UofP - MBA590 - Summary - Week Four - 01-13-06

UofP - MBA590 - Summary - Week Four - 01-13-06 - MBA 590...

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MBA 590 Week 4 Summary This week renewed our level understanding of strategic and operational control coupled with several methodologies that embrace strategic and operating controls. Below, I shall provide an overview from our text and further research. Strategic Control Through our text, work experience, and research, I can fully describe strategic control as a control 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. The four types of strategic controls include: Premise Control – Designed to check systematically and continuously whether premises on which the strategy is based are still valid. Strategic Surveillance – Designed to monitor a broad range of events inside and outside the firm that are likely to affect the course of its strategy. Special Alert Control – Thorough, and often rapid, reconsideration of the firm’s strategy because of a sudden, unexpected event. Implementation Control – Designed to assess whether the overall strategy should be changed in light of the results associated with the incremental actions that implement the overall strategy. Differences include: Premise Control – Uses both environmental and industry factors but does not use strategy-specific or company-specific factors.
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Strategic Surveillance – Seldom uses environmental and industry factors but does use strategy-specific or company- specific factors. Special Alert Control – Uses both environmental and industry factors but seldom uses strategy-specific or company-specific factors. Implementation Control – Uses environmental, industry and strategy-specific factors but seldom uses company-specific factors.
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