Die Universität Witten/Herdecke ist durch das NRW-Wissenschaftsministerium unbefristet staatlich anerkannt und wird – sowohl als Institution wie auch für ihre einzelnen Studiengänge – regelmäßig akkreditiert durch:
The focus of the Chair is on accounting for family enterprises, change management, the impact of new technologies on accounting and the development of the controller’s role.
Our ambition is to
Management accounting and control literature using the enabling and coercive framework classifies controls as being either enabling or coercive and, thereby, emphasises the structural nature of formal controls, rather than focusing on the actor’s perception of the controls. However, we propose overcoming this structural dualism of enabling and coercive management controls (MCs), by re-conceptualising them as a duality, thus, considering that these two elements are fundamentally interdependent — ostensibly contradictory, but, also mutually enabling, and necessary to organise work in collaborative settings. To elaborate our theoretical insights, we draw on a qualitative in-depth case study of an international organisation, focusing on one newly acquired R&D division. Our analysis reveals that actors perceive MCs simultaneously as enabling and coercive. Depending on the perspective of the actors – i.e. whether they focus on collective or individual level impacts – they perceive MCs as enabling or coercive. Thus, as both perspectives are present in organisational settings, MCs are simultaneously enabling and coercive, i.e. they form a duality. Moreover, the results of this study offer further explanations for variances in the enabling and coercive perceptions of MCs. Finally, these results add to our understanding of the use of MCs in knowledge intensive environments.
Management accountants need to extent their areas of expertise to psychology, business modelling and coding.
I presented some ideas at VRC’s FINSpire conference, Den Haag.
Fakultät für Wirtschaft und Gesellschaft (Department für Management und Unternehmertum)
Dr. Werner Jackstädt-Stiftungslehrstuhl für Controlling und Unternehmenssteuerung
We answer each request sent by e-mail to email@example.com within 24 hours during the semester, and our research assistants offer an open door policy.
2. COURSES AND SEMINARS:
The documents of our courses are available online at least 48 hours before the start of the respective course. At regular intervals, we invite experts from the business community to our courses and seminars.
3. EXAM RESULTS:
We correct written exams, seminar papers and theses within four weeks.
We intensely supervise Bachelor’s and Master’s theses and will assist you in writing your thesis in co-operation with a company.
5. TALENT PROGRAMME:
We provide excellent students with special support, e.g. by means of round tables on current issues, by involvement in the chair’s research and practice-related projects and by field trips.
Internal Corporate Accounting
The course starts with a definition of basic terms and a discussion of the fundamentals of production and cost theory. It goes on to illustrate the individual cost accounting sections (cost type, cost center and cost unit accounting). Further fundamental topics of the course are revenue accounting and profit and loss account. Participants will also discuss cost analysis elements which – summed up as cost information – may also be used for management control purposes. One of the course objectives is to convey an understanding of the terminology used in internal and external accounting (e.g. the differentiation between “costs” and “expenses”). Although the focus is on absorption costing, the course will also address other systems of cost/revenue accounting in order to provide comprehensive insight into cost accounting.
One focus of this course is on the individual financial statement in terms of commercial law. This includes the generally accepted German accounting principles as well as the regulations on inclusion and valuation. After having discussed the basic elements of balancing, the course will address the key balance sheet items, profit and loss statement and cash flow statement.
As students have to run their own company, they will face real life problems of managers. They have to solve diverse managerial problems such as acquiring employees, marketing their product, and tracking their costs. Therefore, students gather knowledge about performance measurement, financial accounting, and management accounting as well as about strategy and marketing. Additionally, the relationship between the different aspects and areas of managerial interest will be highlighted and the intertemporal dimension of decision making emphasized.
Introduction to Management Accounting and Control
“Introduction to management accounting and control” provides students with knowledge about managerial accounting, the theories and methods in management accounting and control and its tools. They learn and understand the two main issues of managerial accounting, i. e. decision making and control. They will also get an insight into the work of management accountants and the different roles they play in organizations. Furthermore, students get also a first overview of different management control tools (i. e. management control systems).
Participants gain an insight into management accounting and control in general. In particular, they learn the difference between financial and managerial accounting, the methods and theories that are used in managerial accounting as well as the tools that are used. Furthermore, students learn to understand the links between management accounting and management control and how managers can use managerial accounting for both, decision making and control. These theoretical insights are applied and improved by solving case studies and acting as managers in 'real life scenarios'.
Case Studies in Management Accounting and Control
After a short introduction into managerial accounting, students get the chance to work intensively on different case studies. The case studies will be prepared in teams to enhance social skills, teamwork and collaborative learning.
Students apply their knowledge about managerial accounting and management control systems to solve case studies in managerial accounting. Apart from methodological skills, the course will foster creativity, critical reflection, and preciseness of argumentation.
Management Control Systems
The course offers an in-depth analysis of the relationship between management theory and practice, with references to a host of specific decision-making situations. Students learn to assess management control-related tools, including Balanced Scorecards and Economic Value Added, as well as non-financial measures of performance. Moreover, a discussion of the similarities and differences between management control and internal control, with reference to Sarbanes-Oxley and similar movements worldwide, will also be covered by the course. Additionally, ethical and multinational issues across a variety of businesses are discussed, i.e. industries and non-profit organizations. Finally, all these aspects will be accompanied by case studies and real-life examples drawn from an international range of firms and companies.
Structured Problem Solving
Students will learn how to structure organizational (and other) problems. After introductory lectures, they have to apply their newly gathered knowledge in a case study. The students’ experiences are the starting points for the second part of lectures that extend the techniques of problem solving.
Stimulating and developing the creative potential of all members of an organization to solve problems is widely seen as contributing to performance and results. This course introduces ideas, skills, models, and techniques to help students understand how problems can be solved in a structured way.
The Talent Programme is one of our 'High Five' service promises. We have developed this special support programme for excellent students to gain experience in research and practice.
The programme runs for one year at Witten/Herdecke University and consists of varied seminars and field trips. In addition to fascinating insights in well-established companies, students also have the opportunity to attend a chair’s research activities or to increase their reading speed.
Seminars and field trips in 2016
6 to 7 June 2016:
Language training with Nathalie Claude, Managing Director of Klanggewinn.
13 June 2016:
The Talent Programme visits Ubisoft and the Design Studio Ubisoft Blue Byte. Mr. Karsten Lehmann (Public Relations) and Mr. Timo Kornetzki (Project Portfolio Management) provide interesting insights into corporate structures and project management.
4 July 2016:
Students visit Sünner Brewery and Distillery, Cologne, and gain fascinating insights into the family enterprise.
(from left to right): Professor Dr. Erik Strauß, Peter Stonn (Managing Director of Improved Reading), Louis Jarvers, Isabel Gadea, Richard Knudsen, Claudio Gentile, Christian Scherpel and Christoph Reuter
Seminars and field trips in 2015
23 June 2015:
Peter Stonn, Managing Director of Improved Reading, gives a speed reading course for the students to increase their reading speed and simultaneously improve text comprehension.
30 June 2015:
Talent Programme participants attend a moderated discussion on the “Agenda 2020” topic of Deutsche Bank. The event takes place outdoor on campus.
3 July 2015:
Students learn to understand and analyze scientific papers during a discussion.
20 October 2015:
The Talent Programm participants visit the VAPIANO Franchising head office. Florian Schneider provides interesting insights into corporate structures, the selection of franchisees and differences between various markets.
27 October 2015:
Students have the unique opportunity to personally speak with Willibert Krüger, founder and managing partner of food manufacturer Krüger. Plant manager Dr. Frank Rabenschlag complements the field trip with a guided tour.
12 January 2016:
Jürgen Dawo, Managing Director of Town & Country Haus Lizenzgeber, gives a lecture on franchising within the Talent Programme context.