Management Control: Module Guide 2016 2017 International Business School

Management Control

Module guide 2016 ‐ 2017
International Business School

Author(s) J.L. Ruiz del Portal Tranche
Programme Manager John Sterk Director IBMS and TMA

Wil Hazelhof Director IBL
Module ID To be added later
Academic Year 2016 – 2017
EC 5
Contact hours 38
Course site https://dlwo.dem.hva.nl

International Business School 2016 ‐ 2017

Contents

1. Module overview 4
1.1 Content .............................................................................................................. 4
1.2 Learning goals .................................................................................................... 4
1.3 Coherence with other modules ......................................................................... 5
1.4 Study materials & recommended further reading ............................................ 5
1.5 Questions and who to contact .......................................................................... 6
2. Set‐up of this module 6
2.1 Teaching methodology ...................................................................................... 6
2.2 Assignments ...................................................................................................... 6
2.3 Exams ................................................................................................................ 7
2.4 Assessment ........................................................................................................ 8
2.5 Resit ................................................................................................................... 8
2.6 General regulations ........................................................................................... 8
2.7 Lesson plan ........................................................................................................ 9
Appendix 1: Relationship with your programme’s profile competencies 10
Appendix 2: Assessment model(s) 11


1. Module overview

Management Control is naturally associated with the function of Controller in the company. The
Management Control module is your first step in a professional career in this field. After obtaining
your bachelor degree you can enter the labour market as assistant controller or study further following
a master program in Controlling.

This guide gives you an overview of Management Control. More detailed information can be found on
the DLWO (https://dlwo.dem.hva.nl)

1.1 Content

The purpose of Management Control is to formulate strategic objectives and monitor their
achievement. Management Control supports the decision‐making process and helps companies to
maximize income when implementing the right business strategy.
As a professional Controller you will make extensive use of accounting on a daily base. Next to pure
operational activities, like the monthly close, you will be involved in short‐term and long‐term projects
that will require the making of complex investment calculations. The balanced scorecard is part of your
responsibilities. This powerful instrument will assist you when providing with advice to the Board of
Directors of the company and other fellow managers. A good balanced scorecard relies on an adequate
alignment of the underlying business and financial processes supported by a solid ERP architecture
(Enterprise Resources Planning). Last but not least, you will help to maximize income when minimizing
potential risk factors: the Risk Control Framework will therefore become one of your main
responsibilities.

The main objective of this Management Control module is the alignment of control systems with the
strategic goals of the corporation. The underlying framework that ensures the achievement of this goal
is based on opportunity cost, for decision‐making, and organizational architecture, for control. The
content of the module is organized around four sections:
 The Management Control Environment
 The Management Control Process
 Accounting for Decision Making
 Variations in Management Control

1.2 Learning goals

# You can:
1. Understand how strategy and behavior in organizations interact with each other
2. Evaluate organizational architecture for control (organizational design)
3. Design a performance measurement and control system for implementing strategy
4. Evaluate opportunity costs for strategic decision making (benefits vs. sacrifies)
5. Evaluate whether sufficient resources (assets) are available to implement the intended strategy
6. Evaluate sources of strategic risk


Appendix 1 defines the relationship of the learning goals within this module with your programme’s
profile competences.
1.3 Coherence with other modules

Management Control builds further on the knowledge acquired in FM1, FM2 and Cases in Corporate
Finance. Prior to start with the MAC module you are expected to master learning goals of the
aforementioned like cost‐benefit analysis for decision‐making and management control systems in a
dynamic environment.

Furthermore and as stated under the content paragraph here above, Management Control is about
the alignment between control systems and the strategic goals of the company. Topics as accounting,
risk management, investment analysis, behavioral finance and ERP are the building stones that will
help you laying the foundation of the aforementioned control systems.

These building stones are all extensively treated in the different modules of the International Finance
and Control minor.

1.4 Study materials & recommended further reading

Required study materials:
Study books
Title Author(s) Publisher Year Edition ISBN
Management Control
custom edition based on: 978‐1‐
Accounting for Decision Making Jerold Zimmerman Mc‐Graw‐Hill 2016 9th. 308‐
and Control Education 83277‐7

Other study materials
Title Author(s) Where to find this material?
Lecture PPTs Lecturer DLWO (school’s intranet)
Exercises (study book) Lecturer DLWO (school’s intranet)
Examples of business cases Lecturer DLWO (school’s intranet)
Cases on Balanced Score Card Lecturer DLWO (school’s intranet)

Recommended further reading:
Books
Performance Measurement and Robert Simmons Pearson 2014 First
Control Systems for implementing
Strategy
Robert Anthony, Vijay McGraw‐Hill 2014 1st.

Govindarajan, Frank Education European
Management Control Systems
Hartmann, Kalle Kraus, Edition
Göran Nilsson
Kenneth A. Merchant FT Prentice Hall 2012 3rd.

Management Control Systems
Wim van der Stede Pearson

Books
Performance management: a
framework for management David Otley Academic Press 1999
control systems research
Conceptual Foundations of the Robert S. Kaplan Harvard 2010
Balanced Scorecard Business School
W. Chan Kim, Renée Harvard 2015 Expanded
Blue Ocean Strategy
Mauborgne Business School edition

1.5 Questions and who to contact

Questions about the module’s content and study materials can be addressed to your lecturer(s) during
the lessons. The consultation hours of the individual lecturers as well as their office location can be
found in the lecturers’ profile on the DLWO.
2. Set‐up of this module
2.1 Teaching methodology

Management Control is a semester‐based module. Study materials and required data on practical
cases are spread throughout a period of approximately five months. The Management Control module
consists of twelve lectures of three hours each.

Class structure
During the first hour of a regular lecture (weeks 1 to 9) the lecturer starts introducing the weekly topic.
Theories and analytical models are explained in detail alternating with practical problems. The level of
these problems is ‘basic to intermediate’. In the second hour the lecture becomes practical. The
lecturer solves together with the students problems at an ‘intermediate’ level. In the third hour the
students get the chance to solve themselves a second battery of problems under the supervision of
the lecturer. Solutions to the problems and feedback on theoretical elements will be provided by the
lecturer during this process. Students can eventually take the lead themselves to help their fellow
students. The level of these problems is ‘intermediate to high’.

The Management Control module is based on a fully interaction between students and lecturer.
Therefore, primary condition to achieve this goal is that students prepare in advance all materials
required for the weekly lecture.
2.2 Assignments

Lectures in weeks 10 to 12 are devoted to the making of a practical assessment. The aforementioned
is an individual assessment that takes three weeks time for completion and accounts for 30% of the
total grade of the Management Control module.

In case of failing, the student will not get the chance to repair the assignment.


Assignment structure
The lecturer introduces the assignment during the first lecture (W10). The theoretical framework and
applicability to the specific assignment will be defined in interaction with the students. During the
second lecture (W11) different alternatives, scenarios and strategic consequences will be identified.
The student will dedicate the third and last hour of this second lecture to start working on the basic
structure of the due report. The full three hours of the third lecture (W12) are available for the student
to write the final report, individually. The lecturer is present in the class and will provide with individual
or collective feedback upon request.

The final report consists of a maximum of four pages and will be collected at the end of the third and
last lecture. The lecturer wil grade the reports and communicate the results to the students.

Concise description of the assignment: Building a Balanced Scorecard
The four perspectives of a balanced scorecard (Customer & Market, Finance, Learning & Growth and
Internal Business Processes) are common to any company and any business in any sector and industry.
However, the nature of the specific organizational architecture and related key performance indicators
that integrate each of the four perspectives may differ very significantly from one business to the
other.

This assignment is about evaluating organizational structures and identifying key performance
indicators for a specific business: a customer relationship management center, a mobile telephony
provider, an oil conglomerate, a fashion company or an accountancy firm are all examples of potential
balanced scorecard assignments.

The final balanced scorecard report consists of a maximum of four pages with the following table of
contents:
1. Definition of strategic objectives and organizational architecture
2. Definition of key performance indicators for all four perspectives of the balanced scorecard
3. Link of the different performance indicators to strategic objectives and income
4. Risk and sensitivity analysis

From flipchart to decision making model (BSC) is the main objective of this assignment.

2.3 Exams

The written exam is a central exam that accounts for 70% of the final grade.
 The exam encompasses learning goals 1 to 6 (paragraph 1.2)
 The exam tackles all topics covered during lectures in weeks 1 to 8 (paragraph 2.7)
 The exam is a written exam, consists of 4 questions and takes two hours
 The questions deal basically with the practical application of management control topics.
However, theoretical aspects are not excluded and can be tested as well.
 The exam will be scheduled at the end of the semester
 A review will be scheduled after the exam week
 The final grade is a grade out of 10 and is calculated as follows:

Number of marks obtained per question
Grade exam  10
Total number of mark s


2.4 Assessment

The assessment methods used in this module are summarised below. The table also shows how the
grade for this module will be calculated.

Learning Weight
# Description Form goal(s) # Lecture week (%)
1 Management Control exam Written (2 hours) 1 to 6 Central exam, after completion semester 70%

4 Individual assignment Report (3 x 3 hours) 3 De‐central, during lectures weeks 10‐12 30%
total 100%

2.5 Resit

If the average grade obtained for this module is below 5.5 you must do a resit. Which resit(s) you must
do depends on which part(s) is/were insufficient. The different situations are illustrated in the table
below.

Situation: The resit will consitst Your average module grade The resit(s)
of the following after resit will be calculated will be
test(s): using the following weights: scheduled in:
1 Average grade for the whole module ≥ 5.5 No resit needed N.A. N.A.
2 Average grade for the whole module < 5.5 Allocated FEM
 Management Control exam Central written exam Grade resit exam (100%) resit period
 Individual assignment No repair allowed (will be filled
in by O&K)
2.6 General regulations

1 Unnecessary to say that you are required to prepare for lessons. If you come to class unprepared,
the lecturer has the right to deny you access to the lesson. What is requested of you in terms of
lesson preparation is stated below and/ or on the DLWO for this module.

2 You must bring a laptop to school for each class. It is your responsibility to make sure that the
battery lasts throughout each lesson. If you fail to bring a laptop to class and/or if the battery does
not last throughout class, this is regarded as not being prepared. A lecturer then has the right to
deny you (further) access to that lesson.
3 The assignments will not be graded if the level of English is inadequate or if other non‐compliance
with the IBS Reporting Guidelines is verified. If that is the case, you have to hand in your
assignment again in the appointed resit period.


2.7 Lesson plan

Lecture Section Topic Study Preparation
week Materials
The Management Control Introduction to MAC: understanding strategy and MAC Book TBD*

W1
Environment behavior in organizations Chapter 1
The Management Control Organizational architecture for control MAC Book TBD

W2
Environment Chapter 3
The Management Control Performance measurement and control MAC Book TBD

W3
Process Chapter 4
The Management Control Cases on performance measurement and control MAC Book TBD

W4
Process Chapter 4
Accounting for Decision Transfer pricing MAC Book TBD

W5
Making and Control Chapter 4
Accounting for Decision Opportunity cost of capital MAC Book TBD

W6
Accounting for Decision Designing asset allocation systems: Capital Budget MAC Book TBD

W7
Accounting for Decision Identifying strategic risks MAC Book TBD
W8
Making and Control Chapter n.a.
The Management Control Building a balanced scorecard MAC Book TBD
W9
Process Controls for differentiated strategies Chapter 8
Variations in Management Building a balanced scorecard MAC Book TBD
W10
Control Introduction to the assignment (lecturer + students) Chapter 8
W11
Control Preparation assignment (lecturer + students) Chapter 8
W12
Control Making of a balanced scorecard (students) Chapter 8
W13 Final exam All chapters (selection)

TBD*: to be decided and communicated in class


Appendix 1: Relationship with your programme’s profile
competencies

LG You can:
1. Understand how strategy and behavior in organizations interact with each other
2. Evaluate organizational architecture for control (organizational design)
3. Design a performance measurement and control system for implementing strategy
4. Evaluate opportunity costs for strategic decision making (benefits vs. sacrifies)
5. Evaluate whether sufficient resources (assets) are available to implement the intended strategy
6. Evaluate sources of strategic risk

LG IBMS Profile Competencies Level
International Business Awareness 3
1. International Strategic Vision Development
Ethical and corporate responsibility
Business Processes & Change Management 3
2. Planning & Organizing
International Finance & Accounting
Business Processes & Change Management 3
3. Planning & Organizing
4. International Finance & Accounting 3
International Strategic Vision Development 3
5.
International Strategic Vision Development 3
6.


Appendix 2: Assessment model(s)

The student will be assessed by using the following criteria’s:

WEIGHT CRITERIA
1.PREREQUISITES

Layout and Style
n.a. According to the IBS guidelines

Business English
n.a. The assignment is written in clear, concise and correct English
Assessment: GO/ NO GO

2.BACHELOR’s LEVEL
10% Relevance of information
The information in the report is relevant to the company
objective and there is no superfluous information.
10% Effectiveness
The report provides stakeholders with information that will
improve the quality of their decision‐making.
20% Subtotal grade

3.CONTENT REPORT
20% Strategic objectives and organizational structure
20% Key performance indicators (KPI’s)
20% Link KPI’s to strategic objectives and income
20% Risk and sensitivity analysis
80% Subtotal grade

100% TOTAL GRADE REPORT

The grades are based on a scale of 1 – 10 based on the following:

GRADE DESCRIPTION
9 ‐ 10 Excellent
7 ‐ 8 Good
6 Sufficient
1 ‐ 5 Insufficient ‐> Fail


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Programme Manager John Sterk Director IBMS and TMA

Robert Anthony, Vijay McGraw‐Hill 2014 1st.

Kenneth A. Merchant FT Prentice Hall 2012 3rd.

1 Management Control exam Written (2 hours) 1 to 6 Central exam, after completion semester 70%

1 Average grade for the whole module ≥ 5.5 No resit needed N.A. N.A.

The Management Control Introduction to MAC: understanding strategy and MAC Book TBD*

The Management Control Organizational architecture for control MAC Book TBD

The Management Control Performance measurement and control MAC Book TBD

The Management Control Cases on performance measurement and control MAC Book TBD

Accounting for Decision Transfer pricing MAC Book TBD

Accounting for Decision Opportunity cost of capital MAC Book TBD

Accounting for Decision Designing asset allocation systems: Capital Budget MAC Book TBD

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