Strategic control can be defined as process of monitoring as to whether to various strategies adopted by the organization are helping its internal environment to be matched with the external environment. Strategic control processes allow managers to evaluate a company's program from a critical long-term perspective. This involves a detailed and objective analysis of a company's organization and its ability to maximize its strengths and market opportunities. There are four types of strategic control as follows: # Premise control: is designed to check systematically and continuous whether or not the premises set during the planning and implementation process are still valid # Implementation control: is designed to assess whether the overall strategy result associated with incremental steps and actions that implement overall strategy. # Strategic surveillance: It is designed to monitor a broad range of events inside and outside the company to threaten the course of firm's strategy. # Special alert control: is the need to thoroughly and often rapidly reconsider the firm's basic strategy based on a sudden unexpected event.
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Communications activities and capabilites
Following the procedures laid down for implementation constitutes an important component of strategy implementation in the Indian context :Licensing ProcedureForeign Collaboration ProcedureFERA RequirementsMRTP RequirementsCapital Issue Control RequirementsImport and Export RequirementsIncentives and Facilities Benefits
The term 'extranet' refers to a computer network often used in businesses. This network allows control from the outside, extending the company's intranet to other users.
The definition of flawless is: Without error; perfect.
There are five basic stages of the strategic management process. They are foal setting, analysis, strategy formation, strategy implementation, and evaluation or control.
why is the implementation of project important to strategic planning and the project manager?
technology
Most commentators would agree with the definition of strategic control offered by Schendel and Hofer: "Strategic control focuses on the dual questions of whether: (1) the strategy is being implemented as planned; and (2) the results produced by the strategy are those intended." This definition refers to the traditional review and feedback stages which constitutes the last step in the strategic management process. Normative models of the strategic management process have depicted it as including there primary stages: strategy formulation, strategy implementation, and strategy evaluation (control). Strategy evaluations concerned primarily with traditional controls processes which involves the review and feedback of performance to determine if plans, strategies, and objectives are being achieved, with the resulting information being used to solve problems or take corrective actions. Recent conceptual contributors to the strategic control literature have argued for anticipatory feedforward controls, that recognize a rapidly changing and uncertain external environment. Schreyogg and Steinmann (1987) have made a preliminary effort, in developing new system to operate on a continuous basis, checking and critically evaluating assumptions, strategies and results. They refer to strategic control as "the critical evaluation of plans, activities, and results, thereby providing information for the future action". Schreyogg and Steinmann based on the shortcomings of feedback-control. Two central characteristics if this feedback control is highly questionable for control purposes in strategic management: (a) feedback control is post-action control and (b) standards are taken for granted. Schreyogg and Steinmann proposed an alternative to the classical feedback model of control: a 3-step model of strategic control which includes premise control, implementation control, and strategic surveillance. Pearce and Robinson extended this model and added a component "special alert control" to deal specifically with low probability, high impact threatening events. The nature of these four strategic controls is summarized in Figure6-4. Time (t ) marks the point where strategy formulation starts. Premise control is established at the point in time of initial premising (t ). From here on promise control accompanies all further selective steps of premising in planning and implementing the strategy. The strategic surveillance of emerging events parallels the strategic management process and runs continuously from time (t ) through (t ). When strategy implementation begins (t ), the third control device, implementation control is put into action and run through the end of the planning cycle (t ). Special alert controls are conducted over the entire planning cycle.
Samples of implementation and communication plans for Employment Relations
Definition 1 A process by which strategies and policies are put into action through the development of programs, budgets, and procedures. Definition 2 The methods by which strategies are operationalized or executed within the organization; it focuses on the processes through which strategies are achieved.
A company can quantify the value of strategic supply relationships by comparing the data from before implementation to the data after implementation of a just in time delivery system..
Definition Of Strategic Policies: ''Strategic Policies Are a Set Of Plans & Forecasts Which Are To Be used In Emergency Conditions; To Help Businesses Adapt To be On The Top of The Competition''
Joint Implementation Plan
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Facilitate direction and implementation of strategic planning.
environment scanning formulation implementation evaluate