Abstract
In today’s globalised and accelerated world, competition between companies has become much more intense. Information, knowledge and speed play an important role in decision making. This means that only companies that have the necessary information and can quickly convert it into organisational knowledge are able to meet the new challenges. The corporate controlling system plays a major role in generating information and thus supporting decision making. Controlling is based on the collaboration between the management and the controller. Controllers’ suitability to perform this activity is determined by their professional skills, personality, human qualities and the socio-economic environment in which they work. The purpose of our study is to determine, through a questionnaire survey, what expectations the labour market places on controllers. Our respondents were managers, financial managers and controllers of enterprises and other business organisations. The sample to be processed consisted of 124 completed and evaluable questionnaires. Descriptive statistical methods and principal component analysis were used to process the database. Using these methods, we present the expectations of business leaders and decision-makers on controllers. Expectations include knowledge of accounting, finance, and the given area of business activity. Of personal skills, expected characteristics include the ability to think in context, analytical skills, logical thinking and the ability to perform analytical and creative work.
Highlights
In the current sense of the word, controlling methodology appeared in the management practice of companies and institutions already in the middle of the 19th century
We examined the views of managers and decision-makers on the knowledge, capabilities, and personal skills a controller is required to have
Based on the examination of the knowledge required for controllers (Table 2), respondents rated the knowledge of the given field of business with the highest average score (4.73), which appeared in the literature review, where different authors evaluated this topic differently, but agreed that it would be difficult to provide appropriate decision support "services" without a certain level of specialist knowledge
Summary
In the current sense of the word, controlling methodology appeared in the management practice of companies and institutions already in the middle of the 19th century. Controlling is an activity that is closely linked to the management of organisations, with a key role in providing relevant information to decision-makers. The main task of the management is the successful operation of the organisations, companies or non-profit institutions that it manages. Controlling is a concept closely related to management, with a strong emphasis on planning and control and providing the information needed for decision-makers (Anthony & Govindarajan, 2007). Controlling, and the controller as a person is one of the elements of the internal environment While this internal environment can be shaped by managers, in the case of more senior executives and newcomers, the existing operation of controlling influences whether or not a specific leader with a particular style can succeed in an organisation. As a subsystem of management, the roles of corporate controlling are coordinating, planning, supervising and supplying information aimed at achieving and realising corporate goals, both at strategic and operational levels (Zéman & Komáromi, 2012). The rest of this paper is organised as follows: Section 2 contains the technical literature review, Section 3 presents the database and methodology used, Section 4 contains Results and discussion and Section 5 concludes the paper
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