121430 - MANAGEMENT ANALYSIS AND MONITORING: NEW TRENDS

Subject type: Mandatory

Coordinator: Monica Juliana Oviedo León

Trimester: First term

Credits: 6

• Catalan
• Spanish
• English

Check the schedules of the different groups to know the language of teaching classes. Although the material can be in any of the three languages.

Analyze and understand the meaning of the concepts of quality and innovation and their systematic application to companies: the quality to ensure the effectiveness and efficiency of internal operations, the commitment to the customer, the improvement of results, and the company's responsibility with the internal and external environment (ethics and innovation), innovation as the process of transforming ideas with value, with the aim of generating competitive advantages.

Given the changes and current complexity in the world of organizations, progressively characterized by a network layout, with greater decentralization in decision-making and greater breadth in their activities, as well as a globalized and interconnected environment, it is increasingly necessary to make a good analysis and monitoring of the management that allows to study the critical factors that define the business success and its concretion in controllable objectives. Helping to face these new challenges is the object of study of this subject.

The classroom (physical or virtual) is a safe space, free of sexist, racist, homophobic, transphobic and discriminatory attitudes, either towards students or teachers. We trust that together we can create a safe space where we can make mistakes and learn without having to suffer the prejudices of others.

SUBJECT 1: THE FUNCTION OF MANAGEMENT CONTROL AND THE TASK OF CONTROLLER

1. The levels of planning and control of business management
2. The different styles of management control
3. Who develops the control function within the company: the figure of the controller
4. Human behavior and control: incentive systems
5. The management control process
6. Management control reporting: control reports

TOPIC 2: THE INFORMATION SYSTEM FOR THE ANALYSIS AND MONITORING OF BUSINESS MANAGEMENT

1. Types of information needed for the analysis and monitoring of business management
2. Sources of information and how to create an information system for the analysis and monitoring of business management
3. Key success factors and indicator systems
4. Integrated information systems or ERP
5. Sector and competition analysis (benchmarking)
6. The dashboards and the Balanced score card

SUBJECT 3: THE CENTERS OF RESPONSIBILITY FOR THE ANALYSIS AND MONITORING OF THE BUSINESS MANAGEMENT

1. Criteria for the establishment of responsibility centers
2. The control process in the responsibility centers

• Operating cost centers
• Discretionary cost centers
• Revenue centers
• Profit and investment centers

SUBJECT 4: THE BUDGET FORMULATION FOR THE MAKING OF BUSINESS DECISIONS

1. Concept and objectives of budgets
2. The company's budget cycle
3. The composition and elaboration of the general budget of the company
4. TAM and FORECAST concepts
5. Budget negotiation techniques in the context of a company's budget cycle

The subject will be evaluated through a continuous assessment during the course. This assessment will consist of developing different activities throughout the term, as well as active participation in the classroom. The resulting final grade will come from the following 4 items:

• Individual and / or group work: Business management monitoring reports, resolution of exercises (30% of the mark)
• Presentation: Practical work (study and analysis of a company's management control and identification of critical success factors, management evaluation and monitoring [KPI] indicators and the elaboration of a scorecard (20 % of grade)
• Final theoretical-practical exam (50% of the mark)

To pass the subject, a minimum of 5 points must be taken in the final theoretical-practical exam.. The final grade of the course will be configured as follows:

• if the average of the marks obtained in all the activities proposed in the continuous assessment is approved, this will be the final mark of the subject.
• in the event that the average mark is not passed and / or there is a mark of less than 5 points in the final theoretical-practical exam, the student must appear in the resit exam.

Recovery exam: in case the subject has not been passed by means of the continuous evaluation, the student will be able to present in the proof of recovery. Only the theoretical-practical exam can be retaken in the resit exam. In this case, the notes of the remaining items will be saved and cannot be retrieved. To pass the course, the mark of the resit exam must be at least 5 points and the final average of the marks must be passed.

A student who has not applied for the first call CANNOT apply for recovery.

The evaluation system will not change in the event that the classes must be held entirely in virtual format.

Global Chartered Controller Institute - GCCI (https://www.globalcci.org/) (promotes CCA (Chartered Controller Analyst) certification)

IGE International Group of Controlling: www.igc-controlling.org

ControllingWiki: https://www.controlling-wiki.com/en/index.php/Main_Page

INTERNATIONAL BUSINESS COMMUNICATION STANDARDS (IBCS®) https://www.ibcs.com/resource/revista-de-contabilidad-y-direccion-vol-24-ano-2017-pp-81-109/

MUÑIZ, Luis. (2009): Budgetary control. Budget planning, preparation and monitoring. ACCID.

Amat, Oriol & Campa, Fernando (2013). Controller manual. ACCID Management Accounting Commission. Barcelona: Ed. Profit.

MUÑIZ, Luis. (2013) How to implement and evaluate a management control system. Ed. Profit.

International Association of Controllers: https://www.icv-controlling.com/en.html

ACCID- Gemma Cid-Salvador, Marc Oliveras-Villanueva and Natàlia Pascual-Argenté (2017): New trends in controlling. Editorial Profit

ANTHONY, Robert N. and GOVINDARAJAN, Vijai (2008): Management Control Systems. Ed. McGraw-Hill

Colin Drury (2018), Management and Cost Accounting (10th Edition), Cengage Learning EMEA 

LÓPEZ VIÑEGLA, Alfonso (2003): Strategic management and measurement. The dashboard as a complement to the Balanced Scorecard. Ed. AECA.

LINKEDIN-group: Spanish Network of Controllers and Planning and Control Professionals

LINKEDIN-group: Spanish Association of Controllers