Syllabus for The Role and Techniques of a Controller, Master Course

Decisions and guidelines

Master programme course- track MAC.

Learning outcomes

Both practically and theoretically we can see an increased interest in execution and action theory. This interest can be seen as an expression of an expanding interest in management: management which has been defined as the art and science of getting things done, by prominent researchers. One important implication of this development is that roles and identities have come to be central concepts in contemporary debate. For an externalised social role expectations and responsibilities (accountability) is crucial for what kind of actions we can have in our organisations. In the same way a person or group’s own internal sense of identity can be of importance for the way they act. Due to increased global competition, new technology and by that new ways to organise work, we can see new possibilities, but also new demands for many traditional organisational roles. This is especially obvious for the CFO department and by that among controllers in the company.

The general ambition with this course is to give students an insight in and a preparation for the development of new organisational roles for the controller.

After the course the student should have:

• Reached an awareness of implications of role and identities in general, and specific, the controller role in modern complex organisations.
• Gained an understanding of important management control questions related to the controller and the use of human -, social -, and structural capital
• The possibility to identify, evaluate, and develop a practical usable role description for an efficient and effective controller role in modern complex organisations.
• Become acquainted with some important methods and skills related to a modern controller role.

Content

The course content circulates around following important themes:

• Role and identity theories related to controller and management.
• Controller, self-reflection and personal development. (The controller and human capital).
• Controller and important relationships in the management of the company. (The controller and social capital).
• Controller and information technology. (The controller and the use of structural capital).
• Controller and the modern “Tool box” for management control. A special emphasis will here be on modern quantitative oriented management methods for decision making.

Instruction

During the course a number of different moments will be used: lectures, seminars (small and mid sized groups). From a student perspective the course moments will include both written and oral presentations. The language of instruction is English.

Assessment

Examination includes a written exam (literature test), case/literature seminars and skill seminars. The final grade – and the total for the course - is determined after taking into consideration the different parts of the examination. Grading criteria are presented in the study guide provided at the start of the course. Grades will be given in accordance with the Swedish grading system. The following grades will be used: VG (pass with distinction), G (pass), and U (fail). Assignments and exams handed in late will not be graded except in special circumstances. In addition, any remaining assignments and supplements must be completed and handed in by the deadline specified in the study guide otherwise the entire course (all assignments included) must be redone the next time the course is given, provided there is space in the course.

Uppsala University takes cheating and plagiarism seriously, and disciplinary action will be taken against any student suspected of being involved in any sort of cheating and/or plagiarism. The disciplinary actions take the form of warnings and limited suspensions.

NOTE: Only completed courses can count toward a degree.

Other directives

The course substitutes/overlaps among others On Becoming a Manager/Controller, Master Course 2FE813.