Controlling

Garant předmětu:

Lecturer:

Tutor:

Supervisor:

Institute of Economic Studies

Synopsis:

Controlling methods are presented from the initial detection of deviations to advanced models of managerial decision support in strategic horizons in the context and against the background of the management of basic business processes with an emphasis on the processes determining the effect of added value in the company's activities. The tasks of controlling are systematically explained according to the time perspective in the scope of corporate strategies and operational management, including the role of the controller in the individual phases of management from analysis to reporting. The content of the course is also focused on the presentation of methods and management tools that can be used to manage individual components (entities) in mutual interaction, especially in the area of ​cost management. Examples of models and case studies and tasks are used to present the key principles of controlling in the company.

Requirements:

Credit: Regular attendance at exercises is required and attendance at lectures is clearly recommended (in accordance with the rules of the Czech Technical University in Prague). Students gradually present selected topics in teams during the entire course, following the content of the lectures, which they will process as a seminar paper. The condition for obtaining credit is the inclusion of comments from the discussion on the presentation of seminar topics in the Seminar work and its defense. The final test is valued at 50 points, the credit is awarded after meeting the condition of defending the seminar work and obtaining 25 points. The exam is combined, the number of points obtained from a successful final test are included in the overall assessment.

Syllabus of lectures:

1. Controlling as an approach to business management, Interpretation of the term Controlling, Development of controlling, basic tasks and areas of modern controlling, concept of controlling, mission of the controller... Controlling as an approach to management

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

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

4. Investment and controlling, pre-investment phase, Investment controlling, investment evaluation methods, financing, technology, monitoring, evaluation of deviations and post-audit

5. Innovation controlling, Innovation financing controlling, Innovation risk management, Choice of strategic partnerships, Risks of internal interfaces

6. Operative financial controlling - Information sources and methods, Managerial accounting, Controlling and cash flow management, Meaning and method of FCF, Cost management methods and procedures.

7. Cost controlling, cost management, Calculation and controlling, complete and incomplete cost calculations, allowance for reimbursement, Controlling and cost decision-making, cost and profit modeling, break-even point (BEP). Application of a multi-level payment allowance.

8. Calculation methods. Surcharge calculation. Hourly cost rate method (M-HNS) and its alternatives Limit (target) costing method (Target Costing), process costing, ABC method, cost driver/

9. Management management tools. Activity Based Management: ABC/M - Management with an emphasis on activities versus Process Management. Project management and its tools. Value Chain

10. Controlling in the process of planning and management of the company, tools, organization and tasks of the controller, Planning system. Integration of material and financial plan. Time integration in the planning system, reporting

11 Quality controlling - TQM/EFQM evaluation - BSC evaluation - QMS evaluation - Controlling costs for quality assurance

12. Marketing controlling, strategic controlling, life cycle management, image and brand interface, price strategies, operative marketing controlling, segmentation, product lines

13/Business controlling and its tools, Business plans, Business controlling,

Syllabus of tutorials:

Sem-1: Introduction to seminars. Rules and recommendations for work on seminars. Introductory test. Teams formation. M-enterprise proposal. Its competitive advantage. Controlling line application.

Sem-2: Case-1 presentation. Case-2: Introduction to the objectives of the case.

Sem-3: Case-2 presentation-part 1. Discussion on ability of the M-enterprise to be suitable for illustrate required features of the Management Control (MC).

Sem-4: Case-2 presentation-part 2. Case-3: Introduction to the objectives of the case. Test-1.

Sem-5: Case-3 presentation. Case-4: Introduction to the objectives of the case.

Sem-6: Case-4 presentation-part 1. Test-2.

Sem-7: Case-4 presentation-part 2. Case-5: Introduction to the objectives of the case.

Sem-8: Case-5 presentation. Case-6: Introduction to the objectives of the case.

Sem-9: Case-6 presentation-part 1. Test-3.

Sem-10: Case-6 presentation-part 2.

Sem-11: Final test.

Sem-12: Final test - assessment. Remaining presentations.

Sem-13: Final course assessment. Crediting.

Study Objective:

The goal of the course is to actively present controlling management as a modern, comprehensive approach to business management (organizations, institutions), including support for effective management of internal processes. Understand, adopt and master the use of controlling procedures in business management processes in areas that are decisive for the success of business strategies and in operational management. Emphasis is placed 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. Show all controlling procedures and approaches in the context of linking managerial decision-making in the integrated form of the company's management system

Study materials:

Basic Bibliography:

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

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.

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.

other source

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.

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

Reading ke cvičením v samostatném kanálu předmětu MUVS na Teams ČVUT

Note:

Further information:

No time-table has been prepared for this course

The course is a part of the following study plans:

• N-PRI-prez.forma od 16/17 (compulsory course)
• N-PRI-prez.forma od 17/18 (compulsory course)
• N-PRI-CP prezenční navazující studium od 18/19 (compulsory course)
• N-PRI-CP prezenční navazující studium od 19/20 Project management (compulsory course)
• N-PRI-CP prezenční navazující studium od 19/20 Financial Management (compulsory course)
• N-PRI-CP prezenční navazující studium od 19/20 Process Management (compulsory course)
• N-PRI-CP prezenční navazující studium od 19/20 Regional Studies (compulsory course)
• N-PRI-CP prezenční navazující studium od 19/20 Logistics (compulsory course)
• N-PRI-CP prezenční navazující studium od 20/21 Financial Management (compulsory course)
• N-PRI-CP prezenční navazující studium od 20/21 Process Management (compulsory course)
• N-PRI-CP prezenční navazující studium od 20/21 Project Management (compulsory course)
• N-PRI-CP prezenční navazující studium od 20/21 Regional Studies (compulsory course)
• N-PRI-CP prezenční navazující studium od 21/22 Financial Management (compulsory course)
• N-PRI-CP prezenční navazující studium od 21/22 Regional Studies (compulsory course)
• N-PRI-CP prezenční navazující studium od 21/22 Process Management (compulsory course)
• N-PRI-CP prezenční navazující studium od 21/22 Project Management (compulsory course)
• Process Management, prezenční - 22/23 (compulsory course)
• Financial management, AR 22/23, prezenční forma (compulsory course)
• Regional Studies, prezenční forma, AR 22/23 (compulsory course)
• Project management, prezenční forma, AR 2022/2023 (compulsory course)