Methods and Tools for Managerial Decisionmaking
- Miroslav Žilka (guarantor), Patrik Budský
- Miroslav Žilka (guarantor), Patrik Budský
- 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.The goals of the course. Its links to other courses. Why the calculations are needed for decision making. Key entities in Enterprise management system and their interactions. Cost control-basic principles and effective approach to Cost control.
2.Enterprise plans and budgets. Operational budget-the role, structure, creation and assessment.
3.Managerial approach to budgets ? what is important. How to work with the deviations.
4.Product costing. Why and how to do costing. The link to price. Costing structure. Costing methods and techniques.
5.Hour cost tariff method-the alternatives and their application conditions and managerial effects.
6.Technical principles of accounting in enterprise. Its position from the managerial point of view. What is essential for technicians. Financial and internal accounting + interactions. Flexibility in accounting system ? to responsibility and to product oriented accounting.
7.Management of the internal processes and its tools. The role of information systems.
8.Investment decision making and its methods. How can be influenced the decision according to the way of financing the investment project.
9.Target Costing (TC) and impact on technical work. Integrative face of TC.
10.Key managerial tools.
11.Management oriented to processes, to activities and to projects. How to fit them together. Value chain and its application.
12.Performance measurement. Key performance indicators (scales) and their link to products, processes and activities.
13.Summary. Discussion to key topics 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.Key costing calculations. Solving cases.
3.Operational budget (OP) 1: OP-Creation on the base of Activities interactions and specification of resources. Capacity calculation. Cost items counting scheme.
4.Operational budget (OP) 2: OP-Items analyses. Alternative solutions for each OP-item. Impacts on costs and capacity plan. AZSEMMM
5.Operational budget (OP) 3: OP-Variations analysis. Managerial interpretations.
6.Costing methods and techniques. Costing scheme. Hour Cost Tariff Method-1.
7.Hour Cost Tariff Method-2. Alternatives and their managerial application.
8.Other costing method and their application areas.
9.Three balance system and linked calculations. Accounting system alternatives.
10.Internal recording of non-financial measures and their managerial importance.
11.Target Costing Methodology + its links.
12.Investment projects calculations and ways of its financing. Managerial analysis.
- Study Objective:
To basic goal of this course is in introducing the key managerial counting needed in technical applivcations. 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:
1/ Cokins, G.: Activity-Based Cost Management: An Executive Guide, ISBN: 0-471-44328-X, John Wiley & Sons
2/ Cokins, G.: Performance management: Finding the Missing Pieces (To close the gap), John Willey & Sons, Inc.
3/ 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
4/ 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
5/ 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.
- Time-table for winter semester 2019/2020:
Mon Tue Fri ThuroomKN:B-234
Konzultační místnost U12138roomKN:B-234
Konzultační místnost U12138
- Time-table for summer semester 2019/2020:
- Time-table is not available yet
- The course is a part of the following study plans: