N_Cn Controlling

University of Finance and Administration
Winter 2018
Extent and Intensity
2/0/0. 5 credit(s). Type of Completion: zk (examination).
Teacher(s)
doc. Ing. Karel Havlíček, Ph.D., MBA (seminar tutor)
Ing. Přemysl Písař, Ph.D., MBA (seminar tutor)
Guaranteed by
doc. Ing. Karel Havlíček, Ph.D., MBA
Department of Economics and Management – Departments – University of Finance and Administration
Contact Person: Ing. Markéta Knížková
Timetable of Seminar Groups
N_Cn/pRPH: each odd Monday 14:00–14:44 S23, each odd Monday 14:45–15:30 S23, each odd Monday 15:45–16:29 S23, each odd Monday 16:30–17:15 S23, except Mon 17. 12. ; and Tue 30. 10. 8:45–10:15 S24, 10:30–12:00 S24, P. Písař
N_Cn/vRMO: Sat 6. 10. 14:00–15:30 M27, 15:45–17:15 M27, Fri 30. 11. 17:30–19:00 M27, 19:15–20:45 M27, P. Písař
N_Cn/vR2PH: Fri 2. 11. 17:30–19:00 S33, 19:15–20:45 S33, Fri 16. 11. 14:00–15:30 S35, 15:45–17:15 S35, K. Havlíček
N_Cn/vR3PH: Sat 3. 11. 9:45–11:15 S13, 11:30–13:00 S13, Fri 16. 11. 17:30–19:00 S35, 19:15–20:45 S35, K. Havlíček
Prerequisites
There are no prerequisites for this course.
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
  • . 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. 2018 (v edičním plánu)
  • 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.
    recommended literature
  • SLIWCZYNSKI, Boguslaw and Adam KOLINSKY. Controlling Supply Chains: Theory and Practice. Hauppauge, New York : Nova Science Publishers, Inc. 2016. ebook. ISBN 9781634851374.
  • ROBBINS, Stephan P. a Mary Kaye COULTER. Management. 13th edition. London: Pearson Education Limited, 2016. 717 s. ISBN 978-1-292-09020-7.
  • 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.
  • FOLTÍNOVÁ, Alžběta. Nákladový controlling: prípadové štúdie. Bratislava: Wolters Kluwer, 2014. 178 s. ISBN 978-80-8168-108-0.
Teaching methods
The controlling courses will be based on lectures in which the theory will be supplemented by practical examples on the basis of which the student will create an idea of the real role of managers in corporate management. Lectures in daily study, tutorials in combined study, with regard to the demandingness of the subject is expected to be at least 75% attendance at the lectures in daily study; combined form of study and ISP student’s minimum attendance of 50%. If the student does not complete the required attendance, he / she contacts the teacher and agrees to an extra seminar work in the controlling topic - the details will be uploaded to the IS during the course. This is not just a theoretical subject. The knowledge of the subject will be presented on the examples and the students will be tested whether they understand the controlling process and whether they are able to apply the acquired knowledge. Students are encouraged to be at class as often as possible.
Assessment methods
a seminar paper that aims to verify theoretical knowledge in practice and a subsequent oral or written examination Students will be graded according to the following system: seminar work max. 60 points Exam - 4 questions, each with 10 points a maximum of 100 points in total key to convert points to mark: A 100-93, B 92-85, C 84-77, D 76-69, E 68-60, F less than 60
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: 8 hodin KS/semestr.
Teacher's information
communication Personally, in the course of a full-time subject (once every 14 days) or in a tutorial (once a week), in writing through an electronic information system (e-mail or e-learning application).
The course is also listed under the following terms Summer 2014, Summer 2015, Winter 2015, Winter 2016, Winter 2017, Winter 2019, Summer 2021, Summer 2022, Summer 2023, Summer 2024, Summer 2025.
  • Enrolment Statistics (Winter 2018, recent)
  • Permalink: https://is.vsfs.cz/course/vsfs/winter2018/N_Cn