Two Levels of Control: Strategic and Operational

Two Levels of comprise Strategic and Operational Imagine that you be the captain of a ship. The strategic controls drag sure that your ship is way out away in the right direction direction and operate controls make sure that the ship is in good condition before, during, and after the voyage. With that analogy in mind, strategic controlstrategic controlThe process by which an validation tracks the dodging as it is being implemented, detecting any hassle areas or potential problem areas that superpower suggest that the strategy is incorrect, and making any necessary adjustments. s concerned with tracking the strategy as it is being implemented, detecting any problem areas or potential problem areas suggesting that the strategy is incorrect, and making any necessary adjustments. 716 Strategic controls allow you to step back and panorama at the big picture and make sure all the pieces of the picture are correctly aligned. Operational control A process concerned with executin g the strategy. , in dividing line to strategic control, is concerned with executing the strategy. Where operable controls are imposed, they function within the framework established by the strategy.Normally these goals, objectives, and standards are established for major subsystems within the organization, such as business units, projects, products, functions, and responsibility centers. 717 classifiable operational control measures include take on investment, net profit, cost, and product quality. These control measures are essentially summations of finer-grained control measures. Corrective action based on operating controls may have implications for strategic controls when they involve changes in the strategy.Types of Control It is in any case valuable to understand that, within the strategic and operational levels of control, there are several types of control. The first two types can be mapped across two dimensions level of proactivity and outcome versus behavioral. The f ollowing table summarizes these along with examples of what such controls might look like. Proactivity Proactivity can be defined as the monitoring of problems in a way that provides their timely prevention, rather than after the fact reaction.In management, this is known as feedforward controlfeedforward controlsThe alive(p) monitoring of problems in a way that provides their timely prevention, rather than after-the-fact reaction. it addresses what can we do ahead of time to help our design succeed. The essence of feedforward control is to chance the problems coming in time to do something about them. For instance, feedforward controls include preventive maintenance on machinery and equipment and due diligence on investments. Table15. 1. Types and Examples of Control Control Proactivity Behavioral control Outcome control Feedforward control Organizational culture Market demand or economic forecasts Concurrent control Hands-on management supervision during a project The real-t ime speed of a production line Feedback control Qualitative measures of customer triumph Financial measures such as profitability, gross sales growth Concurrent Controls The process of monitoring and adjusting ongoing activities and processes is known as concurrent controlconcurrent controlsProcesses that entail monitoring and adjusting ongoing activities..Such controls are not inescapably proactive, but they can prevent problems from becoming worse. For this reason, we often describe concurrent control as real-time control because it deals with the present. An example of concurrent control might be adjusting the water temperature of the water while taking a shower. Feedback Controls Finally, feedback controlsfeedback controlsProcesses that involve the gathering of information about a completed activity, evaluating that information, and taking steps to amend the similar activities in the future. involve gathering information about a completed activity, evaluating that info rmation, and taking steps to improve the similar activities in the future.This is the least proactive of controls and is generally a basis for reactions. Feedback controls permit managers to use information on past performance to bring future performance in line with intend objectives. Control as a Feedback Loop In this latter sense, all these types of control function as a feedback mechanism to help leaders and managers make adjustments in the strategy, as perhaps is reflected by changes in the excogitatening, organizing, and leading components. This feedback loop is characterized in the following figure. Figure15. 4. Controls as Part of a Feedback Loop pic why might it be helpful for you to think of controls as part of a feedback loop in the P-O-L-C process?Well, if you are the entrepreneur who is writing the business plan for a completely new business, then you would likely start with the planning component and work your way to controllingthat is, spell out how you are going to tell whether the new venture is on track. However, more often, you will be stepping into an organization that is already operating, and this means that a plan is already in place. With the plan in place, it may be then up to you to figure out the organizing, leading, or control challenges facing the organization. Outcome and Behavioral Controls Controls also differ depending on what is monitored, outcomes or behaviors. Outcome controlsoutcome controlsProcesses that are generally preferable when just one or two performance measures (say, sire on investment or return on assets) are good gauges of a businesss health. re generally preferable when just one or two performance measures (say, return on investment or return on assets) are good gauges of a businesss health. Outcome controls are effective when theres petty external interference between managerial decision making on the one hand and business performance on the other. It also helps if little or no coordination with other busi ness units exists. Behavioral controlsbehavioral controlsThe direct evaluation of managerial and employee decision making, not of the results of managerial decisions. involve the direct evaluation of managerial and employee decision making, not of the results of managerial decisions. Behavioral controls tie rewards to a broader range of criteria, such as those identified in the Balanced Scorecard.Behavioral controls and commensurate rewards are typically more appropriate when there are many external and internal factors that can affect the relationship between a managers decisions and organizational performance. Theyre also appropriate when managers must coordinate resources and capabilities across different business units. Financial and Nonfiscal Controls Finally, across the different types of controls in terms of level of proactivity and outcome versus behavioral, it is important to recognize that controls can take on one of two predominant forms financial and nonfinancial contr ols. Financial controlfinancial controlThe management of a menages costs and expenses to control them in relation to budgeted amounts. nvolves the management of a firms costs and expenses to control them in relation to budgeted amounts. Thus, management determines which aspects of its financial condition, such as assets, sales, or profitability, are most important, tries to forecast them through budgets, and then compares actual performance to budgeted performance. At a strategic level, total sales and indicators of profitability would be relevant strategic controls. Without effective financial controls, the firms performance can deteriorate. PSINet, for example, grew rapidly into a global network providing meshing services to 100,000 business accounts in 27 countries. However, expensive debt instruments such as junk bonds were used to fuel the firms rapid expansion.According to a section of the firms board of directors, PSINet spent most of its borrowed money without the financi al controls that should have been in place. 718 With a capital structure unable to support its rapidly growing and financially uncontrolled operations, PSINet and 24 of its U. S. subsidiaries eventually filed for bankruptcy. 719 While we often think of financial controls as a form of outcome control, they can also be used as a behavioral control. For instance, if managers must request approval for expenditures over a budgeted amount, then the financial control also provides a behavioral control mechanism as well. Increasing numbers of organizations have been measuring customer loyalty, referrals, employee satisfaction, and other such performance areas that are not financial.In contrast to financial controls, nonfinancial controlsnonfinancial controlsProcesses that track aspects of the organization that arent immediately financial in nature but are expected to lead to positive financial performance outcomes. track aspects of the organization that arent immediately financial in nature but are expected to lead to positive performance outcomes. The possibleness behind such nonfinancial controls is that they should provide managers with a glimpse of the organizations progress well before financial outcomes can be measured. 720 And this opening does have some practical support. For instance, GE has found that highly satisfied customers are the best predictor of future sales in many of its businesses, so it regularly tracks customer satisfaction. Key Takeaway Organizational controls can take many forms.Strategic controls help managers know whether a chosen strategy is working, while operating controls contribute to successful execution of the current strategy. Within these types of strategy, controls can vary in terms of proactivity, where feedback controls were the least proactive. Outcome controls are judged by the result of the organizations activities, while behavioral controls involve monitoring how the organizations members behave on a daily basis. Financial controls are executed by monitoring costs and expenditure in relation to the organizations budget, and nonfinancial controls complement financial controls by monitoring intangibles like customer satisfaction and employee morale.