[Strategic Management 3] Strategic Control

1, Enterprise Strategic Control: Nature, Type, Process, Design and Feedback

Strategic control is to supervise the implementation process of the strategy, correct the deviation in time and ensure the effectiveness of the strategy? Implementation, so that the results of strategic implementation basically meet the expected plan.

2. Constraints of strategic control (3): personnel, organization and corporate culture. Then let's start with these three aspects to control it.

What are the types of strategic control? (1) Avoidance of control issues: automation, centralization, taking risks with external organizations, transferring or abandoning certain business activities? (2) Specific activity control: behavior restriction, work responsibility system and prior review? (3) Results control: Results responsibility system? (4) Personnel control: improve ability, improve communication and control each other.

3. Basic principles of strategic control (8 items): leadership, organization, planning, resource allocation, corporate culture and strategy should be adapted; Is feasible; Early warning system and reward and punishment system.

4. Characteristics of strategic control (5)? Openness, overall control, overall goal, stability, flexibility and objectivity.

5. Strategic control methods: pre-control, post-control, process control, real-time control and open control.

6, strategic control process:

? (1) Formulating benefit standards: The first step of the strategic control process is to evaluate the plan and formulate benefit standards. ? (2) Measuring actual benefits: mainly judging and measuring the actual conditions for realizing enterprise benefits. ? (3) Evaluate the actual benefit: compare the actual benefit with the planned benefit, determine the gap and analyze the reasons. ? (4) Corrective measures and emergency plans: conventional mode, special problem solving mode and pre-planning mode.

7. Enterprise organizational design: division of labor and integration

Decision-making power is vertically distributed, and personnel, functional departments and business divisions are horizontally distributed. Therefore, enterprises must establish an organizational structure to coordinate the production and business activities of different functions and departments in order to effectively implement their strategies.

Management problems within the organization: (1) centralization and decentralization? (2) The number of middle managers? (3) information transmission? (4) Coordination and encouragement

Vertical and horizontal division of labor: choose the appropriate management level and the correct control scope. There is a length in the longitudinal direction, corresponding to the tall and long type+flat type; Horizontally, there is a linear organizational structure of business divisions (product or regional business divisions: independent accounting and self-financing) and functional departments (production, marketing, finance, etc.). ) and strategic business units; There is a matrix organizational structure (project 1, 2,3+functional departments), which also belongs to horizontal division.

The basic coordination mechanism of horizontal division of labor structure: (1) mutual adaptation and self-adjustment? (2) Direct command and control? (3) Standardization of workflow? (4) standardization of work results? (5) Standardization of skills (knowledge)? (6)*** Same value

8, enterprise strategy and organizational structure:

Relationship between organization and strategy: At different stages of development, enterprises have different strategies, and the organizational structure of enterprises also responds accordingly. What is the first reaction of enterprises to economic development? Rather than the organizational structure, that is, there are strategic leadership and structural lag in the reaction process.

9. Strategic types of organizations: defensive, pioneering, analytical and reactive strategic organizations.