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Appropriate Measures:
ROI ( post mortem) Steering Controls (real time control, enabling corrective action)
EX: Statistical Process Control(SPC) in quality
Types of Control:
1) Behavior Controls 2) Output Controls, 3) Input Controls Output controls are used in conglomerate diversifications while in concentric diversification , all three controls are used for synergy
Behavior Controls
appropriate when performance results are not clear, but cause -effect relation relationship between activity & result are clear.
Example: ISO 9000 Quality Management uses Policies, rules, SOPs, directives
Output Controls
When out put is clear but relation between activity & result is not clear
Objectives, targets, milestones, quota For example: production targets, cost reduction targets, profit objectives, customer satisfaction surveys
Input Controls
when output is difficult to measure & relation between activity & result is not clear. Example : College teaching Resources, knowledge, skills, values
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Activity-Based Costing:
ABC
Allocating indirect and fixed costs to individual product lines based on the value-added activities going into that product
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ABC
allocates fixed costs based on value added activities going into the product Traditional cost A/C allocates O.H costs based on volume. It understates cost of low volume but complex product and overstates cost of high volume but simple product, as O.H costs are now 80 to 90% . Example: X Pen manufactures black pen for 90% of volume and blue pen for 10% of volume. Retooling takes 8 hours. ABC analyses process and charges retooling cost to the batch being produced. Traditional method allocates volume wise!
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ROI = Net income before tax/ Total net assets EPS=Earnings/No of equity shares
Not reliable .Accrual basis( encashing may be delayed). Many values possible; Time value of money not
considered.
ROE= net income/equity All the above can be manipulated. Not adequate measure of corporate performance. 14
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High Growth
Return on assets
Cash flow Strategic-funds programs (developmental expenses) Market-share increase
10%
0% 45% 45% 100% 25% 25% 25% 25% 100% 50% 50% 0% 0% 100%
Medium Growth
Return on assets Cash flow Strategic-funds programs (developmental expenses) Market-share increase Return on assets Cash flow Strategic-funds programs (developmental expenses) Market-share increase
Low Growth
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Strategic Audit:
Type of management audit that is extremely useful as a diagnostic tool to pinpoint corporate-wide problem areas and to highlight organizational strengths and weaknesses.
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B. Strategic Posture
What are the corporations current mission, objectives, strategies, and policies? Are they clearly stated or are they merely implied from performance? Mission: What businesses) is the corporation in? Why? Objectives: What are the corporate, business, and functional objectives? Are they consistent with each other, with the mission, and with the internal and external environments?
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B. Corporate Culture
Is there a well-defined or emerging culture composed of shared beliefs, expectations, and values? Is the culture consistent with the current objectives, strategies, policies, and programs? What is the cultures position on important issues facing the corporation (that is, on productivity, quality of performance, adaptability to changing conditions, and internationalization)? Is the culture compatible with the employees diversity of backgrounds? Does the company take into consideration the values of each nations culture in which the firm operates?
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B. Recommended Strategy
Specify which of the strategic alternatives you are recommending for the corporate, business, and functional levels of the corporation. Do you recommend different business or functional strategies for different units of the corporation? Justify your recommendation in terms of its ability to resolve both long- and short-term problems and effectively deal with the strategic factors. What policies should be developed or revised to guide effective implementation?
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B. Are the programs financially feasible? Can pro forma budgets be developed and agreed upon? Are priorities and timetables appropriate to individual programs? C. Will new standard operating procedures need to be developed?
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B. Are adequate control measures in place to ensure conformance with the recommended strategic plan?
Are appropriate standards and measures being used? Are reward systems capable of recognizing and rewarding good performance?
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