: theoretical, methodologicalandpracticalaspectsofstrategicfinancialcontrollingsystemformation, in particular principles, tasks, forms, methods and tools of strategic financial controlling as information support system for competitive strategy of organization within the paradigm of neoclassical and institutional economy controlling, strategic cost management techniques, costing and using it for you customer profitability, financial controlling strategic role in enhancing productivity and quality management activities, the structural elements of a balanced system of financial and non-financial performance and its use in the development strategy of the organization.
Be able to: identify strategic objectives of theorganization's development in order to provide competitive advantages in the market to organize the system of strategic financial control and to form its accounting and analytical support taking into account the interests of stakeholders; to develop a balanced system of indicators of activity of the organization; to use tools and methods of strategic financial controlling to improve the financial results and financial condition of the corporation; to control the processes of implementation of investment management decisions

co-requisites: modeling of financial decisions under uncertainty; financial services market development trend

financial controlling as a system of information support of the competitive strategy of the enterprise. Institutional environment for the formation of the strategic financial controlling system. Consideration of interests of groups of economic influence in the system of strategic financial controlling. Organizational aspects of strategic financial control system formation. Strategic Cost Management Methods in Strategic Financial Controlling. A system for calculating by type of activity and its use for managing costs and profitability of clients in strategic financial controlling. The role of strategic financial controlling in improving productivity and quality management. Financial indicators of evaluation of activities in strategic financial control. A balanced scorecard and its use to develop an organization's strategy

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- current control (20 points)
- control measure (80 points)