THE THEORETHICAL APPROACH AND PRACTICE OF CONTROLLING AND BUSSINESS RISK

István HÁGEN, Zoltán BUJDOSÓ, Alexandru Mircea NEDELEA

Abstract


Achieving the controlling approach at the companies has the obvious advantage that it is getting easier to exactly define the strategic and operative objectives, the planning system encourages the increase of performance and the decrease of costs and it helps by comparing plan-fact data. By defining the indices and continuous monitoring it is easier to get the fact data closer to the plans, so in case of careful planning business risk can be reduced.

With the application of the controlling approach enterprises can be made economical, efficient and effective, so the activity naturally involving several risks, namely weather conditions, biological hazards, can be made more predictable. To sum up, the application of the Balanced Scorecard at the enterprises on the one hand helps short-term profitability and on the other hand designates what to do to reach long-term financial profitability and competitiveness. The objective of the research was to conduct a survey via questionnaires suitable for analysis as well as relevant deep interviews among the small and medium sized enterprises from different branches in the Carpathian Basin.


Keywords


controlling, economical, efficient, Balanced Scorecard, SMEs

References


Adams, A (2013) SAP Book Authors Speaking at Controlling London, p.134

Borszéki É. (2007) A jövedelmezőség és a tőkeszerkezet összefüggései a vállalkozásoknál, http://www.gtk.szie.hu/upload_files/2007113121150_Borszeki_Eva_TI.doc accessed May 8, 2013.

Brigham, E.F. (2013) Financial Management Hardcover

Thomson ONE - Business School Edition , p.2

Csikós, I., Juhász, T. (1997) Operative controlling III. Financial controlling, NOVORG Kiadó, Budapest p.191Hágen, I.Zs., Kondorosi, É. (2001) Controlling. Controll 2003 Kiadó Kft. Debrecen, p.147

Fürjész I. (2005) Viability size and efficiency of the EU's agricultural system Agrártudományi Közlemények, No16. 299-332 p.

Francsovics I. (2005) The business structure of source context. PhD thesis Budapesti Corvinus Egyetem. 70-71 p.

Harrington, D.R. (1993) Corporate Financial Analysis, Decision in Global Environment, DeanBand, London, p.145

Hax, A.C., Majluf, N.S. (1991) The Strategy Concept and Process. Dieter Verlag, Munich p132.

Horvath, R, Partner (1997) Controlling: A way to an effective controlling system. Közgazdasági és Jogi Könyvkiadó, Budapest, p.201

Kaplan,R.S., Norton,D.P. (1998) Balanced Scorecard Közgazdasági és Jogi Könyvkiadó, Budapest p. 152

Kozma, G. (2010) Sport as an element in the place branding activities of local governments. GeoJournal of Tourism and Geosites. 3., 2. pp. 133-143.

Mann, T.,Mayer, K. (1993) Controlling for beginners. SALDO Budapest .p.164

Pénzes, J. (2013) The dimensions of peripheral areas and their restructuring in Central Europe Hungarian Geographical Bulletin 62 (4) pp.373–386.

Pieter, A., Dolf, Z. (2008) Data mining. Panem, New York, p.123

Seuring, S. (2001) Supply Chain Costing. Controlling Praxis, VAHLEN Verlag, München, p.165Sinkovics, A. (2002) Financial Controlling Közgazdasági és Jogi Könyvkiadó Budapest, p.197

Slobodeanu, S., Munnteanu, N. (2014) Considerations on applying the analysis matrix methods of the risks within the audit of the procurement-payment cycle Ecoforum Vol 2 (4) 68-79 pp.

Véry, Z. (2004) Branch and functional controlling I. SALDO Rt. Budapest, p.201

Volkart, R. (1998) Financial Management – A basic framework for corporate finance. VersusVerlag AG, Zurich p.96


Full Text: PDF

Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.