| Course Name | Analysis for Financial Decision and Performance |
| Code | Semester | Theory (hour/week) | Application/Lab (hour/week) | Local Credits | ECTS |
|---|---|---|---|---|---|
| FIN 553 | Fall/Spring | 3 | 0 | 3 | 5 |
| Prerequisites | None | |||||
| Course Language | English | |||||
| Course Type | Elective | |||||
| Course Level | Second Cycle | |||||
| Mode of Delivery | - | |||||
| Teaching Methods and Techniques of the Course | ||||||
| Course Coordinator | ||||||
| Course Lecturer(s) | ||||||
| Assistant(s) | - | |||||
| Course Objectives | The objective of this course is to allow the students to gain knowledge, and analytical skills related to how a corporation’s executives go about designing and implementing those ongoing formal financial systems used to plan and control the firm’s financial performance. The key ideas underlying this course are (i) different organizations typically have different strategies, and (ii) different control systems are needed to effectively implement different strategies. |
| Learning Outcomes | The students who succeeded in this course;
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| Course Description | The course is designed to give detail knowledge about the nature of management control system and explain and teach the foundation for implementing strategy in order to achive an effective the performance measuremet and control system. In the final part of the course the model how to create the performance measurement system will be discussed. In the model the course will cover how to achieve the profit goals and strategies to have successful operations.The management control system is aim to show how the firm will be sucessful with the formal planning and control system. |
| Related Sustainable Development Goals | |
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| Core Courses | |
| Major Area Courses | X | |
| Supportive Courses | ||
| Media and Managment Skills Courses | ||
| Transferable Skill Courses |
| Week | Subjects | Required Materials |
| 1 | Foundation For Implementing Strategy.: Organizational Tensions to be managed | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 2 | Foundation For Implementing Strategy.: Basics for Sucessful Strategy | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 3 | Foundation For Implementing Strategy.: Organizing for performance | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 4 | Foundation For Implementing Strategy.: Using Information for Performance Measurement and Control | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 5 | Creating Performance Measurement System: Building Profit Plan | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 6 | Creating Performance Measurement System: Evaluating Strategic Profit Performance | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 7 | Creating Performance Measurement System: Designing Asset Allocation System | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 8 | Creating Performance Measurement System: Linking Performance to Market | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 9 | Creating Performance Measurement System: Building a Balance Scorecard | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 10 | Achieving Profit Goals and Strategies Using Diagnostic and Interactive Control System | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 11 | Achieving Profit Goals and Strategies Alinging Performance and Incentives | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 12 | Achieving Profit Goals and Strategies Identifying Strategic Risk | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 13 | Achieving Profit Goals and Strategies Managing Strategic Risk | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 14 | Achieving Profit Goals and Strategies Levels of Control for Implementing Strategy | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 15 | Achieving Profit Goals and Strategies Levels of Control for Implementing Strategy | Robert Simons, Performance Measurement and Control System For Implementing Strategy, Prentice Hall, 2000 Robert N. Anthony and Vijay Govindarajan, Management Control System, Irwing/McGraw Hill, 2008 Kenneth A. Merchant and Wim A Van Der Stede, Management Control System: Performance Measurement,Evaluation and Incentives, FT PrenticeHall, 2003 Harvard Business Reviews |
| 16 | Review of the Semester |
| Course Notes/Textbooks | Book and chapters indicated above. |
| Suggested Readings/Materials | Harvard Business Review,Financial Times, Wall Street Journal |
| Semester Activities | Number | Weigthing |
| Participation | ||
| Laboratory / Application | ||
| Field Work | ||
| Quizzes / Studio Critiques | ||
| Portfolio | ||
| Homework / Assignments | ||
| Presentation / Jury | ||
| Project | 1 | 30 |
| Seminar / Workshop | ||
| Oral Exam | ||
| Midterm | 1 | 30 |
| Final Exam | 1 | 40 |
| Total |
| Weighting of Semester Activities on the Final Grade | 60 | |
| Weighting of End-of-Semester Activities on the Final Grade | 40 | |
| Total |
| Semester Activities | Number | Duration (Hours) | Workload |
|---|---|---|---|
| Course Hours (Including exam week: 16 x total hours) | 16 | 3 | 48 |
| Laboratory / Application Hours (Including exam week: 16 x total hours) | 16 | ||
| Study Hours Out of Class | 16 | 1 | 16 |
| Field Work | |||
| Quizzes / Studio Critiques | |||
| Portfolio | |||
| Homework / Assignments | 10 | 2 | |
| Presentation / Jury | 17 | ||
| Project | 1 | 17 | |
| Seminar / Workshop | |||
| Oral Exam | |||
| Midterms | 1 | 14 | |
| Final Exams | 1 | 18 | |
| Total | 133 |
| # | Program Competencies/Outcomes | * Contribution Level | ||||
1 | 2 | 3 | 4 | 5 | ||
| 1 | To be able to contribute to the science by improving the knowledge in the field with a level of sufficient expertise based on the qualifications of the master degree. | X | ||||
| 2 | To be able to identify, analyze and interpret the oriented problems of the financial science and the business world. | X | ||||
| 3 | To be able to develop a unique idea, method or application in the field of finance. | X | ||||
| 4 | To be able to transform knowledge in the field to an academic research by mastering existing theory and research in its field. | X | ||||
| 5 | To be able to gain effective communication skills that enables to express the original research results and opinions in the field of finance at scientific meetings and/or within the expert community. | X | ||||
| 6 | To be able to use the results of scientific studies conducted in the field, in relevant refereed journals while publicising them or presenting them in scientific meetings while disseminating knowledge gained. | X | ||||
| 7 | To be able to analyze and resolve national and international developments and its influences on markets with an interdisciplinary perspective. | X | ||||
| 8 | To be able to conduct independent research. | |||||
| 9 | To be able to demonstrate ethical values in the stages of collection, interpretation, dissemination and application of data related to finance field. | |||||
| 10 | To be able to prepare an original thesis / term project in accordance with the criteria related to the field of finance. | |||||
| 11 | To be able to use a foreign language to follow information about the field of finance and participate in discussions in academic environments. | |||||
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest
