UofP - MBA590 - DQs - Week Four - 01-09-06

UofP - MBA590 - DQs - Week Four - 01-09-06 - Discussion...

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Discussion Question Week 4 DQ 1 Due Week 4 Day 3 Based on the assigned scenario, answer the following questions: What are the shared strengths and opportunities for improvement? What were the key lessons learned by completing the assigned scenario? How might you apply this learning to a specific opportunity outside the classroom? Robert (Robb) Sikes 520.245.0662 rsikes3@cox.net
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Discussion Question Week 4 DQ 2 Due Week 4 Day 3 Based on the assigned scenario, answer the following questions: What is the situation? What challenges exist? What opportunities exist? Is there a problem? What is the problem? Is it worth solving? Robert (Robb) Sikes 520.245.0662 rsikes3@cox.net
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Discussion Question Week 4 DQ 3 Due Week 4 Day 3 Based on the assigned scenario, answer the following questions: What does the ideal end-state look like? What are the goals that define it? Robert (Robb) Sikes 520.245.0662 rsikes3@cox.net
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Discussion Question Week 4 DQ 4 Due Week 4 Day 3 Discuss and provide analysis to distinguish strategic control from operating control. In your response, give an example of each. There are several characteristics that differentiate strategic control from operating control. Both monitor progress towards a goal; however, operating control is used to track and respond to progress towards operational goals. Strategic Control Strategic control is used to track and respond to progress towards strategic goals. In other words, strategic control is concerned with monitoring and controlling strategic activities implementation with a partial focus of related management (or operational) controls systems. An effective strategic control process should ensure that an organization is setting out to achieve the right things, and that the methods being used to achieve these things are working. One example of strategic control is the Six Sigma methodology. Six Sigma is a precise and analytical approach to quality and continuous improvement with an objective to improve profits through deficit reduction, yield improvement, improved customer satisfaction and best-in-class performance. Key elements of Six Sigma include—but not limited to—(1) an acute understanding of customers and the product or service provided, (2) an emphasis on the science of statistics and measurement, (3) a meticulous and structured training development, and (4) strict, project-focused methodologies. Operating Control As previously mentioned, operating control is used to describe the process used by managers to monitor and control the delivery of a
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predefined set of activities (or a process) principally at an operational level. The control is designed to inform management of progress towards these goals and take the form of performance management activity that is linked to a set of pre-planned interventions. Basically, operating controls are used by management to set standards. An example of an operating control is a Balanced Scorecard. The
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UofP - MBA590 - DQs - Week Four - 01-09-06 - Discussion...

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