Intra-Corporate Controlling

  • Credits: 5
  • Ending: Examination
  • Range: 2P + 2C
  • Semester: winter
  • Year: 1
  • Faculty of Business Economics with seat in Košice

Teachers

Included in study programs

Corporate Financial Management

Teaching results

Knowledge: Students will gain knowledge of the functions of controlling (coordination, control, innovation, information, analytical, and consulting). By specializing, they will expand their knowledge in the managerial work of a business economist - controller, who will meet in the application of his professional activities with the solution of managerial and economic tasks, providing quality economic information based on financial and managerial reporting and their active use in practice.
Skills: The result of the course is acquired skills in analysis of deviations for the standard method of costs in the company, in calculating budget deviations, expressing sensitivity in CVP tasks, analysis of deviations, calculating the contribution to payment, calculating variable costs, managing decisions with existing capacity and processing information into reports for operational needs. and strategic management and at the same time information system of controlling in the company.
Competences: Students will acquire key competencies leading to planned, purposeful and systematically used expertise in the field of intra-corporate control management, creative solutions, new approach of intra-corporate units, they can classify, analyze, systematize, put the acquired knowledge into the context of financial statements and financial results. needs of managerial decision-making, look for connections, think critically and analytically think and evaluate through specific tasks in various areas of managerial decision-making.

Indicative content

Lectures:
1. Enterprise as a living social system. Fundamentals of economic management. Requirements for modern management in companies.
2. Controlling - history and present. The concept of controlling. Professional controlling.
3. Controlling tools. Standards and benchmarking.
4. Planning and budgeting.
5. Controlling organization. The role of controlling in the coordination of management in the company. HR controlling.
6. Roles and responsibilities of the controller in planning. Sensitivity analysis, scenario creation, and resulting tasks for the controller.
7. Controlling in the operational area of management. Operational planning. Operational forward and feedback (control). Types of deviations.
8. Strategic forward and feedback (control). Management by deviation.
9. Controlling a reporting.
10. Controlling costs along the line of internal departments. Responsibility centers.
11. Management of responsibility centers. Intra-corporatel prices.
12. Cost process controlling. Process management and planning. Procedure for implementing process cost controlling.
13. Controlling as profit management. Calculation of variable costs. Cost-oriented pricing.
Seminars:
1. Introduction to the philosophy of a new concept of controlling in the management of the organization and its application in practice.
2. Tasks with existing capacity. CVP (Cost - Volume - Profit) tasks. Break-Even Point Analysis (BEP). The Margin of Safety (MS).
3. Expression of sensitivity in CVP tasks - sensitivity analysis of quantity, price, cost.
4. Scenario creation resulting from sensitivity analysis. Finding solutions.
5. Controlling process costs. Surcharge method versus ABC (Activity Based Costing) method.
6. Selected indicators for measuring the results of intra-corporate departments.
7. Use of time function in process control. Time-Driven Activity Based Costing (TD ABC) method.
8. Control of budget implementation.
9. Controlling as profit management. Cost-oriented pricing.
10. Analysis of deviations - application of the principles of calculation of variable costs.
11. Analysis of deviations - calculation in terms of production capacity utilization.
12. Continuous written assessment.
13. Summary of knowledge, corrective written continuous assessment.

Support literature

Elementary literature:
1. CHARIFZADEH, M. – TASCHNER, A.: Management Accounting and Control: Tools and Concepts in a Central European Context. Willey. 2020. ISBN 978-3-527-83280-4
2. TÓTH, M. – ŠAGÁTOVÁ, S.: Nákladový controlling. Praha: Wolters Kluwer ČR, 2020. 168 s. ISBN 978-80-7598-906-2.
3. EBERENZ, R. – BEHRINGER, S.: Corporate Controlling 2020: Trends and Challenges. In: Buttkus, M., Eberenz, R. (eds). Performance management in Retail and the Consumer Goods Industry. Springe, Cham. 2019, pp. 297-310.
4. BAYE, M. R.: Managerial Economics and Business Strategy. McGraw-Hill, 2017. ISBN 978-12-592-5138-2.
Supplementary literature:
5. TÓTH, M. – ŠAGÁTOVÁ, S.: Nákladový controlling : zbierka príkladov. Bratislava: Wolters Kluwer, 2018. 2. vyd. 196 s. ISBN 978-80-8168-901-7.
6. TUMPACH, M.: Manažérske a nákladové účtovníctvo. Bratislava: Iura Edition, 2008. ISBN 80-8078-168-2.
7. SCHMALZING, K.: Configuring Controlling in SAP ERP. SAP Press, 2016. ISBN 978-14-932-1251-4.
8. JORDAN, J.: Product Cost Controlling with SAP. SAP Press, 2016. ISBN 978-14-932-1269-9.
9. ESCHENBACH, R. – SILLER, H.: Profesionální controlling. Koncepce a nástroje. Bratislava: Wolters Kluwer, 2012. ISBN 978-80-735-7918-0.

Syllabus

Lectures: 1. Enterprise as a living social system. Fundamentals of economic management. Requirements for modern management in companies. 2. Controlling - history and present. The concept of controlling. Professional controlling. 3. Controlling tools. Standards and benchmarking. 4. Planning and budgeting. 5. Controlling organization. The role of controlling in the coordination of management in the company. HR controlling. 6. Roles and responsibilities of the controller in planning. Sensitivity analysis, scenario creation, and resulting tasks for the controller. 7. Controlling in the operational area of management. Operational planning. Operational forward and feedback (control). Types of deviations. 8. Strategic forward and feedback (control). Management by deviation. 9. Controlling a reporting. 10. Controlling costs along the line of internal departments. Responsibility centers. 11. Management of responsibility centers. Intra-corporatel prices. 12. Cost process controlling. Process management and planning. Procedure for implementing process cost controlling. 13. Controlling as profit management. Calculation of variable costs. Cost-oriented pricing. Seminars: 1. Introduction to the philosophy of a new concept of controlling in the management of the organization and its application in practice. 2. Tasks with existing capacity. CVP (Cost - Volume - Profit) tasks. Break-Even Point Analysis (BEP). The Margin of Safety (MS). 3. Expression of sensitivity in CVP tasks - sensitivity analysis of quantity, price, cost. 4. Scenario creation resulting from sensitivity analysis. Finding solutions. 5. Controlling process costs. Surcharge method versus ABC (Activity Based Costing) method. 6. Selected indicators for measuring the results of intra-corporate departments. 7. Use of time function in process control. Time-Driven Activity Based Costing (TD ABC) method. 8. Control of budget implementation. 9. Controlling as profit management. Cost-oriented pricing. 10. Analysis of deviations - application of the principles of calculation of variable costs. 11. Analysis of deviations - calculation in terms of production capacity utilization. 12. Continuous written assessment. 13. Summary of knowledge, corrective written continuous assessment.

Requirements to complete the course

Continuous assessment:
• Continuous written assessment: 20 p.
• Continuous assessment of activity in seminars: 20 p.
Final written assessment:
• Written exam: 60 p.

Student workload

Workload represents – 130 hours:
• Participation in lectures – 26 hours
• Participation in seminars – 26 hours
• Preparation for active forms – 26 hours
• Preparation for continuous written assessment – 26 hours
• Preparation for the written exam – 26 hours

Language whose command is required to complete the course

Slovak

Date of approval: 15.02.2023

Date of the latest change: 17.12.2022