CTU FEE Moodle
Controlling
B232 - Summer 23/24
This is a grouped Moodle course. It consists of several separate courses that share learning materials, assignments, tests etc. Below you can see information about the individual courses that make up this Moodle course.
Controlling - BE1M16CTR
Main course
| Credits | 6 |
| Semesters | Winter |
| Completion | Assessment + Examination |
| Language of teaching | English |
| Extent of teaching | 2P+2S |
Annotation
The aim of the course is to present Management Control as a modern approach to Management of Enterprise, based on the Process and Activity Based Management which supports innovative changes by the application of Project Management principles. The focus is on the integrative potential of Management Control in the Management of Enterprise and on the key role played by Project Management. Special attention is paid to technical-financial integration and its impact. The emphasis is on Project Management of innovation processes, which guarantee the company not merely to survive, but also to achieve high performance. The computerized models are used for presentation key principles, procedures and also key links between the controlled entities and used managerial tools.
Study targets
The aim of the course is to present Management Control as a modern approach to Management of Enterprise, which supports innovative changes by the application of Project Management principles. The focus is on the integrative potential of Management Control in the Management of Enterprise and on the key role played by Project Management. Special attention is paid to technical-financial integration and its impact. The emphasis is on Project Management of innovation processes, which guarantee the company not merely to survive, but also to achieve high performance.
For presentation and explanation key principles are used solved cases and prepared excel's models that illustrate the key integration links and their serving by selected managerial tools. The course follows up to previous courses namely in the area of management, project management and financial management. This course is also the major prerequisite for following course on Project of Innovation of Enterprise Management Control System.
Students prove gained knowledges and ability to solve the problems on cases, which are linked with their model enterprise, suggested either from industrial or project or engineering or IT area. All cases are presented and discussed in interaction with other students and with the lector on the seminars to get feedback. The students work in 2-4 members teams.
Final solutions of cases in the form of the report (.docx), presentation (.pptx) and calculation modul (.xlsx) is basic condition to be credited. The way in which way (with which managerial tools and with using which KPI) the goals of each of the case is fulfilled is estimated also during the final classifying exam debate. The other part of final classifying debate is ability to prove the understanding of management control principles, methods and techniques. They are also written three partial tests and one final test to verify the ability to apply the basic principles and managerial tools, during the term. During the tests the work is strictly individual.
For presentation and explanation key principles are used solved cases and prepared excel's models that illustrate the key integration links and their serving by selected managerial tools. The course follows up to previous courses namely in the area of management, project management and financial management. This course is also the major prerequisite for following course on Project of Innovation of Enterprise Management Control System.
Students prove gained knowledges and ability to solve the problems on cases, which are linked with their model enterprise, suggested either from industrial or project or engineering or IT area. All cases are presented and discussed in interaction with other students and with the lector on the seminars to get feedback. The students work in 2-4 members teams.
Final solutions of cases in the form of the report (.docx), presentation (.pptx) and calculation modul (.xlsx) is basic condition to be credited. The way in which way (with which managerial tools and with using which KPI) the goals of each of the case is fulfilled is estimated also during the final classifying exam debate. The other part of final classifying debate is ability to prove the understanding of management control principles, methods and techniques. They are also written three partial tests and one final test to verify the ability to apply the basic principles and managerial tools, during the term. During the tests the work is strictly individual.
Course outlines
1. Course objectives and rules. Controlling (Management Control-MC) as the way to manage Enterprise. Convergent Controlling Concept - CCC. Controlling thinking. Role of integration in Management Control. Basic entities in Enterprise Control.
2. Cost Control as the part of Management Control - II. Key links inside the Cost Control. Models presentation.
3. Cost Control as the part of Management Control - I. Cost as the consequences of managerial decision making. Cost as the integration factor in MC. Models presentation.
4. Methods and techniques of Cost Control. Hour cost tariff method and its alternatives. Other costing methods. Costing structure. Cost consequences of different financing of investment. Cases and models presentation.
5. Integrative role of planning system 3th and 4th view of CCC. Integration in planning system. Models presentation.
6. Managerial tools-I (5th view of CCC) and the application with the emphasis on their integrative features. Financial calculations in MC. Risks and its inclusion in calculations. Models presentation.
7. Managerial tools-II and the application with the emphasis on their integrative features. Activity and Process control approach. Other managerial tools. Models presentation.
8. Managerial tools-III and the application with the emphasis on their integrative features. value chain. Target Costing. Other managerial tools. Models presentation.
9. Managerial tools-IV and the application with the emphasis on their integrative features. Balanced Scorecard. CRM. Other managerial tools. Models presentation.
10. Performance management due to MC thinking and applying. How to construct the measures (KPI).The role of standardization and formalization (6th view of CCC). Ways of the learning and learning up (7th view of CCC).
11. Integrative features of MC (4th view of CCC). Content and formal integration. Technical-financial integration. Other integrative levels. How to fix integrative links into MC. Quality information concepts (J. Vysusil, J. Martin).
12. Debate to key points of the course. Models presentation.
13. Summary. Recommendations. Conclusions.
2. Cost Control as the part of Management Control - II. Key links inside the Cost Control. Models presentation.
3. Cost Control as the part of Management Control - I. Cost as the consequences of managerial decision making. Cost as the integration factor in MC. Models presentation.
4. Methods and techniques of Cost Control. Hour cost tariff method and its alternatives. Other costing methods. Costing structure. Cost consequences of different financing of investment. Cases and models presentation.
5. Integrative role of planning system 3th and 4th view of CCC. Integration in planning system. Models presentation.
6. Managerial tools-I (5th view of CCC) and the application with the emphasis on their integrative features. Financial calculations in MC. Risks and its inclusion in calculations. Models presentation.
7. Managerial tools-II and the application with the emphasis on their integrative features. Activity and Process control approach. Other managerial tools. Models presentation.
8. Managerial tools-III and the application with the emphasis on their integrative features. value chain. Target Costing. Other managerial tools. Models presentation.
9. Managerial tools-IV and the application with the emphasis on their integrative features. Balanced Scorecard. CRM. Other managerial tools. Models presentation.
10. Performance management due to MC thinking and applying. How to construct the measures (KPI).The role of standardization and formalization (6th view of CCC). Ways of the learning and learning up (7th view of CCC).
11. Integrative features of MC (4th view of CCC). Content and formal integration. Technical-financial integration. Other integrative levels. How to fix integrative links into MC. Quality information concepts (J. Vysusil, J. Martin).
12. Debate to key points of the course. Models presentation.
13. Summary. Recommendations. Conclusions.
Exercises outlines
Exercise-1: Introducing Assignment-1: (a) Specification of the Model enterprise and its Process scheme + (b) Controlling line (spiral). Entrance (introducing) test of the knowledge.
Exercise-2: 1. Assignment-1: presentation by students. Its analysis with the emphasis on controlling features of the management control. Introducing Assignment-2: Allocation of the Resources to the Activities and Capacity Plan.
Exercise-3: Assignment-2: presentation by students. Its analysis with the emphasis on fulfilling all tasks of the Assignment.
Exercise-4: Assignment-2: presentation by students. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Introducing Assignment-3: Drafting of the Operational Budget in the sense of the ABM (on the level of the Activities). Test-1.
Exercise-5: Assignment-3: presentation by students. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Introducing Assignment-4: Drafting the Costing structure for products in Return-Cost form.
Exercise-6: Assignment-4: presentation by students - 1. part. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Test-2.
Exercise-7: Assignment-4: presentation by students - 2. part. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Introducing Assignment-5: Cost and financial evaluation of the investment development project.
Exercise-8: Assignment-5: presentation by students. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Introducing Assignment-6: Suggestion for the increasing of the Enterpise + Term project completion.
Exercise-9: Assignment-6: presentation by students - 1. part. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Test-3.
Exercise-10: Assignment-6: presentation by students - 2. part. Its analysis with the emphasis on fulfilling all tasks of the Assignment.
Exercise-11: Final test.
Exercise-12: Evaluation of the final test. Additional presentations.
Exercise-13: Evaluation of the course results. Crediting.
Exercise-2: 1. Assignment-1: presentation by students. Its analysis with the emphasis on controlling features of the management control. Introducing Assignment-2: Allocation of the Resources to the Activities and Capacity Plan.
Exercise-3: Assignment-2: presentation by students. Its analysis with the emphasis on fulfilling all tasks of the Assignment.
Exercise-4: Assignment-2: presentation by students. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Introducing Assignment-3: Drafting of the Operational Budget in the sense of the ABM (on the level of the Activities). Test-1.
Exercise-5: Assignment-3: presentation by students. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Introducing Assignment-4: Drafting the Costing structure for products in Return-Cost form.
Exercise-6: Assignment-4: presentation by students - 1. part. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Test-2.
Exercise-7: Assignment-4: presentation by students - 2. part. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Introducing Assignment-5: Cost and financial evaluation of the investment development project.
Exercise-8: Assignment-5: presentation by students. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Introducing Assignment-6: Suggestion for the increasing of the Enterpise + Term project completion.
Exercise-9: Assignment-6: presentation by students - 1. part. Its analysis with the emphasis on fulfilling all tasks of the Assignment. Test-3.
Exercise-10: Assignment-6: presentation by students - 2. part. Its analysis with the emphasis on fulfilling all tasks of the Assignment.
Exercise-11: Final test.
Exercise-12: Evaluation of the final test. Additional presentations.
Exercise-13: Evaluation of the course results. Crediting.
Literature
Basic Bibliography:
Zralý, M.: Pracovní podklady ke kurzu (prezentace, slajdy, řešené úlohy) v elektronické formě
Zralý, M.: CRPP_textový podklad.pdf
Zralý, M.: Vývoj pojetí controllingu, Controlling, 1/2003, str. 3-9, ISSN 1801-6251, vydává Společnost pro controlling a podnikové řízení
Zralý, M.: Manažerské využití hodinové nákladové sazby, Controlling, 2/2008, str. 5-14, ISSN 1801-6251, vydává Společnost pro controlling a podnikové řízení
Zralý M.: Řízení nákladů - Sbírka úloh, skripta ČVUT (částečně)
Other Recommended bibliography:
Baťa, T.: Úvahy a projevy, IŘ, 1993
Brealey, R.A., Myers, S.C.: Corporate Finance (česky: Teorie a praxe firemních financí), John Wiley & Sons, (česky: Computer Press, Praha)
Cokins, G.: Activity-Based Cost Management: An Executive Guide, ISBN: 0-471-44328-X, John Wiley & Sons, 2001
Cokins, G.: Performance management: Finding the Missing Pieces (To close the gap), John Willey & Sons, Inc., 2004
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
Drucker, P.F.: The Essential Drucker, Harper Collins Publishers Inc., N.Y., 2005
Eschenbach, R.: Controlling, Schäffer-Poeschel Verlag, Stuttgart, 1996, česky 2000
Horváth P.: Controlling, Vahlen München, 2002, ISBN 3-8006-2731-0
Kaplan, R.S., Norton D.P.: Alignment, Harvard Business School Press, Boston, 2006
Kaplan R.S., Anderson S.R.: Time Driven Activity-Based Costing, Harvard Business School Press, Boston, 2007
Král B. a kol.: Manažerské účetnictví, Management Press, Praha, poslední vydání
Zralý M., Profota L.: Jak jsou řízeny české firmy? Výsledky benchmarkingového projektu "Manažerská navigace", Controlling, 4/2003, pp. 3-7, SCPR
Zralý M. a kol: Controlling a manažerské účetnictví jako nástroj integrace v podnikovém řízení, závěrečná publikace shrnující výsledky stejnojmenného projektu, stran: 239, ISBN: 80-01-03362-7, Vydavatelství ČVUT v Praze, 2005
Other reference will be done on the lectures.
Zralý, M.: Pracovní podklady ke kurzu (prezentace, slajdy, řešené úlohy) v elektronické formě
Zralý, M.: CRPP_textový podklad.pdf
Zralý, M.: Vývoj pojetí controllingu, Controlling, 1/2003, str. 3-9, ISSN 1801-6251, vydává Společnost pro controlling a podnikové řízení
Zralý, M.: Manažerské využití hodinové nákladové sazby, Controlling, 2/2008, str. 5-14, ISSN 1801-6251, vydává Společnost pro controlling a podnikové řízení
Zralý M.: Řízení nákladů - Sbírka úloh, skripta ČVUT (částečně)
Other Recommended bibliography:
Baťa, T.: Úvahy a projevy, IŘ, 1993
Brealey, R.A., Myers, S.C.: Corporate Finance (česky: Teorie a praxe firemních financí), John Wiley & Sons, (česky: Computer Press, Praha)
Cokins, G.: Activity-Based Cost Management: An Executive Guide, ISBN: 0-471-44328-X, John Wiley & Sons, 2001
Cokins, G.: Performance management: Finding the Missing Pieces (To close the gap), John Willey & Sons, Inc., 2004
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
Drucker, P.F.: The Essential Drucker, Harper Collins Publishers Inc., N.Y., 2005
Eschenbach, R.: Controlling, Schäffer-Poeschel Verlag, Stuttgart, 1996, česky 2000
Horváth P.: Controlling, Vahlen München, 2002, ISBN 3-8006-2731-0
Kaplan, R.S., Norton D.P.: Alignment, Harvard Business School Press, Boston, 2006
Kaplan R.S., Anderson S.R.: Time Driven Activity-Based Costing, Harvard Business School Press, Boston, 2007
Král B. a kol.: Manažerské účetnictví, Management Press, Praha, poslední vydání
Zralý M., Profota L.: Jak jsou řízeny české firmy? Výsledky benchmarkingového projektu "Manažerská navigace", Controlling, 4/2003, pp. 3-7, SCPR
Zralý M. a kol: Controlling a manažerské účetnictví jako nástroj integrace v podnikovém řízení, závěrečná publikace shrnující výsledky stejnojmenného projektu, stran: 239, ISBN: 80-01-03362-7, Vydavatelství ČVUT v Praze, 2005
Other reference will be done on the lectures.
Requirements
Regularly attending on the seminars is required and the attendance on the lectures is strongly recommended. Point system during the term is applied to estimated and motivated students to the continuous work during the term. The points are granted according to activities during the seminars, to each presentation, to in time finished cases, to 3 partial tests in the term and to one final test and according to the quality of the semestrial work. To be credited requires to gain at least 50 points and create and defended semestrial work that is the set of solved cases. The concluding exam is in the form of debate, firstly on the way in which the goals of each of the case is fulfilled and secondly is about the student's ability to prove the understanding of management control principles, methods and techniques.
Controlling - AE1M16CTR
| Credits | 6 |
| Semesters | Winter |
| Completion | Assessment + Examination |
| Language of teaching | English |
| Extent of teaching | 2+2s |
Annotation
Course primary objective is in introducing the Management Control (Controlling) as the up-to-date approach to management of the organization (enterprise, institution). To explain its changing role in management on its development in past decades from functional form, over reporting period, to integral concept of the management control of the organization. Both points of view - the recent theoretical bibliography and context of advanced practice are considered. The course focuses on key linkages among functional areas, key processes and activities in management control system. The course deals with managerial methods and other managerial tools to be applied in management of single entities of management control system and in their interrelated actions.
Study targets
The key objective of the course is to present controlling (Management Control) as recent, very up-to-date, complex approach for management the enterprise (organization). It is based on respect to recent decisive managerial approaches as Process Control, Project Management, Activity Based Management, Cost Control, Value Based Management, Target Costing and others. The emphasis is on integration within the controlling system, including the integration among information systems, among managerial tools and among ex-post and ex-ante information. It respects recent top publications and papers. The cases are prepared and solved. The computer models are used for illustration the key principles and applications. The course further develop the knowledge and skills gained in previous courses namely from management and economic area. On the seminars the students are working in teams of 2-3 members. Tests are strictly individual.
Course outlines
1.Management of organization, approaches to management, the role of management control and management accounting. The basic entities in management of organization and their key linkages.
2.Convergent controlling concept (CCC). Basic controlling line (spiral).
3.Technical-financial integration. Integration between the financial and non-financial plan. Introduction to interactive models for presentation of key integrative linkages.
4.Process control. The role of activities in management of organization. Activity based management (ABM).
5.Cost control as integrated part of enterprise management control. Budgets, costing and other non-financial recordings and their linkages and interaction.
6.Managerial tools in controlling application. Hour cost tariff (HCT) method.
7.Managerial utilization of HCT method and its alternative.
8.Methodology of product sets (PS/AS). Target costing.
9.Integrative abilities of managerial tools I: HCT method, multilevel contribution margin, operating budgets.
10.Integrative abilities of managerial tools II: Balanced scorecard, Customer relationship management, etc.
11.Present role of time in management. The key time optimums. Performance management.
12.Cost analysis. Costs as consequences of particular decision-making.
13.How to tailor the structure of planning system with regard to recent management conditions. Role of ex-ante calculations and ex-post assessment. The development in role and competence of controller.
14.Course summary and stressing major course message.
2.Convergent controlling concept (CCC). Basic controlling line (spiral).
3.Technical-financial integration. Integration between the financial and non-financial plan. Introduction to interactive models for presentation of key integrative linkages.
4.Process control. The role of activities in management of organization. Activity based management (ABM).
5.Cost control as integrated part of enterprise management control. Budgets, costing and other non-financial recordings and their linkages and interaction.
6.Managerial tools in controlling application. Hour cost tariff (HCT) method.
7.Managerial utilization of HCT method and its alternative.
8.Methodology of product sets (PS/AS). Target costing.
9.Integrative abilities of managerial tools I: HCT method, multilevel contribution margin, operating budgets.
10.Integrative abilities of managerial tools II: Balanced scorecard, Customer relationship management, etc.
11.Present role of time in management. The key time optimums. Performance management.
12.Cost analysis. Costs as consequences of particular decision-making.
13.How to tailor the structure of planning system with regard to recent management conditions. Role of ex-ante calculations and ex-post assessment. The development in role and competence of controller.
14.Course summary and stressing major course message.
Exercises outlines
1.Introduction to rules for seminars. Introductory test of knowledge and skills from previous courses. Introduction to Assignment 1 - Controlling line.
2.Presentation of Assignment 1 by students. Introduction to Assignment 2 - Key technical-financial linkages (with the assistance of Model-NFP).
3.Presentation Assignment 2 by students. Debate focusing on key technical-financial linkages.
4.Analysis and discussion to Assignment 2. Simulations of how financial plan respond to changes of non-financial factors. Test 1. Introduction to Assignment 3 - Creation of operational budget with emphasis on activities.
5.Presentation of Assignment 3 by students - first part. Analysis and discussion to Assignment 3 with emphasis on controlling of activities and related costs control.
6.Presentation of Assignment 3 by students - second part, extended to creation and assessment of budgets interactions. Introduction to Assignment 4 - Product costing (HCT method and its vertical or controlling alternative application).
7.Presentation of Assignment 4 by students - first part. Analysis and discussion to HCT method application in control of products, processes, activities and centers.
8.Presentation of Assignment 4 by students - second part. Graphical presentation.
9.Test 2. Introduction to Assignment 5 - Cost control in pre-production, production and post-production phase of product life time cycle (with the assistance of Model-3P).
10.Presentation of Assignment 5 by students - first part. Analysis and discussion.
11.Presentation of Assignment 5 by students - second part. + simulation on model with aim to keep product cost target.
12.Simulation on model with aim to keep product cost target continuation. Test 3.
13.Presentation of complex solution of Assignment 2 and Assignment 5 with assistance of Model-NFP and Model-3P. Analysis and discussion to role of controlling factors.
14.Presentation of complex solution of Assignment 2 and Assignment 5 - second part. Conclusion.
2.Presentation of Assignment 1 by students. Introduction to Assignment 2 - Key technical-financial linkages (with the assistance of Model-NFP).
3.Presentation Assignment 2 by students. Debate focusing on key technical-financial linkages.
4.Analysis and discussion to Assignment 2. Simulations of how financial plan respond to changes of non-financial factors. Test 1. Introduction to Assignment 3 - Creation of operational budget with emphasis on activities.
5.Presentation of Assignment 3 by students - first part. Analysis and discussion to Assignment 3 with emphasis on controlling of activities and related costs control.
6.Presentation of Assignment 3 by students - second part, extended to creation and assessment of budgets interactions. Introduction to Assignment 4 - Product costing (HCT method and its vertical or controlling alternative application).
7.Presentation of Assignment 4 by students - first part. Analysis and discussion to HCT method application in control of products, processes, activities and centers.
8.Presentation of Assignment 4 by students - second part. Graphical presentation.
9.Test 2. Introduction to Assignment 5 - Cost control in pre-production, production and post-production phase of product life time cycle (with the assistance of Model-3P).
10.Presentation of Assignment 5 by students - first part. Analysis and discussion.
11.Presentation of Assignment 5 by students - second part. + simulation on model with aim to keep product cost target.
12.Simulation on model with aim to keep product cost target continuation. Test 3.
13.Presentation of complex solution of Assignment 2 and Assignment 5 with assistance of Model-NFP and Model-3P. Analysis and discussion to role of controlling factors.
14.Presentation of complex solution of Assignment 2 and Assignment 5 - second part. Conclusion.
Literature
1.Eschenbach, R.: Controlling, Codex Praha, 2000
2.Horváth, P.: Controlling, Vahlen, München, 2002
3.Kaplan, R.S., Norton D.P.: Alignment, Harvard Business School Press, Boston, 2006
2.Horváth, P.: Controlling, Vahlen, München, 2002
3.Kaplan, R.S., Norton D.P.: Alignment, Harvard Business School Press, Boston, 2006
Requirements
viz https://ekonom.feld.cvut.cz/web/index.php?option=com_content&task=section&id=7&Itemid=236