- Assessment methods
- Learning objectives
- Teaching methods
A basic knowledge of financial and managerial accounting is required as well as a basic knowledge of planning and control systems.
For attending students:
Two partial written exams during and at the end of the course (incident/exercises and open questions) or a total final exam. A grade higher than 18/30 in the first partial exam allows the student to participate in the second partial exam. The final grade is the average, rounded up according to the conventional rules. The tests have maximum score of 31/30. The vote of the two partial tests is the average of the two scores obtained, rounded up.
To define the final note, will be assessed:
➢ The two partial tests (each with a weight of 35% on the overall evaluation) or the total test (with a weight of 70% on the overall evaluation);
➢ The assignment (30% of the overall evaluation). The assignment will be evaluated in the light of the following criteria: Exhibit clarity of the written and / or oral presentation, rigor of the form / method of work, comprehensiveness / completeness of the discussion, originality)
For non attending students (those who have not carried out the assignment):
A written exam in the established dates (incident/exercises and open questions).
The course offers to students the opportunity to learn the latest techniques for measuring performance, experimenting with it in specific organizational contexts and to develop appropriate capacities for design and analysis performance measurement systems specifically geared to support the implementation and review of corporate strategies
The course focuses on Performance Measurement and Control Systems (PMCS) that can be used in complex companies. It is divided into 4 blocks educational complementary: 1) Assessing the health of a company and the sustainability of its growth strategy; 2) The economic evaluation of strategic alternatives; 3) Creating performance measurement systems; 4) Aligning strategy, goals and actions.
PART 1 - ASSESSING THE HEALTH OF A COMPANY AND THE SUSTAINABILITY OF ITS GROWTH STRATEGY:
- The Design of Performance Measurement and Control Systems (PMCS);
- The Relationships between Corporate Strategy and Financial Performance;
- Diagnose the Health Conditions of the Enterprise through Financial Statement Analysis and Ratios and Cash Flow Analysis;
- Basis for a successful strategy;
- Interpretation of the financial performance achieved by companies through the strategic reading of balance sheet data
PART 2 - THE ECONOMIC EVALUATION OF STRATEGIC ALTERNATIVES
- Using the Profit Plan to Test Strategy
- How to prepare a Profit Plan
- Profit’s performance evaluation at the strategic level
- The Implementation of the Profit Plan and the Control of the Results: using Variance Analysis to analyse the Strategic Profitability
PART 3 - CREATING PERFORMANCE MEASUREMENT SYSTEMS
- Designing Asset Allocation Systems: a Definition of Asset Allocation Systems; Sorting Assets by Category; Evaluating Asset Acquisition Proposals;
- Decentralization and responsibility centres: Managing Markets Inside the Firm; Transfer Pricing Alternatives; Transfer Pricing Effects and Trade-Offs;
- Measuring Divisional Performance: ROI and Residual Income; Economic Value Added; Linking External Markets and Internal Operations;
- Performance measurement from a multidimensional perspective: Integrated reporting, overview and frameworks
PART 4 - ALIGNING STRATEGY, GOALS AND ACTIONS
- The Balanced Scorecard: linking strategy and measures
- Strengths and weaknesses of the model
- BSC design and implementation practice
- Aligning managerial performance and incentive systems- Identifying and Managing Strategic Risk: Sources
• R. SIMONS, Performance Measurement & Control Systems for Implementing Strategy, Text & Cases, Prentice Hall, 2000;
• Slides and exercises posted to the course web site.
Lectures, case discussions, business testimonials, field activities or individual projects and group work.