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controlling subsidiaries mission statement goals and objectives performance measurement systems eg financial ratios and multidimensional frameworks
contrasting strategic planning to strategic control strategic planning is a more centralised planning approach senior management tend to focus less
goold and campbell identified three styles of strategic management looking at ways in which control can be divided between senior management and
recommended process to develop a performance measurement system 1 senior management need to determine a clear vision of the change that will be
q recommended process to develop a performance measurement system 1 senior management need to determine a clear vision of the change that will be
q neelys 4cs in performance measurement 1 check position eg where are we now2 communicate position eg to internal and external
the functions of a performance measurement system- publicise direction for everyone to follow eg partners managers directors team members and other
q disadvantages of divisional structures- as the complexity and diversity of products and markets within the group increase central coordination by a
advantages of divisional structures- quicker decision making eg autonomous divisions do not have the long-winded process of a long chain of command
q benefits of shared service centres cedil economies of scale eg sharing overhead of a centralised function or process across divisions in the same
q what do you mean by shared service centresshared service centres consolidate one or more back-office operations for numerous divisions of same
q divisional structures ndash product organisationthe functional structure is normally adopted by an entrepreneurial structure eg small business
q show the dimensions of culture dimensions of culture can help management determine leadership style eg if high power distance then autocratic
hofstedes dimensions of common national cultures power distance extent to that people accept inequality of power uncertainty avoidance tolerance
q concept of clan - cultural controlclan control requires a common understanding of norms and standards amongst an organisations diverse membership
characteristics of organic verses mechanistic organisations organicmechanisticmanagement styleparticipative and democraticautocratic and
q who are burns and stalkerburns and stalker in their 1961 book the management of innovationexplained two organisational types signifying a spectrum
q show the advantages of reward systemscedil motivation can be heightened eg performance enhanced if paid by resultscedil can inspire creativity
q illustration of extrinsic rewardmonetary reward is an illustration of extrinsic reward and considered as the most important of all hygiene factors
q explain about hopwoodrsquos self-controlself-regulation eg members of staff or managers exerting self-control by the modification of their own
administration controls are performance measurement systems eg management accounting exceptionreporting systems which compare actual performance to a
tools to influence social control mission statements for example purpose and goals promoted reward for example linking remuneration with
q describe hopwoodrsquos social controlsgroup norms staff culture and social interaction can control what is acceptable and unacceptable behaviour it
employee behavioural controls influencing the process of how staff work and behave reward eg based on attitude or behaviour dress code eg to
q feed-forward control - prevention rather than curefeed-forward control would be a system that in a pre-emptive way reacts to changes in its