Operational and strategic controlling (ACCA)

optional courses

The aim of the course is to present tools to control the economic processes necessary for business management (but also applicable in public administration). 2. Survival of a company in the market requires decisions based on up-to-date, properly processed information, so in large enterprises, in particular, there is a need to control revenue and cost centers. On the basis of comprehensive, complete information management staff can assess whether the company's strategy is being followed and decide on the direction of the company's development. 3. The subject is realized in an IT laboratory. 4. Form of assessment: final test and presentation of the results of teamwork

Schedule includes the following topics:

1, 2. Introduction to controlling issues (4 hours)

Idea of controlling in the enterprise, controlling concepts, types of controlling, controlling system implementation, management reports, information systems used in controlling, performance management information systems.

3. Controlling tools (2 hours)

Corporate responsibility, internal reporting, index creation, tools used in quality management and quality management systems, performance analysis in private sector organisations, Make-or-buy and other short-term decisions, throughput accounting, environmental accounting.

4. Strategic Controlling (2 hours)

Setting strategic goals and measuring methods, strategic analysis, competitive positioning, benchmarking, stakeholder analysis, long-term resource management, value chain analysis.

5, 6. Centers of responsibility for expenses (2 hours)

Cost center accounting, cost center implementation, enterprise costing system, measures for cost centers, comparison of planned and actual results, structural cost analysis (effects of scale, experience, diversity, scope, technology).

7, 8. Revenue Centers (4 hours)

Establishment of revenue centers, margin account in revenue centers, analysis of margin deviations generated by the revenue center, profitability of products and customers.

9. Performance responsibility centers (2 hours)

Separation of responsibility for results, analysis of profit center profitability deviations, design of controlling reports.

10. Investment responsibility centers (2 hours)

Types of investment centers, measure of investment center assessment, ROI modifications, measure of value creation in investment centers.

11. Controlling revenue and cost in the product lifecycle, including external effects in controlling, risk management, and uncertainty in decision-making (2 hours).

12. Sources of management information (2 hours).

Internal and external sources of controlling information, costs of management information collection, ERP (Enterprise Resource Planning) systems, indirect costs identification in enterprises and in the public sector.

13. Measurement and interpretation of results in reports (4 hours).

Analysis of strategic and operational indicators in private institutions, use of financial and non-financial metrics, measurement and interpretation of profitability, liquidity and risk metrics, qualitative data analysis, temporal management data analysis, data collection and reporting security, information on externalities and environmental performance.

14. Performance analysis in public administration and "not for profit" organizations (4 hours)

Controlling challenges in public administration and not for profit organizations, "product, outcome, impact" scheme, "planning, programming, budgeting" scheme, costing and reporting in public administration, "Value for Money" concept, Accountability of entities with multiple sources of funding, analysis of strategic and operational indicators in the public sector and NPOs, performance budgeting in the public sector, comparison of the efficiency of the surveyed entities, auxiliary measures in the performance evaluation of public administration, design of controlling reports and dashboards in the public sector.

15. External considerations and behavioural aspects

Mandatory literature:

• M. Sierpińska, B. Niedbała, Controlling operacyjny w przedsiębiorstwie. Centra odpowiedzialności w teorii i praktyce, Wyd. Naukowe PWN, Warszawa 2003

• Materiały umieszczane na stronie internetowej: www.wne.uw.edu.pl/~pmodzelewski w części Controlling (materiały, zadania)

Supplementary literature:

• E. Nowak (pod red.), Controlling w działalności przedsiębiorstwa, Polskie Wydawnictwo Ekonomiczne, Warszawa 2004

• Z. Leszczyński, T. Wnuk-Pel, Controlling w praktyce, Ośrodek Doradztwa i Doskonalenia Kadr, Gdańsk 2004

A. Knowledge

1. Student has knowledge of the distinction between auditing, internal auditing and controlling

2. Student understands the importance of databases based on the integration of financial and strategic data

3. Student knows basic principles related to the practical use of the responsibility centers

4. Student understands what are the differences when building control systems in manufacturing, service and commercial enterprises and in public administration

5. Student knows the basic methods and tools that the enterprise controlling departments use

B. Skills

1. Student is able to design controlling system in enterprise or public institution

2. The student has the ability to prepare a controlling report based on the information system

3. The student can formulate basic conclusions about the situation of the company on the basis of the controlling report

C. Social competences

1. The student is able to design a controlling system that will enable an objective assessment of the functioning of individual organizational units of an enterprise or public institution

2. The student understands the need to use a comprehensive system of measuring inputs and outputs in an enterprise, taking into account the enterprise’s environment

3. Student has the necessary competencies in teamwork, where the subject of the work are financial analysis and reporting

KW01, KW02, KW03, KU01, KU02, KU03, KK01, KK02, KK03

The learning outcomes are assessed on the basis of the final test (60%) and teamwork results during the whole semester (40%). Attendance during the lectures is obligatory (max. 2 unexcused absences).

The exam is divided into two sections: Section A consisting of 30 multiple choice questions (each question is worth 1 point) and Section B consisting of 2 open questions (each question is worth 10 points).

The basic 50% passing threshold (25 points) can be brought down by each student if the grade acquired during the lab part of the course is higher than 3 according to the following table:

lab course grade: final grade

5,5 5 4,5 4 3,5 3 2

points acquired during the exam:

>=45 >=46 >=47 >=48 >=49 50 x 5,5

40-44 41-45 42-46 43-47 44-48 45-49 x 5

35-39 36-40 37-41 38-42 39-43 40-44 x 4,5

30-34 31-35 32-36 33-37 34-38 35-39 x 4

25-29 26-30 27-31 28-32 29-33 30-34 x 3,5

20-24 21-25 22-26 23-27 24-28 25-29 x 3

<20 <21 <22 <23 <24 <25 x 2

During the exam students can only use a simple calculator (not a mobile phone).