Management Control 2017/2018
- 5 ECTS
- Taught in Portuguese
- Continuous Assessment
- relevant skillset
U.C. Aims to provide students with the concepts, methods and techniques of management control applied to all types of organizations.
- It integrates a set of management control instruments (financial and non-financial) to support the decision-making process, as well as a set of knowledge related to the instruments of behavior orientation and performance measures.
- It also integrates the knowledge of the planned process of management control at the level of Planning, Budgeting and Budgetary Control, as well as the design and implementation of a methodology for determining the causes of budgetary deviations.
With the knowledge imparted it is intended that at the end of this discipline, the student can achieve:
Framing Planning and Control in the Management subsystem.
Understand the need for an appropriate Management Control system. Recognize the importance of Management Control for the decision-making process.
Accounting, Cost Accounting and Quantitative Methods
The topics of theoretical contents will be addressed in theoretical-pratical classes and, for each content, displayed alongside several illustrative examples of management accounting.
Presentation of enforcement exercises, related to real or near-real situations whenever possible, to be solved by students with guidance and support of the teacher.
- In theoretical class: Expositive, Storytelling and Debate
- In practical class: exemplary exercises, case studies and individual works (learn by doing). Computer equipment available and, where possible, specific software will be used.
Body of Work
1 - Management control: an overview
2 - Case Study - Strategic initiatives
3 - Definitions of performance of an organization
4 - Measuring an organisation’s performance: financial indicators
5 - Measuring an organisation’s performance: non-financial indicators
7 - Case Study – financial and non-financial indicators
8 - Measuring the performance of an organisation’s entities: financial approaches
9 – Dashboards I
10 – Dashboards II
11 - Dashboards - Case Study - Discussion
12 - Coordinating a system of dashboards
13 - Business planning
14 - Analysing results - Case Study - Discussion
15 - Key roles in management control
Françoise Giraud, Philippe Zarlowski, Olivier Saulpic, Marie-Anne Lorain, François Fourcade, Jeremy Morales, Fundamentals of Management Control Techniques and Principles, Pearson, 2011.
Pereira Samuel, Controlo de Gestão, Escolar Editora, 2013.
Reis Henrique, Rodrigues Jorge, Controlo de Gestão: A encontro da eficiência, Escolar Editora, 2014 (2ª edição).
Jordan Hugues, Carvalho das Neves João, Azevedo Rodrigues José, O Controlo de Gestão: Ao Serviço da Estratégia e dos Gestores, Áreas Editora, 2011 (9ª Edição).
Joan M. Amat, Control de Gestión: Una perspectiva de dirección, Ediciones Gestión 2000, 2003.
Kaplan, Robert S. and Norton, David P. The Balanced Scorecard: Translating Strategy into Action, Boston: Harvard Business Press, 1996.
Niven, Paul R. Balanced Scorecard Step by Step. New York: Wiley, 2006.
Adams, Chris and Kennerley, Mike and Neely, Andrew, The Performance Prism: The Scorecard for Measuring and Managing Business Success, London: Financial Times Prentice Hall, 2002.
Kaplan, Robert S. and Norton, David P. The Strategy Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment, Boston: Harvard Business Press, 2000.
Kaplan, Robert S. and Norton, David P. Alignment: Using the Balanced Scorecard to Create Corporate Synergies, Boston: Harvard Business Press, 2006.
Olve , Nils-Göran and Petri, Carl-Johan and Roy , Jan and Roy, Sofie Making Scorecards Actionable: Balancing Strategy and Control, New York: Wiley, 2003.
Smith, Ralph F. Business Process Management and the Balanced Scorecard: Focusing Processes on Strategic Drivers, New York: Wiley, 2006.
1 day - Management control: an overview
2. days - Case Study - Strategic initiatives
3 days - Definitions of performance of an organization
4 days - Measuring an organisation’s performance: financial indicators
5 days - Measuring an organisation’s performance: non-financial indicators
6 days - Case Study – financial and non-financial indicators
7 days - Measuring the performance
of an organisation’s entities: financial approaches
8 days – Dashboards I
9 days – Dashboards II
10 days - Dashboards - Case Study - Discussion
11 days - Coordinating a system of dashboards
12 days - Business planning
13 days - Analysing results - Case Study - Discussion
14 days - Key roles in management control
15 days - Written final examination
Demonstration of the syllabus coherence with the curricular unit's objectives
The contents from the points 1-15 will provide students a deepening of the concepts related to management control, based on leading practices followed by leading companies nationwide.
At the end of the semester students should have the ability to " know- building " , and at the same time , " know- interpret " the management of information in an organization , and be able to discuss collegially - case- method results in the face of deviations and provide suggestions for improvement compared to the results achieved by a company.
Demonstration of the teaching methodologies coherence with the curricular unit's objectives
The lecture method , storytelling and discussion will allow students to describe the methods and techniques needed to build a management control system and its role in organizations.
Exemplary application exercises , case study and individual protected works ( learn by doing ) allow students to apply a management control system from the perspective of evaluation and continuous improvement of organizational performance.
|relevant generic skill||improved?||assessed?|
|Achieving practical application of theoretical knowledge||Yes||Yes|
|Adapting to new situations||Yes||Yes|
|Analytical and synthetic skills||Yes||Yes|
|Balanced decision making||Yes||Yes|
|Commitment to effectiveness||Yes||Yes|
|Commitment to quality||Yes||Yes|
|Ethical and responsible behaviour||Yes||Yes|
|Event organization, planning and management||Yes||Yes|
|Foreign language proficiency||Yes||Yes|
|Information and learning management||Yes||Yes|
|Initiative and entrepreneurship capability||Yes||Yes|
|IT and technology proficiency||Yes||Yes|
|Problem Analysis and Assessment||Yes||Yes|
|Relating to others||Yes||Yes|
|Understanding multiculturalism and valuing diversity||Yes||Yes|
|Written and verbal communications skills||Yes||Yes|