
1.3 Non-resident shareholders 1
1.4 Paid-up capital 1
1.5 Deemed dividends 1
1.6 Ethics and tax planning 1
1.7 Writing a tax opinion 1
2. TRANSFER OF PROPERTY TO A TAXABLE

CANADIAN CORPORATION
2.1 Objectives of using section 85 1
2.2 Conditions 1, 2
2.3 Transfer of property to an affiliated corporation 1
2.4 Adjustments to paid-up capital 1
2.5 Election forms 1
2.6 Example of a transfer of property 1
3. CORPORATE REORGANIZATIONS (PART 1)

3.1 Non-arm’s length sale of shares 1, 2
3.2 Reorganization of capital 1
3.3 Property convertible to shares of a corporation 1
3.4 Exchange of shares of one corporation for shares of another corporation 1
Advanced Personal & Corporate Taxation / 71
Level of Competence
4. CORPORATE REORGANIZATIONS (PART 2)
4.1 Amalgamation 1
4.2 Winding up a subsidiary owned 90% or more 1
4.3 Winding up a Canadian corporation 1
4.4 Deemed proceeds or capital gain under subsection 55(2) 1
5. VARIOUS TAX CONSIDERATIONS

5.1 Incorporated or unincorporated business 1
5.2 Capital gains deduction 1, 2
5.3 Debt forgiveness and seizure of property 1, 2
5.4 Anti-avoidance rules 1, 2
6. PURCHASE OR SALE OF A BUSINESS

6.1 Purchase or sale of shares 1, 2
6.2 Purchase or sale of property 1
6.3 Assets or shares 1
6.4 Acquisition of control 1, 2
7. PARTNERSHIPS
7.1 Definition 2
7.2 Computation of income 1, 2
7.3 Computation of the ACB of a partnership interest 1
7.4 Transfer of property to the partnership
and admission of a new partner 1
7.5 Withdrawal of a partner 1, 2
7.6 Dissolution of a partnership 1
7.7 Limited partnership 2
7.8 Transfer of property by a partnership to a corporation 1
7.9 Information return 1
8. DEATH OF A TAXPAYER
8.1 Income in the year of death 1, 2
8.2 Deemed disposition of property on death 1, 2
8.3 Deferred income plans 1
8.4 Death benefit 1
8.5 Deductions, tax credits, and alternative minimum tax 2
8.6 Filing of income tax and benefit returns and
payment of income tax 1
8.7 Capital losses realized by the estate 1
8.8 Death of the shareholder of a private corporation 1
8.9 Planning 1
8.10 A number of competencies required 1
9. TRUSTS
9.1 Trusts — General 1, 2
9.2 Creation of a trust 1, 2
9.3 Taxation of a trust resident in Canada 1
9.4 Taxation of beneficiaries 1
9.5 Deemed disposition of trust property after 21 years 1
9.6 Income interest of a trust 1
9.7 Capital interest and liquidation of a trust 1
9.8 Use of a trust 1
72 / CGA SYLLABUS
Level of Competence
10. TRANSFERS OF PROPERTY AMONG FAMILY MEMBERS
10.1 Gifts and non-arm’s length transactions 1
10.2 Attribution rules 1, 2
10.3 Estate freeze 1
10.4 Case studies 1
General Business Courses

Business Law [LW1]
74 / CGA SYLLABUS
Prerequisites None
Calendar Description This course is intended to develop the writing skills professionals
require to succeed in business communications and academic studies.
CM1 introduces a three-stage writing process (planning, drafting, and
revising), leads students through the often complex process of creating
and revising documents, and encourages critical thinking about written
and spoken communication. Basic grammar, spelling, and usage are
reviewed. Writing assignments include typical business
communications: memos, letters, and a formal report.
Study Materials CM1 is delivered online. Additional study materials include:
Lannon and Klepp, Technical Communication, Fourth Canadian

Edition (Toronto: Addison Wesley Longman, 2009)
Aaron, The Little Brown Essential Handbook, Third Canadian Edition

(Toronto: Addison Wesley Longman, 2008) (Referred to in the course
modules as the handbook)
Pearson Education, mytechcommlab,

http://wps.pearsoned.ca/wps/media/access/Pearson_Default/5331/5459
891/login.html
(a grammar, writing, and research resource to support and accompany
Technical Communication)

Level of Competence
1. INTRODUCTION TO THE WRITING AND READING PROCESS

1.1 The importance of the writing process 1
1.2 Planning to write 1
1.3 Generating ideas 1
1.4 Organizing techniques 2
1.5 Reading analytically 1
1.6 Planning the formal report 1
2. GRAMMAR, SPELLING, AND PUNCTUATION; ESL

2.1 Spelling 1
2.2 Sentence structure 1
2.3 Punctuation 2
2.4 ESL tips 2
3. WRITING WELL — REVISION

3.1 Why does standard English matter? 2
3.2 Revising 1
3.3 The large matters: An overview 1
3.4 The middle matters: Paragraphs and sentences 1
3.5 The smaller matters: Consistency and accuracy 1
3.6 Choosing the best words 1
3.7 Checklist for language revision 1
Business Communication / 75
Level of Competence
4. MEMOS; PRIMARY RESEARCH AND RFPS

4.1 Criteria for effective memos 1, 2
4.2 Persuasive memos 1
4.3 Organizing memos: Using outlines 1
4.4 E-mail and etiquette 1
4.5 Collecting information for the formal report 1
4.6 Request for proposals 1
5. WRITING STYLES AND CULTURAL STYLES; OUTLINING REPORTS

5.1 Writing styles 1
5.2 Communication across cultures 2
5.3 Outlining a formal report 1
6. WRITING EFFECTIVE BUSINESS LETTERS

6.1 Business correspondence: Use and format 2
6.2 Persuasive letters 1
6.3 Positive and constructive letters 1
6.4 Letter-writing strategies 1
7. WRITING EFFECTIVE SUMMARIES

7.1 The importance of summaries 2
7.2 Strategies for writing summaries 1
7.3 Practical application of summaries 1
8. FINALIZING THE FORMAL REPORT

8.1 Writing the report 1
8.2 Report conventions and format 2
8.3 Ethics and documentation styles 1, 2
8.4 Report writing styles 1
8.5 A final step for revision 1
9. CASE ANALYSIS
9.1 Introduction to analyzing a case 2
9.2 Nine-step approach to case analysis 1
10. EXAMINATION-WRITING TECHNIQUES

10.1 Preparation and strategies for writing examinations 2
10.2 A sample examination 1
76 / CGA SYLLABUS
Prerequisites None
Calendar Description EM1 is a principles course that introduces issues, concepts, and theories
of microeconomics and macroeconomics. It provides valuable practice in
applying economic reasoning to decision and forecasting problems in
business, industry, and government. Students gain understanding of how
the Canadian economy functions and interacts with the global economy.
Topics include supply, demand, and price; elasticity and price regulation;
production costs and decisions; market structures and pricing; national
economic indicators, issues, performance, and policy; money, banking,
and interest; unemployment and inflation; and the global environment of
trade and finance.
Study Materials EM1 is delivered online. Additional study materials include:
Parkin and Bade, Economics: Canada in the Global Environment,

Sixth Edition (Toronto, Ontario: Pearson Education Canada Inc., 2006)

Level of Competence
1. INTRODUCTION TO THE STUDY OF ECONOMICS
1.1 What is economics? 1
1.2 Making and using graphs 2
1.3 The production possibilities frontier 1
1.4 Demand 1
1.5 Supply 1
1.6 Price determination 1
1.7 Using Excel and Word to make graphs 1
2. ELASTICITY AND PRICE REGULATION

2.1 Price elasticity of demand 1
2.2 Other elasticities of demand 2
2.3 Price elasticity of supply 1
2.4 Consumer and producer surpluses 2
2.5 Price regulation 1
2.6 Economics and ethics 3
3. PRODUCTION COSTS
3.1 The firm’s economic problem 1
3.2 Efficiency of firms 2
3.3 The firm’s constraints and short-run costs 1
3.4 Economies of scale and long-run costs 2
3.5 Capital markets 2
4. MARKET STRUCTURES: COMPETITION AND MONOPOLY

4.1 Types of market structure 1
4.2 Perfect competition 1
4.3 Other aspects of perfect competition 2
4.4 Monopoly 1
4.5 Price discrimination and other monopoly issues 2
Micro & Macro Economics / 77
Level of Competence
5. MARKET STRUCTURES:
MONOPOLISTIC COMPETITION AND OLIGOPOLY
5.1 Definition of monopolistic competition and oligopoly 1
5.2 Price, output, and efficiency in monopolistic competition 1
5.3 Price/profit strategies of firms in an oligopolistic industry 1
5.4 Competition policy 2
6. INTRODUCTION TO MACROECONOMICS AND ECONOMIC

INDICATORS
6.1 Unemployment, economic growth, and inflation 1
6.2 Gross domestic product 1
6.3 The price level and real GDP 1
6.4 Limitations of real GDP 2
6.5 Aggregate supply 1
6.6 Aggregate demand 1
6.7 Equilibrium GDP 1
7. EXPENDITURE DECISIONS
7.1 Consumption and savings decisions 1
7.2 Equilibrium expenditure 1
7.3 The multiplier 1
7.4 Government budgets 2
7.5 Fiscal policy multipliers 1
7.6 Fiscal policy multipliers and the price level 1
8. MONEY, BANKING, AND INTEREST RATES

8.1 Nature of money 2
8.2 Depository institutions 2
8.3 Money creation 1
8.4 Demand for money 1
8.5 Determination of interest rates 1
8.6 The Bank of Canada and its influence on the money supply 1
8.7 Fiscal and monetary interactions 1
9. UNEMPLOYMENT AND INFLATION

9.1 The business cycle 2
9.2 The labour force 1
9.3 Types of unemployment 1
9.4 The Consumer Price Index 1
9.5 Inflation 1
9.6 Effects of inflation 2
9.7 The Phillips curve 2
9.8 Interest rates and inflation 1
9.9 Unemployment and full employment 1
10. THE GLOBAL ENVIRONMENT

10.1 Comparative advantage and gains from trade 1
10.2 Other trade topics 2
10.3 Balance of payments accounts 1
10.4 Foreign exchange market 2
10.5 Thoughts beyond the text: Ethics and economics 2
78 / CGA SYLLABUS
Business Law [LW1]
Prerequisites None
Calendar Description The purpose of this course is to furnish students with the necessary
tools to avoid potential legal problems, to recognize those situations
calling for legal expertise, and to communicate more effectively with
legal counsel. To that end, students are introduced to the Canadian legal
system; tort law and professional liability; the principles of contract
law; the law governing specific kinds of commercial contracts,
including sales, insurance, and employment; debtor and creditor
relations; and forms of business organization — agency, sole
proprietorship, partnership, and incorporation.
Study Materials LW1 is delivered online. Additional study materials include:
Yates, Bereznicki-Korol and Clarke, Business Law in Canada, Eighth

Edition (Toronto, Ontario: Prentice Hall, 2008)

Level of Competence
1. THE CANADIAN LEGAL SYSTEM
1.1 Nature of law 2
1.2 Categories of law 2
1.3 Origins of law 2
1.4 Sources of law 2
1.5 The law in Canada 2
1.6 Human rights law 2
1.7 The Canadian Charter of Rights and Freedoms 2
1.8 The system of courts 2
1.9 Using the courts 2
1.10 Legal costs 2
1.11 Alternatives to court action 2
1.12 Advantages and disadvantages of ADR 2
2. TORT LAW AND PROFESSIONAL LIABILITY

2.1 Tort law 2
2.2 The bases for liability in tort 2
2.3 Intentional torts to person or property 2
2.4 Intentional torts unique to business 2
2.5 Law of negligence 1
2.6 Award of damages for negligence 1
2.7 Professional liability for negligence 1
2.8 Professional liability 2
2.9 Professional organizations 2
Business Law / 79
Level of Competence
3. FORMATION OF THE CONTRACTUAL RELATIONSHIP — 1
3.1 What is a contract? 2
3.2 Types of contracts 1
3.3 Offer 1
3.4 Termination of an offer 1
3.5 Acceptance 1
3.6 Communication of acceptance 1
3.7 Consideration 1
3.8 Invalid forms of consideration 1, 2
3.9 The use of a seal 1
4. FORMATION OF THE CONTRACTUAL RELATIONSHIP — 2

4.1 Capacity to contract ─ Minors and infants 1
4.2 Capacity to contract ─ Insanity and drunkenness 1
4.3 Legality of object 1
4.4 Types of illegal contracts 1
4.5 Intention to create legal relations 1
4.6 The requirement of writing or form 1
5. INTERPRETING THE CONTRACT AND TERMINATING THE

CONTRACTUAL RELATIONSHIP
5.1 Mistake 1
5.2 Contractual terms 2
5.3 Misrepresentation 2
5.4 Privity of contract 2
5.5 Assignment of contractual rights 2
5.6 Discharge by performance 1
5.7 Discharge by agreement 1
5.8 Discharge by frustration and operation of law 1
5.9 Discharge by breach 1
5.10 Remedies for breach 1
6. SPECIAL CONTRACTS: SALES

6.1 Contracts of sale — Introduction 1
6.2 Contracts of sale — Title and risk 1
6.3 Risk and title under the Sale of Goods Act 1
6.4 Contracts of sale — Implied conditions and warranties 1
6.5 Exemption clauses 1
6.6 Remedies for contracts of sale 2
6.7 Consumer protection legislation 2
7. SPECIAL CONTRACTS: INSURANCE AND EMPLOYMENT

7.1 The nature of contracts of insurance 2
7.2 Nature of an insurable interest 1
7.3 Requirement of utmost good faith 1
7.4 Subrogation 1
7.5 The employment relationship 2
7.6 The three types of employment relationships 2
7.7 Contracts of employment — Termination and discharge 1
7.8 Employee welfare legislation 2
7.9 Collective bargaining 2
80 / CGA SYLLABUS
Level of Competence
8. DEBTOR AND CREDITOR RELATIONS
8.1 Negotiable instruments 2
8.2 Leasing 2
8.3 Secured transactions — Traditional approach 1
8.4 Secured transactions — The Personal Property Security Act 1
8.5 The Bank Act 1
8.6 Bankruptcy and insolvency 2
8.7 Administration and settlement of a bankrupt’s affairs 2
9. BUSINESS ORGANIZATIONS: AGENCY AND PARTNERSHIP

9.1 The agency relationship 1
9.2 Creation and termination of an agency relationship 1
9.3 Duties of principal and agent in an agency relationship 1
9.4 Third-party rights under an agency contract 1
9.5 Sole proprietorship 1
9.6 The nature of partnership 1
9.7 Liability of partners 1
9.8 Relations between partners 1
9.9 Limited partnerships and limited liability partnerships 1
10. BUSINESS ORGANIZATIONS: CORPORATIONS

10.1 Methods of incorporation 2
10.2 Types of corporations 1
10.3 Nature of a corporation 1
10.4 Contractual liability of a corporation 1
10.5 Officers and directors 1
10.6 Shareholders — Rights 1
10.7 Shareholders — Protection 1
10.8 Shareholder agreements 2
Business Quantitative Analysis / 81
Prerequisites None
Calendar Description In this course, students will acquire an understanding of data analysis that
is essential in making sound business decisions. Topics covered in QU1
include data and data presentation; probability; decision analysis;
sampling distributions; applications of sampling and risk analysis;
statistical estimation; hypothesis testing; regression and correlation;
multiple regression; index numbers; time series; statistical decision
theory; and an introduction to linear programming. Computer software is
used to illustrate statistical concepts.
Study Materials QU1 is delivered online. Additional study materials include:
Keller, Statistics for Management and Economics, Eighth Edition (South-

Western Cengage Learning, 2008)
CD-ROM to accompany Statistics for Management and Economics
Level of Competence
1. DATA: DESCRIPTION AND PRESENTATION
1.1 Introduction to statistics 1
1.2 Types of data 1
1.3 Charts for nominal-level data 2
1.4 Graphing techniques for quantitative data 1
1.5 Describing the relationship between two variables 2
2. SUMMARY MEASURES
2.1 Summation notation 1
2.2 Measures of central location 1
2.3 The geometric mean 1
2.4 Measures of variability 1
2.5 Measures of relative standing 2
2.6 Measures of association 1
3. FUNDAMENTALS OF PROBABILITY
3.1 Introduction to probability 1
3.2 Probability rules 1
3.3 Probability distributions 1
3.4 Binomial distribution 1
3.5 Poisson distribution 1
4. NORMAL PROBABILITY DISTRIBUTION AND SAMPLING

4.1 Normal probability distribution 1
4.2 The t-distribution 1
4.3 Data collection and sampling 1
4.4 Sampling distribution of the mean 1
5. SAMPLING DISTRIBUTION AND ESTIMATION

5.1 Sampling distribution of the proportion 1
5.2 Estimation 1
5.3 Sample size determination 1
5.4 Introduction to hypothesis testing 1
82 / CGA SYLLABUS
Level of Competence
6. HYPOTHESIS TESTING
6.1 Hypothesis tests on the mean — population standard
deviation unknown 1
6.2 Hypothesis tests on the proportion 1
6.3 Hypothesis tests on the difference between two
means — independent samples 1
6.4 Hypothesis tests on the difference between two
means — matched pairs 1
6.5 Hypothesis test on the difference in proportions 1
7. REGRESSION AND CORRELATION

7.1 Simple linear regression 1
7.2 Assessing the model 1
7.3 Correlation 1
7.4 Multiple regression 1
8. INDEX NUMBERS AND TIME SERIES

8.1 Index numbers 1
8.2 Time series and forecasting 1
8.3 Trend analysis 1
9. STATISTICAL DECISION THEORY

9.1 Introduction to decision analysis 1
9.2 Decision analysis with additional information 1
9.3 Applying decision making under uncertainty 1
10. LINEAR PROGRAMMING

10.1 Solving linear equations and graphing linear inequalities 1
10.2 The linear programming model 1
10.3 Graphical sensitivity analysis 1
10.4 Using Solver 1
10.5 Applications 1
Professional Application Courses
Issues in Professional Practice [PA1]

Strategic Financial Management [PA2]
84 / CGA SYLLABUS
PA1: Issues in Professional Practice
Prerequisites Refer to regional Calendar.
Calendar Description PA1: Issues in Professional Practice is one of two professional

applications capstone courses in the CGA Program of Professional
Studies, taken once Level 4 and the career option courses have been
completed. PA1 gives students valuable practice in demonstrating the
professional competencies required of a newly certified CGA in
preparation for the PA1 examination.
PA1 presents an overview of issues in professional practice from the
perspective of the accountant external to the organization providing
business advisory services. The course emphasizes competencies from
financial accounting, taxation, assurance, and leadership. Case studies
give students an opportunity to integrate and apply knowledge acquired
through the Education levels of the program. In addition, online
discussion groups give students practice dealing with situations
encountered by accounting professionals, and group project work
develops competencies in communication, teamwork, and time
management.
The other professional applications capstone course is PA2: Strategic
Financial Management. In PA2 issues are addressed from the
perspective of the accountant internal to the organization.
Study Materials PA1 is delivered online. Additional study materials include:
PA1 Cases, First Edition
PA1 Assignment Case Package, 2009
May and May, Effective Writing: A Handbook for Accountants, Seventh

Edition (Upper Saddle River, New Jersey: Prentice-Hall, Inc., 2006)
1. INTRODUCTION TO PROFESSIONAL PRACTICE

1.1 Public practice
1.2 Overview of the writing process
2. PROFESSIONAL JUDGMENT, COMPETENCE, AND SCEPTICISM

2.1 Professional judgment
2.2 Professional competence
2.3 Exercising scepticism
2.4 Privacy and confidentiality
2.5 Responding to short-answer questions
3. CRITICAL THINKING AND THE CASE ANALYSIS PROCESS

3.1 Introduction to critical thinking
3.2 Analytical approach to critical thinking
3.3 Validating accuracy of truth from an information source
3.4 Overview of case analysis
PA1: Issues in Professional Practice / 85
4. CASE ANALYSIS APPROACH

4.1 Problem identification
4.2 Problem analysis
4.3 Generating alternatives
4.4 Decision criteria
4.5 Decision making
4.6 Avoiding pitfalls in case analysis
5. APPLYING CASE ANALYSIS TECHNIQUES TO COMPREHENSIVE CASE

QUESTIONS
5.1 Planning your case work
5.2 Assessing the case type
5.3 Ranking issues and planning your response
5.4 Communication and professionalism
5.5 Practice techniques
6. CURRENT ISSUES — PART 1

6.1 Corporate governance
6.2 Services to small businesses and not-for-profit organizations
6.3 Auditing and digital evidence
6.4 Money laundering
7. CURRENT ISSUES — PART 2

7.1 eXtensible Business Reporting Language
7.2 Toward a common international reporting language
7.3 Measurement issues in financial accounting
7.4 Corporate responsibility and value measurement
8. RESPONDING TO MULTIPLE-CHOICE QUESTIONS

8.1 Purpose and format of multiple-choice questions
8.2 Understanding multiple-choice questions
8.3 Design of multiple-choice questions
8.4 How to approach multiple-choice questions
9. COMPREHENSIVE CASE PRACTICE — PART 1

9.1 Comprehensive case examples

10.2 Practice examinations
PREREQUISITE COURSE MATERIAL

• Course refreshers
• Module summaries
GAAP/GAAS UPDATES
86 / CGA SYLLABUS
PA2: Strategic Financial Management
Prerequisites Refer to regional Calendar.
Calendar Description PA2: Strategic Financial Management is one of two professional applications
capstone courses in the CGA Program of Professional Studies, taken once Level
4 and the career option courses have been completed. PA2 gives students
valuable practice in demonstrating the professional competencies required of a
newly certified CGA in preparation for the PA2 examination.
PA2 provides an overview of strategic financial management from the

perspective of the financial manager internal to the organization. The course
emphasizes competencies from financial accounting, management accounting,
finance, and information technology. Case studies give students an opportunity
to integrate and apply knowledge acquired through the Education levels of the
program. In addition, online discussion groups offer practice dealing with
situations encountered by accounting professionals, and group project work
develops competencies in communication, teamwork, and time management.
.
The other professional applications capstone course is PA1: Issues in
Professional Practice. In PA1, issues are addressed from the perspective of the
accountant external to the organization providing business advisory services.
Study Materials PA2 is delivered online. Additional study materials include:
PA2 Cases, First Edition
PA2 Assignment Case Package, 2009
May and May, Effective Writing: A Handbook for Accountants, Seventh Edition
(Upper Saddle River, New Jersey: Prentice-Hall, Inc., 2006)
1. STRATEGIC APPROACH
1.1 Three strategy-making tasks
1.2 Tools for assessing the competitive environment
1.3 Relationship between strategies at all levels of the organization
1.4 Strategic leadership
1.5 Controls
1.6 Overview of the writing process
2. CORPORATE GOVERNANCE AND ETHICAL ISSUES

2.1 Corporate social responsibility
2.2 The company's responsibility to stakeholders
2.3 Moral management and stakeholders
2.4 Corporate governance and controls
2.5 Unethical corporate behaviour
2.6 Importance of strategic financial management
2.7 Responding to short-answer questions
PA2: Strategic Financial Management / 87
3. TOOLS FOR STRATEGIC FINANCIAL ANALYSIS

3.1 Difference between management accounting and strategic cost management
3.2 Cost-volume-profit analysis
3.3 Strategic positioning analysis
3.4 Value chain analysis
3.5 Cost driver analysis
3.6 Shareholder value analysis
3.7 Overview of case analysis
3.8 Avoiding pitfalls in case analysis
4. CRITICAL THINKING AND ANALYSIS

4.1 Problem identification
4.2 Introduction to critical thinking
4.3 Analytical approach to critical thinking
4.4 Validating accuracy of truth from an information source
4.5 Problem analysis
4.6 Generating alternatives
4.7 Decision criteria
4.8 Decision making
5. APPLYING CASE ANALYSIS TECHNIQUES TO COMPREHENSIVE CASE QUESTIONS

5.1 Planning your case work
5.2 Assessing the case type
5.3 Ranking issues and planning your response
5.4 Communication and professionalism
5.5 Case analysis practice techniques
6. CHANGE, LEADERSHIP, AND INTERPERSONAL SKILLS

6.1 Implementing and managing change
6.2 Why employees resist change
6.3 Role of leadership in organizational change
6.4 Overcoming resistance to change
7. PERFORMANCE MEASUREMENT, IT STRATEGY, AND CONTINGENCY PLANNING

7.1 Financial performance measurement and its limitations
7.2 Non-financial performance measures
7.3 Evaluation of strategy
7.4 IT strategy and the role of the financial manager
7.5 Contingency and disaster planning
8. RESPONDING TO MULTIPLE-CHOICE QUESTIONS

8.1 Purpose and format of multiple-choice questions
8.2 Understanding multiple-choice questions
8.3 Design of multiple-choice questions
8.4 How to approach multiple-choice questions

88 / CGA SYLLABUS

10.1 Comprehensive case example
10.2 Practice examinations
PREREQUISITE COURSE MATERIAL

• Course refreshers
• Module summaries
GAAP/GAAS UPDATES
Computer Tutorials
Computer Tutorial 1: Windows® Basics [CT1]

Computer Tutorial 2: Spreadsheet Using Microsoft ® Excel [CT2]
Computer Tutorial 3: Accounting Using Sage Accpac ERP [CT3]
90 / CGA SYLLABUS
Computer Tutorial 1:
Windows® Basics [CT1]
Prerequisites None
Calendar Description This hands-on tutorial introduces the basic features of Microsoft®
Windows®, as well as those common to all Windows applications. The
course uses applied learning techniques to cover the use of menus,
commands, dialog boxes, application and document windows, and
online help. Students learn how to manage files and folders, start
Windows applications, and use techniques and tools for managing the
operating system, and are also introduced to Internet applications such
as web browsers, search engines, Internet security, and e-mail.
Study Materials Computer and printer meeting the minimum or recommended system
requirements
Microsoft Windows XP or Windows Vista
Internet Explorer 6.0
WINDOWS XP
1. OVERVIEW OF MICROSOFT WINDOWS

1.1 What is Microsoft Windows?
1.2 System requirements
1.3 The Windows desktop
1.4 Setting up a printer
1.5 Shutting down Windows
1.6 Self-testing questions
2. WORKING WITH THE START MENU AND WINDOWS

2.1 Working with the Start menu
2.2 Creating shortcuts
2.3 Types of windows and their menus
2.4 Menus
2.5 Sizing, moving, and switching between windows
3. USING WINDOWS HELP

3.1 Windows XP Help
3.2 Context-sensitive Help
3.3 Help for Windows applications
4. DIALOG BOXES AND WINDOWS SETTINGS

4.1 Using dialog boxes
4.2 Dialog box options
4.3 Changing Windows settings with Control Panel
4.4 Adding and removing programs in Windows
4.5 Recovery options
4.6 Adding hardware
Computer Tutorial 1 / 91
5. FILE MANAGEMENT IN WINDOWS

5.1 Using My Computer
5.2 Creating, renaming, and deleting a folder
5.3 Copying and moving files and folders
5.4 Formatting a diskette
5.5 Copying a diskette
5.6 Backing up files from a hard disk folder to a diskette
5.7 Using Windows Explorer
5.8 Searching files in Windows
5.9 The Recycle Bin
6. RUNNING WINDOWS AND DOS PROGRAMS

6.1 Programs that work with Windows
6.2 Running programs in Windows
6.3 Basic MS-DOS commands
6.4 Setting the search path
7. WINDOWS PROGRAMS
7.1 Windows Accessories programs
7.2 WordPad
7.3 Paint
7.4 Using the Clipboard
7.5 Windows Tools and Utilities
7.6 Backup utility overview
8. INTERNET BASICS
8.1 The Internet
8.2 Connecting to the Internet
8.3 The World Wide Web
8.4 Internet security
8.5 Internet e-mail
8.6 Other Internet applications
9. WINDOWS TROUBLESHOOTING AND MAINTENANCE

9.1 System and program error
9.2 Windows Task Manager dialog box
9.3 Using the Windows troubleshooters
9.4 Checking your Windows hardware settings
9.5 Maintaining your computer
10. THE NEED FOR SECURITY

10.1 Securing files and folders
10.2 Encrypting File System
10.3 Securing your Internet connection
92 / CGA SYLLABUS
WINDOWS VISTA
1. OVERVIEW OF MICROSOFT WINDOWS

1.1 What is Microsoft Windows?
1.2 System requirements
1.3 The Windows desktop
1.4 Setting up a printer
1.5 Shutting down Windows
1.6 Review questions
2. WORKING WITH THE START MENU AND WINDOWS

2.1 Working with the Start menu
2.2 Creating shortcuts
2.3 Types of windows and their menus
2.4 Menus
2.5 Sizing, moving, and switching between windows
3. DIALOG BOXES AND WINDOWS SETTINGS

3.1 Using dialog boxes
3.2 Dialog box options
3.3 Changing Windows settings with Control Panel
3.4 Adding and removing programs in Windows
3.5 Adding hardware
4. FILE MANAGEMENT IN WINDOWS

4.1 Using Computer
4.2 Creating, renaming, and deleting a folder
4.3 Copying and moving files and folders
4.4 Working with the Folders list
4.5 Copying files from a hard disk folder to a removable storage device
4.6 Searching files in Windows
4.7 The Recycle Bin
5. WINDOWS ACCESSORIES AND TOOLS

5.1 Windows accessories
5.2 WordPad
5.3 Paint
5.4 Using the Clipboard
5.5 Snipping tool
5.6 System Tools
5.7 Backup and Restore Center
6. INTERNET BASICS
6.1 The Internet
6.2 Connecting to the Internet
6.5 E-mail
6.6 Other Internet applications
7. TROUBLESHOOTING, MAINTENANCE, AND SECURITY

7.1 System and program error reporting
7.2 Closing an application with Windows Task Manager
7.3 Checking your Windows hardware settings
7.4 Maintaining your computer
7.5 Securing files and folders
7.6 Encrypting File System (EFS)
7.7 Securing your Internet connection
94 / CGA SYLLABUS
Spreadsheet Using Microsoft ® Excel [CT2]
Prerequisites None
Calendar Description This applied tutorial gives students hands-on experience with the basic
features of Microsoft® Excel, a Windows-based spreadsheet program.
Students are introduced to and practice the basic methods of entering,
editing, formatting, and analyzing data in an Excel workbook. The
course offers a combination of practical exercises and explanations to
examine commonly used formulas and functions. These exercises also
serve as a reference for other CGA course work. The tutorial includes
lessons on charts, lists (databases), financial and statistical functions,
pivot tables, and the Excel Scenario Manager for performing what-if
analyses.
requirements
Microsoft Office XP/2002, Office 2003, or Office 2007
Internet Explorer 6.0
EXCEL 2003 AND XP/2002
1. OVERVIEW OF EXCEL
1.1 Definition and use of a spreadsheet program
1.2 Differences between a paper-and-pencil worksheet
and a computer worksheet
1.3 Plan, build, and verify
1.4 Microsoft Excel
1.5 The Excel window
1.6 Excel toolbars
1.7 Printing in Excel
1.8 Saving workbooks and exiting Excel
2. ONLINE HELP
2.1 Help Contents
2.2 Searching Help topics
2.3 Using the Help Index (Excel XP/2002)
2.4 Using context-sensitive Help
3. CELLS AND STYLES

3.1 Selecting cells and ranges
3.2 Entering data and simple formulas
3.3 Changing formats
3.4 Working with styles
3.5 Previewing and printing worksheets and formulas
3.6 Using online Help
4. EDITING CELLS AND RANGES

4.1 Copying cells and ranges
4.2 Moving cells and ranges
4.3 Inserting and deleting rows and columns
4.4 Inserting and deleting cells
4.5 Finding and replacing cells
4.6 Spell checking
4.7 Naming ranges
4.8 Deleting names
4.9 Printing ranges
5. WORKBOOKS AND SHEETS

5.1 Creating and opening workbooks
5.2 Saving and closing workbooks
5.3 Inserting and deleting sheets
5.4 Naming sheets
5.5 Moving and copying between sheets
5.6 Printing multiple sheets and workbooks
5.7 Designing worksheets and workbooks in good style
6. FORMULAS AND FUNCTIONS

6.1 Excel formulas
6.2 Logical operators
6.3 Controlling calculations
6.4 Relative and absolute references
6.5 Circular references
6.6 Excel functions
6.7 Random number generation
6.8 Insert function
6.9 The IF function
7. CHARTS
7.1 Basic concepts
7.2 Working with Chart Wizard
7.3 Two- and three-dimensional charts
7.4 Formatting a chart
7.5 Creating a chart sheet
7.6 Printing charts
7.7 Types of charts
7.8 Designing charts in good style
96 / CGA SYLLABUS
8. LISTS
8.1 Basic concepts
8.2 Using a data form
8.3 Locating a record
8.4 Sorting a list
8.5 Using lookup functions
8.6 Filtering a list
8.7 Using Advanced Filter
8.8 Extracting filtered records
9. FINANCIAL FUNCTIONS
9.1 Basic concepts
9.2 Future value and present value
9.3 Net present value
9.4 Ordinary annuities and annuities due
9.5 Principal and interest
9.6 Compounding periods
9.7 Interest rates
9.8 Internal rate of return
9.9 Amortization functions
10. STATISTICAL FUNCTIONS

10.1 Basic concepts
10.2 Descriptive statistics using Excel functions
10.3 Descriptive statistics using data analysis tools
10.4 Using the FREQUENCY function
10.5 Creating a histogram
10.6 Studying correlations
10.7 Performing a regression analysis
11. PIVOT TABLES

11.1 Basic concepts
11.2 Creating a simple pivot table using PivotTable Wizard
11.3 Refreshing a pivot table
11.4 Creating a pivot table with a page field
11.5 Using the PivotTable toolbar
11.6 Changing pivot table fields
11.7 Formatting pivot table values
11.8 Creating a pivot chart
12. SCENARIO MANAGER

12.1 Basic concepts
12.2 Creating multiple scenarios: One changing cell
12.3 Displaying scenarios
12.4 Editing and deleting scenarios
12.5 Creating multiple scenarios: Several changing cells
12.6 Creating a summary report
EXCEL 2007
1. OVERVIEW OF EXCEL
1.1 Definition and use of a spreadsheet program
1.2 Differences between a paper-and-pencil worksheet
and a computer worksheet
1.3 Plan, build, and verify
1.4 Microsoft Excel
1.5 The Excel window
1.6 Excel ribbons
1.7 Printing in Excel
1.8 Saving workbooks and exiting Excel
2. EXCEL HELP
2.1 Help Contents
2.2 Searching for Help topics
2.3 Using context-sensitive Help
3. CELLS AND STYLES

3.1 Selecting cells and ranges
3.2 Entering data and simple formulas
3.3 Changing formats
3.4 Working with styles
3.5 Previewing and printing worksheets and formulas
3.6 Using Excel Help
4. EDITING CELLS AND RANGES

4.1 Copying cells and ranges
4.2 Moving cells and ranges
4.3 Inserting and deleting rows and columns
4.4 Inserting and deleting cells
4.5 Finding and replacing cells
4.6 Spell checking
4.7 Naming ranges
4.8 Deleting names
4.9 Printing ranges
5. WORKBOOKS AND SHEETS

5.1 Creating and opening workbooks
5.2 Saving and closing workbooks
5.3 Inserting and deleting sheets
5.4 Naming sheets
5.5 Moving and copying between sheets
5.6 Printing multiple sheets and workbooks
5.7 Designing worksheets and workbooks in good style
98 / CGA SYLLABUS
6. FORMULAS AND FUNCTIONS

6.1 Excel formulas
6.2 Logical operators
6.3 Controlling calculations
6.4 Relative and absolute references
6.5 Circular references
6.6 Excel functions
6.7 Random number generation
6.8 Insert Function
6.9 The IF function
7. CHARTS
7.1 Basic concepts
7.2 Creating a chart
7.3 Two- and three-dimensional charts
7.4 Formatting a chart
7.5 Creating a chart sheet
7.6 Printing charts
7.7 Types of charts
7.8 Designing charts in good style
8. LISTS
8.1 Basic concepts
8.2 Using a data form
8.3 Locating a record
8.4 Sorting a list
8.5 Using lookup functions
8.6 Filtering a list
8.7 Using Advanced Filter
8.8 Extracting filtered records
9. FINANCIAL FUNCTIONS
9.1 Basic concepts
9.2 Future value and present value
9.3 Net present value
9.4 Ordinary annuities and annuities due
9.5 Principal and interest
9.6 Compounding periods
9.7 Interest rates
9.8 Internal rate of return
9.9 Amortization functions
10. STATISTICAL FUNCTIONS

10.1 Basic concepts
10.2 Descriptive statistics using Excel functions
10.3 Descriptive statistics using data analysis tools
10.4 Using the FREQUENCY function
10.5 Creating a histogram
10.6 Studying correlations
10.7 Performing a regression analysis
11. PIVOT TABLES

11.1 Basic concepts
11.2 Creating a simple pivot table
11.3 Refreshing a pivot table
11.4 Creating a pivot table with a page field
11.5 Changing pivot table fields
11.6 Formatting pivot table values
11.7 Creating a pivot chart
12. SCENARIO MANAGER

12.1 Basic concepts
12.2 Creating multiple scenarios: One changing cell
12.3 Displaying scenarios
12.4 Editing and deleting scenarios
12.5 Creating multiple scenarios: Several changing cells
12.6 Creating a summary report
100 / CGA SYLLABUS
Accounting Using Sage Accpac ERP [CT3]
Prerequisites None
Calendar Description This computerized accounting tutorial covers the application of the
award-winning accounting system Sage Accpac. Students learn to create
a chart of accounts; edit and enter account number information; create,
edit, and manage transaction batches; post transaction batches; and make
adjustments to and close the general ledger. Students also learn to print
trial balances and financial statements, to format financial statements,
and procedures to set up a new Sage Accpac ERP data set.
requirements
Microsoft Office 2003 or Office 2007
Sage Accpac ERP CGA 5.3A
1. BASIC CONCEPTS OF A GENERAL LEDGER AND SAGE ACCPAC ERP CGA 5.3A
1.1 Journals and ledgers
1.2 Overview of a general ledger
1.3 The chart of accounts
1.4 Manual accounting systems
1.5 Computerized accounting systems
1.6 Introducing Accpac General Ledger
1.7 Installing the program and data files
1.8 Starting Sage Accpac ERP CGA 5.3A
1.9 The company desktop
1.10 Using a practice general ledger
2. WORKING WITH A CHART OF ACCOUNTS

2.1 Using an input window
2.2 The G/L Accounts window
2.3 Using Accpac Help
2.4 Printing an opening trial balance
2.5 Printing and reviewing the chart of accounts
2.6 Adding, modifying, and deleting accounts
2.7 Backing up the general ledger
3. MANAGING TRANSACTIONS
3.1 Accpac journal entries and transaction batches
3.2 G/L Journal Entry window
3.3 Viewing and printing a transaction batch
3.4 Entering transactions
3.5 Modifying a transaction batch
3.6 Deleting a transaction batch
4. POSTING TRANSACTION BATCHES

4.1 Batch status
4.2 Backing up before posting
4.3 Individual posting of batches
4.4 Range posting of batches
4.5 Correcting transaction errors after posting
5. PRINTING REPORTS AND MAKING ADJUSTING ENTRIES

5.1 G/L reports
5.2 Printing a transactions listing
5.3 Printing a trial balance
5.4 Adjusting entries
5.5 Making an adjustment to a prior period
6. DESIGNING AND PRINTING FINANCIAL STATEMENTS

6.1 Printing a financial statement
6.2 Modifying a financial statement
6.3 Modifying a specification file
6.4 Creating a specification file
7. MAINTAINING ACCPAC
7.1 A logical chart of accounts
7.2 Maintenance procedures
7.3 Operating procedures
7.4 Month-end procedures
7.5 Year-end procedures
7.6 Starting a new fiscal year
7.7 Internal controls
7.9 Taking stock
APPENDIX A: Installing Sage Accpac ERP CGA 5.3A
A.1 Installing Sage Accpac ERP CGA 5.3A

A.2 User manuals for Accpac
A.3 Uninstalling Sage Accpac ERP CGA 5.3A
APPENDIX B: Solutions to self-testing questions
APPENDIX C: Managing budget data
C.1 Entering and editing budget data

C.2 Viewing and printing budget data
APPENDIX D: Glossary
SAIT Courses
Internet Applications [IA1 / BCPT 383]

Network Management for Financial Managers [NM1 / BCPT 385]
Marketing Fundamentals [MK1/MKTG 224]
Organizational Behaviour Fundamentals [OB1/MGMT 240]
Database Management for Financial Managers [DM1/ACCT 483]
E-Business [EE1/ACCT 480]
Business Process Integration [BP1/ACCT 493]
Project Management for Financial Managers [PM1/ACCT 487]
104 / CGA SYLLABUS
Internet Applications [IA1/BCPT 383]
Calendar Description This course provides students with a solid foundation in the use of the
Internet in business applications. Topics include the Internet
infrastructure; key Internet applications, including e-mail and the
World Wide Web; research and collaboration tools; security issues; and
social and management issues. To enhance understanding of the
technologies used, students are given hands-on experience in online
applications and key Internet programming languages.
Study Materials IA1 Internet CD
1. THE INTERNET AND ITS INFRASTRUCTURE

1.1 How the Internet works
1.2 Internet access
1.4 Social impact in the global village
1.5 Compliance
1.6 Total cost of ownership
2. E-MAIL APPLICATIONS
2.1 How e-mail got started
2.2 E-mail basics
2.3 Web-based e-mail
2.4 E-mail options and settings
2.5 Managing e-mail spam
2.6 Converging technologies
2.7 E-mail security and virus issues
2.8 E-mail privacy and management policies
3. WEB BROWSERS
3.1 Web browsers
3.2 Standard Generalized Markup Language (SGML)
3.3 XML and XBRL
3.4 Cascading Style Sheets (CSS)
3.5 Customizing a web browser
3.6 Securing a web browser
3.7 Securing transactions over the web
4. RESEARCH, INTERACTION, AND THE EXCHANGE OF IDEAS

4.1 Merits of online research
4.2 Ethics in online research
4.3 Using threaded discussions for online research
4.4 Using newsgroups for online research
4.5 E-mailing lists and news feeds
4.6 Avoiding plagiarism
Internet Applications / 105
5. MOBILE COMPUTING
5.1 Mobile Internet access
5.2 Wireless architecture
5.3 BlackBerry Internet access
5.4 Internet access using cell phones
5.5 Wi-Fi
5.6 TCO considerations for mobile devices
6. ETHICAL BUSINESS PRACTICES ON THE WEB

6.1 Web-based e-business
6.2 Consumer issues
6.3 Security issues
6.4 Privacy issues
6.5 Jurisdiction, taxation, and legal issues
6.6 IT governance
6.7 Application service providers
7. CREATING A WEB
7.1 Website design
7.2 Creating web pages
7.3 Writing HTML code
7.4 Web page editors
7.5 Graphic and audio components
7.6 Monitoring website traffic
7.7 Promoting website traffic
7.8 Interactive web pages
8. ADVANCED WEB LANGUAGES

8.1 Web page programming
8.2 Client-side programs
8.3 Server-side programs
8.4 Web standards
8.5 Website maintenance
9. SECURITY ISSUES
9.2 Internet security and privacy issues
9.3 Computer crimes
9.4 Firewalls
9.5 Biometrics
9.6 Creating a risk management plan
9.7 Continuity planning
9.8 Creating a security plan
10. CORPORATE AND COMMUNITY SOCIAL RESPONSIBLITY

10.1 Corporate social responsibility
10.2 Creating a corporate social responsibility plan
10.3 CSR and managing Internet use in the workplace
10.4 CSR and cybercrime
10.5 CSR and online education and training
106 / CGA SYLLABUS
Network Management for Financial Managers [NM1/BCPT 385]
Calendar Description NM1 focuses on the management of network technologies in business

applications. The course takes a managerial perspective and is designed
to develop skills in selecting network technologies and managing
technical staff in networking. It reviews underlying
telecommunications, data communications, and networking
technologies. The course also provides an in-depth study of network
components and topologies; network planning and management;
network security and access control; management issues, including
backup and recovery and privacy and ethics; networking legal issues;
and emerging technologies and trends.
Study Materials Fitzgerald and Dennis, Data Communication and Networking, Ninth
Edition (Hoboken, New Jersey: John Wiley & Sons, 2007)
NM1 Internet CD
1. INTRODUCTION TO NETWORK MANAGEMENT AND DATA COMMUNICATIONS

1.1 Introduction to network management
1.2 History and evolution of telecommunications
1.3 Networks and network models
1.4 Network standards
1.5 Future trends
1.6 Implications for management
2. APPLICATION LAYER
2.1 Application architectures
2.2 World Wide Web
2.3 Electronic mail
2.4 Other applications
3. PHYSICAL AND DATA LINK LAYERS

3.1 Circuits
3.2 Data transmission
3.3 Multiplexing
3.4 Media access control and error control
3.5 Message delineation and transmission efficiency
4. NETWORK AND TRANSPORT LAYERS

4.1 Network and transport layer functions and protocols
4.2 Transport layer functions
4.3 Addressing
4.4 Routing
4.5 TCP/IP example
Network Management for Financial Managers / 107
5. LOCAL AREA NETWORKS

5.1 Introduction to local area networks
5.2 LAN components
5.3 Traditional Ethernet
5.4 Switched Ethernet
5.5 LAN design best practices
5.6 Improving LAN performance
6. WIRELESS LOCAL AREA NETWORKS

6.1 Introduction to WLANs
6.2 WLAN components
6.3 Wi-Fi and IEEE 802.11
6.4 WiMAX — IEEE 802.16
6.5 Bluetooth — IEEE 802.15
6.6 WLAN design best practices
6.7 Improving WLAN performance
7. BACKBONE NETWORKS
7.1 Backbone network components
7.2 Backbone network architectures
7.3 Backbone technologies
7.4 Backbone design best practices
7.5 Improving backbone performance
7.7 Where it all comes together — The wiring closet
8. MANS, WANS, AND THE INTERNET

8.1 Common carrier marketplace
8.2 Circuit-switched, dedicated-circuit, and packed-switched networks
8.3 Virtual private networks
8.4 Selecting MAN/WAN services
8.5 How the Internet works
8.6 Internet access technologies
8.7 Internet governance and Internet 2
9. NETWORK SECURITY
9.1 The importance of network security
9.2 Risk assessment
9.3 Business continuity planning
9.4 Controlling unauthorized access
9.5 Security best practices
10. NETWORK DESIGN, MANAGEMENT, AND SUPPORT

10.1 Network design processes and needs analysis
10.2 Technology design
10.3 Cost assessment
10.4 Designing for performance
10.5 Configuration, performance, and fault management
10.6 End user support
10.7 Cost management
10.9 Course conclusion
108 / CGA SYLLABUS
Prerequisites None
Calendar Description MK1 is an introductory course that offers students a solid foundation in
marketing principles. Topics covered include an overview of the
marketing process; the role of marketing within the organization; the
marketing environment; consumer and organizational buyer behaviour;
making marketing decisions; developing and managing products and
services; developing and managing a pricing strategy; developing and
managing a distribution (place) strategy; developing and managing a
promotion strategy; and current issues in marketing.
Study Materials Crane et al, Marketing, Sixth Canadian Edition (Toronto, Ontario:
McGraw-Hill Ryerson, 2006)
MK1 Internet CD
1. OVERVIEW OF THE MARKETING PROCESS

1.1 What is marketing?
1.2 Discovering and satisfying consumer needs and wants
1.3 How marketing became so important
1.4 Ethics and social responsibility
2. THE ROLE OF MARKETING IN THE ORGANIZATION

2.1 Levels of strategy in organizations
2.2 Setting strategic direction
2.3 Strategic marketing process — Planning phase
2.4 Strategic marketing process — Implementation phase
2.5 Strategic marketing process — Control phase
3. MARKETING ENVIRONMENT
3.1 Environmental scanning
3.2 Social forces
3.3 Economic forces
3.4 Technological forces
3.5 Competitive forces
3.6 Regulatory forces
4. CONSUMER AND ORGANIZATIONAL BUYER BEHAVIOUR

4.1 The consumer purchase decision process
4.2 Psychological influences on consumer behaviour
4.3 Socio-cultural influences on consumer behaviour
4.4 Types of organizational markets
4.5 Organizational buying decisions
4.6 Online buying in organizational markets
Marketing Fundamentals / 109
5. MAKING MARKETING DECISIONS

5.1 Marketing research
5.2 Exploratory research techniques
5.3 Formal research design, analysis, and conclusions
5.4 Ethical issues in the marketing research process
5.5 Information technology and marketing actions
5.6 Market segmentation
5.7 Product positioning
5.8 Sales forecasting
6. DEVELOPING AND MANAGING PRODUCTS AND SERVICES

6.1 Consumer and industrial products
6.2 New products and why they fail
6.3 The new-product process
6.4 The product life cycle
6.5 Branding and brand management
6.6 Packaging, labelling, and warranties
6.7 Services
6.8 How consumers purchase services
6.9 How to market services
7. DEVELOPING AND MANAGING A PRICING STRATEGY

7.1 The nature and importance of pricing
7.2 Step 1: Identifying pricing constraints and objectives
7.3 Step 2: Estimating demand and revenue
7.4 Step 3: Determining cost, volume, and profit relationships
7.5 Step 4: Selecting an approximate price level
7.6 Step 5: Setting the list or quoted price
7.7 Step 6: Making special adjustments to the list or quoted price
7.8 Legal and regulatory aspects of pricing
7.9 Financial aspects of pricing
8. DEVELOPING AND MANAGING A DISTRIBUTION STRATEGY

8.1 The nature and importance of marketing channels
8.2 Channel structure and organization
8.3 Channel choice and management
8.4 Logistics and supply chain management
8.5 Information and logistics management objective in a supply chain
8.6 Key logistics functions in a supply chain
8.7 Retailing strategy
9. DEVELOPING AND MANAGING A PROMOTION STRATEGY

9.1 Overview of the communication process
9.2 The promotional elements
9.3 Developing the promotional mix
9.4 Direct marketing
9.5 The advertising program
9.6 Sales promotion
9.7 Public relations and publicity
9.8 Personal selling
10. ETHICS AND SOCIAL RESPONSIBILITY IN MARKETING

10.1 The nature and significance of marketing ethics
10.2 Understanding ethical marketing behaviour
10.3 Understanding social responsibility in marketing
110 / CGA SYLLABUS
Organizational Behaviour Fundamentals [OB1/MGMT 240]
Prerequisites None
Calendar Description This course studies behaviour in organizations with an objective of

improving overall effectiveness. Students develop the ability to
evaluate their own behaviour and that of others by critically examining
performance and activities at the individual level, the group level, and
the organizational level. In the process, the following topics are
covered: factors affecting behaviour, motivation, team dynamics,
communication styles and skills, power and conflict, leadership,
organizational structure and culture, decision making, ethics, and
organizational change.
Study Materials Robbins and Langton, Organizational Behaviour: Concepts,

Controversies, Applications, Fourth Canadian Edition (Toronto,
Ontario: Pearson Education, 2007)
OB1 Internet CD
1. WHAT IS ORGANIZATIONAL BEHAVIOUR?

1.1 Defining organizational behaviour
1.2 Individual challenges
1.3 Group challenges
1.4 Organizational challenges
1.5 Making sense of behaviour in organizations
2. FACTORS THAT INFLUENCE INDIVIDUAL BEHAVIOUR

2.1 Perception and perceptual errors
2.2 Personality: Traits and attributes
2.3 Personality and perception
2.4 Emotions
2.5 Values
2.6 Attitudes
2.7 Stress
3. MOTIVATION
3.1 Defining motivation
3.2 Needs theories of motivation
3.3 Process theories of motivation
3.4 Response to reward systems
3.5 Motivating through reinforcement
3.6 Creating effective reward systems
4. WORKING IN TEAMS
4.1 Groups and teamwork
4.2 Types of teams
4.3 Team roles and norms
4.4 Stages of team development
4.5 Creating effective teams
4.6 Challenges of teamwork
Organizational Behaviour Fundamentals / 111
5. COMMUNICATION
5.1 Communication process
5.2 Communication flows in organizations
5.3 Electronic communication
5.4 Non-verbal communication
5.5 Communication between genders
5.6 Cross-cultural communication
6. POWER, POLITICS, AND CONFLICT

6.1 Power bases and tactics
6.2 Empowerment
6.3 Abuse of power
6.4 Power in action
6.5 Conflict
6.6 Negotiation
7. ORGANIZATIONAL CULTURE AND LEADERSHIP

7.1 Organizational culture
7.2 Creating and sustaining culture
7.3 Culture: Challenges and change
7.4 Leadership as supervision
7.5 Inspirational leadership
7.6 Further issues in leadership
8. ORGANIZATIONAL DECISION MAKING AND ETHICS

8.1 The decision-making process
8.2 Group decision making
8.3 Creativity in decision making
8.4 Ethics in decision making
9. ORGANIZATIONAL STRUCTURE AND DESIGN

9.1 Elements of organizational structure
9.2 Organizational designs
9.3 Job redesign
9.4 Creating flexible workplaces
9.5 Career development
10. ORGANIZATIONAL CHANGE

10.1 Change in organizations
10.2 Managing organizational change
10.3 Resistance to change
10.4 Contemporary change issues
112 / CGA SYLLABUS
Prerequisites Network Management for Financial Managers [NM1/BCPT 385]

Calendar Description This is a foundation course in information management using database

technologies. Offered from a managerial perspective, DM1 provides an
overview of information management, file and database organization
and applications, database design, database query and query tools, and
database applications for business and accounting applications. Hands-
on experience in database management using Microsoft Access and
Microsoft Excel enhances understanding of the concepts covered.
Study Materials Hoffer, Prescott, and McFadden, Modern Database Management,

Eighth Edition (Upper Saddle River, New Jersey: Prentice Hall, 2007)
DM1 Internet CD
1. INFORMATION MANAGEMENT
1.1 What is information management?
1.2 Strategic value of information
1.3 Information management issues
1.4 The impact of privacy laws on information management
1.5 The impact of the Sarbanes-Oxley Act of 2002 on information management
2. THE DATABASE VISION

2.1 What are databases?
2.2 Database terms and concepts
2.3 Choosing between a file and a database
2.4 Database development process
2.5 Logical or physical view of data
2.6 Three-tiered client/server architecture
2.7 Components, functions, and properties of a DBMS
3. DATABASE DESIGN
3.1 Entity relationship model
3.2 Enhanced E-R model and business rules
3.3 Object-oriented databases
4. LOGICAL DATABASE MODELING AND CREATING A DATABASE

4.1 Logical database design and the relational model
4.2 Transforming EER diagrams into relations
4.3 Normalization and data redundancy
4.4 Using Excel as a database management tool
4.5 Developing Excel skills
4.6 Computer illustration 4-5: Data validation
4.7 Using Microsoft Query
4.8 Using pivot charts as a data analysis tool
4.9 Issues surrounding desktop solutions
Database Management for Financial Managers / 113
5. INFORMATION MANAGEMENT USING MICROSOFT ACCESS

5.1 Developing a conceptual and relational model
5.2 Building a database application with Access
5.3 Computer illustration 5-4: Importing data from Excel into Access
5.4 Computer illustration 5-5: Creating and performing queries
6. PROTOTYPING AND SIMPLE DATABASE APPLICATIONS

6.1 Prototyping
6.2 Creating forms
6.3 Creating reports
6.4 Designing user interfaces
7. DATABASE QUERIES AND QUERY TOOLS

7.1 Uses and benefits of queries
7.2 Introduction to data manipulation languages
7.3 Introduction to SQL and the SELECT statement
7.4 Creating and performing queries in Access using SQL
8. PHYSICAL DATABASE DESIGN AND DATABASE ADMINISTRATION

8.1 Overview of the physical design process
8.2 Designing data fields and physical records
8.3 Denormalization
8.4 File organization
8.5 Using and selecting indexes
8.6 RAID, parallel processing, and RAID levels
8.7 Choosing a database architecture
8.8 Data dictionary and other data repositories
8.9 Data and database administration
9. DATABASE APPLICATIONS IN THE ONLINE ENVIRONMENT

9.1 The Internet database environment
9.2 Database applications in e-commerce
9.3 Indexing for text searches on the web
9.4 Databases and the web
9.5 Online database applications
9.6 Using XML to manage online information
9.7 Online database security issues
10. SELECTING A DATABASE APPLICATION

10.1 Role of data and database administrators
10.2 Software selection criteria and trends
10.3 Popular database management systems
10.4 Database applications for accounting data
10.5 Managing inventories
114 / CGA SYLLABUS
Prerequisites Internet Applications [IA1/BCPT 383]

Calendar Description E-Business gives students the necessary skills to develop and manage
e-commerce applications from a managerial perspective. It also
develops skills in exploiting e-commerce for business applications.
Topics include e-commerce applications and opportunities; e-
commerce payment methods; regulatory, taxation, and jurisdictional
issues; risk management; funding and marketing; and management
issues. Extensive online research included in the course work enhances
understanding of the e-commerce issues covered.
Study Materials Trites, Boritz, and Pugsley, E-Business: A Canadian Perspective for a
Networked World, Second Edition (Toronto, Ontario: Pearson
Education, 2006)
EE1 Internet CD
1. E-BUSINESS APPLICATIONS AND OPPORTUNITIES

1.1 Overview of e-business
1.2 Tools for e-business
1.3 Impact of e-business on the business model
1.4 E-business models
1.5 E-business strategy
1.6 Module summary
2. THE INTERNET, EDI, AND E-BUSINESS

2.1 Evolution of the Internet
2.2 Internet technologies and their deployment
2.3 Systems components of e-business
2.4 Web storefront
2.5 ERP systems
2.6 Database warehousing and data mining
2.7 EDI and XML
2.8 Module summary
3. E-BUSINESS SECURITY AND ENCRYPTION

3.1 Security for e-business
3.2 Cryptography and encryption techniques
3.3 Digital signatures and certification authorities
3.4 Understanding public key infrastructure
3.5 Key escrow and recovery issues
3.6 Applications of encryption in e-business
3.7 Module summary
4. PAYMENT METHODS
4.1 Payment systems characteristics
4.2 Requirements for electronic payments
4.3 Types of electronic payments
4.4 Online credit card processing
4.5 Digital wallets / Electronic wallets
4.6 Developments in online payment systems
4.7 Fraud prevention, ethical and privacy issues
4.8 Module summary
E-Business / 115
5. VALUE CHAIN MANAGEMENT — SUPPLY CHAIN MANAGEMENT AND

E-PROCUREMENT SYSTEMS
5.1 E-business systems
5.2 Value chain — Supply chain management and order fulfilment
5.3 Conventional and electronic procurement
5.4 Trading exchanges and other net marketplaces
5.5 Procurement via electronic auctions
5.6 Module summary
6. CRM, DCM, E-MARKETING, AND BUSINESS PROCESS INTEGRATION

6.1 Customer relationship management
6.2 Demand chain management
6.3 E-Marketing
6.4 Human resource management systems
6.5 Business process integration
6.6 Module summary
7. PLANNING AND FUNDING

7.1 Business intelligence and e-business strategy
7.2 E-business planning
7.3 Funding and funding sources
7.4 Staffing and compensation
7.5 Measuring success
7.6 Module summary
8. ETHICAL, LEGAL, AND REGULATORY ENVIRONMENT

8.1 Global nature of e-business
8.2 Ethical and social issues
8.3 Privacy
8.4 Intellectual property rights
8.5 Legal jurisdiction
8.6 Taxation
8.7 Module summary
9. SMALL BUSINESS AND THE ROLE OF INDEPENDENT PROFESSSIONALS

9.1 E-business for SMEs
9.2 E-business challenges and opportunities for SMEs
9.3 Launching an e-business
9.4 Role of independent professionals in e-business
9.5 Auditing e-business
9.6 Assurance services
9.7 Module summary
10. MANAGEMENT ISSUES AND FUTURE TRENDS

10.1 Knowledge management and business intelligence
10.2 Portal management
10.3 E-business trends
10.4 Mobile commerce
10.5 E-government
10.6 Organizational trends
10.7 Media convergence
10.8 Course summary
116 / CGA SYLLABUS
Business Process Integration [BP1/ACCT 493]
Prerequisites Internet Applications [IA1/BCPT 383]

Calendar Description Business Process Integration focuses on enterprise systems and related
technologies applied in a business setting. The goal of this course is to
cultivate an appreciation of managerial and technical issues in business
process integration. The course focuses on existing and emerging
enterprise systems concepts, including supply chain management,
customer relations management, and enterprise resource planning
(ERP); however, it is not designed to teach students how to use any
specific ERP software package. The course also provides guidance on
business process integration for small- to medium-sized businesses.
Study Materials Beth Gold-Bernstein and William Ruh, Enterprise Integration: The
Essential Guide to Integration Solutions (Boston, MA: Addison-
Wesley, 2005)
BP1 Internet CD
1. BUSINESS PROCESS INTEGRATION — AN INTRODUCTION

1.1 Background of business process integration
1.2 Integration of disparate RDBMS
1.3 Process integration technologies
1.4 Enterprise resource planning (ERP) or enterprise system (ES)
1.5 Integration of enterprise systems
1.6 Business drivers
1.7 Process standards
1.8 Module summary
2. BUSINESS PROCESS MODELLING — THE HUMAN SIDE

2.1 Defining BPR and its concepts
2.2 Methodology and measurement tools
2.3 Success and failure factors
2.4 BPR and continuous improvement
2.5 Information technology in BPR
2.6 Organizational change
2.7 Module summary
3. ENTERPRISE INTEGRATION — INTERNAL BUSINESS PROCESSES

3.1 From information systems to enterprise systems
3.2 Functionality of ES
3.3 Market overview of ES providers
3.4 Making the business case for ES
3.5 ES in support of corporate strategy
3.6 Planning, selecting, and implementing ES
3.7 Client-server architectures
3.8 Module summary
Business Process Integration / 117
4. ENTERPRISE INTEGRATION ARCHITECTURE AND STRATEGIES

4.1 Enterprise application integration — The market
4.2 Service-oriented architecture (SOA) and service-oriented processes (SOP)
4.3 Integration of inter-organizational ES-based workflows
4.4 Concurrent product development and the evolution of BPR
4.5 Rise of the virtual organization
4.6 Enterprise e-commerce — The next step
4.7 Module summary
5. PRE-PLANNING THE BUSINESS PROCESS INTEGRATION STRATEGY

5.1 Pre-planning targets for systems and integration
5.2 Customizing ES to fit the organizational culture
5.3 Benchmarking and best practices
5.4 Investments in IT
5.5 IT governance
5.6 Module summary
6. AN INTEGRATION STRATEGY
6.1 An integration strategy
6.2 Standard application interfaces
6.3 Markup languages
6.4 XML: an emerging standard
6.5 Extensible-business reporting language (XBRL)
6.6 Module summary
7. ENTERPRISE INTEGRATION ARCHITECTURE

7.1 Start the strategy before the architecture
7.2 The need for enterprise integration architecture
7.3 Integration assessment and integration technologies
7.4 Integration diagrams
7.5 Module summary
8. TECHNICAL AND SERVICE INTEGRATION STRUCTURES

8.1 Introduction to architectures
8.2 Technical integration architecture
8.3 Service integration architecture
8.4 SOA and event-driven service design
8.5 SOA and services
8.6 SOA and use case diagrams
8.7 Module summary
9. INFORMATION AND PROCESS INTEGRATION ARCHITECTURE

9.1 Information integration architecture
9.2 Metadata
9.3 Process integration architecture
9.4 BPR — a revisit
9.5 Module summary
10. OUTSOURCING OF ENTERPRISE INTEGRATION

10.1 Shared services and business process outsourcing
10.2 A decision framework
10.3 Outsourcing manufacturing
10.4 Outsourcing Internet services
10.5 Outsourcing sales
10.6 Outsourcing procurement
10.7 Outsourcing human resources
10.8 Module summary
10.9 Concluding words
118 / CGA SYLLABUS
Project Management for Financial Managers [PM1/ACCT 487]
Prerequisites Organizational Behaviour Fundamentals [OB1/MGMT 240]

Network Management for Financial Managers [NM1/BCPT 385]
Database Management for Financial Mangers [DM1/ACCT 483]
Calendar Description An understanding of project management tools and their application is

essential in today’s business environment. PM1 studies the defined set
of project management procedures used to produce a consistent and
effective management methodology. The course provides a
comprehensive overview of the components that encompass project
management; the processes involved in starting, controlling, managing,
and successfully completing a project; project budgeting and planning;
risk management; human factors; and strategies to mitigate systems
development risks.
Study Materials Schwalbe, Information Technology Project Management, Fourth

Edition (Thomson Nelson, 2006)
PM1 Internet CD
Microsoft Project 2003 (trial version included with textbook)
1. INTRODUCTION TO PROJECT MANAGEMENT

1.1 Project management overview
1.2 Project success factor
1.3 Project management Internet resources
1.4 Project management careers
1.5 Project management education
1.6 Writing skills for project managers
1.7 Ethics in project management
1.8 Module summary
2. AN ORGANIZATIONAL PERSPECTIVE
2.1 Organizations as systems
2.2 Applying the systems approach to IT projects
2.3 Organizational structures
2.4 The project office
2.5 Life cycles and management reviews
2.6 Module summary
3. PROJECT INTEGRATION AND CHANGE MANAGEMENT

3.1 Project processes
3.2 Project integration
3.3 CPD in project planning
3.4 Integrated change control
3.5 Configuration management
3.6 Module summary
Project Management for Financial Managers / 119
4. MICROSOFT PROJECT MANAGEMENT

4.1 Installation and introduction to MS Project
4.2 Navigating around MS Project
4.3 Project scope management
4.4 Entering and tracking work efforts and events to build a WBS
4.5 Project time management
4.6 Project cost management
4.7 Project human resources management
4.8 Module summary
5. PROJECT SCHEDULING TECHNIQUES

5.1 WBS translated to work flow
5.2 Network diagram
5.3 Critical path method (CPM)
5.4 Program evaluation and review technique (PERT)
5.5 Comparing CPM and PERT
5.6 Gantt charts
5.7 Module summary
6. PROJECT SELECTION: A FINANCIAL VIEW

6.1 Cost estimation and cost controls
6.2 Analytical techniques used to select IT proposals
6.3 Recording project costs in MS Project
6.4 Module summary
7. RISK MANAGEMENT IN IT PROJECTS

7.1 Introduction to risk management
7.2 Risk management planning
7.3 Risk identification
7.4 Qualitative and quantitative risk analysis
7.5 Risk response planning
7.6 Risk monitoring and control
7.7 Software support for risk management
7.8 Critical success factors in project management
7.9 Module summary
8. PROJECT QUALITY MANAGEMENT

8.1 Project quality management
8.2 Project quality planning
8.3 Project quality assurance
8.4 Project quality control and software testing
8.5 Modern quality management
8.6 Cost of quality
8.7 Module summary
9. PROJECT PROCUREMENT MANAGEMENT

9.1 The importance of project procurement management
9.2 Plan purchases and acquisitions
9.3 Plan contracting
9.4 Requesting seller responses and selecting a response
9.5 Contract administration and closure
9.6 Module summary
120 / CGA SYLLABUS
10. HUMAN RESOURCE MANAGEMENT

10.1 People management techniques
10.2 Human resource planning
10.3 Assembling the project team
10.4 Developing and managing the project team
10.5 Managing project related conflicts
10.6 Managing stress
10.7 Managing project expectations
10.8 Ethical considerations
10.9 Module summary
Laurentian H.B. Com Courses
Organizational Behaviour [OR1/COMM 2045]

Marketing Management [MM1/COMM 2035]
Operations Management [OM1/COMM 2055]
Strategic Management and Policy [SP1/COMM 4005]
Humanist Issues in Commercial Practice [HC1/COMM 4405]
122 / CGA SYLLABUS
Prerequisites None
Calendar Description This introductory course gives students knowledge and skills to be more
efficient in today’s increasingly complex and diverse workplace
environment. Through a study of individual, group, and organizational
behaviour students develop an appreciation of the human factors and
work place realities in modern organizations. This includes emotions,
motivation, attitudes, decisions, team dynamics, organizational culture
and behaviour. The course incorporates group discussions, video cases,
special projects, and assigned readings to enhance understanding of
organizational behaviour theory and its applications.
Study Materials OR1 is delivered online. Additional study materials include:

Steven L. McShane, Canadian Organizational Behaviour, Sixth Edition
(Toronto: McGraw-Hill Ryerson, 2006)
Ivey and Cohen, OR1 Cases, McGraw-Hill, 2006

1.1 Field of organizational behaviour
1.2 Five anchors of organizational behaviour
1.3 Knowledge management
2. TEAM DYNAMICS AND CREATING HIGH PERFORMANCE

2.1 Nature of teams and team effectiveness
2.2 Team development
2.3 Self-directed work teams
2.4 Virtual teams and team building
3. ORGANIZATIONAL CULTURE, STRUCTURE, AND DESIGN

3.1 Elements of organizational culture
3.2 Organizational culture and performance
3.3 Organizational structure
3.4 Contingencies of organizational design
4. DIVERSITY AND LEARNING IN ORGANIZATIONS

4.1 MARS model
4.2 Learning in organizations
4.3 Perceptual process
4.4 Personality in organizations
4.5 Values and ethics in the workplace
5. MOTIVATION
5.1 Content theories of motivation
5.3 Rewards and motivation
5.4 Job design
5.5 Self-leadership
Organizational Behaviour / 123
6. EMOTIONS, ETHICS, AND COMMUNICATION

6.1 Emotions and job satisfaction
6.2 Organizational commitment and psychological contract
6.3 Communication and communication channels
6.4 Communicating in organizations
7. STRESS AND CAREER DEVELOPMENT

7.1 Causes of stress
7.2 Managing stress
7.3 Organizational socialization process
7.4 Organizational careers and career development
8. LEADERSHIP
8.1 Leadership perspectives and the competency framework
8.2 Behavioural and contingency perspectives
8.3 Transformational leadership and gender issues
9. CREATIVITY AND DECISION MAKING

9.1 General model of decision making
9.2 Employee involvement
9.3 Creative process model
9.4 Team decision making

10.1 A model of power
10.2 Contingencies and consequences
10.3 Influence tactics and organizational politics
10.4 Conflict process and management
10.5 Negotiations and dispute resolution
11. ORGANIZATIONAL DEVELOPMENT AND CHANGE

11.1 Lewin’s force field analysis model
11.2 Approaches to organizational change
124 / CGA SYLLABUS
Marketing Management [MM1/COMM 2035]
Prerequisites None
Calendar Description MM1 is designed to give students an awareness and knowledge of the
marketing function. Marketing is concerned with understanding the
consumer and relating this understanding to the formulation of
marketing strategies and practices. Students will cover the following
major areas of study: the marketing concept, consumer behaviour,
market segmentation, market forecasting, marketing research, and
marketing strategy formulation. The concepts of marketing
management are applied to problems and practices of the consumer,
industrial, and international markets.
Study Materials MM1 is delivered online. Additional study materials include:
Perreault, McCarthy, Meredith, and Ricker, Basic Marketing: A

Global-Managerial Approach, Twelfth Canadian Edition (Toronto:
Ivey, MM1 Cases, McGraw-Hill, 2009
1. BASIC CONCEPTS OF MARKETING

1.1 Marketing — What is it?
1.2 Attracting and keeping customers
1.3 Ethics
1.4 Strategic planning and marketing strategy
1.5 Marketing opportunities
1.6 Planning with ethics
1.7 Self-marketing
2. THE MARKETING ENVIRONMENT

2.1 Marketing environment
2.2 Competitor analysis
2.3 STEEPL (Social, Technological, Environmental, Economic, Political, Legal)
environment assessment
2.4 Ethics in marketing
2.5 Opportunities in the business environment
3. MARKET SEGMENTATION AND POSITIONING

3.2 What is a company’s market?
3.3 Segmentation
3.4 Identifying markets
3.5 Canadian consumer demographics
3.6 Income and life cycles
3.7 Ethnic dimensions
Marketing Management / 125
4. BUYER BEHAVIOUR
4.1 Buyer-behaviour model
4.2 Psychological influences
4.3 Social influences
4.4 Situational factors
4.5 Problem solving
4.6 Benefits
4.7 Business buyers
4.8 The government market
5. MARKET RESEARCH
5.1 Why MIS?
5.2 Five-step approach to marketing research
5.3 How much research is enough?
6. PRODUCT PLANNING
6.1 Product defined
6.2 Goods and services — How they differ
6.3 Different product classes
6.4 Branding a product
6.5 Packaging — Another strategic consideration
6.6 Warranty — Yet another strategic consideration
6.7 Product life cycle
6.8 Product adoption rates
6.9 New-product development
7. PRICING
7.1 Pricing objectives follow product strategy
7.2 Price policy
7.3 Price variations
7.4 Value and lawful pricing
7.5 Price setting
7.6 Break-even analysis
7.7 Demand-oriented pricing
8. DISTRIBUTION
8.1 Place decisions in the overall marketing strategy
8.2 Distribution objectives
8.3 Logistics
8.4 The nature of retailing
8.5 The evolution of retailing
8.6 Wholesaling and beyond
9. COMMUNICATION AND PERSONAL SELLING

9.1 Elements of promotion
9.2 The importance of clear communication
9.3 Promotion planning
9.4 The role of personal selling
9.5 Organizing the sales force
9.6 Prospecting and presenting
9.7 The impact of social networking on marketing
126 / CGA SYLLABUS
10. ADVERTISING, PUBLICITY, AND SALES PROMOTION

10.1 Mass selling in Canada
10.2 Two basic types of advertising
10.3 Which medium is best?
10.4 The role of advertising agencies
10.5 Measuring effectiveness and the cost-per-thousand costing model
10.6 Legal issues
10.7 Publicity and sales promotion
11. STRATEGIC MARKET PLANNING

11.1 Marketing planning
11.2 Market forecasting
11.3 The marketing plan
11.4 Marketing plan implementation and control
11.5 Methods of marketing control
Operations Management / 127
Prerequisites None
Calendar Description This introductory courses focuses on the strategic importance of
activities collectively known as “operations” and the methods used to
perform such activities. OM1 introduces the concepts and practices of
operations management to non-specialists. Students will develop the
professional competence and skills to understand the role of operations
management (OM); understand the relation between OM and other
functions within an organization; analyze OM decision issues in the
context of overall organizational objectives; and understand the scope
and challenges faced in production systems.
The course gives students a solid grasp of essential tools and techniques
for a broad range of subjects, while emphasizing a whole-system
approach, an essential principle in operations management.
Study Materials OM1 is delivered online. Additional study materials include:
Stevenson and Hojati, Operations Management, Third Canadian

Edition (Toronto, Ontario: McGraw-Hill Ryerson, 2007)
1. Lesson 1 Operations management basics

Lesson 2 Competitiveness, strategy, and productivity
Lesson 3 Design of goods and services
2. Lesson 4 Capacity Planning

Lesson 5 Process selection and facility layout
3. Lesson 6 Design of work systems

Lesson 7 Location planning and analysis
4. Lesson 8 Decision analysis

Lesson 9 Forecasting
5. Lesson 10 Waiting lines and simulation

Lesson 11 Resource allocation techniques
6. Lesson 12 Project management

Lesson 13 Process analysis
7. Lesson 14 Quality concepts

Lesson 15 Total quality management
8. Lesson 16 Performance assessment

Lesson 17 Supply chain management basics
128 / CGA SYLLABUS
9. Lesson 18 Inventory management

Lesson 19 Aggregate planning
10. Lesson 20 Material requirements planning

Lesson 21 Lean systems and JIT
Strategic Management and Policy / 129
Strategic Management and Policy [SP1/COMM 4005]
Prerequisites Marketing Management [MM1/COMM 2035]

Calendar Description This strategy course introduces students to the process of strategic
management in organizations from the perspective of top management
who are concerned with the overall long-term effectiveness of the
organization. The course presents the concepts as a framework within
which management takes an integrative approach to the various
functional disciplines of accounting, finance, human resource
management, marketing, and operations, in diagnosing and solving
critical problems in complex situations. Although SP1 emphasizes the
senior management perspective, the course is equally relevant to
functional specialists who are increasingly expected to demonstrate an
understanding of the entire organization, and how their function
contributes to the realization of the organization’s mission and
objectives.
Study Materials SP1 is delivered online. Additional study materials include:
Arthur A. Thompson, Jr., A.J. Strickland III, and John E. Gamble,

Crafting and Executing Strategy: The Quest for Competitive
Advantage, Fifteenth Edition (New York: McGraw-Hill Irwin, 2007)
1. STRATEGIC MANAGEMENT PROCESS OVERVIEW

1.1 Strategic management: An overview
1.2 Case analysis in strategy
2. STRATEGY DEVELOPMENT
2.1 Developing strategic vision and establishing objectives
2.2 Crafting strategy
2.3 Factors that shape strategy
3. EXTERNAL AND INTERNAL ANALYSIS

3.1 Static perspective: Describing an industry and its competitive forces
3.2 Dynamic perspective: Identifying change in an industry
3.3 Sector dynamics: Mapping and profiling competitors
3.4 Identifying an industry’s key success factors and attractiveness
3.5 Performing a SWOT analysis
3.6 Identifying a firm’s competitiveness and strategic fit
4. COMPETITIVE STRATEGIES
4.1 Implications of competition on business strategy
4.2 Strategies for low-cost leadership
4.3 Differentiation as a component of business strategies
4.4 Best-cost provider strategies
4.5 The development of focused or market niche strategies
4.6 Business expansion strategies
130 / CGA SYLLABUS
5. SUPPLEMENTING THE CHOSEN COMPETITIVE STRATEGY

5.1 Collaborative strategies
5.2 Merger and acquisition (M&A) strategies
5.3 Integration strategies
5.4 Outsourcing strategies
5.5 Offensive and defensive strategies
5.6 Internet technology strategies
5.7 Functional strategies
6. COMPETING IN FOREIGN MARKETS

6.1 Fundamental principles of international trade
6.2 Why companies expand into foreign markets
6.3 Strategies for entry into foreign markets
6.4 The pervasive and delicate nature of strategic alliances
7. TAILORING STRATEGY
7.1 An overview
7.2 Constraints of strategy selection: Performance, resources, and risk
7.3 Summary of situational strategies
8. STRATEGIC DIVERSIFICATION
8.1 Diversification and shareholder value
8.2 Strategies for entering new businesses
8.3 Identifying corporate strategy and evaluating industry attractiveness
8.4 Evaluating competitive strength, strategic fit, and resource fit
8.5 Resource allocation and crafting a corporate strategy
9. RESOURCE BUILDING FOR STRATEGY EXECUTION

9.1 The strategy execution process
9.2 Staffing the organization
9.3 Building core competencies and capabilities
9.4 Matching strategy with structure
10. MANAGING THE INTERNAL OPERATIONS

10.1 Resource allocation and strategy-supportive policies
10.2 Continuous improvement
10.3 Support systems and strategy-supportive rewards
11. CORPORATE CULTURE AND LEADERSHIP

11.1 Building a compatible corporate culture
12. ETHICS AND SOCIAL RESPONSIBILITY

12.1 Where do ethical standards come from?
12.2 Do company strategies need to be ethical?
12.3 Why should company strategies be ethical?
12.4 Strategy and social responsibility
Humanist Issues in Commercial Practice / 131
Prerequisites None
Calendar Description This course offers valuable insight into the cultural, social, political,
and ethical influences on commercial practices and value-exchange
from classical times to the present. The aim of the course is to build
essential critical thinking skills, and give students a historical
perspective on commercial exchange and economic thought.
Study Materials HC1 is delivered online. Additional study materials include:
HC1 Readings Book, First Edition, CGA-Canada, 2009
1. EARLY CULTURES AND THEIR ETHICS OF EXCHANGE

1.1 A land transaction in biblical times
1.2 Economics and entrepreneurs in Wisdom literature
1.3 Early laws and attitudes about the use of money and interest
1.4 Origins of taxation and coinage
1.5 The New Testament on wealth and the perversions of money
1.6 Women’s work and household economics
2. WEALTH, INTEREST, AND SOCIAL EQUITY IN

MEDIEVAL COMMERCE
2.1 Reflections and projections in time
2.2 Thomas Aquinas
2.3 Changing attitudes toward interest and usury
2.4 Utopias and dystopias
2.5 Meanwhile, in Cathay …
2.6 Pre-industrial women’s work
3. FROM SERVICE AND SHARING TO CASH AND SELF-INTEREST

3.1 Montaigne judges a fatal impact
3.2 Francis Bacon on the price of money
3.3 Merchant-venturing and marriage-venturing
3.4 Human issues around a loan contract
3.5 The measure and restraint of self-interest
4. PROPERTY, BANKING, COINAGE, AND TRADE

4.1 John Locke and the theory of labour as value
4.2 Goldsmiths and the origins of modern banking
4.3 The rise of national banking
4.4 Coinage and re-coinage
4.5 The image of trading
5. SPECULATION, GOLD, AND HUMAN VALUES

5.1 Investment fever
5.2 John Law on currency and credit
5.3 Economic colonialism and the Irish
5.4 Isaac Newton and the philosopher’s stone
5.5 Two entrepreneurial women
132 / CGA SYLLABUS
6. INDUSTRIAL REVOLUTION AND INVISIBLE HANDS

6.1 David Hume and economic refinement
6.2 Adam Smith and the moral sentiments of economics
6.3 The problem of poverty
6.4 Meanwhile, in North America …
6.5 Wollstonecraft and the rights of woman
7. ECONOMIC THEORIES: HUMAN REALITIES

7.1 The Haves and the Have-Nots
7.2 Popular and polemical economics
7.3 Rethinking laissez faire
7.4 At home and at work with the labouring classes
7.5 Women and children as labour in the factories
8. ONE COUNTRY — TWO NATIONS

8.1 Debtors’ prisons and railway mania
8.2 Industrial and utilitarian dystopias
8.3 An age of “isms” and manifest change
8.4 Karl Marx and the humanist tradition
8.5 John Ruskin and the human spirit
9. OWNERSHIP, CONSUMPTION, AND INEQUALITIES

IN THE GILDED AGE
9.1 The ethics of land ownership
9.2 Conspicuous consumption and pecuniary emulation
9.3 A captain of industry and a major of charity
9.4 The spirit of accumulation in the gilded age
9.5 The New Woman and male corporatism
10. GLOBAL ISSUES FOR HUMANITY

10.1 Paying for war and depression
10.2 Statism, bureaucracies, and liberalism
10.3 Inhumane and humane strategies for war and peace
10.4 Checks and balances in Nature’s household
10.5 What’s past is prologue: A review
Laurentian University MBA Courses
Organizational Behaviour and Processes [OR2/COMM 5405]

Marketing Management and Planning [MM2/COMM 5305]
Strategy Formulation and Implementation [SP2/COMM 6005]
Leading by Design [OL2/COMM 6405]
Global Marketing Strategy [GM2/COMM 6305]
Research Methods in Management [RM2/COMM 6915]
Information Systems Strategy [MS2/COMM 4186]
Advanced Corporate Finance [FN2/COMM 4216]
Internal Auditing & Controls [MU1/COMM 4126]
134 / CGA SYLLABUS
Prerequisites None
Calendar Description This introductory course gives students knowledge and skills to be more
efficient in today’s increasingly complex and diverse workplace
environment. Through a study of individual, group, and organizational
behaviour, students develop an appreciation of the human factors and
work place realities in modern organizations. This includes emotions,
motivation, attitudes, decisions, team dynamics, organizational culture
and behaviour. The course incorporates group discussions, video cases,
special projects and assigned readings to enhance learning of
organizational behaviour theory and its applications.
Study Materials OR2 is delivered online. Additional study materials include:

Steven L. McShane, Canadian Organizational Behaviour, Sixth Edition
(Toronto: McGraw-Hill Ryerson, 2006)
OR2 Cases, McGraw-Hill, 2005

1.1 Field of organizational behaviour
1.2 Five anchors of organizational behaviour
1.3 Knowledge management
2. TEAM DYNAMICS AND CREATING HIGH PERFORMANCE

2.1 Nature of teams and team effectiveness
2.2 Team development
2.3 Self-directed work teams
2.4 Virtual teams and team building
3. ORGANIZATIONAL CULTURE, STRUCTURE, AND DESIGN

3.1 Elements of organizational culture
3.2 Organizational culture and performance
3.3 Organizational structure
3.4 Contingencies of organizational design
4. DIVERSITY AND LEARNING IN ORGANIZATIONS

4.1 MARS model
4.2 Learning in organizations
4.3 Perceptual process
4.4 Personality in organizations
4.5 Values and ethics in the workplace
5. MOTIVATION
5.1 Content theories of motivation
5.3 Rewards and motivation
5.4 Job design
5.5 Self-leadership
Organizational Behaviour and Processes / 135
6. EMOTIONS, ETHICS, AND COMMUNICATION

6.1 Emotions and job satisfaction
6.2 Organizational commitment and psychological contract
6.3 Communication and communication channels
6.4 Communicating in organizations
7. STRESS AND CAREER DEVELOPMENT

7.1 Causes of stress
7.2 Managing work-related stress
7.3 Organizational socialization process
7.4 Organizational careers and career development
8. LEADERSHIP
8.1 Leadership perspectives and the competency framework
8.2 Behavioural and contingency perspectives
8.3 Transformational leadership and gender issues
9. CREATIVITY AND DECISION MAKING

9.1 General model of decision making
9.2 Employee involvement
9.3 Creative process model
9.4 Team decision making

10.1 A model of power
10.2 Contingencies and consequences
10.3 Influence tactics and organizational politics
10.4 Conflict process and management
10.5 Negotiations and dispute resolution
11. ORGANIZATIONAL DEVELOPMENT AND CHANGE

11.1 Lewin’s force field analysis model
11.2 Approaches to organizational change
136 / CGA SYLLABUS
Marketing Management and Planning [MM2/COMM 5305]
Prerequisites None
Calendar Description MM2 is designed to give students an awareness and knowledge of the
marketing function. Marketing is concerned with understanding the
consumer and relating this understanding to the formulation of
marketing strategies and practices. Students will cover the following
major areas of study: the marketing concept, consumer behaviour,
market segmentation, market forecasting, marketing research, and
marketing strategy formulation. The concepts of marketing
management are applied to problems and practices of the consumer,
industrial, and international markets.
Study Materials MM2 is delivered online. Additional materials include:
Perreault, McCarthy, Meredith, and Ricker, Basic Marketing: A

Global-Managerial Approach, Twelfth Canadian Edition (Toronto:
Ivey, MM2 Cases, McGraw-Hill, 2009
1. BASIC CONCEPTS OF MARKETING

1.1 Marketing — What is it?
1.2 Customer value and firm decisions
1.3 Ethics
1.4 Strategic planning and marketing strategy
1.6 Planning with ethics
2. THE MARKETING ENVIRONMENT

2.1 Marketing environment
2.2 Competitor analysis
2.3 STEEPL (Social, Technological, Environmental, Economic, Political, Legal) environment
assessment
2.4 Ethics in marketing
2.5 Opportunities in the business environment
3. MARKET SEGMENTATION AND POSITIONING

3.2 What is a company’s market?
3.3 Segmentation
3.4 Identifying markets
3.5 Canadian consumer demographics
3.6 Income and life cycles
3.7 Ethnic dimensions
Marketing Management and Planning / 137
4. BUYER BEHAVIOUR
4.1 Buyer-behaviour model
4.2 Psychological influences
4.3 Social influences
4.4 Situational factors
4.5 Problem solving
4.6 Benefits
4.7 Business buyers
4.8 The government market
5. MARKET RESEARCH
5.1 Why MIS?
5.2 Five-step approach to marketing research
5.3 How much research is enough?
6. PRODUCT PLANNING
6.1 Product defined
6.2 Goods and services — How they differ
6.3 Different product classes
6.4 Branding a product
6.5 Packaging — Another strategic consideration
6.6 Warranty — Yet another strategic consideration
6.7 Product life cycle
6.8 Product adoption rates
6.9 New-product development
7. PRICING
7.1 Pricing objectives follow product strategy
7.2 Price policy
7.3 Price variations
7.4 Value and lawful pricing
7.5 Price setting
7.6 Break-even analysis
7.7 Demand-oriented pricing
8. DISTRIBUTION
8.1 Place decisions in the overall marketing strategy
8.2 Distribution objectives
8.3 Logistics
8.4 The nature of retailing
8.5 The evolution of retailing
8.6 Wholesaling and beyond
9. COMMUNICATION AND PERSONAL SELLING

9.1 Elements of promotion
9.2 The importance of clear communication
9.3 Promotion planning
9.4 The role of personal selling
9.5 Organizing the sales force
9.6 Prospecting and presenting
9.7 The impact of social networking on marketing
138 / CGA SYLLABUS
10. ADVERTISING, PUBLICITY, AND SALES PROMOTION

10.1 Mass selling in Canada
10.2 Two basic types of advertising
10.3 Which medium is best?
10.4 The roles of advertising agencies
10.5 Measuring effectiveness and the cost-per-thousand costing model
10.6 Legal issues
10.7 Publicity and sales promotion
11. STRATEGIC MARKET PLANNING

11.1 Marketing planning
11.2 Market forecasting
11.3 The marketing plan
11.4 Marketing plan implementation and control
11.6 Methods of marketing control
Operations Management / 139
Prerequisites None
Calendar Description This introductory course focuses on the strategic importance of

activities collectively known as “operations” and the methods used to
perform such activities. OM2 introduces the concepts and practices of
operations management to non-specialists. Students will develop the
professional competence and skills to understand the role of operations
management (OM); understand the relation between OM and other
functions within an organization; analyze OM decision issues in the
context of overall organizational objectives; and understand the scope
and challenges faced in production systems.
The course gives students a solid grasp of essential tools and techniques
of operations management, while emphasizing a whole-system
approach, an essential principle in operations management.
Study Materials OM2 is delivered online. Additional study materials include:

Stevenson and Hojati, Operations Management, Third Canadian
Edition (Toronto, Ontario: McGraw-Hill Ryerson, 2007)
OM2 Casebook, McGraw-Hill, 2007
1. INTRODUCTION TO OPERATIONS MANAGEMENT

1.1 Production and operations management
1.2 Competitiveness, strategy, and productivity
1.3 Time-based strategies
2. FORECASTING
2.1 Forecasting methods
2.2 Elements of a good forecast
2.3 Forecasting and computers
3. PRODUCT AND SERVICE DESIGN

3.1 Competitiveness
3.2 Legal, ethical, and environmental issues
3.3 Key design considerations
3.4 Designing for services versus products
4. STRATEGIC CAPACITY PLANNING

4.1 The importance of capacity planning
4.2 Determinants of effective capacity
4.3 Process selection
4.4 Layout decisions
5. WORK SYSTEMS DESIGN

5.1 Job design
5.2 Methods analysis and improvement
5.3 The learning effect
140 / CGA SYLLABUS
6. LOCATION PLANNING AND ANALYSIS

6.1 The need for location decisions
6.2 Factors affecting location choice
6.3 Making location decisions
7. QUALITY CONTROL
7.1 The meaning of quality
7.2 Quality management tools
7.3 Quality control
8. INVENTORY MANAGEMENT
8.1 Inventory control
8.2 Just-in-time
8.3 Lean operations
9. SCHEDULING
9.1 Operating environments
9.2 Approaches to scheduling
9.3 Improving schedules
10. SUPPLY MANAGEMENT

10.1 The need for supply management
10.2 Managing the supply chain: strategic issues
10.3 The role of purchasing
Strategy Formulation and Implementation / 141
Strategy Formulation and Implementation [SP2/COMM 6005]
Prerequisites Marketing Management and Planning [MM2/COMM 5305]

Calendar Description This strategy course introduces students to the process of strategic
management in organizations from the perspective of top management
who are concerned with the overall long-term effectiveness of the
organization. The course presents the concepts as a framework within
which management takes an integrative approach to the various
functional disciplines of accounting, finance, human resource
management, marketing, and operations, in diagnosing and solving
critical problems in complex situations. Although SP2 emphasizes the
senior management perspective, the course is equally relevant to
functional specialists who are increasingly expected to demonstrate an
understanding of the entire organization, and how their function
contributes to the realization of the organization’s mission and
objectives.
Study Materials SP2 is delivered online. Additional study materials include:
Arthur A. Thompson, Jr., A.J. Strickland III, and John E. Gamble,

Crafting and Executing Strategy: The Quest for Competitive
Advantage, Fifteenth Edition (New York: McGraw-Hill Irwin, 2007)
1. CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGY

1.1 Strategic management: An overview
1.2 Case analysis in strategy
2. MANAGERIAL PROCESS OF CRAFTING AND EXECUTING STRATEGY

2.1 Developing strategic vision and establishing objectives
2.2 Crafting strategy
2.3 Factors that shape strategy
3. EXTERNAL AND INTERNAL ANALYSIS

3.1 Static perspective: Describing an industry and its competitive forces
3.2 Dynamic perspective: Identifying change in an industry
3.3 Sector dynamics: Mapping and profiling competitors
3.4 Identifying an industry’s key success factors and attractiveness
3.5 Performing a SWOT analysis
3.6 Identifying a firm’s competitiveness and strategic fit
4. COMPETITIVE STRATEGIES
4.1 Implications of competition on business strategy
4.2 Strategies for low-cost leadership
4.3 Differentiation as a component of business strategies
4.4 Best-cost provider strategies
4.5 The development of focused or market niche strategies
4.6 Business expansion strategies
142 / CGA SYLLABUS
5. COMPETING IN FOREIGN MARKETS

5.1 Fundamental principles of international trade
5.2 Why companies expand into foreign markets
5.3 Strategies for entry into foreign markets
5.4 The pervasive and delicate nature of strategic alliances
6. SUPPLEMENTING THE CHOSEN COMPETITIVE STRATEGY

6.1 Collaborative strategies
6.2 Merger and acquisition (M&A) strategies
6.3 Integration strategies
6.4 Outsourcing strategies
6.5 Offensive and defensive strategies
6.6 Internet technology strategies
6.7 Functional strategies
7. TAILORING STRATEGY
7.1 An overview
7.2 Constraints of strategy selection: Performance, resources, and risk
7.3 Summary of situational strategies
8. STRATEGIC DIVERSIFICATION
8.1 Diversification and shareholder value
8.2 Strategies for entering new businesses
8.3 Identifying corporate strategy and evaluating industry attractiveness
8.4 Evaluating competitive strength, strategic fit, and resource fit
8.5 Resource allocation and crafting a corporate strategy
9. RESOURCE BUILDING FOR STRATEGY EXECUTION

9.1 The strategy execution process
9.2 Staffing the organization
9.3 Building core competencies and capabilities
9.4 Matching strategy with structure
10. MANAGING THE INTERNAL OPERATIONS

10.1 Resource allocation and strategy-supportive policies
10.2 Continuous improvement
10.3 Support systems and strategy-supportive rewards
11. CORPORATE CULTURE AND LEADERSHIP

11.1 Building a compatible corporate culture
12. ETHICS AND SOCIAL RESPONSIBILITY

12.1 Where do ethical standards come from?
12.2 Do company strategies need to be ethical?
12.3 Why should company strategies be ethical?
12.4 Strategy and social responsibility
Leading by Design / 143
Leading by Design [OL2/COMM 6405]
Prerequisites Organizational Behaviour and Processes [OR2/COMM 5405]
Calendar Description Organizational design focuses on the macro level issues of

organizational environment, strategy, and design. In this course,
students will develop an understanding of different organizational
designs; that is, the formal arrangements that are intended to shape how
work is to be done. The course analyzes the strengths and weaknesses
of different organizational designs, illustrating the importance of
choosing an appropriate design for a specific strategy. The international
business context is emphasized along with the challenges that senior
managers face in creating and modifying an international strategy.
This course defines which organizational designs are usually

appropriate for specific contingent situations. Students develop
professional competencies and skills to deal with today’s increasingly
complex workplace environment by understanding the latest theories
and concepts of organizational design. Students also learn to determine
the substance of an organizational design problem and suggest potential
solutions, and how to formulate recommendations based on an
organizational analysis and professional, ethical judgment.
Study Materials OL2 is delivered online. Additional study materials include:
Daft, Organization Theory and Design, Ninth Edition (Mason, Ohio:

Thomson South-Western, 2007)
Ivey, OL2 Selected Readings and Cases, CGA-Canada, 2007
1. GETTING FROM STRATEGY TO ORGANIZATIONAL EFFECTIVENESS

1.1 Definition of organizational design
1.2 Early history of organizational theory
1.3 Organizational designs are instruments for implementing a strategy
1.4 There is no one best way of organizing
1.5 Choosing the right design matters
2. STRUCTURAL FORMS AND VARIANTS

2.1 The functional design
2.2 The M-Form design
2.3 Basic features of the M-Form design
2.4 Hybrid and matrix designs
2.5 The search for improvement
3. INTERORGANIZATIONAL RELATIONSHIPS
3.1 From adversarial relationships to partnerships
3.2 Perspectives on interorganizational relationships
3.3 The network design
3.4 Advantages and disadvantages
3.5 Leadership and management in the network organization
3.6 The virtual organization
3.7 The importance of technology
3.8 The impact of technology
144 / CGA SYLLABUS
4. DESIGN IMPLICATIONS OF THE EXTERNAL ENVIRONMENT

4.1 The impact of uncertainty on departmental organization
4.2 Mechanistic and organic designs
4.3 Information technology and departmental design
4.4 Managing differences between departments
4.5 Resource dependence
5. GLOBALIZATION AND THE INTERNATIONAL ENVIRONMENT

5.1 Entering the global arena
5.2 Designing structure to fit global strategy
5.3 Global capabilities, coordination, and control mechanisms
5.4 Global organizational designs
6. MANUFACTURING AND SERVICE TECHNOLOGIES

6.1 The manufacturing firm
6.2 Service firms and other organizations
6.3 The importance of PSFs
6.4 The characteristics of PSFs
6.5 The managerial professional business
6.6 Technology, workflow, and job design
7. DECISION MAKING, INFORMATION TECHNOLOGY, AND CONTROL

MECHANISMS
7.1 Decision-making process
7.2 Individual decision making
7.3 Organizational decision making
7.4 Contingency decision-making framework and special decision circumstances
7.5 Information technology and control
8. LIFE CYCLE, INNOVATION, AND CHANGE

8.1 Organizational life cycle
8.2 Organizational design and culture
8.3 Organizational decline and downsizing
8.4 Change at the organizational level
8.5 Managing radical change — overview
8.6 Preparing disengagement from the status quo
8.7 Mobilizing energies and capabilities
8.8 Monitoring and institutionalizing success
9. CULTURE, ETHICS, AND HUMAN RESOURCE MANAGEMENT

9.1 Organizational culture
9.2 Organizational design and culture
9.3 Ethical values in organizations
9.4 The influence of leadership on culture and ethics
9.5 Corporate culture and ethics in a global environment
9.6 Course summary
Global Marketing Strategy / 145
Global Marketing Strategy [GM2/COMM 6305]
Prerequisites Marketing Management and Planning [MM2/COMM 5305]
Calendar Description This is an elective course focusing on marketing strategy in the global
environment and how companies compete and grow in that
environment. GM2 covers strategy analysis and alternatives as well as
issues in global marketing. Marketing strategy parallels business
strategy in certain aspects, therefore, concepts such as competitive
advantage and strategic positioning are also discussed. A global
perspective involves the complexities that come with crossing oceans,
borders, and cultures.
In this course, students develop professional competence and skills by

considering the situation of a company relative to its environment;
understanding the complexity imposed by global markets; using
advanced marketing planning to develop alternative solutions, with
supporting analysis; and planning, organizing, and controlling global
marketing operations.
Study Materials GM2 is delivered online. Additional study materials include:
Aaker, Strategic Market Management, Eighth Edition (Hoboken: John

Wiley & Sons, 2008)
Kotabe and Helsen, Global Marketing Management, Fourth Edition

(Hoboken: John Wiley & Sons, 2008)
1. STRATEGIC MARKET MANAGEMENT

1.1 What is a business strategy?
1.2 What is strategic market management?
1.3 The growing role of marketing in business strategy
1.4 External and customer analysis
1.5 Customer segmentation
1.6 Customer motivation
2. STRATEGIC ANALYSIS — COMPETITORS, THE MARKET, AND THE

ENVIRONMENT
2.1 Identifying competitors — Customer-based versus strategic groups
2.2 Anticipating future competitors and assessing current competitors
2.3 Market analysis
2.4 Environmental analysis
2.5 Using scenarios to deal with uncertainty
146 / CGA SYLLABUS
3. GLOBAL MARKETING ENVIRONMENT AND COUNTRY ANALYSIS

3.1 Global economies, competitiveness, and cooperation
3.2 Foreign investment, technology, and competition
3.3 Regional economic arrangements and multinational corporations
3.4 The US dollar, international monetary system, and exchange rates
3.5 Balance of payments, turmoil, and monetary zones
3.6 Global cultural environment
3.7 Culture, marketing, organizations, and customers
3.8 Political environment
4. INTERNAL ANALYSIS AND SUSTAINABLE COMPETITIVE ADVANTAGE

4.1 Financial performance — Sales and profitability
4.2 Performance measurement — Beyond profitability
4.3 Assessing internal capabilities to prioritize external opportunities
4.4 From analysis to strategy
4.5 Sustainable competitive advantage
4.6 The role of synergy
4.7 Strategic commitment, opportunism and adaptability
4.8 Strategic intent
5. BASES FOR STRATEGIES AND GROWTH

5.1 Value propositions
5.2 Quality and value
5.3 Brand equity
5.4 Brand identity
5.5 Energizing the business
5.6 Leveraging the business
5.7 New markets
6. GROWTH THROUGH NEW BUSINESS – MANAGING THE PORTFOLIO

6.1 The new business
6.2 The new business category
6.3 From innovation to invoice (ideas to market)
6.4 The business portfolio
6.5 Divestment or liquidation
6.6 Milking, prioritizing, trimming
7. GLOBAL MARKETING RESEARCH AND STRATEGY

7.1 Data gathering — primary and secondary
7.2 Market size and market information
7.3 Managing global marketing research
7.4 Implementing global segmentation
7.5 International segmentation approaches and scenarios
7.6 Country segmentation bases and positioning
7.7 Information technology and global marketing strategies
7.8 Global strategy
7.9 Strategies, benefits, and regionalization
Global Marketing Strategy / 147
8. ENTRY, SUPPLY CHAIN, AND PRODUCT DEVELOPMENT STRATEGIES

8.1 From domestic marketing to global marketing
8.2 Foreign market selection
8.3 Modes of entry, timing, and exiting markets
8.4 Global sourcing strategies
8.5 Global product policy — Product adaptation
8.6 Global product strategy — Diffusion of innovations
9. PRODUCT, PRICING, AND PROMOTION

9.1 Global branding
9.2 Multinational product management
9.3 Marketing services globally
9.4 Foreign market pricing
9.5 Pricing under uncertain contexts
9.6 Pricing under specific international contexts
9.7 Cultural aspects of global advertising and promotion
9.8 Budgeting, creation, and media for global advertising
9.9 The international advertising context
9.10 Salesforce strategies in various cultural contexts
9.11 Training and supporting expatriates
10. LOGISTICS, DISTRIBUTION, AND EXPORT MANAGEMENT

10.1 Global logistics versus distribution
10.2 Free trade and Maquiladora
10.3 Global retailing
10.4 Exporting
10.5 Details and government assistance in exporting
10.6 Imports and grey markets
11. PLANNING, CONTROL, AND THE INTERNET

11.1 Global planning and design
11.2 Global brand management
11.3 Internet usage and structural barriers to e-commerce
11.4 Internet consumers
11.5 Internet ramifications for global marketing strategies
148 / CGA SYLLABUS
Research Methods in Management [RM2/COMM 6915]
Prerequisites None
Calendar Description This course is designed to help management professionals enhance

their skills in interpreting data. Students of RM2 will propose strong
research with the aim of receiving funding; design strong research;
conduct valid research; analyse research findings in optimal ways; and
communicate research clearly. Particular emphasis is placed on the
preparation of effective business research proposals, scale construction
and survey methods, successful data analysis and presentation, and the
potential uses of advanced multivariate statistical techniques.
Study Materials RM2 is delivered online. Additional study materials include:
Donald Cooper and Pamela Schindler, Business Research Methods,

Tenth Edition (Toronto: McGraw-Hill Irwin, 2008)
SPSS II Student Version (included with textbook)
1. INTRODUCTION TO RESEARCH
1.1 Why study research
1.2 The researcher’s job
1.3 Actions that guarantee good research
1.4 Problems with using research in business (the bad news)
1.5 The scientific method
1.6 Arriving at ideas: Induction and deduction
1.7 The role of concepts and constructs in theory
1.8 Types of variables encountered in research
1.9 Developing research hypotheses
1.10 Theories and models
2. RESEARCH PLAN AND PROCESS

2.1 An overview of the research process
2.2 From management dilemma to management question
2.3 From research question to research design
2.4 Design aspects and types of evaluation
2.5 Framing the research proposal
2.6 The purpose of the research proposal
2.7 Types of research proposals
2.8 Research proposal — Background
2.9 Research proposal — Design
2.10 Research proposal — Supplements
2.11 Evaluating research proposals
3. DESIGNING RESEARCH
3.1 Ethical obligations
3.2 Ethical rights of the sponsor and researcher
3.3 Types of exploratory studies
3.4 Descriptive and causal studies
3.5 Employing controls
3.6 Introduction to sampling procedures
3.7 Random samples
3.8 Complex probability samples
Research Methods in Management / 149
3.9 Non-probability samples

3.10 Comparison of sample selection techniques
4. MEASUREMENT
4.1 Introduction to measurement
4.2 Types of data and scales of measurement
4.3 Poor measurement and sources of error
4.4 Good measurement and sources of strength
4.5 Reliability of measurement
4.6 Practicality of measurement
4.7 Introduction to measurement scales
4.8 Rating scales
4.9 Ranking scales
4.10 Scale construction
5. SURVEY METHODS
5.1 The communication approach
5.2 Introduction to the personal interview
5.3 Improving the personal interview
5.4 Problems with the personal interview
5.5 The telephone interview
5.6 The self-administered survey
5.7 Instrument construction — Phase 1
6. SECONDARY DATA AND OBSERVATIONAL DATA

6.1 Exploring secondary data sources
6.2 Evaluating information obtained from secondary data sources
6.3 Searching bibliographic databases and the Internet
6.4 Internal data warehouses
6.5 The process of data mining
6.6 Introduction to observational techniques of data gathering
6.7 The relationship between observer and participant
6.8 Types of observational studies
6.9 Hidden or unobtrusive observational measurements
6.10 The difference between qualitative and quantitative research
6.11 Interviews
6.12 Combining methodologies
150 / CGA SYLLABUS
7. EXPERIMENTAL DESIGNS
7.1 What is an experiment?
7.2 Advantages and disadvantages of experimental designs
7.3 Steps in conducting an experiment
7.4 Threats to the validity of an experiment
7.5 Characteristics of experimental designs
7.6 Pre-experimental designs
7.7 True experimental designs
7.8 Complex features of experimental design
7.9 Quasi-experimental designs
7.10 An overview of experimental designs
8. DATA PRESENTATION
8.1 Data editing
8.2 Data coding
8.3 Open-ended questions
8.4 Data entry
8.5 Frequency distributions and distribution shape
8.6 Mean, standard deviation, skewness, and kurtosis of a distribution
8.7 Pie charts, bar charts, histograms, and pareto diagrams
8.8 Boxplots
8.9 Cross-tabulations
9. HYPOTHESIS TESTING
9.1 Practical significance, statistical significance, and sampling
9.2 Null and alternative hypotheses for one- and two-tailed tests
9.3 Type I (alpha) and Type II (beta) error and power
9.4 Rejecting or not rejecting (accepting) the null hypothesis
9.5 Steps in the conduct of statistical tests
9.6 The influence of scale of measurement on choice of statistical test
9.7 Statistical tests for scores in a single group
9.8 Statistical tests for two independent (unrelated) samples
9.9 Statistical tests for two dependent (related or repeated) samples
9.10 Statistical tests for two or more unrelated (independent) samples
9.11 Statistical tests for two or more repeated (dependent) samples
10. RELATIONSHIPS
10.1 An introduction to measures of relationship
10.2 Plotting and interpreting scatterplots
10.3 The Pearson correlation (r) for interval and ratio data
10.4 The Spearman correlation (rho) for ranked or ordinal data
10.5 The coefficients that accompany a crosstabulation
10.6 Linear regression and the formula for the best-fit line
10.7 Assumptions of a linear regression and diagnostics to evaluate their status
10.8 Evaluating the results of a linear regression
10.9 SPSS and linear regression (optional)
10.10 Relationship does not guarantee causation
Research Methods in Management / 151
11. MULTIVARIATE STATISTICS

11.1 Multiple regression
11.2 Discriminant function analysis
11.3 Multivariate analysis of variance
11.4 LISREL — Structural equation modeling
11.5 Conjoint analysis
11.6 Factor analysis
11.7 Cluster analysis
11.8 Multidimensional scaling
12. COURSE SUMMARY

152 / CGA SYLLABUS
Prerequisites None
Calendar Description This course offers valuable insight into the cultural, social, political,
and ethical influences on commercial practices and value-exchange
from classical times to the present. The aim of the course is to build
essential critical thinking skills and a historical perspective on
commercial exchange and economic thought.
Study Materials HC1 is delivered online. Additional study materials include:
HC1 Readings Book, First Edition, CGA-Canada, 2009
1. EARLY CULTURES AND THEIR ETHICS OF EXCHANGE

1.1 A land transaction in biblical times
1.2. Economics and entrepreneurs in Wisdom literature
1.3 Early laws and attitudes about the use of money and interest
1.4 Origins of taxation and coinage
1.5 The New Testament on wealth and the perversions of money
1.6 Women’s work and household economics
2. WEALTH, INTEREST, AND SOCIAL EQUITY IN

MEDIEVAL COMMERCE
2.1 Reflections and projections in time
2.2 Thomas Aquinas
2.3 Changing attitudes toward interest and usury
2.4 Utopias and dystopias
2.5 Meanwhile, in Cathay …
2.6 Pre-industrial women’s work
3. FROM SERVICE AND SHARING TO CASH AND SELF-INTEREST

3.1 Montaigne judges a fatal impact
3.2 Francis Bacon on the price of money
3.3 Merchant-venturing and marriage-venturing
3.4 Human issues around a loan contract
3.5 The measure and restraint of self-interest
4. PROPERTY, BANKING, COINAGE, AND TRADE

4.1 John Locke and the theory of labour as value
4.2 Goldsmiths and the origins of modern banking
4.3 The rise of national banking
4.4 Coinage and re-coinage
4.5 The image of trading
5. SPECULATION, GOLD, AND HUMAN VALUES

5.1 Investment fever
5.2 John Law on currency and credit
5.3 Economic colonialism and the Irish
5.4 Isaac Newton and the philosopher’s stone
5.5 Two entrepreneurial women
Humanist Issues in Commercial Practice / 153
6. INDUSTRIAL REVOLUTION AND INVISIBLE HANDS

6.1 David Hume and economic refinement
6.2 Adam Smith and the moral sentiments of economics
6.3 The problem of poverty
6.4 Meanwhile, in North America …
6.5 Wollstonecraft and the rights of woman
7. ECONOMIC THEORIES: HUMAN REALITIES

7.1 The Haves and the Have-Nots
7.2 Popular and polemical economics
7.3 Rethinking laissez faire
7.4 At home and at work with the labouring classes
7.5 Women and children as labour in the factories
8. ONE COUNTRY — TWO NATIONS

8.1 Debtors’ prisons and railway mania
8.2 Industrial and utilitarian dystopias
8.3 An age of “isms” and manifest change
8.4 Karl Marx and the humanist tradition
8.5 John Ruskin and the human spirit
9. OWNERSHIP, CONSUMPTION, AND INEQUALITIES

IN THE GILDED AGE
9.1 The ethics of land ownership
9.2 Conspicuous consumption and pecuniary emulation
9.3 A captain of industry and a major of charity
9.4 The spirit of accumulation in the gilded age
9.5 The New Woman and male corporatism
10. GLOBAL ISSUES FOR HUMANITY

10.1 Paying for war and depression
10.2 Statism, bureaucracies, and liberalism
10.3 Inhumane and humane strategies for war and peace
10.4 Checks and balances in Nature’s household
10.5 What’s past is prologue: A review
154 / CGA SYLLABUS
Information Systems Strategy [MS2/COMM 4186]
Calendar Description MS2 is an advanced course in analysis, design, and implementation of

computer-based information systems that is presented from a strategic
management perspective. It is intended for students looking to enhance
skills in the role of IS/IT in strategic planning, competitive advantage,
and business transformation; identifying systems requirements; the
systems development life cycle and systems analysis; systems and
process design; systems implementation, testing and support; Internet
technologies, extranet and intranet; e-commerce and EDI; managing
telecommunications and networks; IT operational and security issues;
and the human side of IS change management.

Laudon, Laudon, and Brabston, Management Information Systems:
Managing the Digital Firm, Fourth Canadian Edition (Toronto: Prentice
Hall, 2008)
Ivey and Pearson, MS2 Cases, 2009
1. STRATEGIC IMPORTANCE OF IS
1.1 IS as an integral part of strategic planning
1.2 IS for competitive advantage
1.3 IS to achieve business transformation
1.4 IS and globalization
1.5 Managing IS human resources
1.6 IS’s rapid pace of change
2. INFORMATION TECHNOLOGY GOVERNANCE — ORGANIZATION AND

PLANNING FOR IS
2.1 IT governance
2.2 Short- and long-range technology planning
2.3 Data and information management issues
2.4 IS economics
2.5 Developing an IS strategic plan
3. SYSTEMS DEVELOPMENT OVERVIEW AND ISSUES

3.1 Systems development
3.2 Systems development methods and techniques
3.3 Make or buy decisions
3.4 Acquisition of software and hardware
3.5 Vendor selection and contractual issues
3.6 Project management
3.7 Feasibility and cost-benefit analyses
4. SYSTEMS AND ANALYSIS DESIGN

4.1 Analysis and design overview
4.2 Systems analysis — requirements gathering
4.3 Process modeling
4.4 Data modeling
4.5 Logic modeling
4.6 Use case analysis
4.7 Systems design
4.8 Systems analysis and design in smaller organizations
4.9 Ethical issues in systems development
5. SYSTEMS IMPLEMENTATION, TESTING, AND SUPPORT

5.1 Systems installation and conversion
5.2 Testing in systems implementation
5.3 Quality assurance in system development
5.4 Systems maintenance
5.5 System enhancement and reengineering
5.6 Legacy systems issues
5.7 Measuring system benefits
6. NETWORKS OF NETWORKS: INTERNET, EXRANET,

INTRANET, AND WEB 2.0
6.1 The Internet as a business tool
6.2 Use of the Internet to streamline operations
6.3 Technologies to support groups and group work
6.4 Intranet and extranet
6.5 Strategic uses of Internet technologies
6.6 Web 2.0
7. ELECTRONIC COMMERCE AND EDI

7.1 E-business, e-commerce, and e-service
7.2 E-business opportunities and challenges
7.3 Planning e-commerce operations
7.4 Funding issues
7.5 Security, privacy, taxation, and jurisdictional issues
7.6 Electronic data interchange and XML
7.7 Web-based reporting and XBRL
8. MANAGING TELECOMMUNICATIONS AND NETWORKS

8.1 Overview of telecommunications
8.2 Strategic uses of telecommunications
8.3 Network basics
8.4 Trends in network management
8.5 Network security issues
8.6 Planning and managing wireless networks
8.7 Remote computing management issues
9. IS OPERATIONAL AND SECURITY ISSUES

9.1 Outsourcing and outsourcing models
9.2 IS security: Threats and vulnerability
9.3 Dealing with security threats
9.4 Role of auditing in IS security
9.5 Ethical issues
156 / CGA SYLLABUS
10. HUMAN SIDE OF IS MANAGEMENT

10.1 Managing internal and external resources
10.2 Change management
10.3 End-user computing and training issues
10.4 Managing expectations
10.5 Social responsibility
Advanced Corporate Finance [FN2/COMM 4216]
Prerequisites Corporate Finance Fundamentals [FN1]
Calendar Description This advanced finance course provides an in-depth study of issues and
tools that financial managers use in making decisions. Students learn to
examine issues and make sound corporate financing decisions. Topics
include capital budgeting under uncertainty; long-term sources of funds;
capital structure; dividend policy; special financing and investment
decisions; futures, forwards, options, and swaps; treasury risk
management; financial planning; and long-term planning and strategic
issues in finance.
Advanced Corporate Finance [FN2]: Readings Book, Second Edition,

CGA-Canada, 2007

FOUNDATION REVIEW
FR.1 Time value of money (with calculator)
FR.2 Term structure of interest rates
FR.3 Valuation of bonds, preferred shares, and common shares
FR.4 Weighted average cost of capital
FR.5 Statistical concepts
FR.6 Cash management concepts
FR.7 Financial analysis
1. BASIC CONCEPTS
1.1 Consumption, investment, and financial markets
1.2 Including real assets as investment choices —
The investment schedule
1.3 Independence of the investment and consumption decision
1.4 Market efficiency
1.5 Agency issues and ethical considerations
1.6 Relationship between net present value and required return
1.7 Estimating cash flows for capital budgeting purposes
1.8 Net present value technique
1.9 Estimating cash flows for economically dependent projects
1.10 Dealing with inflation in capital budgeting
1.11 Alternative valuation techniques used in capital budgeting
2. CAPITAL BUDGETING UNDER UNCERTAINTY

2.1 Estimating portfolio return and risk
2.2 Efficient portfolios and the capital market line
2.3 Measuring the risk and return of a single security
2.4 Capital budgeting and systematic risk
2.5 Capital budgeting and total risk
2.6 Capital rationing
2.7 Annual capital budgeting process
158 / CGA SYLLABUS
3. LONG-TERM SOURCES OF FUNDS

3.1 Bank financing
3.2 Bonds
3.3 Bond refinancing
3.4 Preferred shares
3.5 Preferred share refinancing
3.6 Common shares
3.7 Issuing securities
3.8 Rights offerings
4.1 Debt financing, business risk, and financial risk
4.2 Capital structure theory under perfect capital markets
4.3 Capital structure theory with corporate taxes
4.4 Capital structure theory with personal taxes
4.5 Capital structure theory and bankruptcy costs
4.6 Other influences on capital structure
4.7 Selecting capital structure in practice
5. DIVIDEND POLICY
5.1 Dividend payment procedures
5.2 Dividend irrelevance theory
5.3 Dividend relevance theories
5.4 Alternate dividend policies observed in practice
5.5 Factors affecting observed dividend policies
5.6 Stock dividends, stock splits and dividend policy
5.7 Share repurchases and dividend policy
6. SPECIAL FINANCING AND INVESTMENT DECISIONS

6.1 The adjusted present value method
6.2 The weighted average cost of capital method
6.3 The equity residual method
6.4 Comparison of APV, WACC, and ERM methods
6.5 Types of leases
6.6 Analysis of the lease versus buy decision
6.7 Mergers and acquisitions
6.8 Leveraged buyouts
7. TREASURY RISK MANAGEMENT

7.1 Interest rate risk
7.2 Foreign exchange risk
7.3 Commodity price risk
7.4 Measurement of interest rate risk using duration
7.5 Measurement of interest rate risk using gap analysis
7.6 Other methods of risk measurement
7.7 Basic risk management
7.8 International trade financing
7.9 Approaches to risk management
8. FUTURES AND FORWARDS

8.1 Futures and forwards
8.2 Special features of futures markets
8.3 Basic pricing concepts of futures and forwards
8.4 Pricing interest rate futures
8.5 Pricing stock index futures
8.6 Pricing currency futures
8.7 General model of hedging with futures and forwards
8.8 Hedging interest rate risk
8.9 Hedging with forward contracts
9. OPTIONS AND SWAPS

9.1 Options and options markets
9.2 Basic option trading strategies
9.3 Differences between options and futures/forwards
9.4 Basic valuation concepts of financial options
9.5 The Black-Scholes option pricing model
9.6 Hedging with options
9.7 Currency swaps
9.8 Interest rate swaps
9.9 Hedging with swaps
9.10 Costs of hedging

10.1 The financial planning process
10.2 Short-term financial planning
10.3 The short-term and long-term financing decision
10.4 Role of forecasting
10.5 Role of pro forma financial statements
10.9 Analysis of financial ratios
10.10 Long-term financial planning model
10.11 Strategic decisions and ethical considerations
160 / CGA SYLLABUS
Internal Auditing & Controls [MU1/COMM 4126]
Calendar Description This course covers the objectives, concepts, principles, and techniques of
internal auditing. Students who take MU1 will be well prepared to play a
lead role on the internal auditing team of a private or public organization.
Topics covered in the course include the role of the internal auditor; types
of audits; enterprise risk management; planning the internal audit; the
examination phase of internal auditing; reporting audit observations and
monitoring; the impact of information technology on internal auditing;
internal audit of purchasing, human resources management, marketing,
and financial management; and internal auditing in the public sector and
non-profit organizations. Computer software is used to illustrate concepts
and offer practical, hands-on experience.
Study Materials MU1 is delivered online. Additional study materials include:
MU1 Selected Readings, CGA-Canada, 2009

Audit Command Language (ACL) for Windows v8.2 CGA

1. INTRODUCTION TO INTERNAL AUDITING

1.1 Definition of internal auditing
1.2 Scope of internal auditing
1.3 Functions of management
1.4 Enterprise risk
1.5 Role of the internal auditor
1.6 Types of internal audit assignments
1.7 Performance measurement
1.8 The ethical climate
1.9 Ethical considerations
1.10 Introduction to case analysis
2. INTERNAL AUDITING STANDARDS

2.1 Overview of internal auditing standards
2.2 Purpose, authority, and responsibility
2.3 Independence and objectivity
2.4 Proficiency and due professional care
2.5 The outsourcing alternative
2.6 Managing the internal audit department
Internal Auditing & Controls / 161
3. RISK MANAGEMENT, CONTROL FRAMEWORKS,

CONTROL SELF-ASSESSMENT, AND GOVERNANCE
3.1 Risk management
3.2 Role of the internal auditor
3.3 Risk assessment process
3.4 Control frameworks
3.5 Auditing using control frameworks
3.6 Control self-assessment
3.7 Governance
3.8 Role of the audit committee
3.9 Recent developments in corporate governance
4. PLANNING THE INTERNAL AUDIT

4.1 The internal audit process
4.2 The internal audit planning process
4.3 Long-term planning — Overview
4.4 Long-term planning ⎯ Risk assessment matrix
4.5 Long-term planning — Case study
4.6 Short-term audit planning
4.7 Engagement planning
4.8 Engagement planning ⎯ Case study
5. EXAMINATION PHASE OF THE INTERNAL AUDIT

5.1 Overview of the examination phase
5.2 Planning the audit programs
5.3 Testing and evidence
5.4 Developing audit criteria and preparing
an audit program ⎯ Case study
5.5 Computer-assisted audit techniques
5.6 Generalized audit software and ACL computer illustrations
5.7 Evaluating audit results
5.8 Completing and reviewing audit files
5.9 Fraud and investigations
5.10 Conducting a fraud investigation
5.11 Fraud in a technological environment
6. AUDIT COMMUNICATIONS
6.1 Interviewing skills
6.2 Purpose and functions of internal audit reporting
6.3 Internal audit reporting standards
6.4 Contents of the internal audit report
6.5 Presentation of the internal audit report
6.6 Monitoring recommendations
6.7 Internal audit reporting ⎯ Case study
7. IMPACT OF IT ON INTERNAL AUDITING

7.1 How IT affects the internal audit process
7.2 IT auditing
7.3 Risk in an IT environment
7.4 Control frameworks
7.5 General controls
7.6 Application controls
7.7 Application controls — Processing cycle
7.8 Communication network controls
7.9 Control for end-user computing
7.10 Emerging technologies and the auditor
7.11 Impact of e-commerce
162 / CGA SYLLABUS
8. MARKETING, PURCHASING, AND PRODUCTION

8.1 Marketing
8.2 Marketing audit — Case study
8.3 Purchasing
8.4 Purchasing audit ⎯ Case study
8.5 Production
8.6 Production audit ⎯ Case study
9. HUMAN RESOURCES, TREASURY, AND STRATEGIC PLANNING

9.1 Human resources management
9.2 Human resources planning audit ⎯ Case study
9.3 Treasury
9.4 Treasury audit ⎯ Case study
9.5 Auditing the financial reporting process
9.6 Strategic planning
9.7 Strategic planning auditing — Case study
10. MANAGEMENT AUDITING IN THE PUBLIC SECTOR

AND THE PRIVATE, NOT-FOR-PROFIT SECTOR
10.1 Roles, activities, and risks in the public sector
10.2 Governance in the public sector
10.3 Legislative auditing — Role of the Auditor General
10.4 Internal auditing in the public sector
10.5 Comprehensive auditing and performance auditing
10.6 Roles, activities, risks, and governance in the not-for-profit sector
10.7 Internal audit considerations for NFPs
CGA Course Authors / 163
CGA COURSE AUTHORS/CONTENT EXPERTS 2009-2010
Level Course Author/Content Expert

1 Financial Accounting Fundamentals Tilly Jensen
Athabasca University
Micro & Macro Economics Rick Hird
University of Ontario Institute of Technology
Paul M. Hurley
Durham College
Business Law Henri Pallard
Barbara Cox
Consultant
Computer Tutorials John W. Yu
Consultant
2 Financial Accounting: Assets George Fisher
Douglas College
Business Quantitative Analysis Rick Hird
University of Ontario Institute of Technology
Management Accounting G. Richard Chesley
Fundamentals St. Mary’s University
Tilly Jensen
Athabasca University
Paul Jeyakumar
Assignments
Shirley Mauger
Assignments
Business Communication Catherine Nelson-McDermott
University of British Columbia
3 Financial Accounting: Liabilities & Joan Conrod
Equities Dalhousie University
Corporate Finance Fundamentals George Fisher
Douglas College
W. Sean Cleary
Saint Mary’s University
Managing Information Systems John W. Yu
Systems Consultant
Jamison Aldcorn
Seneca College
4 Advanced Management Accounting Hilary Becker
Concordia University
164 / CGA SYLLABUS
Level Course Author/Content Expert

External Auditing Chuck Campbell
Stephen Spector
Shirley Lamarre
Consultants
Accounting Theory & Contemporary William Scott
Issues University of Waterloo
Personal & Corporate Taxation Lisa Feil
Consultant
Shirley Lamarre
Consultant
Financial Accounting: Consolidations Margaret Forbes
& Advanced Issues University of Saskatchewan
George Fisher
Douglas College
Consultant
PACE Advanced Corporate Finance Charles Mossman
University of Manitoba
Advanced External Auditing Malcolm Tidmarsh and Keith Margetts
Greg Caers
Ryerson University
Consultant
Internal Auditing & Controls Chuck Campbell
Consultant
Advanced Personal & Corporate Johanne Leduc
Taxation Francine St-Onge
Public Practitioners
Information Systems Strategy Deborah R. Compeau
University of Western Ontario
V. Joseph Compeau
Public Sector Financial Management Ellen Schraa
York University
Lynda Gagné
University of Victoria
Issues in Professional Practice Stella Penner
Consultant
Ruth Ann Strickland
Assignments
Strategic Financial Management Deborah Mortimer
Wendy Ross
Assignments
SAIT Course Authors / 165
SAIT COURSE AUTHORS 2009-2010

Course Author(s)
Business Process Integration Terry Pegler
Seneca College
Database Management for Financial Managers Rose Minton
Tracey Anderson
SAIT Polytechnic
E-Business Roger Duckworth
Consultant
Internet Applications Rose Minton
SAIT Polytechnic
Marketing Fundamentals Mridula (Merge) Gupta-Sunderji
SAIT Polytechnic
Brian Broadway
Seneca College
Network Management for Financial Managers Brian Friedrich
Consultant
Laura Friedrich
Consultant
Organizational Behaviour Fundamentals Mridula (Merge) Gupta-Sunderji
Consultant
Jane Deighan
Consultant
Project Management for Financial Managers Terry Pegler
Seneca College
166 / CGA SYLLABUS
LAURENTIAN UNIVERSITY AUTHORS 2009-2010
Course Author(s)
Organizational Behaviour Lucien Cortis
Maurice Grzeda
Rana Haq
Rolland LeBrasseur
Marketing Management Ron Mulholland
Barry Cotton
Jean-Charles Cachon
Brian Vendramin
Consultant
Operations Management Carlos Landolt
Ozhand Ganjavi
Strategic Management & Policy John Dodge
Strategy Formulation and Implementation John Dodge
Jean-Charles Cachon
Maurice Grzeda
Lucien Cortis
Sylvie Albert
Humanist Issues in Commercial Practice Jim Black
University of Calgary
Leading by Design Maurice Grzeda
Rolland LeBrasseur
Global Marketing Strategy Barry Cotton
Brian Vendramin
Jean-Charles Cachon
Rolland LeBrasseur
Research Methods in Management Cynthia Whissell
Information Systems Strategy Deborah R. Compeau
V. Joseph Compeau
Consultant
Advanced Corporate Finance Charles Mossman
Internal Auditing & Controls Chuck Campbell
Timothy J. Higgins
Consultants
CGA Contact Information / 167
CGA CONTACT INFORMATION
NATIONAL OFFICE
CGA-Canada
100 – 4200 North Fraser Way
Burnaby, British Columbia
Canada V5J 5K7
Phone: (604) 669-3555
Fax: (604) 689-5845
E-mail: public@cga-canada.org
www.cga.org/canada.
For information on CGA provincial/regional/territorial offices, please refer to the drop-down list on the
website at www.cga.org/canada.

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What is the mission of CGA-Canada?

What is the mission of CGA-Canada?

What are some of the roles and responsibilities of CGA-Canada?

What are some of the roles and responsibilities of CGA-Canada?

2009-2010 Syllabus

All rights reserved. These materials

ISBN for an individual volume:

The Certified General Accountants Association of Canada — CGA-Canada — sets standards,

Structure and roles

Nationally and internationally, CGA-Canada contributes to accounting standard-setting by

As a self-regulating organization, CGA-Canada also sets high standards of professionalism

Education and professional development

For more information

GUIDE TO THE SYLLABUS......................................................................................................... vii

The CGA program of professional studies

Internet course delivery

Standards of written communication

EDUCATION Professional Curriculum

The PACE examinations comprise major subject examinations and two

MAJOR SUBJECT EXAMINATIONS

EXPERIENCE To qualify for certification as a CGA, all candidates must satisfactorily

PROFESSIONAL APPLICATIONS AND COMPETENCE EVALUATIONS (PACE)

Bachelor’s degree to be completed.

LEVEL 3 Financial Accounting: Liabilities & FA3

LEVEL 2 Financial Accounting: Assets FA2

LEVEL 1 Financial Accounting Fundamentals FA1

Professional Applications and Competence Evaluations (PACE) level

Corporate and small-medium enterprise (SME)

Government and not-for-profit

Optional study references

For Foundation Studies (Level 1 to 3) courses

For Advanced Studies (Level 4) courses

Students will not be required to provide in-depth analysis or evaluation.

For Professional (PACE) courses

Examinations and passing standards

Practical experience/portfolio assessment

The degree requirement

National degree opportunities

Laurentian University’s online Master of Business Administration is provided through a partnership

For further details on the SAIT degree, please visit www.cga-saitdegree.ca.

Course descriptions and outlines

Financial Accounting Fundamentals [FA1]

CERTIFIED GENERAL ACCOUNTANTS ASSOCIATION OF CANADA

FINANCIAL ACCOUNTING COURSES

Financial Accounting Fundamentals [FA1]

Calendar Description This introductory course in financial accounting gives students an

Study Materials FA1 is delivered online. Additional study materials include:

Larson and Jensen, Fundamental Accounting Principles, Twelfth

Ethics Readings Handbook [ERH], Third Edition, CGA-Canada, 2009

Model Financial Statements, Sixteenth Edition, CGA-Canada, 2009

3. ADJUSTING THE ACCOUNTS, PREPARING THE STATEMENTS,

4. ACCOUNTING FOR MERCHANDISING ACTIVITIES

5. INVENTORIES — ADDITIONAL CONSIDERATIONS

6. INTERNAL CONTROL AND ACCOUNTING FOR CASH,

7. CAPITAL ASSETS: PROPERTY, PLANT AND EQUIPMENT,

9. ACCOUNTING FOR PARTNERSHIPS AND CORPORATIONS

10. CASH FLOW STATEMENT

Financial Accounting: Assets [FA2]

Prerequisites Financial Accounting Fundamentals [FA1]