The Controlling Concept: A guide to controlling, and how to adopt controlling effectively in business practice.
This book describes, by means of the "House of Controlling", how you can effectively implement controlling in your business practice. For instance, it clarifies the following questions:
- What is the heart of the controlling concept?
- Which subject areas are covered by an effective controlling system?
- What does state-of-the-art controlling look like?
- By what measures can the success of controlling be determined?
- How can the effectiveness and efficiency of controlling be improved?
- How is controlling continuing to develop?
Chapters are supplemented by organisational checklists and business practice examples, drawn from Horváth & Partners' many years of experience developing and implementing controlling concepts at home and abroad.
Horváth & Partners is one of Germany's foremost international consulting firms with core competencies in business management and performance optimisation, and for years has held the top spot in all rankings for Controlling and Finance.
What distinguishes the book "The Controlling Concept"
- It provides crucial elements for successful business management
- It is practice-based
- The "House of Controlling", which covers all branches of controlling and positions controlling as a whole within the Company
- Compact format
- Specific organisational recommendations
- Numerous practical examples from companies
- Organisational checklists for managers and controllers at the end of every chapter
- All of the contents are based on many years of practical experience of organising and developing effective controlling systems in companies
Das Schweitzer Vademecum ist ein renommierter Fachkatalog, der speziell die relevanten Angebote für juristisch und steuerrechtlich Interessierte sortiert, aufbereitet und seit über 100 Jahren der Orientierung dient. Das Schweitzer Vademecum beinhaltet Bücher, Zeitschriften, Datenbanken, Loseblattwerke aus dem deutschsprachigen In- und Ausland und ist seit 1997 wichtiger Bestandteil des Schweitzer Webshops.
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ISBN-13
978-3-8006-5381-2 (9783800653812)
Schweitzer Klassifikation
1 - Cover [Seite 1]
2 - Zum Inhalt/Zu den Autoren [Seite 2]
3 - Titel [Seite 3]
4 - Impressum [Seite 4]
5 - Preface [Seite 5]
6 - Objectives and structure of the book [Seite 6]
7 - Contents [Seite 8]
8 - Controlling as the Foundation of Performance Management [Seite 12]
8.1 - Introductory Remarks [Seite 12]
8.2 - Further reading [Seite 15]
9 - 1. Nature and Structure of Controlling [Seite 16]
9.1 - 1.1 Chapter objectives [Seite 16]
9.2 - 1.2 Introduction [Seite 17]
9.3 - 1.3 Tasks of Controlling [Seite 17]
9.4 - 1.4 Role and job description of the controller [Seite 19]
9.5 - 1.5 The "House of Controlling" - Building blocks of an effective controlling system [Seite 21]
9.6 - 1.6 The "House of Controlling" and its context factors [Seite 25]
9.7 - 1.7 What comes next [Seite 29]
9.8 - 1.8 Design checklist for managers and controllers [Seite 29]
9.8.1 - Further reading [Seite 30]
10 - 2. Management Accounting [Seite 31]
10.1 - 2.1 Chapter objectives [Seite 31]
10.2 - 2.2 Introduction [Seite 32]
10.3 - 2.3 The design for effective Management Accounting [Seite 33]
10.3.1 - 2.3.1 Cost and profit accounting [Seite 33]
10.3.1.1 - 2.3.1.1 Full costing systems [Seite 36]
10.3.1.2 - 2.3.1.2 Direct costing systems [Seite 45]
10.3.1.3 - 2.3.1.3 Activity-based costing [Seite 50]
10.3.1.4 - 2.3.1.4 Income statement [Seite 59]
10.3.1.5 - 2.3.1.5 Target costing [Seite 62]
10.3.2 - 2.3.2 Investment appraisal [Seite 64]
10.3.3 - 2.3.3 Investment appraisal methods [Seite 65]
10.3.4 - 2.3.4 Investment appraisal system [Seite 70]
10.4 - 2.4 The configuration of effective financial accounting [Seite 74]
10.5 - 2.5 Practical example [Seite 77]
10.5.1 - 2.5.1 The Fischer corporate group [Seite 77]
10.5.2 - 2.5.2 Project: Reconfiguring cost and profit accounting and financial reporting [Seite 79]
10.5.3 - 2.5.3 Lessons learned [Seite 82]
10.6 - 2.6 Configurations checklist for managers and controllers [Seite 83]
10.6.1 - Further reading [Seite 84]
11 - 3. Strategic Planning [Seite 85]
11.1 - 3.1 Chapter objectives [Seite 85]
11.2 - 3.2 Introduction [Seite 85]
11.3 - 3.3 Creating an effective strategic plan [Seite 86]
11.3.1 - 3.3.1 Strategy process [Seite 89]
11.3.2 - 3.3.2 Selected strategic analysis instruments [Seite 91]
11.3.3 - 3.3.3 Selected strategy development instruments [Seite 94]
11.3.4 - 3.3.4 Strategy evaluation/selection with the instruments of value-based management [Seite 96]
11.3.4.1 - 3.3.4.1 Discounted cash flow method (DCF) [Seite 99]
11.3.4.2 - 3.3.4.2 Economic Value Added method (EVA®) [Seite 101]
11.3.5 - 3.3.5 Strategy description and communication with strategy maps and the Balanced Scorecard [Seite 103]
11.3.6 - 3.3.6 Strategy anchoring and strategy controlling [Seite 108]
11.4 - 3.4 Practical example [Seite 112]
11.4.1 - 3.4.1 Prints GmbH [Seite 112]
11.4.2 - 3.4.2 Project: Development of a Balanced Scorecard [Seite 112]
11.4.3 - 3.4.3 Lessons learned [Seite 117]
11.5 - 3.5 Organisational checklist for managers and controllers [Seite 118]
11.5.1 - Further reading [Seite 118]
12 - 4. Operative Planning, Budgeting and Forecasting [Seite 119]
12.1 - 4.1 Chapter objectives [Seite 119]
12.2 - 4.2 Introduction [Seite 119]
12.3 - 4.3 Designing effective operative planning [Seite 120]
12.4 - 4.4 Designing an effective budget [Seite 122]
12.4.1 - 4.4.1 Budget system [Seite 122]
12.4.2 - 4.4.2 Budgeting process [Seite 133]
12.4.3 - 4.4.3 Budgeting bodies [Seite 139]
12.5 - 4.5 Designing an effective forecast [Seite 139]
12.5.1 - 4.5.1 Traditional forecast [Seite 139]
12.5.2 - 4.5.2 Rolling forecast [Seite 140]
12.6 - 4.6 Practical example [Seite 144]
12.6.1 - 4.6.1 Safety Ltd [Seite 144]
12.6.2 - 4.6.2 Project: Developing a new forecasting process [Seite 144]
12.6.3 - 4.6.3 Lessons learned [Seite 149]
12.7 - 4.7 Organisational checklist for managers and controllers [Seite 149]
12.7.1 - Further reading [Seite 150]
13 - 5. Financial Management and Financial Controlling [Seite 151]
13.1 - 5.1 Chapter objectives [Seite 151]
13.2 - 5.2 Introduction [Seite 151]
13.3 - 5.3 Designing effective Financial Management and Financial Controlling [Seite 152]
13.3.1 - 5.3.1 Financial Management [Seite 153]
13.3.2 - 5.3.2 Financial Controlling [Seite 156]
13.3.2.1 - 5.3.2.1 Tasks of Financial Controlling [Seite 156]
13.3.2.2 - 5.3.2.2 Financial Controlling tools [Seite 157]
13.4 - 5.4 Practical example [Seite 162]
13.4.1 - 5.4.1 Media AG [Seite 162]
13.4.2 - 5.4.2 Project: Optimising liquidity planning [Seite 163]
13.4.3 - 5.4.3 Lessons learned [Seite 166]
13.5 - 5.5 Design checklist for managers and controllers [Seite 167]
13.5.1 - Further reading [Seite 167]
14 - 6. Management Reporting [Seite 168]
14.1 - 6.1 Chapter objectives [Seite 168]
14.2 - 6.2 Introduction [Seite 168]
14.3 - 6.3 Setting up effective management reporting [Seite 169]
14.3.1 - 6.3.1 Basis: Effective analysis of need for information [Seite 170]
14.3.2 - 6.3.2 Defining effective key figures [Seite 171]
14.3.2.1 - 6.3.2.1 Function and categories of key figures [Seite 171]
14.3.2.2 - 6.3.2.2 Key figures systems [Seite 176]
14.3.2.3 - 6.3.2.3 The measurement parameter system of a Balanced Scorecard [Seite 177]
14.3.3 - 6.3.3 Designing effective reporting [Seite 181]
14.3.4 - 6.3.4 Current trends in management reporting [Seite 185]
14.4 - 6.4 Practical example [Seite 187]
14.4.1 - 6.4.1 Handels GmbH [Seite 187]
14.4.2 - 6.4.2 Project: Development of a key figures system with standardised reports [Seite 187]
14.4.3 - 6.4.3 Lessons learned [Seite 189]
14.5 - 6.5 Design checklist for managers and controllers [Seite 190]
14.5.1 - Further reading [Seite 190]
15 - 7. IT System [Seite 192]
15.1 - 7.1 Chapter objectives [Seite 192]
15.2 - 7.2 Introduction [Seite 192]
15.2.1 - 7.2.1 Using IT in operations [Seite 193]
15.2.2 - 7.2.2 Standard software selection process [Seite 195]
15.3 - 7.3 Designing effective IT support for Controlling [Seite 197]
15.3.1 - 7.3.1 Principles of IT Support [Seite 197]
15.3.2 - 7.3.2 IT Support for Planning, Control and Data Analysis [Seite 199]
15.3.3 - 7.3.3 Automation of Controlling Processes [Seite 202]
15.4 - 7.4 Practical example [Seite 203]
15.4.1 - 7.4.1 Industrielle Dienstleistungen GmbH and Anlagenbau AG [Seite 203]
15.4.2 - 7.4.2 Project: Linking the Chart of Accounts and Cost Centre Plan [Seite 203]
15.4.3 - 7.4.3 Lessons learned [Seite 207]
15.5 - 7.5 Design checklist for managers and controllers [Seite 208]
15.5.1 - Further reading [Seite 209]
16 - 8. Controlling Organisation [Seite 210]
16.1 - 8.1 Chapter objectives [Seite 210]
16.2 - 8.2 Introduction [Seite 210]
16.3 - 8.3 Design of an effective Controlling organisation [Seite 212]
16.3.1 - 8.3.1 Factors influencing the Controlling organisation [Seite 212]
16.3.2 - 8.3.2 Embedding Controlling into the company [Seite 213]
16.3.3 - 8.3.3 Controlling's tasks [Seite 216]
16.3.3.1 - 8.3.3.1 Process-orientated Controlling organisation [Seite 217]
16.3.3.2 - 8.3.3.2 Controlling Shared Service Centre [Seite 221]
16.3.3.3 - 8.3.3.3 Specialist Controlling tasks [Seite 224]
16.3.4 - 8.3.4 Structure of the Controlling division [Seite 229]
16.3.5 - 8.3.5 Controlling resources [Seite 231]
16.4 - 8.4 Practical example [Seite 234]
16.4.1 - 8.4.1 Travel SE [Seite 234]
16.4.2 - 8.4.2 Project: Development of a CFO organisation across different locations [Seite 234]
16.4.3 - 8.4.3 Lessons learned [Seite 238]
16.5 - 8.5 Organisational checklist for managers and controllers [Seite 238]
16.5.1 - Further reading [Seite 239]
17 - 9. Governance [Seite 240]
17.1 - 9.1 Chapter objectives [Seite 240]
17.2 - 9.2 Introduction [Seite 240]
17.3 - 9.3 Designing an effective monitoring system [Seite 243]
17.3.1 - 9.3.1 Internal control system [Seite 243]
17.3.1.1 - 9.3.1.1 Internal control system function [Seite 243]
17.3.1.2 - 9.3.1.2 The COSO concept [Seite 244]
17.3.2 - 9.3.2 Internal audit [Seite 245]
17.3.2.1 - 9.3.2.1 Internal audit function [Seite 245]
17.3.2.2 - 9.3.2.2 Internal audit method [Seite 246]
17.3.3 - 9.3.3 Risk management [Seite 249]
17.3.3.1 - 9.3.3.1 Role of risk management [Seite 249]
17.3.3.2 - 9.3.3.2 Risk analysis [Seite 250]
17.3.3.3 - 9.3.3.3 Risk planning and control [Seite 252]
17.3.3.4 - 9.3.3.4 Risk monitoring and documentation [Seite 253]
17.4 - 9.4 Practical example [Seite 254]
17.4.1 - 9.4.1 Medizintechnik AG [Seite 254]
17.4.2 - 9.4.2 Project: Setting up systematic risk management [Seite 254]
17.4.3 - 9.4.3 Lessons learned [Seite 258]
17.5 - 9.5 Organisational checklist for managers and controllers [Seite 258]
17.5.1 - Further reading [Seite 259]
18 - 10. Trends [Seite 260]
18.1 - List of authors [Seite 263]
18.2 - List of abbreviations [Seite 264]
18.3 - Bibliography [Seite 267]
18.4 - Index [Seite 271]
