| Strategic management control |
Operational management control |
| Aim of the control |
| Collection and synthesis of control data for completing the mission and strategic goals, monitoring the process of achieving them |
The formation of control data to achieve operational (medium and short term) goals |
| Concentration of attention of control entity |
| On external and internal environment |
On internal environment |
| The influence of factors on entrepreneurial activity |
| The influence of external factors of mega -, meso - and macroenvironment and internal factors of microenvironment is equal |
The influence of internal factors of the microenvironment is bigger and the influence of external factors of the macroenvironment is small |
| Control of internal factors and processes |
| Carried out |
Carried out |
| Control of external factors and processes |
| It is carried by internal factors and processes |
Not carried out, or carried out irregularly |
| The use of non-financial indicators in the control process |
| Equally with financial indicators |
Equally with financial indicators |
| Use of control data |
| Top authorities for strategic management |
Higher, middle and lower authorities for operational (current) management |
| The main tasks of control |
| The formation of control data:1.To develop strategic goals and strategic directions for their achievement;2.Strategic planning (budgeting);3.Analysis of market conditions, prospects and market conditions;4.Analysis and assessment of company’s potential;5.Establishing the ratio of sales by products and markets;6.Establishing requirements for sales and supporting services, maintenance, networks, taking into account the adopted strategy;7.Definition and analysis of controlled indicators in accordance with the adopted strategic goals;8.Analysis of deviations’ influence on the implementation of the strategy and regulatory decisions |
The formation of control data:1.To analyze planned (normative) and actual indicators in order to identify the causes, perpetrators and consequences of deviations;2.Analysis of the impact of deviations on the implementation of short-term and medium-term plans (goals);3.Making operational (current) management decisions |
| Methods and Tools |
| Derivative balance sheetsBalanced scorecardEconomic and mathematical modelsForecasting and discounting methods |
Derivative balance sheet techniquesEconomic and intra-economic calculation |
| Concentration on business risks |
| Heavily accounted for |
Not accounted for or insignificantly |
| Using credentials and analytics for controland managerial decisions |
| Control of factors of macroenvironment of (external) environment: diagnostic analysis, STEP analysis, SWOT analysis, etc.Control of microenvironment factors (internal) environment:- resource analysis;- verification and analysis of competency;- analysis of internal activities using the Porter value chain model;-comparative analysis - comparing performance with competitors, and others. |
Monitoring production activities of the whole company and its individual units, expressed by economic indicators. |
| The object of the control |
| Any, depending on the goals of strategic management |
Costs, expenses, results, centers of responsibility, activities |
