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Lecturer(s)
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Pálka Přemysl, Ing. Ph.D.
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Blahová Michaela, Ing. Ph.D.
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Course content
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Use of financial analysis results for financial management of companies. Critical aspects of financial analysis Optimal sources of financing and management of the capital structure of companies. Investment decisions in the short-term. Investment decisions in the long-term. Investments and discount rates. Balanced Scorecard (BSC) as a system for managing and measuring company performance. BSC and strategy. BSC and remuneration. Economic value added (EVA). EVA and BSC in their mutual synergy. EVA and remunaration trends. International management and world trends in strategic management of companies.
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Learning activities and teaching methods
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Lecturing, Dialogic (Discussion, conversation, brainstorming), Teamwork
- Participation in classes
- 39 hours per semester
- Term paper
- 10 hours per semester
- Home preparation for classes
- 13 hours per semester
- Preparation for course credit
- 10 hours per semester
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| prerequisite |
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| Knowledge |
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| Basic knowledge of accounting and finance is required to enrol in the course. |
| Basic knowledge of accounting and finance is required to enrol in the course. |
| learning outcomes |
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| characterize the concept of value added in the enterprise |
| characterize the concept of value added in the enterprise |
| critically evaluate the limitations of traditional financial analysis |
| critically evaluate the limitations of traditional financial analysis |
| analyse the capital structure of the company |
| analyse the capital structure of the company |
| determine the discount rate for investment decisions |
| determine the discount rate for investment decisions |
| define a strategic process map in the BSC management system |
| define a strategic process map in the BSC management system |
| explain the concept of EVA in the context of the application of the BSC system |
| explain the concept of EVA in the context of the application of the BSC system |
| characterise basic and advanced remuneration systems |
| characterise basic and advanced remuneration systems |
| Skills |
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| to develop a strategic process map in the framework of the implementation of the BSC system in the management of the company |
| to develop a strategic process map in the framework of the implementation of the BSC system in the management of the company |
| design an appropriate remuneration system for executives in relation to value creation |
| design an appropriate remuneration system for executives in relation to value creation |
| apply the EVA concept in the context of business management |
| apply the EVA concept in the context of business management |
| quantify the economic efficiency of investments |
| quantify the economic efficiency of investments |
| quantify the discount rate for the purpose of evaluating the efficiency of investments |
| quantify the discount rate for the purpose of evaluating the efficiency of investments |
| teaching methods |
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| Knowledge |
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| Lecturing |
| Lecturing |
| Methods for working with texts (Textbook, book) |
| Methods for working with texts (Textbook, book) |
| Dialogic (Discussion, conversation, brainstorming) |
| Dialogic (Discussion, conversation, brainstorming) |
| Practice exercises |
| Practice exercises |
| Dealing with situational issues - learning in situations |
| Dealing with situational issues - learning in situations |
| Teamwork |
| Teamwork |
| assessment methods |
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| Written examination |
| Written examination |
| Grade (Using a grade system) |
| Grade (Using a grade system) |
| Analysis of seminar paper |
| Analysis of seminar paper |
| Preparation of a presentation |
| Preparation of a presentation |
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Recommended literature
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BLAHOVÁ, M. Strategic Framework and Model for Managing Business Performance: Utilisation of Synergies of Selected Management Systems in the Global Environment. Praha: Wolters Kluwer, 2017. ISBN 978-80-7552-922-0.
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EDGEMAN, R. Complex Management Systems and the Shingo Model: Foundations of Operational Excellence and Supporting Tools. New York: Routledge/Productivity Press, 2019. ISBN 978-1-138-62622-5.
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HENRY, A. Understanding Strategic Management. Oxford: Oxford University Press, 2018. ISBN 978-0-19-966247-0.
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KAPLAN, R. S., NORTON, D. P. The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business Review Press, 1996. ISBN 978-08-7584-651-4.
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POIRIER, Ch. C., WALKER, I. Business Process Management Applied: Creating the Value Managed Enterprise.. Boca Raton: J. Ross Publishing, 2005. ISBN 1-932159-33-9.
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STEWART, G. B. Best-Practice EVA: The Definitive Guide to Measuring and Maximizing Shareholder Value.. Hoboken: Wiley, 2013. ISBN 978-1-118-63938-2.
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WIRAEUS, D., CREELMAN, J. Agile Strategy Management in the Digital Age: How Dynamic Balanced Scorecards Transform Decision Making, Speed and Effectiveness.. Cham: Palgrave Macmillan, 2009. ISBN 978-3-319-76308-8.
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YOUNG, S. D., O'BYRNE, S. F. EVA and Value-Based Management: A Practical Guide to Implementation.. New York: McGraw-Hill, 2001. ISBN 0071364390.
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