Publication in the Diário da República: Despacho nº 13772/2014 - 12/11/2014
5 ECTS; 3º Ano, 1º Semestre, 30,0 T + 30,0 PL , Cód. 905629.
Lecturer
- Sílvio Manuel Valente da Silva (1)(2)
(1) Lead Professor
(2) Teaching Professor
Prerequisites
Not applicable
Objectives
Provide the students with a theoretical and practical approach that will enable them to understand the dynamics of management control in an organization. They will be able to identify the need and implement a proper management control system and the understand the correct tools for control.
Program
OBJECTIVES AND FUNDAMENTALS OF MANAGEMENT CONTROL
1. Scope and objectives of management control
2. Management control and strategy
3. Strategic management accounting
4. The management control process
5. Organizational aspects of implementing management control systems
BASIC COST CONCEPTS
1. The concept of basic costs
2. Types of basic costs and their specific characteristics
3. Advantages and limitations of different types of basic costs
4. Common objectives of different types of basic costs
ACTIVITY-BASED COSTING (ABC)
1. Concept and reasons for its development
2. Comparison with the traditional absorption costing system
3. Advantages and limitations of ABC regarding management accounting information
BUDGETARY CONTROL
1. Scope and objectives of budgetary control
2. Phases of budgetary control
3. Advantages and limitations of budgetary control
4. Calculation and analysis of various variances
PERFORMANCE EVALUATION
1. Scope and objectives of performance evaluation
2. Responsibility centers and internal transfer prices
3. Cost centers, profit centers, and investment centers
4. Financial measures of performance evaluation
5. Non-financial measures of performance evaluation
6. Organizational aspects of performance evaluation processes
EVA (ECONOMIC VALUE ADDED)
1. Origins and basic concepts of EVA
2. EVA versus ROI (Return on Investment) and RI (Residual Income)
3. Limitations of EVA
4. CVA (Cash Value Added) as an alternative to EVA
BSC (BALANCED SCORECARD)
1. Origins and basic concepts of the BSC
2. The BSC and strategy
3. The four perspectives of the BSC
4. Inclusion of financial and non-financial measures
5. The BSC and strategy maps
6. Integration of the BSC with incentive systems
Evaluation Methodology
Continuous assessment: 2 tests (50%) each one. Students not achieving the continuous assement pass mark (10/20) will be qualified for examination.
Bibliography
- Berry, A. e Broadbent, J. e Otley, D. (1995). Management control-Theories, issues and practices. New York: MacMillan
- Borges, A. e Borges, J. (2014). Contabilidade e finanças para a gestão. Lisboa: Áreas Editora
- Drury, C. (2012). Management and Cost Accounting. Londres: Cengage Learning College
- Jordan, H. e Carvalho, J. e Rodrigues, J. (2011). Controlo de gestão: Ao serviço da estratégia e dos gestores. Lisboa: Àreas Editora
- Lopes, I. (2019). Controlo de Gestão: Uma Visão Integrada de Desempenho Empresarial. (Vol. 1). Coimbra: Atual-Grupo Almedina
Teaching Method
Theoretical-practical sessions supported by case study discussion.
Software used in class
Not applicable.
