No. 3 / 2026 — Autumn

Abstract. Internationalization and globalization marked in Europe in the early ’70s the development of controlling, in its role to complete the management and have influenced it to a great extent until present. In practice, controllers’ responsibilities range from the extreme of performing only primary accounting tasks and up to the extreme of undertakings related to executive management. Controlling has undergone decades of evolution, and herewith the concept got standardized in theory and practice; however it cannot be claimed that a unitary definition for controlling has already been achieved. Same as a theatre spotlight shines on the stage from different angles, controlling should be viewed in the same way, as: mind-set, substance, work approach, process, tool and role. Only when all the lights are on and the object is viewed from all sides, it can be defined in its completeness. As a management function, controlling must be practiced in a professional manner, as the sustainable development is ensured only for those entities that act professionally. Without solid controlling know-how, managers are sentenced to being led rather than leading. If the manager does not have solid controlling know-how, he must rely on a team of specialists who have extensive knowledge of controlling.