Controlling

Course guarantor:

Arnošt Klesla

Lecturer:

Arnošt Klesla

Tutor:

Arnošt Klesla

Supervisor:

Institute of Economic Studies

Synopsis:

Controlling is a method of effective management oriented towards the future, with a preference for an ex-ante approach. Controlling management is focused on results according to the requirements for managing a company by value. VBM, active controlling is a prerequisite for a strategic approach to planning and maintaining the financial health of the company, while meeting the requirements of investors for a return on invested capital. Operational controlling is a prerequisite for liquidity and ensuring the solvency of the company

Requirements:

The final test is worth 50 points. If fewer than 25 points are achieved, the exam is combined, and the test is supplemented by an oral part of the exam. The evaluation of successful completion of the course is determined according to a scale of 26 - 50 points.

Syllabus of lectures:

1. Controlling as an approach to business management, basic tasks and areas of modern controlling, controlling concepts, controller's mission, IGC standards, ICV news

2. Controlling strategic and operational goals of the company, strategy and operational management of the company, tasks and tools of Controlling

3. Strategic financial controlling - Balance sheet controlling - Management of ownership indicators - Optimisation of debt - Investment decision-making - Controlling the value of the company

4. Operational financial controlling - The importance of FCF - Management of operational indicators - Management of external resources and debt relations Calculation and controlling -

5. Cost controlling, cost management, complete and incomplete cost calculations, contribution to payment,

6. Controlling and cost decision-making, modelling of costs and profits, break-even point (BEP). Application of multi-stage contribution to payment.

7. Investment and controlling, pre-investment phase, investment evaluation methods, financing, technology,

8. Investment controlling, monitoring, deviation evaluation and post-audit

9. Controlling in the process of planning and managing an investment project, tools, reporting, organisation and tasks of the controller

10. Controlling in planning and managing the process, process calculation, cost driver, benchmarking, and process optimisation

11. Innovation controlling - Managing strategic risks associated with innovations - Choosing strategic partnerships - Risks of internal interfaces - Controlling financing of innovations - Managing risks associated with innovations

12. Marketing controlling, strategic controlling, life cycle management, image and brand interface, pricing strategies, operational controlling of marketing, Business controlling and its tools, Business plans, Business controlling,

13. Modern methods of controlling, modelling ex-ante indicators in variants, a combination of statistical methods and financial analysis, use of AI for plan optimisation

Syllabus of tutorials:

Controlling methods to support the creation of an enterprise strategy update and evaluation, analysis methods, and examples of statistical methods for creating variant strategy models

2. Examples of quantification methods in balance sheet controlling, systems and modelling of summary financial health indicators based on ownership indicators versus capital market indicators for enterprise scoring and rating, assignment of a financial plan project for work teams

3. Principle of incomplete cost calculation, calculations of contribution to payment for one or more products, multi-stage contribution to payment, ABC calculation methods, cost decision-making methods, BEP and DuPont profit defragmentation for optimising the operational financial plan

4. Examples of calculating investment efficiency, Examples of structure and content of opportunity study and feasibility study - structure, method and significance of post-audit

5. Methods of testing the financial health of an enterprise, working with the application in the APREXIT methodology, specification of own projects in teams

6. Methods of management and evaluation of innovation processes - examples, applications of innovation process management - own example of an innovation process in the context of an innovation project, including conclusions, marketing, and controlling

7. Controlling support for the management of effective financial development of the company based on strengthening financial health and profitability, based on the implementation of an innovative project

Study Objective:

The aim of the course is to actively present controlling management as a contemporary, comprehensive approach to managing a company (organisation, institution), including supporting effective managerial mastery of internal processes. To understand, adopt and master the use of controlling procedures in company management processes in areas crucial to the success of corporate strategies and in operational management. The emphasis is on controlling support and an ex ante approach in managing processes in the area of innovation, project management and effective investment decision-making by top management. To show all controlling procedures and approaches in the context of connecting managerial decision-making in an integrated form of a company management system

Study materials:

BLAŽEK, Ladislav. Management: organizování, rozhodování, ovlivňování. 2., rozš. vyd. Praha: Grada, 2014. Expert (Grada). ISBN 978-80-247-4429-2

FOTR, Jiří a Ivan SOUČEK. Investiční rozhodování a řízení projektů: jak připravovat, financovat a hodnotit projekty, řídit jejich riziko a vytvářet portfolio projektů. Praha: Grada, 2011. Expert (Grada). ISBN 978-80-247-3293-0.

ESCHENBACH, Rolf. Controlling. 2. vyd. Praha: ASPI, 2004. ISBN 80-735-7035-1.

ESCHENBACH, Rolf a Helmut SILLER. Profesionální controlling: koncepce a nástroje. 2., přeprac. vyd. Praha: Wolters Kluwer Česká republika, 2012, xiv, 381 s. ISBN 978-80-7357-918-0.

HAVLÍČEK, Karel. Management & controlling malé a střední firmy. Praha: Vysoká škola finanční a správní, o.p.s., 2011. 220 s. ISBN 978-80-7408-056-2.

HORVÁTH & PARTNERS. Nová koncepce controllingu. Praha: Profess Consulting, 2004. ISBN 80-7259-002-2

KRÁL B., Manažerské účetnictví, 3. dopl.a aktual. vyd. Praha: Management Press, 2010. ISBN 978-80-7261-217-8

SCHOLLEOVÁ, Hana. Investiční controlling: Praha: Grada, 2009. Prosperita firmy. ISBN 978-80-247-2952-7.

HNILICA, J. - FOTR, J. Aplikovaná analýza rizika ve finančním managementu a investičním rozhodování. Praha: Grada, 2009. ISBN 978-80-247-2560-4

VEBER, J. a kol.: Management základy, moderní manažerské přístupy, výkonnost a prosperita. Praha: Management Press, 2009. 734 s. ISBN 978-80-7261-200-0.

Note:

Time-table for winter semester 2025/2026:

	06:00–08:0008:00–10:0010:00–12:0012:00–14:0014:00–16:0016:00–18:0018:00–20:0020:00–22:0022:00–24:00
Mon
Tue
Wed
Thu
Fri

Time-table for summer semester 2025/2026:

Time-table is not available yet

The course is a part of the following study plans: