Learning objectives

Referring to knowledge Constant change in the environment has stimulated change in business organizational models. This has meant that control systems and management control have gained relevance. Management control helps and contributes to choosing the best strategies and can be considered a coordination and cohesion tool for the whole organization. Most importantly, it supports making right decisions and providing correct and timely information. The environment, context and culture of each company should not be forgotten when developing the most adequate control system, and the creation of value and constant improvement should be encouraged. Referring to skills Develop a management control plan for a company closely related to the management strategy and set up the required tools. Develop a scorecard with the indicators required to monitor the evolution of business towards the strategic objectives. Detect deviations from the established path and propose correction and improvement plans.

 

 

Teaching blocks

 

Block A. Management control: control, strategy and organization model

*   1. Management control. Principles
1.1. Concept
1.2. Objectives
1.3. Management control and strategic management
1.4. Implementation stages in a management control plan

2. The environment of management control
2.1. Organizational structure
2.2. Responsibility centres
2.3. Functions of the controller
2.4. Organizational culture
2.5. New competitive environments

Block B1. Control tools: indicators, scorecards and management philosophies

*   3. Management indicators and scorecards
3.1. Information systems
3.2. Key factors
3.3. Management indicators
3.4. Control boards: balanced scorecard (BSC)
3.5. Economic value added (EVA) management

4. Management philosophies
4.1. Total quality management
4.2. Just in time
4.3. Theory of constraints
4.4. Benchmarking
4.5. Process reengineering

Block B2. Control tools: budget and analysis in different areas of business

*   5. Budget process
5.1. Management of the budget process
5.2. Budget planning
5.3. Cash flow planning
5.4. Budgeting techniques

6. Budget management in trade
6.1. Indicators and management indexes
6.2. Margin analysis model
6.3. Sales expenses control

7. Budget management in production
7.1. Standard costs
7.2. Analysis of deviations: raw material, direct manpower, general production costs

8. Budget management in finances
8.1. Treasury control
8.2. Cash management model
8.3. Financial indicators

Block C. New control tools: activity-based management

*  9. Activity-based management. ABC/ABM
9.1. Definition and objectives of ABC costs
9.2. Traditional system vs. ABC system
9.3. ABM Implementation and management
9.4. Conclusions

Block D. Presentation of conclusions

*   10. Reports
10.1. Parts of the report
10.2. Presentation of results

 

 

Teaching methods and general organization

 

The subject includes a theoretical aspect, that is covered by the reading list in the bibliography, specialized journals and publications provided in class; and a practical aspect to develop case studies, to understand the purpose of management control in modern companies in a global environment. Some of these activities are completed in split subgroups. These sessions are scheduled in due time.

 

 

Official assessment of learning outcomes

 

Continuous assessment includes class attendance and consists of completing several activities throughout the semester. These activities are explained at the beginning of the course, as well as the assessment procedure. In order to be eligible for the continuous assessment, all activities must be completed and submitted. Students who do not present any of the required assignments are signed up for the single examination procedure. The continuous assessment is completed with a final examination on the date established by the Academic Council. In relation to the assessment procedure, the following characteristics apply: The overall mark for continuous assessment is worth 40% of the final grade for the subject and the final examination mark, the remaining 60%. The minimum mark in the final examination to be eligible to pass the subject is 3.5 out of 10. The final examination is the same for the single examination procedure. The marks obtained in the continuous assessment are preserved for those students who repeat assessment.   Examination-based assessment There is a final examination with theoretical and practical multiple-choice questions. The practical questions must be fully developed to show that the student knows the procedure to reach the solution. The test score is calculated as follows: Each correct answer: +1 point. Each incorrect answer: -1/3 point. Each empty answer: 0 points. The repeat assessment follows the same structure as the final examination procedure.

Reading and study resources

Check availability in Cercabib

Book

ÁLVAREZ LÓPEZ, José. Planificación de la empresa y control integrado de gestión. 2a ed. San Sebastián: Donostiarra DL, 1986

Catàleg UB  

AMAT, Joan M. El control de gestión: una perspectiva de dirección. 6ª ed. Barcelona: Gestión 2000, 2003

Catàleg UB  

CASANOVAS RAMON, Montserrat; FERNÁNDEZ PASCUAL, Alfonso. E-Tesorería. Barcelona: Gestión 2000, 2003

Catàleg UB  

FUENTES MORENO, Enrique. Control de gestión. Herramientas para aportar valor. Texto docente nº 381. 3ª ed. Publicacions de la Universitat de Barcelona, 2018

Catàleg UB  

HORNGREN, Charles T. Cost accounting : a managerial emphasis. 15a. ed. Harlow : Pearson Education, 2014, cop. 2015

Catàleg UB  
Catàleg UB. Versió en castellà (2012)  

KAPLAN, Robert S.; NORTON, David P. El cuadro de mando integral : the balanced scorecard. 3ª ed. rev. Barcelona: Gestión 2000, 2016

Catàleg UB  

MALLO RODRIGUEZ, Carlos.; MERLO, José. Control de gestión y control presupuestario. Madrid: McGraw-Hill/ Interamericana, 1995

Catàleg UB  

MUÑIZ GONZÁLEZ, Luis. Cómo implantar un sistema de control de gestión en la práctica. Barcelona: Gestión 2000, 2003

Catàleg UB