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Principles of Accounts · JC 2

Active learning ideas

Accounting for Non-Current Assets

Relevant information for short-term decisions focuses on identifying which costs and revenues will change as a result of a specific choice. Students learn to ignore 'sunk costs' and focus on incremental and opportunity costs. This is a critical skill for business managers who must make decisions like whether to 'make or buy' a component, accept a 'special order' at a lower price, or drop an unprofitable product line.

MOE Syllabus OutcomesSEAB 9755/2.1SEAB 9755/2.2
20–45 minPairs → Whole Class3 activities

Activity 01

Role Play45 min · Small Groups

Role Play: The Make-or-Buy Negotiation

Students act as a production manager (who wants to make) and a purchasing manager (who wants to buy from an external supplier). They must present their relevant cost analysis to the 'CEO' to justify their position.

How does revaluation of assets affect the equity of a company?
ApplyAnalyzeEvaluateSocial AwarenessSelf-Awareness
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Activity 02

Inquiry Circle40 min · Small Groups

Inquiry Circle: The Special Order Dilemma

Groups are given a request for a one-time order at a price below the total cost but above the variable cost. They must identify the relevant costs and qualitative factors (like impact on existing customers) before making a recommendation.

What triggers an impairment loss?
AnalyzeEvaluateCreateSelf-ManagementSelf-Awareness
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Activity 03

Think-Pair-Share20 min · Pairs

Think-Pair-Share: Sunk Cost Fallacy

Students are given a scenario where $100,000 has already been spent on a failed project. They individually decide whether to spend another $20,000 to finish it, then pair up to discuss why the $100,000 should not influence their decision.

How do different depreciation methods impact reported profits over time?
UnderstandApplyAnalyzeSelf-AwarenessRelationship Skills
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A few notes on teaching this unit


Watch Out for These Misconceptions

  • All fixed costs are irrelevant.

    Only *unavoidable* fixed costs are irrelevant. If a fixed cost can be saved by dropping a product line (avoidable fixed cost), it becomes relevant to the decision. Peer-led 'cost sorting' exercises help students distinguish between avoidable and unavoidable costs.

  • A product line should always be dropped if it shows a net loss.

    If the product line still provides a positive contribution margin that covers some unavoidable fixed costs, dropping it might actually decrease the company's total profit. Using a 'before and after' profit table in groups helps students see the total impact on the business.


Methods used in this brief