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Management Control 2017/2018

  • 5 ECTS
  • Taught in Portuguese
  • Continuous Assessment

Objectives

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.

Recommended Prerequisites

Accounting, Cost Accounting and Quantitative Methods

Teaching Metodology

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

Recommended Bibliography

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.

Complementary Bibliography

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.

Weekly Planning

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 skillimproved?assessed?
Achieving practical application of theoretical knowledgeYesYes
Adapting to new situationsYesYes
Analytical and synthetic skillsYesYes
Balanced decision makingYesYes
Commitment to effectivenessYesYes
Commitment to qualityYesYes
CreativityYesYes
Ethical and responsible behaviourYesYes
Event organization, planning and managementYesYes
Foreign language proficiencyYesYes
Information and learning managementYesYes
Initiative and entrepreneurship capabilityYesYes
IT and technology proficiencyYesYes
LeadershipYesYes
Problem Analysis and AssessmentYesYes
Problem-solvingYesYes
Relating to othersYesYes
Research skillsYesYes
Self-assessmentYesYes
TeamworkYesYes
Understanding multiculturalism and valuing diversityYesYes
Written and verbal communications skillsYesYes
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