MODVLE -& = STRATEGIC EVALWATION AWD ConTRoL + Sbrakegie Evaluation com be defined as te process OF Mmiosuringp) up the Uumplummntid Mrolegy, nos omk the Objetines Of WL oGouisation And whok tina % remedial actions neeol to be Tan by the Hqouniratior ty adds amgr Abart nnn’. CONTROLS BPERATIONAL STRATEGIC CONTRO CONTROL Tp us Luce keeping Te trl regulon am ye m Mow eee af ne Liggere parts oF the arumprions buyinde Lempomy, one deing,. te Aad: wre AU It ebput withing, Vohioh amd makina, wae well Loch vanity dl uisarry Unanges 10 te plaw OH pup db ung Kndurces ag neem ony Te hp te whole mganisalion Ths about Moying, mut uth gook penile. PREMIS impvementation STRATEqc SPECIAL ALERT _FiNaneime ConTRoL taaiten +Tote Conrkov SURV CILUANCE == prey % PREMISE CONTROL : Tt inuritwed Keeping, am oye on Wg assumptions amc mole sure ‘bur initial ideas are wtih valid) . THis a wallp, clone pram teams Mat urs ak * IMPLEMENTATION CONTROL Tr imcudes Wolwoling, Plows , Pequms , pets aud To new ip hey guide He Hyauisalion % acme pridut mined goals | Lb versiot mp dutentipicabier, ancl oman toung, Hy Atrokigie twat a STRATEGIC SURVE:LLANCE *% SPECIAL ALERT conTeoL : Ur yA o Aap epee W LnedLatL MoMemNte "fT Arokupyp, inv the Lane of Mmiodldin aud wunenprered * FIVAWorm, conTmo.s Toe wonliet, oe ino forum oF BNL oF aw aaurt sot sfancdordds €4:" ROE , Rutan en Net wittn , gon}B STRATEGIC & OPERATIDNAL covTROL BASIS FOR COMPARISON Biker Psa Meaning Based on Exercised by Primary concem Determines Factors Affecting ‘Stnves for Time Horizon Focuses on Strategic Control implies a process of controlling the formulation and implementation of an organization's pian and strategy. Feedforward and Steering Control Top-level executives Guiding the future direction of the ‘company Is the company moving in the right direction? External environment Effectiveness Long Term Monitoring and evaluation of the strategic management process. Operational Control systems are framed to make certain that the routine operations are in line with the company’s plans and objectives. Feedback Control Functional level executives Action control How efficiently the company is performing? Internal Environment Emiciency_ Short Term Individual tasks and operations% NATURE OF STRATEGIC EVALUATION AO CONTROL: (1) SUITABLE 5 mgt gk Unfused , eae daaning, v1 keepingn Lt Aberpt eps eregone (2) SELECTIVE: Te troutd te Arlective , eonentroting, §n Gutral foxes vite 7 te exjanisation 's swarivad . by (4) FLERIBLE : By emkowmed qrcros Lin peutin y burly, and Comp Uomaw , he Whavisallow wel to Agulordig, Miviw oka pbinkeagics . Beings pumiote alinns for anjustnents bo be made im Maponae 2 thw changes, prurnting, (5) OBJECTIVE : Strata, walu ation mut we learn and obpective . Emplarpes reed to nie them a fan amd applivonte tb weupere. Utov standards hep gain eunployer taut, while vag ww arbitap ones com Lead Ls oat amd Lack % path iw Mme woluclun prurss (6) CORRECTIVE ACTIONS AND FEEDBACKS ; TE Mure ore deniahons fom tw plaw , the AGamisation arated be ead, Lo moke adjustments . Ths tumelyoRP x pean ump up we erceningy eUgomn muenany grass pectin « (MP. OF STRATEGIC EVALVATION P4V0 CoNTRDL: TO mtoawne te effectiveness amd Ypiarey. of shaliqie din r0rt Le jdumatifers ine dwt rust othinrd by, Shratrgce dicta ions ip I oREre oe maka oe oabeut coyrctirr aud ackions at Liquined Jd dchieve oe p Nite poy freclbouc , appraisal aud rewards. To we on me Vo, oy Atroteore Mei - BARRIERS To EVALUATION > Uw A onrrats Shor = Lou Rely ing, ow ct, VS Ypectivenses. EVALUATION TECHNIQUES (OR OPERATIONAL CONTROL ° WW) VRIO. FRAMEWORK :QUAL (2) Kaw 2 ne (1) Og amination (2) Inu tableValuable inkeastie| , joraeenton oso -¢ (i) VALUE Tt alates Xo apecep eds Mat drawe you PUM JAoWi id ML UpabihyA you provide + Speceper Cad. Hy MADUALA 0 VOLE (2) RARITY: Ut hor Oo withy ved lounililig, op Pouce, oud wew iecceceeeece tien teeeeeoe ate competition « * Unique, padi tive. » UW supply & hugh demand. - (%) IMITABILITY : The OM, OF your Comprtition Lo imitate Yow Aol wii ten oun — bumnses one. - feng ting, anton Mor oumrintly, enisls . (4) ORGANI ZATION : Th us om dalirnel Ouabytld Hf how your hurries eprrokes ond us structured jo ances. "Me Aah, werytews within your umn rar hrerol Aucesse (2) BALAWVCE SCORECARD :Ib iy mlant Le mane tne dntuuctwal copual YY 0 Upomry DU 04 oir 4 Si , ewuelge Wok gues dk A Lempetthve advantage un he monet. The palace mow cord veingorees quod behovtouny ie Mok nted to ber anralyree. %*% FOUR CORE AREAS OF BALANCE SCORECARD: (2) Leming mvp Growth : ty aw anetyud treugty He immtigalien 1 morning and feo The fide mapece Waneltes We well Anpo. ia optioned ond new Unpuys wu mot hugo Lo Wrwemt sk To & Lorpetinite Bdvontogu yiindw Me dandank Att. (2) BUSINESS PROCESSES: THU, OAR anes bg ot rw well prodcets vacwmapprtunrsel sprotidnel vnamoymenl iu amaluyreol oe Parks ang, qops y ouLoys , batiiencel , erorkags , a waste. (3) WWSTOMER PERSPECTIVES » THR are Urtected to gauge Cuter, watiajoctions with er quali \ prict, dard ONad WU h, of products BL Aerwees . Kertermrert Previde fudbock ener HULK dati zoetion yin Arent pours (4) BINANCIAL_DAT As bea, eapuenelt ranen | Bonet sce one une 40 uneuitoud pinowelal puprmiance .) Owmrunnts nomial Amnoc, budget vamos ev pancarrats — bons.EXAMPLES OF A BALANCED SCORECARD (BSC) + Corporations can use their own, internal versions of BSCs, For example, banks often contact customers and conduct surveys to gauge how well they do in their customer service. These surveys include rating recent banking visits, with questions ranging from wait times, interactions with bank staff, and overall satisfaction. They may also ask customers to make suggestions for improvement. Bank managers can use this information to help retrain staff if there are problems with service or to identify any issues customers have with products, procedures, and services. In other cases, companies may use external firms to develop reports for them. For instance, the J.D. Power survey is one of the most common examples of a balanced scorecard. This firm provides data, insights, and advisory services to help companies identify problems in their operations and make improvements for the future. J.D. Power does this through surveys in various indusities, including the financial services and automotive industries. Results are compiled and reported back to the hiring firm.Corea Poser erry rear] Ween Py agatona eee eet esa) Lenny erry