• The relationship between action and outcome is weaker in strategic control. This is not surprising, as the most desirable area for control in strategic problems -the environment -is the least subject to direct action.
  • The key action variables in strategic control are organizational. In the operational control problem, technical factors such as labor levels, production levels, choice of materials, and the like are the predominant control levels.
  • Alternative actions in strategic control are less easy to choose in advance. In strategic control problem, it is possible to choose all possible action responses to received data in advance. In an operational control problem, the few responses possible can usually all be worked out before any operating data received.
  • The worst failing in strategic control is omitting a worthwhile action. In operating control, the most typical sins are those of omissions (e.g., complaints about too many people employed, too many defects, and too much inventory). In the strategic control problem, sins of omission are much more serious (e.g., not moving into a business opportunity when it presents itself, not undertaking a particular social program, not applying resources to meet that challenges in the best fashion).
  • The time for strategic control is longer. The period in which control has an impact is longer for strategic problems that for operating problems.
  • The timing of strategic control is events oriented. By contrast, operating decisions tend to be made on a periodic basis, and they are usually measured accordingly.
  • Strategic control has little repetition. Not even the structure is the same as past problems of a like kind, much less the technical details. Operating problems, by way of contrast, tend to repeat their structure.

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The Evaluation And Control Of Organizational Strategy
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