VSFS:N_Cn Controlling - Course Information

N_Cn Controlling

Extent and Intensity

2/1/0. 5 credit(s). Type of Completion: zk (examination).

Teacher(s)

Ing. Přemysl Písař, Ph.D., MBA (lecturer)
doc. Ing. Karel Havlíček, Ph.D., MBA (seminar tutor)
Ing. Miroslav Pavlák, Ph.D. (seminar tutor)

Guaranteed by

doc. Ing. Karel Havlíček, Ph.D., MBA
Department of Economics and Management – Departments – University of Finance and Administration
Contact Person: Bc. Kamila Procházková

Timetable of Seminar Groups

N_Cn/cEKFPH: each odd Wednesday 14:00–14:44 E125, each odd Wednesday 14:45–15:30 E125, P. Písař
N_Cn/cPPPH: each odd Wednesday 15:45–16:29 E223, each odd Wednesday 16:30–17:15 E223, P. Písař
N_Cn/pEKFPPPH: Wed 17:30–18:14 E230, Wed 18:15–19:00 E230, M. Pavlák
N_Cn/vEKKV: Sat 13. 2. 14:00–15:30 KV206, 15:45–17:15 KV206, Sat 13. 3. 14:00–15:30 KV206, 15:45–17:15 KV206, Sat 17. 4. 14:00–15:30 KV206, 15:45–17:15 KV206, M. Pavlák
N_Cn/vEKPH: Sat 6. 2. 9:45–11:15 S23, 11:30–13:00 S23, Sat 6. 3. 9:45–11:15 S24, 11:30–13:00 S24, Sat 10. 4. 9:45–11:15 S23, 11:30–13:00 S23, K. Havlíček
N_Cn/vFPPPH: Sat 20. 2. 9:45–11:15 S23, 11:30–13:00 S23, Fri 5. 3. 14:00–15:30 S23, 15:45–17:15 S23, Sat 20. 3. 9:45–11:15 S23, 11:30–13:00 S23, P. Písař

Prerequisites

This course has no mandatory prerequisites, however, students will not be able to do without a thorough knowledge of previous management courses, when they will learn in Controlling how to use them.

Course Enrolment Limitations

The course is offered to students of any study field.

Course objectives

Learning outcomes of the course unit the aim of the subject is to familiarize the students with the essence of controlling - with the key instrument of operational and strategic management of companies both in the time of growth and during the crisis. Students will learn about the role of business owners and managers, the creation of medium-term strategies, operational plans, the essence of controlling and corporate risk management activities. Controlling activities will build on strategic and operational goals in marketing, business, finance, innovation and personnel management. Particular attention will be paid to the precise definition of the interface between controlling strategic and operational, qualitative and quantitative performance measurement tools and management responsibilities associated with controlling activities.

Learning outcomes

The student should understand and be able to apply the following controlling disciplines after completing the course 1. Controlling and process model of company management - Process model of enterprise management - The role of controlling in business management - Controller's mission 2. Strategic and operational controlling - The role of strategic controlling in the ŘP - Strategic controlling methods and tools - The role of operational controlling in the - Operational controlling methods and tools 3. Strategic marketing controlling - Monitoring the macro environment - Monitoring the internal environment - Controlling life cycles - Image and tag interface - Optimizing pricing strategies 4. Operative marketing controlling - Monitoring the competitive environment - Segmentation monitoring - Product line optimization - Optimizing distribution channels - Communication risks 5. Strategic business controlling - Evaluating targets in the lead markets - Monitoring key customers 6. Operational business controlling - Controlling operational business plans - Forecasting - Controlling trade receivables - Currency risk management 7. Strategic Financial Controlling - Balancing controlling - Management of the tax indicators - Debt optimization - Investment decision making - Controlling enterprise values 8. Operative Financial Controlling - Importance of FCF - Managing Operational Indicators - Management of foreign resources and debt relations - Calculation and controlling - Financial risk management 9. Quality controlling - Evaluating TQM / EFQM - Evaluating BSC - Evaluating QMS - Controlling the cost of quality assurance 10. Innovative controlling - Management of strategic risks associated with innovations - Choice of strategic partnerships - Internal Interface Risks - Controlling innovation funding - Managing Operational Risks Related to Innovation 11. Controlling restructuring - Changes in company policy - Choice of strategic partnerships in crisis and form of continuation - Reversing point control - Financing in a crisis - Critical site of restructuring 12. Personnel controlling - Optimizing the organizational structure - Evaluating managerial assumptions - Labor productivity management - Monitoring personal plans

Syllabus

• 1. Controlling and business process management - Business process management - Role of controlling in business managememnt - Mission of controller 2. Strategic and operational controlling - Role of strategic controlling in BM (Business management) - Methods and tools for strategic controlling - Role of operational controlling in BM - Methods and tools for operational controlling 3. Strategic marketing controlling - Macro environment controlling - Internal environment controlling - Life cycle controlling - Image and brand controlling - Optimization of pricing strategies 4. Operational marketing controlling - Micro environment controlling - Segmentation controlling - Product mix controlling - Optimization of distribution channels - Communication risks 5. Strategic sales controlling - Key markets controlling - Key customers controlling 6. Operational sales controlling - Sales plan controlling - Forecasts controlling - Trade receivebles controlling - Currency risks 7. Strategic financial controlling - Balance sheet controlling - Ownership financial ratios - Debts controlling - Investment controlling - Fair market value controlling 8. Operational financial controlling - Role of FCF in BM - Operating financial ratios - Liabilities and equity of shareholders controlling - Calculations and controlling - Financial risks 9. Quality controlling - TQM/EFQM controlling - BSC controlling - QMS controlling - Cost of quality assurance controlling 10. Innovation controlling - Strategic innovation risks - Strategic partnerships controlling (growth of the company) - Internal innovation links - Innovation financing controlling - Operational innovation risks 11. Restructuring controlling - Business policy change - Strategic partnerships controlling (crisis of the company) - Breakeven point controlling - Crisis financing - Reduction – growth point controlling 12. Perssonnel controlling - Organizational design controlling - Managerial assumptions controlling - Label productivity controlling - Personnel plans controlling

Literature

required literature
• HAVLÍČEK, Karel. Management & controlling malé a střední firmy. Praha: Vysoká škola finanční a správní, a.s. 2020 (v edičním plánu). 212 s. ISBN 978-80-7408-056-2

recommended literature
• KUPEC, Václav a Přemysl PÍSAŘ. Auditing and Controlling as a Tool for SME Marketing Risk Management. Marketing and Management of Innovations. Sumy: Sumy State University, 2021, roč. 2021, č. 1, s. 225-235. ISSN 2227-6718. doi:10.21272/mmi.2021.1-17.
• TÓTH, Miroslav a Slavka ŠAGÁTOVÁ. Nákladový controlling. Bratislava: Wolters Kluwer. 2020. 168 s. ISBN 978-80-7598-906-2
• PAVLÁK, Miroslav a Přemysl PÍSAŘ. Strategic management controlling system and its importance for SMEs in the EU. Problems and Perspectives in Management. 2020, roč. 18, č. 3, s. 362-372. ISSN 1727-7051. doi:10.21511/ppm.18(3).2020.30.
• SLIWCZYNSKI, Boguslaw and Adam KOLINSKY. Controlling Supply Chains: Theory and Practice. Hauppauge, New York : Nova Science Publishers, Inc. 2016. ebook. 146 s. ISBN 9781634851374.
• HRDÝ, Milan a Michaela KRECHOVSKÁ. Podnikové finance v teorii a praxi. 2. vydání. Praha: Wolters Kluwer, 2016. 271 s. ISBN 978-80-7552-450-8.
• ESCHENBACH, Rolf a Helmut SILLER. Profesionální controlling: koncepce a nástroje. 2., přeprac. vyd. Praha: Wolters Kluwer Česká republika, 2012, 381 s. ISBN 978-80-7357-918-0.
• PÍSAŘ, Přemysl a Václav KUPEC. Innovative controlling and audit – opportunities for SMEs. Problems and Perspectives in Management. Sumy (Ukraine): LLC “Consulting Publishing Company “Business Perspectives”, 2019, roč. 17, č. 3, s. 184-195. ISSN 1727-705
• AMANN, Klaus et al. Management und Controlling. 3. Auflage Wien: Springer-Verlag GmbH. 2020. ISBN 3658287942.
• KLEIN, Štěpán. Firma v krizi, Praha: Panficoo, 2020. 312 s. ISBN 978-80-270-7778-6
• LUKÁČ, Michal, Václav KUPEC, Přemysl PÍSAŘ a Peter ŠTARCHOŇ. The Interaction Between the Marketing Communications Audit and Visitors in Museum Facilities. Communication Today. Trnava: FMK UCM, 2021, roč. 12, č. 1, s. 80-95. ISSN 1338-130X.
• KUPEC, Václav, Michal LUKÁČ, Přemysl PÍSAŘ a Katarína GUBÍNIOVÁ. Increasing Personnel Competencies in Museums with the Use of Auditing and Controlling. Sustainability. Basel: MDPI, 2020, roč. 12, č. 24, s. 1-18. ISSN 2071-1050. doi:10.3390/su122410343.
• KUPEC, Václav, Přemysl PÍSAŘ, Michal LUKÁČ a Gabriela PAJTINKOVÁ BARTÁKOVÁ. Conceptual Comparison of Internal Audit and Internal Control in the Marketing Environment. Sustainability. Basel: MDPI, 2021, roč. 13, č. 12, s. 1-18. ISSN 2071-1050. doi:10.3390
• ROBBINS, Stephan P. a Mary Kaye COULTER. Management. 13th edition. London: Pearson Education Limited, 2016. 717 s. ISBN 978-1-292-09020-7.
• PÍSAŘ, Přemysl a María MAZO. Controlling, communication and corporate culture – the opportunities for smes. Economics and Sociology. 2020, roč. 13, č. 3, s. 113-132. ISSN 2071-789X. doi:10.14254/2071-789X.2020/13-3/8.

Teaching methods

Teaching will take place on the basis of lectures (full-time, online, or a combination thereof), in which the theory will be supplemented by practical examples, based on which the student will get an idea of ​​the actual role of managers in business management. Lectures in full-time study, tutorials in combined study, with regard to the complexity of the subject, a minimum of 75% attendance of students in lectures is expected in full-time study; combined form of study and ISP students minimum attendance 50%. In case the student does not fulfill the compulsory attendance, he contacts the teacher and agrees on an extra seminar work in the field of controlling (to verify the fulfillment of the student's self-study obligations) - details will be uploaded to the IS during teaching. This is not just a theoretical subject. Knowledge from the subject will be presented on examples and students will be tested whether they understand controlling and whether they are able to apply the acquired knowledge. Students are encouraged to strive for the highest possible participation in teaching. The teacher will continuously assign tasks to students. If they are not met in time, the student loses points, which are included in the overall evaluation. Students are required to check the study materials of the subject Controlling and their e-mail boxes at least once a week.

Assessment methods

Students will continuously fulfill the assigned tasks, it is necessary to check the email and study materials of the course at least once a week. The date of completion of the writing of the test will be set for these tasks. These terms will be valid for all students, including ISPs. Absence or non-fulfillment of the task will be evaluated with 0 points. Continuous tests 3x15 points. In the tests, the material from teaching and exercises will be tested - it is strongly recommended to participate in teaching as much as possible. Tests will be not repeated. The core of the test will be focused on how to use knowledge, results, some findings, and what will be the reaction. The core of the tests will be what we will do if, how we will solve something... Without understanding will be not able to pass this course successfully. Final seminar paper 70 points - will be assigned in the second half of the course. Without proper submission of work with appendices and its acceptance, the student cannot be evaluated. If you miss the deadline for submitting the seminar paper, the evaluation will be penalized - 50% of points. The seminar paper will be based on real SME research, on the application of knowledge, on the balance sheet and P&L statement, on finding new ways how to improve something and make the SME better. It is highly recommended to start with searching the SME for research as soon as possible. For extra activity and contribution, the student can get additional points in the overall evaluation and this evaluation will be used for grading. Be as well prepared and active as is possible. Compete for your knowledge with the tutor to increase your managerial and controlling abilities. Written or oral examination - according to the decision of the teacher - does not replace the fulfillment of the duties, tests, and seminar work. The exam is used primarily for students who want to improve their grades (for example, they wrote the test incorrectly or did not pass it). The total number of points 3 * 15 tests + 70 seminar work + possible extra points for the activity. A total of 115 points + extra points. Key to convert points to grade: A 100-93, B 92-85, C 84- 77, D 76 - 69, E 68 - 60, F less than 60 Controlling is also about learning and improving from mistakes. As you can see, you can lose 23 points from the given maximum plus extra points and still be graded A - still, be excellent.

Language of instruction

Czech

Further comments (probably available only in Czech)

The course can also be completed outside the examination period.
Information on the extent and intensity of the course: 12 hodin KS/semestr.

Teacher's information

Personally within the full-time teaching of the subject, or before or after teaching on the basis of an e-mail agreement (online, ZOOM application).

• Enrolment Statistics (Summer 2021, recent)
  
• Permalink: https://is.vsfs.cz/course/vsfs/summer2021/N_Cn