- Department of Management and Economics
The course is oriented to project management approach. During the course are solved cases that respond to practical situations. The cases are stressed on cost-returns calculations, on the solving interactions among costs, capacity of resources and the price. And also on the calculation typical kinds of variations and their explanation and the selection of the appropriate managerial decision. The students are concerning on the right way of operational budget creation and assessment. The link on the internal company accounting is shown and explain. The computerized models are used by explanation.
- Syllabus of lectures:
1. Objectives, structure and tasks of the course. The role of technician-manager. Managerial calculations and their importance. Links to other courses. Why calculations should support decision making. Basic elements of the company management system and their mutual relationship. The importance of costs in management calculations. Managerial significant breakdown of costs. Alternative approaches to the application of the break-even point calculations.
2. Corporate budgets and plans. Purpose, structure and process of creation and evaluation.
3. Managerial work with budgets. Variants of corporate budgets. Their creation and evaluation.
4. Managerial meaning of calculation. Suitable alternatives of the calculation formula and work with the calculation formula. Basic calculation methods and procedures and their application.
5. Variants of the hourly cost tariff method and their application.
6. Analysis of budgetary deviations, dynamic and recalculated budgets.
7. Investment decision-making and its methods.
8. Variants of investment financing and their cost implications.
9. Three-balance system, its content and its use for managerial management.
10. Annual plan - its content, use and creation process.
11. Measurement of company performance. Indicative indicators and their informative ability.
12. Integration links in business management system, links between information systems.
13. Conclusion, recapitulation of the main message of the course, summary of basic knowledge and discussion on the content and benefits of the course.
- Syllabus of tutorials:
Note: On each seminar are running presentations of the students assignments.
1.Explanation to the goals of the seminars. Program and rules. Creation of the student?s teams. Starting suggestion of the model enterprise parameters for each team.
2.Break even point analysis, alternatives of application. Solving cases.
3. Case studies - illustration of the relationship between cost, capacity and price.
4. Operating budget: creating an operating budget based on the interaction of activities and their capacity, allocation of resources and cost calculations of individual items.
5. Cost calculation - application of vertical variant hourly cost tariff method in combination with variable cost calculation for allocation of costs to the products.
6. Analysis of budget deviations and their managerial interpretation.
7. Quantification of cash-flow generated by an investment project.
8. Application of static and dynamic methods for investment evaluation, evaluation of various forms of investment financing.
9. Creation of annual business plan - 1st part.
10. Creation of annual business plan - 2nd part.
11. Presentation of semester works - 1st part.
12. Presentation of semester works - 2nd part.
13.Conclusions, evaluation. Crediting.
- Study Objective:
To basic goal of this course is in introducing the key managerial counting needed in technical applications. That means the calculations required during the new product development or innovation and those required for new or innovative processes or activities in industrial, namely in manufacturing enterprises. The objective lies in presentation in which way these calculations are done, what are their key principles and which are basic techniques. The emphasis is also on the presentation and explanation gained results and their application by typical managerial decisions.
- Study materials:
The primary materials are documents shared at moodle-vyuka.cvut.cz. Then:
(1) Zralý, M. + Žilka, M.: Outlines, solved cases in electronic form.
(2)Zralý, M.: Manažerské účetnictví - Sbírka úloh, Vyd. ČVUT
(3)Zralý, M.: Ekonomika podniku, study text.pdf, rev. 2014
(3)Zralý, M.: Podklady pro přednášky a cvičení, v el. formě, internet
(4)Zralý, M. a kol.: Management a ekonomika podniku ? Souhrnná úloha, Vyd. ČVUT v Praze, 2010
(5) Cokins, G.: Activity-Based Cost Management, John Wiley and Sons
(6)Král, B. a kol: Manažerské účetnictví, Management Press, 2006 nebo později
(7) Král, B., Zralý, M.: Vybrané relevantní příspěvky z posledního období uvedené na společném disku - budou příp. doplněny.
(8)Zralý M.: Řízení nákladů - Sbírka úloh, skripta ČVUT3/ Atrill, P.: Financial Management for non-specialists, Prentice Hall, London1997.
4/ Cokins, G.: Activity-Based Cost Management: An Executive Guide, ISBN: 0-471-44328-X, John Wiley & Sons
5/ Cokins, G.: Performance management: Finding the Missing Pieces (To close the gap), John Willey & Sons, Inc.
6/ Davila, T., Epstein, K.J., Shelton, R.: Making Innovation Work, How to Manage It, Measure It and Profit from It, Pearson Education Inc., Wharton School Publishing
7/ Zralý, M.: Hour Overhead Tariffs Method - Effective Tool for Time Oriented Activity Based Management, In: Proceedings of EIASM ?8th Manufacturing Accounting Research Conference- Cost and Performance Management in Services and Operation?, ISBN 978-88-8443-182-0, University of Trento, Trento, 2007
8/ Zralý, M.: Integration Concept of Management Control and its Contribution to Performance Management, In: Proceedings of EIASM ?4th Conference on Performance Measurement and Management Control?, ISBN 978-88-8444-183-0, Nice, France, 2007
Other recommended reading: see syllabus to single topics + notes during the lectures.
- Further information:
- No time-table has been prepared for this course
- The course is a part of the following study plans: