Post on 12-Jan-2016
MANAGERS
Planning Organizing
Leading Controlling
Strategic Tactical Operational
Strategy Formulation
Management Controls
Task Control
Detector Assessor Effector Communication Network
Strategy Formulation
External EnvironmentInternal
Environment
General Task
PoliticalEconomical
SocialTechnologicalEnvironmental
Legal
SuppliersCustomers
CompetitorsLabour Market
Corporate culture Product
technology Organization
structure Physical facilities
Corporate Level
Strategies
• Single Industry• Related
Diversified• Unrelated
Diversified
Business Unit Strategies
• BCG Matrix• GE Planning
Model• Porter’s Five
Forces• Porter’s
Competitive Advantage
• Value Chain Analysis
GOAL CONGRUENCE
External Factors
Internal Factors
Culture
Hofstede’s Cultural
Dimensions
Functional
Business Unit
Matrix
Management Control Systems
Controller
Responsibility Centers
Expense Center
Revenue Center
Profit Center
Investment Center
Measure Input Measure Output Measure Input and Output
Measure output and investment
Effectiveness Efficiency
Objective / Output Output / Input
Discretionary Expense Center
Engineered Expense Center
General ControlsBudget PreparationIncremental BudgetingZero based reviewCost variabilityFinancial ControlPerformance Measurement
Risks
Types of Risks
Hazard Risk Control Risk Opportunity Risk
Negative Outcome Negative or positivePositive outcome
7R risk management process
Ranking of Risks
Classifying Risks
Responding to risks
Risk Management
Principles
Risk Maturity
ImpactVs.
Likelihood
FIRMPESTEL
IRMBS 31100
etc
4Ts4Es4As
ProportionateAligned
ComprehensiveEmbeddedDynamic
NaïveNovice
NormalizedNatural
Risk Exposure
Risk Appetite
Risk Capacity
Risk Averse
Risk Aggressive