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Corporate Governance & Management Control Systems

Module name (EN): Corporate Governance & Management Control Systems
Degree programme: International Management, Master, ASPO 01.10.2016
Module code: MAIM-167
Hours per semester week / Teaching method: 2V (2 hours per week)
ECTS credits: 3
Semester: 1
Mandatory course: no
Language of instruction:
English
Assessment:
written examination
Curricular relevance:
MAIM-167 International Management, Master, ASPO 01.10.2016, semester 1, optional course
Workload:
30 class hours (= 22.5 clock hours) over a 15-week period.
The total student study time is 90 hours (equivalent to 3 ECTS credits).
There are therefore 67.5 hours available for class preparation and follow-up work and exam preparation.
Recommended prerequisites (modules):
None.
Recommended as prerequisite for:
Module coordinator:
Prof. Dr. Matthias Gröhl
Lecturer:
Dozenten des Studiengangs


[updated 18.08.2016]
Learning outcomes:
1 Professional Competencies
1.1 Knowledge
The students understand the influence of international regulations for running a company. The students are aware of the stakeholder and shareholder approach as basic principles to define an individual company´s interest. The students can apply the responsibilities and obligations of the board of directors or the management board and the supervisory board in an international context. The students know about the concepts concerning management control systems and risk managements which are necessary to prevent any kind of liability for the board members. The students are abreast of the latest regulations and the ongoing problems concerning the implementation in the field of corporate governance by the firms.
 
1.2 Skills
The students can interpret the ongoing discussion concerning corporate governance from a theoretical perspective. The students are able to predict the impact of a new law in the field of corporate governance on a globalized company. The students can deal with resulting problems with a deeper understanding of the shareholder and stakeholder approach and their implementation in different countries. They can assess a corporate governance system and have a fundamental understanding of the ways to improve it by using different applications of the management control system and the risk management system.
 
2 Personal Competencies
2.1 Social Competencies
The students develop an understanding of group decisions in a board of directors, a management board and a supervisory board. The students improve their skills to understand a problem within a group in a short period of time and deliver a presentation with the most important facts at a glance. Dealing with different influences on corporate governance gives the students a deeper understanding of different aims and the meaning of collaboration and reliability.
 
2.2 Autonomy
The students are also able to understand difficult problems in the field of corporate governance on their own. The students are able to identify the most important theoretical principals in a practical problem and develop own ideas for the solution.


[updated 02.06.2016]
Module content:
Corporate governance in a multinational enterprise
o Theory and purpose of a company
o Stakeholder and shareholder value
o One tier model and the two tier model
o Board of directors, management board and supervisory board
o Fiduciary obligations; responsibilities of the board(s) for the management control system and the risk
  management system
o Corporate control
o New institutional economics (principal-agent problem)
o International comparisons of corporate governance structures
o Balancing trade-offs resulting from differences in local regulations in corporate governance
 
Management control systems / subsidiary controlling
o Designing and implementing MCS
o Segmentation by responsibility, measures of performance, and principles of transfer pricing
o Strategic planning, control and performance measurement by operating business units / subsidiaries
o Management reporting systems (MRS) and benchmarking
o performance through reporting for intercompany comparison
o Controlling Collaborations with external partners.


[updated 02.06.2016]
Teaching methods/Media:
• Lectures incl. practitioners’ best practices
• (Short) presentations
• Interactive case studies


[updated 02.06.2016]
Recommended or required reading:
• Laudon, K. C., Laudon, J. (2011): Management Information Systems W/MyLab, Prentice Hall International.
• Kaura, M. N. (2002): Management Control and Reporting Systems: Harmonising Design and Implementation, Sage Pub.
• Schlegel, D. (2011): Subsidiary Controlling with Strategically Aligned Performance Measurement Systems,
  Josef Eul Verlag.
• Keasey, K., Tompson, S., Wright, M. (2005), Corporate Governance: Accountability, Enterprise and
  International Comparisons, Wiley & Sons.
• Kim, K. A. (2011) Global Corporate Finance: A Focused Approach, World Scientific.
• Kluyver, C. A. (2009): A Primer on Corporate Governance, Mcgraw-Hill.
• Robin, J. A. (2010): International Corporate Finance, McGraw-Hill.
• Tricker, Bob: Corporate Governance. Principles, Policies and Practices, Oxford 2009.
• Goergen, M. (2012), International Corporate Governance, Prentice Hall.


[updated 02.06.2016]
[Mon Jun  1 08:21:07 CEST 2020, CKEY=icgxmcs, BKEY=imm3, CID=MAIM-167, LANGUAGE=en, DATE=01.06.2020]