As management partners, beside professional and methodological competences controllers should have a solid understanding of the business, sufficient social skills and the ability to adapt their role behaviour to the situation. And how do the controlling staff deal with the growing and diverse requirements? A more in-depth discussion of controller competences is still yet to be take place.
The Controller Competence Model of IGC presents for the first time a comprehensive model for competence management in the controller field. It consists of a hierarchical list of competences, which builds on the IGC Controlling Process Model and the Controller Mission Statement. The list of competences ist completed by model function profiles and model competence profiles for the most important controller functions.
With the model competence profiles, controllers, HR staff and managers as well as educational institutions for the first time have a tool they can apply in practice for developing, controlling and assessing competences.
www.igc-controlling.org
As management partners, beside professional and methodological competences controllers should have a solid understanding of the business, sufficient social skills and the ability to adapt their role behaviour to the situation. And how do the controlling staff deal with the growing and diverse requirements? A more in-depth discussion of controller competences is still yet to be take place.
The Controller Competence Model of IGC presents for the first time a comprehensive model for competence management in the controller field. It consists of a hierarchical list of competences, which builds on the IGC Controlling Process Model and the Controller Mission Statement. The list of competences ist completed by model function profiles and model competence profiles for the most important controller functions.
With the model competence profiles, controllers, HR staff and managers as well as educational institutions for the first time have a tool they can apply in practice for developing, controlling and assessing competences.
www.igc-controlling.org
As management partners, beside professional and methodological competences controllers should have a solid understanding of the business, sufficient social skills and the ability to adapt their role behaviour to the situation. And how do the controlling staff deal with the growing and diverse requirements? A more in-depth discussion of controller competences is still yet to be take place.
The Controller Competence Model of IGC presents for the first time a comprehensive model for competence management in the controller field. It consists of a hierarchical list of competences, which builds on the IGC Controlling Process Model and the Controller Mission Statement. The list of competences ist completed by model function profiles and model competence profiles for the most important controller functions.
With the model competence profiles, controllers, HR staff and managers as well as educational institutions for the first time have a tool they can apply in practice for developing, controlling and assessing competences.
www.igc-controlling.org
Controller Competence Model
A Guideline for Modern Controller Development with Model Competence Profiles
As management partners, beside professional and methodological competences controllers should have a solid understanding of the business, sufficient social skills and the ability to adapt their role behaviour to the situation.
Mehr Produktdetails- Competence model for the controller-area
- incl. competence catalog with pattern function profiles
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Systematicly developing, controlling and assessing controller competences
As management partners, beside professional and methodological competences controllers should have a solid understanding of the business, sufficient social skills and the ability to adapt their role behaviour to the situation. And how do the controlling staff deal with the growing and diverse requirements? A more in-depth discussion of controller competences is still yet to be take place.
The Controller Competence Model of IGC presents for the first time a comprehensive model for competence management in the controller field. It consists of a hierarchical list of competences, which builds on the IGC Controlling Process Model and the Controller Mission Statement. The list of competences ist completed by model function profiles and model competence profiles for the most important controller functions.
With the model competence profiles, controllers, HR staff and managers as well as educational institutions for the first time have a tool they can apply in practice for developing, controlling and assessing competences.
www.igc-controlling.org
Vorteile
Aktuelles
As management partners, beside professional and methodological competences controllers should have a solid understanding of the business, sufficient social skills and the ability to adapt their role behaviour to the situation. And how do the controlling staff deal with the growing and diverse requirements? A more in-depth discussion of controller competences is still yet to be take place.
The Controller Competence Model of IGC presents for the first time a comprehensive model for competence management in the controller field. It consists of a hierarchical list of competences, which builds on the IGC Controlling Process Model and the Controller Mission Statement. The list of competences ist completed by model function profiles and model competence profiles for the most important controller functions.
With the model competence profiles, controllers, HR staff and managers as well as educational institutions for the first time have a tool they can apply in practice for developing, controlling and assessing competences.
www.igc-controlling.org
Vorteile
Aktuelles
As management partners, beside professional and methodological competences controllers should have a solid understanding of the business, sufficient social skills and the ability to adapt their role behaviour to the situation. And how do the controlling staff deal with the growing and diverse requirements? A more in-depth discussion of controller competences is still yet to be take place.
The Controller Competence Model of IGC presents for the first time a comprehensive model for competence management in the controller field. It consists of a hierarchical list of competences, which builds on the IGC Controlling Process Model and the Controller Mission Statement. The list of competences ist completed by model function profiles and model competence profiles for the most important controller functions.
With the model competence profiles, controllers, HR staff and managers as well as educational institutions for the first time have a tool they can apply in practice for developing, controlling and assessing competences.
www.igc-controlling.org
Vorteile
Aktuelles
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Autoren
Klaus Eiselmayer
Mitglied des Vorstands und fachlicher Leiter des Trainerteams der CAAkademie AG, Mitglied des Vorstands des Internationalen ControllerVereins (ICV) und Mitglied des Management Board der InternationalGroup of Controlling.
Ronald Gleich
Professor Dr. Ronald Gleich ist Inhaber des Lehrstuhls für Industrielles Management der EBS Universität für Wirtschaft und Recht in Wiesbaden/Oestrich-Winkel. Im Internationalen Controller Verein (ICV) leitet er die Ideenwerkstatt.
Heimo Losbichler
Prof. Dipl.-Ing. Dr. Heimo Losbichler, Leiter des Studiengangs Controlling, Rechnungswesen und Finanzmanagement (CRF) an der FH Oberösterreich in Steyr sowie Vorstandsvorsitzender desInternationalen Controller Vereins (ICV) und Vorsitzender der International Group of Controlling (IGC).
Rita Niedermayr-Kruse
Dr. Rita Niedermayr-Kruse, Mitglied der Geschäftsführung, Österreichisches Controller-Institut; geschäftsführende Gesellschafterin Contrast Management-Consulting, Wien. Mitglied des Management Board der International Group of Controlling (Schriftleiterin).
Lukas Rieder
Dr. Lukas Rieder, Geschäftsführer, CZSG Controller Zentrum St. Gallen AG; Mitglied des Management Board der International Group of Controlling (bis 5/2015).
Mike Schulze
Mike Schulze ist Professor für Controlling, Rechnungswesen und Finanzmanagement an der European Management School (EMS) in Mainz. Er hat langjährige Praxiserfahrung im Management Reporting eines deutschen Automobilherstellers. Er verfügt über langjährige Erfahrung im Management Reporting und unterstützte Unternehmen bei der Optimierung von Berichtsstrukturen und internen Unternehmensberichten.
Johannes Seefried
Dipl.-Kfm. Johannes Seefried, MBA, Wissenschaftlicher Mitarbeiter am Lehrstuhl für Controlling/Performance Management
Silke Wickel-Kirsch
Prof. Dr. Silke Wickel-Kirsch, Professorin für Personalwirtschaft und Organisation an der Hochschule RheinMain.
Philipp Thiele
Philipp Thiele, M. Sc., Wissenschaftlicher Mitarbeiter, EBS Universität für Wirtschaft und Recht, EBS Business School in Oestrich-Winkel.
Table of Contents
Preface
Authors and editors
Management Summary
Part 1: Fundamentals and frame of reference
1 Aim and structure of this publication
2 Status quo of personnel work in controlling
...
