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School of Business
Group Members:
March 2009
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Evaluation and Control
Learning Objectives
• Understand the basic, control process
Introduction
• Strategy can neither be formulated nor
adjusted to changing circumstances
without a process of strategy evaluation.
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Evaluation and Control
BOARD
OF DIRECTORS
GENERAL
MANAGER
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Evaluation and Control
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Evaluation and Control
Comparing for
any deviations
Rectify by taking
corrective action
• Basic steps in the control process, adapted and modified from Mullins, L.J.,
Management and organizational behaviour, 4th edition, London, Pitman
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Publishing, p. 595
Evaluation and Control
Feed-forward
Concurrent Control
Control
Feedback Control
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Evaluation and Control
• Feed-forward controls,
sometimes called preliminary or
preventive controls, attempt to
identify and prevent deviations in
the standards before they occur.
Feed-forward controls focus on
human, material, and financial
resources within the organization.
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Evaluation and Control
• ROI
• EPS
• ROE
• Operating Cash flow
• Free cash flow
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Evaluation and Control
Balanced Scorecard
Balanced Scorecard
Evaluate strategies from 4 perspectives:
1. Financial performance: how do we appear to
shareholders?
2. Customer knowledge: how do customers view us?
3. Internal business processes: what must excel us?
4. Learning & growth: Can we continue to improve
and create value?
Besides, performance of people and performance
according to stakeholders can be added.
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Evaluation and Control
Balanced Scorecard
Area of Objectives Measure or Target Time Expectation Primary Responsibility
Community/Social Responsibility
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Balanced scorecard(Chococam)
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• Using Benchmarking –
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Evaluation and Control
– Short-term orientation
– Goal displacement
• Behavior substitution
• Suboptimization
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– Weighted-factor method
– Long-term evaluation method
– Strategic funds method
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Evaluation and Control
Conclusion
The final step in the strategic management
process is evaluating results. Managers
must evaluate the results to determine how
effective their strategies have been and what
corrections are necessary. All strategies are
subject to future modification because
internal and external factors are constantly
changing
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