Execution must be controlled and evaluated if the strategy is to be successfully implemented. Thus, the third organizational element in the process of implementation strategy is the control system.

Strategic control focuses on two questions: Is the strategy being implemented as planned? and Is it producing the intended results? Therefore, strategic control: monitoring strategic progress, evaluating deviations and taking corrective action is also very important. These are the key tasks in strategy implementation.

Strategy Control consist of three chapters, each dealing with an important aspect of trying to keep performance in line with expectations.

Chapter 1, The Evaluation and Control of Organizational Strategy, presents an overview of the strategic control process. This chapter deals with the decisions needed to evaluate and control the strategic plan and corporate performance of a company. Moreover, a unique approach to strategic control in Chapter 6 offers multiple control standards and several different and useful ways of exerting strategic control.

Essentially, controlling involves the measurement and correction of activities of subordinates to make sure that objectives and plans to achieve them are being accomplished. Chapter 2, Control Systems and Techniques, discusses various control systems and techniques. It presents the elements of controlling, production and financial control, human resource control, and organizational change and development. This Chapter emphasizes the importance of developing an integrated control system which enables managers to monitor the performance of all resources devoted to the achievement of organizational performance.

Information is the foundation of management control and spectacular advances in computer technology have opened new vistas for information systems and, hence, control. Chapter 3, Information Systems and Control, introduces information systems in a business context. It discusses the use of management systems and computers for achieving control in organizations. Nontechnical managers need not understand hardware and software technologies, but they should be aware of how information technology can enhance organizational efficiency and effectiveness.

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