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Strategic Control
Strategic control is the process used by organizations to control the formation and execution of strategic plans; it is a specialised form of management control, and differs from other forms of management control (in particular from operational control) in respects of its need to handle ''uncertainty'' and ''ambiguity'' at various points in the control process. Strategic control is also focused on ''the achievement of future goals'', rather than the evaluation of past performance. Vis: The purpose of control at the strategic level is not to answer the question:' 'Have we made the right strategic choices at some time in the past?" but rather "How well are we doing now and how well will we be doing in the immediate future for which reliable information is available?" The point is not to bring to light past errors but to identify needed corrections to steer the corporation in the desired direction. And this determination must be made with respect to currently desirable long-range goa ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Strategic Planning
Strategic planning is an organization's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes. ''Strategy'' has many definitions, but it generally involves setting strategic goals, determining actions to achieve the goals, setting a timeline, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources) in a given span of time. Often, Strategic Planning is long term and organizational action steps are established from two to five year ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Management Control
Control is a function of management which helps to check errors in order to take corrective actions. This is done to minimize deviation from standards and ensure that the stated goals of the organization are achieved in a desired manner. According to modern concepts, control is a foreseeing action; earlier concepts of control were only used when errors were detected. Control in management includes setting standards, measuring actual performance and taking corrective action in decision making. Definition In 1916, Henri Fayol formulated one of the first definitions of control as it pertains to management: ''Control of an undertaking consists of seeing that everything is being carried out in accordance with the plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its objective is to point out mistakes in order that they may be rectified and prevented from recurring.'' According to EFL Brech: ''Control is checking current ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Operational Control
Control is a function of management which helps to check errors in order to take corrective actions. This is done to minimize deviation from standards and ensure that the stated goals of the organization are achieved in a desired manner. According to modern concepts, control is a foreseeing action; earlier concepts of control were only used when errors were detected. Control in management includes setting standards, measuring actual performance and taking corrective action in decision making. Definition In 1916, Henri Fayol formulated one of the first definitions of control as it pertains to management: ''Control of an undertaking consists of seeing that everything is being carried out in accordance with the plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its objective is to point out mistakes in order that they may be rectified and prevented from recurring.'' According to EFL Brech: ''Control is checking current ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Cybernetics
Cybernetics is a wide-ranging field concerned with circular causality, such as feedback, in regulatory and purposive systems. Cybernetics is named after an example of circular causal feedback, that of steering a ship, where the helmsperson maintains a steady course in a changing environment by adjusting their steering in continual response to the effect it is observed as having. Cybernetics is concerned with circular causal processes such as steering however they are embodied,Ashby, W. R. (1956). An introduction to cybernetics. London: Chapman & Hall, p. 1. including in ecological, technological, biological, cognitive, and social systems, and in the context of practical activities such as designing, learning, managing, conversation, and the practice of cybernetics itself. Cybernetics' transdisciplinary and "antidisciplinary" character has meant that it intersects with a number of other fields, leading to it having both wide influence and diverse interpretations. Cybernetics ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Henri Fayol
Henri Fayol (29 July 1841 – 19 November 1925) was a French mining engineer, mining executive, author and director of mines who developed a general theory of business administration that is often called Fayolism.Morgen Witzel (2003). ''Fifty key figures in management''. Routledge, 2003. , p.96. He and his colleagues developed this theory independently of scientific management but roughly contemporaneously. Like his contemporary Frederick Winslow Taylor, he is widely acknowledged as a founder of modern management methods. Biography Fayol was born in 1841 in a suburb of Constantinople (now Istanbul). His father, a military engineer, was appointed superintendent of works to build Galata Bridge, across the Golden Horn. The family returned to France in 1847, where Fayol graduated from the mining academy " École Nationale Supérieure des Mines" in Saint-Étienne in 1860. That same year, aged 19, Fayol started working at the mining company named " Compagnie de Commentry-Fourchambaul ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Bulletin De La Société De L'Industrie Minérale
Bulletin or The Bulletin may refer to: Periodicals (newspapers, magazines, journals) * Bulletin (online newspaper), a Swedish online newspaper * ''The Bulletin'' (Australian periodical), an Australian magazine (1880–2008) ** Bulletin Debate, a famous dispute from 1892 to 1893 between Henry Lawson and Banjo Paterson * ''The Bulletin'' (alternative weekly), an alternative weekly published in Montgomery County, Texas, U.S. * ''The Bulletin'' (Bend), a daily newspaper in Bend, Oregon, U.S. * ''The Bulletin'' (Belgian magazine), a weekly English-language magazine published in Brussels, Belgium * ''The Bulletin'' (Philadelphia newspaper), a newspaper in Philadelphia, Pennsylvania, U.S. (2004–2009) * ''The Bulletin'' (Norwich) * ''The Bulletin'' (Pittsburgh), a monthly community newspaper in Pittsburgh, Pennsylvania, U.S. * ''London Bulletin'', surrealist monthly magazine (1938–1940) * ''The Morning Bulletin'', a daily newspaper published in Rockhampton, Queensland, Austral ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Performance Management
Performance management (PM) is the process of ensuring that a set of activities and outputs meets an organization's goals in an effective and efficient manner. Performance management can focus on the performance of a whole organization, a department, an employee, or the processes in place to manage particular tasks. Performance management standards are generally organized and disseminated by senior leadership at an organization and by task owners, and may include specifying tasks and outcomes of a job, providing timely feedback and coaching, comparing employees' actual performance and behaviors with desired performance and behaviors, instituting rewards, etc. It is necessary to outline the role of each individual in the organization in terms of functions and responsibilities to ensure that performance management is successful. Application Performance management principles are used most often in the workplace and can be applied wherever people interact with their environments ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Balanced Scorecard
A balanced scorecard is a strategy performance management tool – a well structured report, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions. The phrase 'balanced scorecard' primarily refers to a performance management report used by a management team, and typically this team is focused on managing the implementation of a strategy or operational activities – in a 2020 survey 88% of respondents reported using Balanced Scorecard for strategy implementation management, 63% for operational management. Balanced Scorecard is also used by individuals to track personal performance, but this is uncommon – only 17% of respondents in the survey using Balanced Scorecard in this way, however it is clear from the same survey that a larger proportion (about 30%) use corporate Balanced Scorecard elements to inform personal goal setting and incentive calculations. The critic ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
