Strategic control involves tracking strategies as they are being implemented. It is concerned with problem identification, detection of changes and making changes necessary in a strategy (Hill, Charles, and Gareth 2010, pp 388). As a manager, there is the need to ensure that the company moves to the intended direction or whether the assumptions made about a project or strategy about company trends is correct. In strategic management, strategic control plays a crucial role in the implementation stage by tracking, monitoring and evaluating the effectiveness of implemented strategies, as well as enhancing changes or adjustments when necessary (Thompson, John, and Frank 2010, pp 716).
When new strategies are being implemented it is critical to observe the employees, activities, output, and the workplace. It is crucial to determine whether the process of implementation is effective in reaching the set strategies. Strategic control measures monitor and evaluate the implementation process so that it is effective and focuses towards achieving the intended goals (Kazmi, Azhar, and Azhar 2008, pp 486). This is through control of the workers, output, activities, and enhancing conducive working environments.
The process of strategic control ensures that the resources and activities required to achieve the goals are carried out (Haberberg, Adrian, and Alison 2007, pp 383). It checks to ensure that the actions have the required intention to the organization. An effective strategic control measure is that which enables an organization to achieve the intended goals, and that the methods, tool, and techniques used are efficient.
Traditionally, the emphasis was on strategic planning that ensured that an organization has the right aims and objectives, and right plans. Placing strategic control under the information feedback may be inadequate as it fails to capture the innovative essence of strategic control. The contemporary control system, however, advocates for continuous monitoring of the micro and macro environments, and the identification of trends and events that signal a need to revise on the goals, objectives and strategies (Hill, Charles, and Gareth 2010, pp 388). It is based on the fact that the manager has an ability to uncover crucial yet unanticipated information by monitoring multiple information systems. This information updates managers on changes in consumer behavior, expected outcomes, and competition, which are important aspects of an organization’s success.
The contemporary control system is controlled by management control systems. Strategic choices influence the targets used by management control systems. However, in many respects, management controls co-exist with strategic plans but be disconnected from them. Effective control of the implementation stage of such plans needs to bridge this gap, and this is the role of strategic control (Hill, Charles, and Gareth 2010, pp 388).
Strategic control also focuses on information and behavioral controls, which are crucial elements in strategic success. Information control is concerned with sharing of information on the strategies achievements or failures. Behavioral control is concerned with assessing the overall employee performance, and whether the company is doing the right things in strategy implementation. Both control types are necessary if an organization is to achieve its goals.
Strategic control motivates workers towards the desired objective rather than promote dysfunctional behavior. It involves an evaluation of workers, teams and cross functional people involved in a strategy’s implementation. It has a different basis of rewards and recognition, which act as motivating tools to the workers.
In conclusion, the implementation stage of a project or strategy matters significantly on the value a strategy adds to the organization. It involves putting strategies into actions. Lack of control of such procedures may influence the outcome of the project (Kazmi, Azhar, and Azhar 2008, pp 486). Strategic planners and managers need to practice control in implementing the strategies so that their intended goals are reached.
Reference.
Haberberg, Adrian, and Alison Rieple. Strategic Management: Theory and Application. Oxford: Oxford University Press, 2007. Print. Page 383
Hill, Charles W. L, and Gareth R. Jones. Strategic Management Theory: An Integrated Approach. Boston, MA: Houghton Mifflin, 2010. Print. PAGE 388
Kazmi, Azhar, and Azhar Kazmi. Strategic Management and Business Policy. New Delhi: Tata McGraw Hill Education, 2008. Print. PAGE 486
Thompson, John L, and Frank Martin. Strategic Management. Andover: Cengage Learning, 2010. Print. Page 716
