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Week 1: One strategic control would obviously be the budget. The budget is one of the main strategic controls. The company determines its spending on R&D, new market entry, marketing for different products, and this spending is indicative of what the company's priorities are for the coming year. If there is no money for something, it is not a priority. If General Mills sees innovation as a pathway forward, it will spend on R&D. If it sees an acquisition as a key strategic pathway, it will put itself in a position to absorb a rival.
Another major strategic control is the rewards system. The rewards a company sets out for its employees will orient the employees towards the specific activities that are being rewarded. If the rewards are general – say, net profit-based- they will orient employees to perform their duties well in a general sense, but that's it, because employees know that they have no particular influence, individually, on profit. But if rewards are tied to specific job-related activities, then that will change the culture – such rewards guide action, but they also provide everybody with a much stronger sense of their best contributions to organizational objectives.
Week 2: I agree...
That management cannot participate in or influence every single interaction that contributes to culture-building is not at all the same thing as management having no influence over culture.
The leaders of the organization play an important role in the shaping and development of culture. They are not distinct from the organization, but rather they are part of it Strategic controls can definitely play a role in managing organizational culture. You can imagine that in a smaller company one or two key individuals can do this, but in a larger organization you need to be able to find levers to influence culture at an aggregate level. This is where the strategic controls come into play. Think about something like budget – a budget that allows for substantial family-oriented benefits exceeding industry norms can allow a company to foster a family-first culture, by way of encouraging personal investment in family, showcasing organizational support for the family and attracting employees that put family first. Conversely, a company budgets for time set aside for personal projects is…
The company enjoyed spectacular growth and profitability under the leadership of its former chief executive officer, Herb Kelleher, and the company's current leadership has picked up where Kelleher left off by continuing his corporate vision for Southwest but in expanded ways. The question therefore remains whether Southwest has bitten off more than it can reasonably chew given that its track record of success is built on the original business
At Johnson and Johnson, most of the traditional means of control are used. The most important form is the direct control. This means that regional managers, in charge of a certain geographic area, visit the company centers regularly in order to check the commercial and financial performance, to see how the respective plant is evolving in the competitive environment, etc. The indirect control is realized at Johnson and Johnson by indirect
Coca Cola's strategic controls and their fit with the company strategy. What the paper reveals is that there is a real disconnect between Coca Cola's corporate image and its internal corporate dealings. The company is far more ruthless and cutthroat than one would imagine from its very friendly corporate image. It has been involved in several substantial scandals and appears willing to do morally questionable things in order to
Strategic Plan in an Organization: This discussion entails an implementation for the Office of Payroll Administration's Strategic Plan for the three years, starting 2010 to 2012. The report covers issues of payment and compensations for employees and other programs in addition to processes of tax holding within the organization. With respect to these roles, the discussion aims to provide a clear picture of the implementation process of these strategies together with
(J & J. Official Website, 2005) This is a wise description in that, rather than specializing in one arena of health care, Johnson and Johnson's diversity of products and character buffets it against some of the specific regulatory turmoil that has affected largely pharmaceutically-based health care companies, such as Pfizer and Merck. The stress on local managerial control also allows the company's diversity to be regionally specific and focused,
When a business is service orientated, it is less likely to use strategic planning and is more likely to implement a policy of quality assurance. Quality assurance can be defined as the activity of providing evidence needed to establish confidence among all concerned. Typically, this establishment of confidence refers to ensuring consumers that quality related activities are being performed effectively with the goal of ensuring the quality of the product,