Course 2014-2015 a.y.

IM - ACME

Go to class group/s: 6 - 7 - 19

IM (6 credits - I sem. - OB  |  SECS-P/07)

Course Director:
ARIELA CAGLIO

Course Objectives

The course aims to explore the role of performance measurement and control systems in supporting managers in the definition of strategy and in their day-to-day activities.
It is widely acknowledged that the survival of any firm depends on its capabilities to generate successful strategic ideas, to motivate its managers to implement strategies, to identify and manage strategic risks and, finally, to create stakeholders' trust. In these respects, performance measurement systems play a crucial role. On the one hand, through strategic planning, programming and budgeting, performance targets are set, coherently with strategic and organizational choices, and used to evaluate managers' accountability. On the other hand, reporting systems serve to communicate actual performance to both managers and stakeholders in a way that fosters learning from experience, enables redirecting ineffective behaviours and supports the generation of stakeholders' trust.

Course Content Summary

The course begins with the definition of the functions of performance measurement and control systems within governance processes, with particular reference to strategic and organisational choices. Then, performance measurement and control systems are studied by highlighting their role in influencing the generation of strategic ideas and in securing their correct implementation.  More specifically, the core of the course is focused on the design and use of all the control system tools and techniques that are needed to manage a business effectively, i.e. profit plans, segment reporting, asset allocation systems and corporate planning systems, strategic profitability analysis and transfer pricing.  

The main topics of the course are: 

• the PMS and their role in governance processes. 
• How to design PMS consistently with successful strategies and organizational choices. 
• Profit plans, budgets and reporting: their role in managing functional performance. 
• Transfer prices, asset allocation systems and strategic reporting: their role in managing business units performance.
• Strategic Measurement Systems and incentive systems. 
• The Balanced Scorecard. 
• Interactive and diagnostic planning and control systems. 
• Management control systems and strategic and operational risks identification. 
• The levers of control: a comprehensive view. 

The topics are thoroughly explored and developed by using case studies.

Detailed Description of Assessment Methods

The final mark results from a weighted evaluation of a written exam, group assignments, participation in case discussions and in all class activities.

Textbooks

• R. SIMONS, Performance Measurement and Control Systems for Implementing Strategy - Text and Cases, Prentice Hall.

Exam textbooks & Online Articles (check availability at the Library)

Prerequisites

To feel comfortable in this class, students should be familiar with financial accounting and financial statement analysis (basic), cost accounting and managerial accounting (basic).

Last change 02/07/2014 15:20

ACME (6 credits - I sem. - OB  |  SECS-P/07)

Course Director:
GIOVANNI PAOLO TOMASI

Course Objectives

The course aims to explore the role of performance measurement and control systems in supporting managers in the definition of strategy in the arts and entertainment industries.
It is widely acknowledged that the survival of any firm depends on its capabilities to generate successful strategic ideas, to motivate its managers to implement strategies, to identify and manage strategic risks and, finally, to create stakeholders' trust. In these respects, performance measurement systems play a crucial role. On the one hand, through strategic planning, programming and budgeting, performance targets are set, coherently with strategic and organizational choices, and used to evaluate managers' accountability. On the other hand, reporting systems serve to communicate actual performance to both managers and stakeholders in a way that fosters learning from experience, enables redirecting ineffective behaviours and supports the generation of stakeholders' trust.

Course Content Summary

The course begins with the definition of the functions of performance measurement and control systems within governance processes, with particular reference to strategic and organizational choices. Then, performance measurement and control systems are studied by highlighting their role in influencing the generation of strategic ideas and in securing their correct implementation. More specifically, the core of the course is focused on the design and use of all the control system tools and techniques that are needed in different industries such as theatres, media, sport and fashion companies.

The main topics of the course are:

• the PMS and their role in governance processes.
• How to design PMS consistently with successful strategies and organizational choices.
• From financial accounting to management accounting: the different performance perspectives.
• Profit plans, budgets and reporting: their role in managing functional performance.
• Transfer prices, asset allocation systems and strategic reporting: their role in managing business units performance.
• Strategic Measurement Systems and incentive systems.
• The Balanced Scorecard.
• Interactive and diagnostic planning and control systems.
• The levers of control: a comprehensive view.
• Guest speakers from different companies.

Detailed Description of Assessment Methods

For attending students

The final mark results from a weighed evaluation of a written exam, participation in case discussions and in all class activities.

For non attending students

The final mark results from the written exam evaluation only.

The partial exam is not scheduled.

Textbooks

• Custom Edition of Performance Measurement Systems, Prentice Hall. Available from September 2013.

Exam textbooks & Online Articles (check availability at the Library)

Last change 25/03/2014 15:30