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Rüsch, Stephanie, Maik Lachmann, Maximiliane Wilkesmann, and Karola Bastini. "The effects of entrepreneurial orientation on strategy choice and management control in nonprofit organizations." Problems and Perspectives in Management 17, no. 3 (August 12, 2019): 153–68. http://dx.doi.org/10.21511/ppm.17(3).2019.13.
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In light of increasing relevance of strategic considerations in the nonprofit sector, this study investigates the entrepreneurial orientation of nonprofit CEOs and its linkage to strategic decision-making. The study provides initial insights into the types and effects of CEO entrepreneurial orientation, corresponding strategic choices, and differences in the implementation of strategies through managerial control in nonprofit organizations. Semi-structured expert interviews were conducted with the top managers of German nonprofit hospitals. The interviews were evaluated using qualitative content analysis. The findings are consistent with upper echelon theory, which considers management characteristics to be a determinant of strategic decision making, acting as a mediator between the external environment and strategic choices. The analysis includes two levels: (1) the entrepreneurial orientation of nonprofit CEOs at the individual level and (2) strategic choices on competitive strategies and their implementation at the organizational level. The findings show that the competitive environment evokes different types of entrepreneurial orientation that influence the approach of nonprofit CEOs to strategic decisions and implementation processes. Highly entrepreneurial CEOs prefer prospector strategies over defender or reactor strategies. CEOs with low levels of entrepreneurial orientation tend to use controls diagnostically, whereas CEOs exhibiting medium to high levels of entrepreneurial orientation use controls interactively. This study extends the existing literature by providing evidence of the types of managerial entrepreneurial orientation in nonprofit organizations and the resulting effects on strategic planning and implementation processes. This paper thus sheds light on a key determinant of strategic decision-making and implementation in nonprofit organizations.
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Dobkin, A. G. "On control and responsibility in strategic planning." Courier of Kutafin Moscow State Law University (MSAL)), no. 6 (September 25, 2021): 170–76. http://dx.doi.org/10.17803/2311-5998.2021.82.6.170-176.
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Strategic planning is one of the key mechanisms for ensuring purposeful and sustainable development of the state, economy and society. With the adoption of Federal Law No. 172-FZ of 28.06.2014 “On Strategic Planning in the Russian Federation”, a new stage in the formation of the state strategic planning system has begun in the Russian Federation. The article examines the shortcomings of the current legislative regulation in the Russian Federation on the issues of control over the implementation of strategic planning documents, as well as responsibility for their improper execution. It is noted that the provisions of the current legislation on control and responsibility in the field of strategic planning are insufficient for the full implementation of the mechanisms of state strategic planning. The author substantiates the need to establish a unified procedure for monitoring and monitoring the implementation of strategic planning documents, as well as the introduction of special norms into the current legislation that provide for liability for offenses committed in this area.
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Sejdija, Qemajl. "Notion of Strategic Control." European Journal of Multidisciplinary Studies 2, no. 1 (August 30, 2016): 122. http://dx.doi.org/10.26417/ejms.v2i1.p122-130.
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With strategic control, we understand the special type of strategic control which is aimed to monitoring and evaluation of strategic management process in order to ensure its functioning and progress. In fact, the strategic control is applied to ensure if all the planned results are accomplished during the process of strategic management. The basic purpose of strategic control is to assist senior management in achieving the objectives of the enterprise with the assistance of monitoring and evaluation of strategic management in general, and particularly in the implementation of the selected strategy. Relying on the preliminary explanation, the results of the assessments are reflected in the strategic management of the enterprise environment, the establishment of vision, mission and goals of the strategy and the conversion of strategy into shares. Strategic control in this case appears as a reverse link that provides feedback to determine whether all stages of the process of strategic management and how they function have been implemented in harmony.
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Daly, J. M., and P. R. Murcia. "Strategic implementation of vaccines for control of equine influenza." Equine Veterinary Journal 50, no. 2 (February 2, 2018): 153–54. http://dx.doi.org/10.1111/evj.12794.
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Hasanudin, Hasanudin, Dadang Kusnawan, and Dewi Sadiah. "Manajemen Strategik Pondok Pesantren Dalam Upaya Membentuk Santri Yang Berkarakter." Tadbir: Jurnal Manajemen Dakwah 4, no. 3 (September 30, 2019): 305–22. http://dx.doi.org/10.15575/tadbir.v4i3.1861.
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Penelitian ini bertujuan untuk menemukan kejelasan tentang formulasi strategi, implementasi strategi, dan evaluasi serta pengendalian strategi pada Pondok Pesantren Al-Masthuriyah dalam upaya membentuk santri yang berkarakter. Metode yang digunakan pada penelitian ini adalah metode deskriptif dengan pendekatana kualitatif. Pengumpulan data dilakukan dengan teknik observasi, wawancara, dan dokumentasi sehingga data dapat terkumpul dan dianalisis dengan baik. Penelitian ini menemukan bahwa manajemen strategik Pondok Pesantren Al-Masthuriyah telah diterapkan sesuai dengan tahap-tahap manajemen strategik, yaitu formulasi strategi yang didasarkan pada hasil analisis SWOT, kemudian dituangkan dalam keputusan strategi-strategi yang menjadi nilai jual inti pondok pesantren. Implementasi strategi telah berjalan dengan baik, yaitu dengan melaksanakan program-program yang tersusun, serta penerapan tata tertib santri. Evaluasi dan pengendalian strategi dilkaukan secara terus menerus oleh pimpinan, pengurus, dan karyawan dengan agenda dan jenis rapat yang berbeda. Akhirnya dari seluruh tahapan manajemen strategik yang telah ditetapkan dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Al-Masturiyah telah dijalankan dengan baik dan menunjukan keberhasilan yang cukup signifikan dalam upaya membentuk santri yang bekarakter.
This study aims to find clarity about strategy formulation, strategy implementation, and evaluation and strategy control at Al-Masthuriyah Islamic Boarding School in an effort to form santri with character. The method used in this research is descriptive method with a qualitative approach. Data collection is done by observation, interview, and documentation techniques so that the data can be collected and analyzed properly. This study found that the strategic management of Al-Masthuriyah Islamic Boarding School has been applied in accordance with the stages of strategic management, namely the formulation of strategies based on the results of the SWOT analysis, then poured into decisions on strategies that are the core selling points of Islamic boarding schools. The implementation of the strategy has been going well, namely by implementing structured programs, as well as the application of the santri code of conduct. Strategy evaluation and control are carried out continuously by leaders, management and employees with different agendas and types of meetings. Finally, from all the stages of strategic management that have been determined, it can be concluded that the strategic management at Al-Masturiyah Islamic Boarding School has been carried out well and has shown significant success in the effort to form students with character.
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Kurniawan, Asep, A. Bachrun Rifa'i, and Arif Rahman. "Manajemen Strategik Pondok Pesantren dalam Pengkaderan Da’i Berkualitas." Tadbir: Jurnal Manajemen Dakwah 1, no. 1 (March 30, 2016): 51–68. http://dx.doi.org/10.15575/tadbir.v1i1.127.
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Penelitian ini menjelaskan manajemen strategik (formulasi, implementasi serta evaluasi strategi) pada Pondok Pesantren Terpadu Darussyifa Al-fitroh dalam rangka menyiapkan kader da’i yang berkualitas. Metode yang digunakan dalam penelitian ini adalah metode deskriptif, pengumpulan data dilakukan dengan menggunakan teknik observasi, studi dokumentasi dan wawancara. Penelitian ini menemukan bahwa keputusan strategi Pondok Pesantren Terpadu Darussyifa Al-fitroh adalah mendukung kebijakan pertumbuhan yang agresif yang diformulasikan dalam strategi utama berupa pertumbuhan terkonsentrasi, berdasarkan analisis lingkungan internal dan eksternalnya, juga implementasi yang terkoordinir, baik dalam (struktural, kepemimpinan maupun budaya), disertai program, anggaran dan prosedur pelaksanaan yang jelas. Serta tingkat evaluasi strategi yang intensif sehingga inovasi dan pengendalian strategi selalu sesuai dengan tuntutan dan perubahan zaman. Sehingga dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Terpadu Darussyifa Al-fitroh telah di jalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya menyiapkan kader da’i berkualitas.
This study explains strategic management (the formulation, implementation and evaluation of strategies) at Darussyifa Al-fitroh Integrated Islamic Boarding School in order to prepare qualified da'i cadres. The method used in this research is descriptive method, data collection is done using observation techniques, documentation studies and interviews. This study found that the strategic decision of Darussyifa Al-fitroh Integrated Islamic Boarding School was to support aggressive growth policies formulated in the main strategy of concentrated growth, based on internal and external environmental analysis, as well as coordinated implementation, both in (structural, leadership and cultural), accompanied by clear programs, budgets and implementation procedures. As well as an intensive level of strategy evaluation so that innovation and strategy control are always in accordance with the demands and changing times. So it can be concluded that strategic management at Darussyifa Al-fitroh Integrated Islamic Boarding School has been run well and shows significant success in the effort to prepare qualified da'i cadres.
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Izza, Vanya Nurul, and Nuri Aslami. "IMPLEMENTING AN INTERNAL CONTROL STRATEGY FOR THE PERFORMANCE OF PUBLIC SECTOR ORGANIZATIONS." Journal Of Social Research 1, no. 2 (January 28, 2022): 81–90. http://dx.doi.org/10.55324/josr.v1i2.27.
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Strategic management is not only applied to the private sector but has also been applied to the public sector. The implementation of strategic management in the two sectors is actually not that much different, it's just that public sector institutions do not emphasize the organization's goal to seek profit but rather to serve the community. The stages of strategic management begin with strategy formulation, strategy implementation and strategy evaluation. The implementation of public sector strategic management is one of the best ways to achieve good governance. In an effort to realize a better performance of government organizations in providing services to the community, the implementation of strategic management for public sector organizations is very important to improve the effectiveness of the performance of public sector organizations. This requires public sector organizations to think strategically, be able to translate their inputs into effective strategies, and develop the rationale needed to lay the foundation for implementing their strategies. Implementation of strategic management in public sector organizations is expected to assist the organization in realizing its vision and mission. Although the outcome orientation to be achieved by implementing strategic management between the private sector and the public sector is slightly different, the two sectors certainly face different environmental conditions which become their own obstacles in the process of implementing strategic management. To overcome the obstacles that occur, one of them is by using a SWOT analysis approach (strength, weakness, opportunity, and threats). -constraints that occur in measuring the performance of public sector organizations
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Gabriel, Omari, and Dennis Lupiana. "Implementation of ICT Strategic Plans in Public Organizations of Developing Countries." International Journal of ICT Research in Africa and the Middle East 7, no. 2 (July 2018): 31–47. http://dx.doi.org/10.4018/ijictrame.2018070103.
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This article describes how many public organizations today are embracing ICT; the use of ICT has become widespread in every aspect of the organizations' endeavors in supporting and evolving public service delivery. The widespread use of ICT has caused a serious reliance on ICT, which in this atmosphere involves business reengineering, change of organization culture which requires good management. ICT strategic plans as a managerial tool will rationalize ICT solutions and coordinate all efforts. It is noticed that public organizations in Tanzania are marginally use ICT; therefore, this article identifies internal control mechanisms and ICT challenges that affect ICT strategic plan implementation. Four public organizations were chosen and 24 respondents were interviewed from these organizations. Analysis of data showed both internal control mechanisms and ICT strategic plan executor capabilities affects ICT strategic plans implementation. Lastly, this article recommends public organizations to put in internal control mechanisms for successfully implementing ICT strategic plans as well as to address executor issues.
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BAZHENKOV, Ievgen. "CONTROL IN THE SYSTEM OF STRATEGIC MANAGEMENT EDUCATION BRANCH." Herald of Khmelnytskyi National University. Economic sciences 308, no. 4 (July 28, 2022): 312–18. http://dx.doi.org/10.31891/2307-5740-2022-308-4-48.
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The article considered controlling in the system of strategic management of the educational sector. The importance of applying progressive concepts of intra-industry management was analyzed. The concept of “Controlling” was defined as a cross-functional area of activity in the management system. The main opinions of world scientists regarding the definition of controlling were considered. The possibility of the process of implementing controlling in the system of strategic management of the educational sector was determined. The criteria on which the classic classification of controlling in the economic environment is based were listed. The classification orientation of controlling in the system of strategic management of the educational sector was illustrated. It was analyzed what strategic, tactical, operational, situational and local controlling are aimed at. Controllings were listed depending on the areas of implementation. The types of controlling were distinguished on the basis of equality. The types of controlling by scope of application were considered. The main points on which the introduction of controlling into the system of strategic management of the educational sector should be focused were determined. Proactive management in the field of education was analyzed, what it means, what is focused on. The main objectives of controlling in the system of strategic management of the educational sector were listed. The basic task of controlling in the system of strategic management of the educational sector was determined. The task of controlling in the system of strategic management of the educational sector was illustrated. The general functions of controlling in the system of strategic management of the educational sector were analyzed. These functions are the information function, communication function, management function, planning function, accounting and control function, and analytical function. The principles of the application of controlling were highlighted, which should be focused on when introducing the philosophy of controlling into the system of strategic management of the educational sector. Conclusions were made regarding controlling in the system of strategic management of the educational sector.
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Hadrian, Piotr. "PRACTICAL CONSIDERATIONS FOR THE IMPLEMENTATION OF MARKETING AUDIT AS STRATEGIC CONTROL." Zeszyty Naukowe SGGW, Polityki Europejskie, Finanse i Marketing, no. 22(71) (December 16, 2019): 65–76. http://dx.doi.org/10.22630/pefim.2019.22.71.26.
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The article discusses the problems of marketing control, understood as a function which tops the management cycle. The immediate aim of this article is to present the results of research on the use of marketing audit as a form of strategic marketing control, in particular, the indicated factors that affect the limitation of its use. Considerations on the theoretical aspect, as well as the analysis of empirical material of a secondary and primary nature, were conducted using the literature studies method and qualitative research methods. I presented the results of several studies directly devoted to the problems of implementing marketing audit against the background of analyzing the place of audit in the structure of marketing control. The research, although conducted at different times, in different markets and using different methods, undertook similar research topics, which allows, to some extent, a qualitative comparative analysis of their results. The presented results show that the degree of the use of marketing audit in economic practice still should be assessed as weak. Limiting factors for the use of marketing audit in enterprises include, first and foremost: restricting access to information necessary in the process of auditing, unawareness of the benefits resulting from the implementation of marketing audit, the unclear nature of marketing activities undertaken, and the fear of excessive organizational and financial burden.
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Borisenko, V. P. "The Basic Methods of the Control System of Preparation and Implementation of Strategic Decisions." Izvestiya of Saratov University. Economics. Management. Law 12, no. 1 (2012): 93–96. http://dx.doi.org/10.18500/1994-2540-2012-12-1-93-96.
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The basic methods used at the stages of preparation, strategic decisionmaking, forecasting sales (prediction) of strategic decisions and the implementation phase of the strategy are considered. Implementing of a strategy, the following used methods are classified and described: the organizational management of stakeholders, the implementation of the strategy, building teams support, personnel training, prevention of resistance, increase of effectiveness of the system of links, searching the corrective actions, monitoring, strategic management accounts, valuation and performance evaluation of business.
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Khaustova, K. M., and Y. V. Melnyk. "The Indicators of Strategic Control as a Component of the Digital Management of Enterprise." Business Inform 10, no. 525 (2021): 351–57. http://dx.doi.org/10.32983/2222-4459-2021-10-351-357.
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The article considers scientific approaches to the formation of indicators of strategic control as an important component of digital management, which can be used to optimize strategic decision-making along with tracking the overall movement of the management object in accordance with the chosen strategic development vector based on their integration into automated management systems. The purpose of writing the article is to systematize scientific views and develop methodical approaches to the formation of a system of indicators for strategic control as an important component of the digital management of enterprise in the current conditions. The essence of digital management is defined as an enterprise management system, wherein managerial decisions, as well as the implementation of management functions, represent a synthesis of digital data generated by the relevant software and managerial experience of the director. It is substantiated that strategic control consists in determining whether further implementation of strategies is possible and whether their implementation will lead to the achievement of goals based on integrated digital data as to the implementation of business processes in real time. The main features of strategic indicators are presented, which are: integratedness, terminity, and objectivity. Methodical approaches to determination of indicators for control of business processes are researched, essence and basic principles of formation of strategic control system in an organization are specified. On the basis of the carried out research, the characteristics of strategic control indicators according to the following classification features are systematized, their characterizations and provided as follows: sphere of influence on the object of management; contents; functional signs and levels of management. The use of the proposed approaches to the classification of strategic control indicators will allow to systematize the process of development of digital systems for monitoring the movement of the enterprise in the direction of the chosen course of strategic development.
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Caruso, Thomas J., Diane H. Steinberg, Nancy Piro, Kimberly Walker, Rebecca Blankenburg, Caroline Rassbach, Juan L. Marquez, Laurence Katznelson, and Ann Dohn. "A Strategic Approach to Implementation of Medical Mentorship Programs." Journal of Graduate Medical Education 8, no. 1 (February 1, 2016): 68–73. http://dx.doi.org/10.4300/jgme-d-15-00335.1.
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ABSTRACT Background Mentors influence medical trainees' experiences through career enhancement and psychosocial support, yet some trainees never receive benefits from involved mentors. Objective Our goals were to examine the effectiveness of 2 interventions aimed at increasing the number of mentors in training programs, and to assess group differences in mentor effectiveness, the relationship between trainees' satisfaction with their programs given the presence of mentors, and the relationship between the number of trainees with mentors and postgraduate year (PGY). Methods In group 1, a physician adviser funded by the graduate medical education department implemented mentorships in 6 residency programs, while group 2 involved a training program with funded physician mentoring time. The remaining 89 training programs served as controls. Chi-square tests were used to determine differences. Results Survey responses from group 1, group 2, and controls were 47 of 84 (56%), 34 of 78 (44%), and 471 of 981 (48%, P = .38), respectively. The percentages of trainees reporting a mentor in group 1, group 2, and the control group were 89%, 97%, and 79%, respectively (P = .01). There were no differences in mentor effectiveness between groups. Mentored trainees were more likely to be satisfied with their programs (P = .01) and to report that faculty supported their professional aspirations (P = .001). Across all programs, fewer first-year trainees (59%) identified a mentor compared to PGY-2 through PGY-8 trainees (84%, P < .001). Conclusions A supported mentorship program is an effective way to create an educational environment that maximizes trainees' perceptions of mentorship and satisfaction with their training programs.
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Li, Hezun, Na An, and Junyong Liu. "Strategic planning, strategy map and management control: a case study." Nankai Business Review International 12, no. 3 (April 11, 2021): 386–408. http://dx.doi.org/10.1108/nbri-10-2020-0054.
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Purpose This paper aims to explore the relationship between the components of the management control system (MCS) based on the reform process of the management system of China Resources Group and the influence of these components on the implementation effect of MCS. Design/methodology/approach This study uses an exploratory research method and an open-ended grounded theory approach to conduct six formal investigations and several in-depth interviews with employees and senior management in China Resources Group. This paper supplements these data by performing a documentary analysis of the internal documents of China Resources Group such as the statistical yearbook, business plan and meeting records. Findings This study puts forward four propositions. The formal strategic planning process creates an application environment for the strategy map and balanced scorecard (BSC), making it easier for an enterprise to adopt these tools. The combination of the strategy map and formal strategic planning helps to build the logical relationship between strategic goals and budget goals and strengthens the correlation between budget and strategy. In diversified organizations applying MCS, the strategy map and BSC facilitate the implementation of the strategy for specialized business units, while the financial measure system facilitates the implementation of the strategy for diversified business units. Strategic boundaries based on financial measures in the MCS help organizations determine the scope of strategic choices before implementing strategies. Research limitations/implications Because of the chosen research approach, the research results may lack generalizability and the influence of the strategic planning process on budget participation, budget slack and other budget behaviors has not been fully discussed. Therefore, future studies are expected to provide more evidence regarding strategic planning and budget behaviors. Practical implications Before establishing a strategy map and BSC, the enterprise should consider the application environment to ensure their feasibility and legitimacy and construct the BSC system under appropriate conditions. A formal strategic planning process should be formed within the enterprise; that is, a set of detailed management methods should be adopted and clear rules should be used to support the enterprise management control process. The enterprise should add strategic boundaries to the MCS to determine the scope of strategic choices and the budgeting bottom line. Originality/value This paper sheds light on the impact of the formal strategic planning process on the organization and contributes new evidence on the key success factors for implementing the strategy map and BSC, enriching the researchers’ understanding of the applicability of the BSC.
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Wu, Wann‐Yih, Chih Hsiung Chou, and Ya‐Jung Wu. "A study of strategy implementation as expressed through Sun Tzu's principles of war." Industrial Management & Data Systems 104, no. 5 (June 1, 2004): 396–408. http://dx.doi.org/10.1108/02635570410537480.
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In currently facing dynamic environments, the tools of strategic management appear to be more and more important in improving the quality of decision‐making. Among the great Chinese wisdoms, Sun Tzu's, The Art of War, is probably the oldest military book in Chinese with principles which Sun Tzu advocated, still very valuable in business operations today. Thus, this study tends to evaluate the relationships among Sun Tzu's principles of situation appraisal, strategy implementation, and strategic control through an empirical study. Furthermore, how the levels of adoption on Sun Tzu's principles of situation appraisal, strategy implementation, and strategic control impact on a firm acquiring its key success factors is also verified. The results show that the adoption levels of Sun Tzu's principles on situation appraisal, strategy implementation, and strategic control are highly interrelated. The adoption levels are positively related to the firm acquiring its key success factors, as well.
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Smirnova, O. O. "Outlines of Strategic Planning Transformation in Russia: from Documents to Strategic Managementg." MIR (Modernization. Innovation. Research) 11, no. 2 (July 23, 2020): 148–61. http://dx.doi.org/10.18184/2079-4665.2020.11.2.148-161.
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Six years of the implementation of the Federal Law “On Strategic Planning in the Russian Federation” were focused on the development of documents and recommendations for them. This determined the fragmentation of public administration and strategic planning. However, according to the author, the basis of the strategic planning system that meets modern challenges and threats should not be documents, but processes. The introduction of new tools will allow the transition from project management and strategic planning to strategic management in the Russian Federation. Such tools include the introduction of management cycles of strategic planning, resource support for the realization of goals, the organization and implementation of the monitoring and control process, a system of continuous indicative planning and balance sheets.
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McTigue, Faye E., Stephen C. Mansbridge, and Alison Z. Pyatt. "Equine Anthelmintic Resistance: Horse Owner and Yard Manager Perception of the Barriers Affecting Strategic Control Measures in England." Veterinary Sciences 9, no. 10 (October 11, 2022): 560. http://dx.doi.org/10.3390/vetsci9100560.
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Equine anthelmintic resistance poses a threat to the health and welfare of horses worldwide. With no new imminent anthelmintic classes, it is vital to decrease the resistance rate and preserve available classes. Traditional indiscriminate anthelmintic use is not synonymous with a strategic control ideology; however, many continue to implement outdated practices. In comparison to livestock farmers, there have been few social science studies examining horse owner behaviours. This study aimed to understand the perceived barriers faced by horse owners and yard managers to adopting a strategic approach to helminth control, and to explore their experiences. Semi-structured interviews permitted the exploration of the stakeholders’ beliefs, opinions, experiences, attitudes, and behaviours. Personal resources, internal influences, and external influences were identified by participants as the barriers to adoption of strategic controls. Two further themes impacting effective implementation of strategic controls emerged surrounding helminth information and source, as well as accurate dosing. Challenges associated with anthelmintic administration and bodyweight estimation suggest that inaccurate dosing is prevalent. Industry-wide implementation of a single ‘best practice’ could support prescriber decision-making to encourage uptake of effective strategic helminth controls. The barriers identified in this study could help influence guidance given to horse owners through a better understanding of their beliefs and behaviours.
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Sriram, Ram S., Vairam Arunachalam, and Daniel M. Ivancevich. "EDI Adoption and Implementation: An Examination of Perceived Operational and Strategic Benefits, and Controls." Journal of Information Systems 14, no. 1 (March 1, 2000): 37–52. http://dx.doi.org/10.2308/jis.2000.14.1.37.
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In recent years, Electronic Data Interchange (EDI) has revolutionized the way in which businesses conduct their trading activities. Even though the popularity and potential attached to EDI is growing rapidly, knowledge regarding the nature of EDI benefits and EDI control practices is very limited. This paper reports the results of a survey of EDI users that explores these key implementation issues. This study focuses on organizational factors that are associated with EDI adoption and implementation. Findings indicate that organizations experience both operational and strategic benefits from EDI. Customer-initiated EDI users recognized slightly greater EDI strategic benefits than did other users. Also, long-time users recognized both strategic and operational benefits in greater proportions than did more recent users, and smaller firms more often cited better customer service and convenience (as strategic and operational benefits, respectively) from implementing EDI. An examination of control practices revealed that while some basic procedures such as passwords and logs are widely used, the overall EDI control structure is typically weak. The role of management support and awareness and the implications for the management and control of EDI are also discussed.
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Rupia, James Makokha, and James Maina Rugami. "Strategic Control Systems and Organization Performance of Shipping Companies in Mombasa County, Kenya." International Journal of Business Management, Entrepreneurship and Innovation 4, no. 3 (December 15, 2022): 129–42. http://dx.doi.org/10.35942/jbmed.v4i3.296.
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Due to the importance of shipping companies in facilitating the international movement of goods and services, businesses in these sectors must operate economically. Kenya National Shipping Line (KNSL) is said to be struggling to exist due to incapacity to compete globally. Furthermore, due to poor performance, a number of shipping companies have continued to fire workers. The specific focus of the study was to examine the effects of strategic surveillance control system, premise control system, special alert control system and implementation control system on performance of shipping companies in Mombasa County. System theory, control theory, and resource-based view theory served as the study's guiding theories. This study combined a cross-sectional survey research design with a descriptive research approach. The sample size will be 81 personnel, with the target population being all 22 registered shipping lines with headquarters in Mombasa. The questionnaires, which were semi-structured, were used. Using Cronbach's alpha, the questionnaire's dependability was assessed. The construct and content validity were tested in this research. The descriptive analysis approach was used to analyze the quantitative data, and regression analysis was used to determine the relationship between the variables. The effectiveness of shipping businesses in Mombasa County was shown to be significantly and favorably impacted by the strategic surveillance control system, premises control system, special alert control system, and implementation control system. The study came to the conclusion that strategic surveillance controls enable the management of the business to keep an eye on various sources for hazards. Premise control enables the management of the organization to determine whether the assumptions established are still true after implementing their ideas. In light of these new developments, special alert controls enable the organization to reevaluate the strategy's applicability, and implementation controls make sure that no changes to the strategy are required. The study suggested that in order to identify events that are likely to have an impact on an organization's strategy, the company should implement strategic surveillance systems through a broad-based, general monitoring based on chosen information sources. Instead of continuing with a strategy based on false assumptions, the businesses should employ premise control systems to take corrective action as necessary. Organizations should utilize special alert control based on a trigger mechanism for rapid response and immediate revision of strategy in the case of a sudden and unexpected incident known as a crisis. Implementation control should be put into action by the organization by identifying and tracking strategic thrusts like gauging the market acceptance of a new product after pre-testing or gauging the viability of a diversification program after making initial efforts to seek technological collaboration.
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Chirkova, O. A. "INFORMATION SUPPORT FOR THE IMPLEMENTATION OF STRATEGIC PROGRAMS FOR THE DEVELOPMENT OF THE MUNICIPAL FORMATION." Economics Profession Business, no. 2 (June 10, 2021): 110–15. http://dx.doi.org/10.14258/epb202129.
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The article considers the role and features of the organization of the information support system in the implementation of strategic programs for the development of the municipality. The main purpose of the information support system in the implementation of strategic programs for the development of the municipality is determined. The basic requirements for information that is used in the process of implementing programs of a strategic nature for the development of a municipality are proposed. The classification of information on the implementation of such programs into external and internal, which in turn are divided into subgroups, is proposed. The author’s definition of the concept «information support for the implementation of strategic programs for the development of the municipality «is also proposed. The author came to the conclusion that a properly organized system of information provision should be given the opportunity to assess the prospects of implementation of programs of strategic character development of the municipality, to make a forecast, to control the execution of these programs allow to analyze the pace of implementation of these programmers, to develop measures to improve the implementation of strategic development programs of the municipality.
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Gollwitzer, Peter M., and Bernd Schaal. "Metacognition in Action: The Importance of Implementation Intentions." Personality and Social Psychology Review 2, no. 2 (May 1998): 124–36. http://dx.doi.org/10.1207/s15327957pspr0202_5.
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When people furnish their goal intentions (“I intend to attain the goal x!”) with implementation intentions (“I will initiate the goal-directed response y when situation z arises!”), the initiation of goal-directed responses becomes automatized. As this type of automaticity stems from a single act of will, it is referred to as strategic automaticity. We report various studies demonstrating that strategic automaticity leads to immediate and efficient responding, which does not need a conscious intent. In addition, the situational cues specified in implementation intentions seem to be easily detected and readily attended to. Further research indicates that the strategic automaticity induced by implementation intentions also helps resist temptations and fight bad habits. Following Nelson's (1996; Nelson & Narens, 1994) model of metacognition, we suggest that goal intentions and, in particular, implementation intentions are important components of the metacognitive control of action geared toward its initiation, continuation, and termination.
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Gerber, Petro. "Achieving It Governance Of Social Media At Strategic And Operational Levels." International Business & Economics Research Journal (IBER) 15, no. 4 (June 30, 2016): 147–62. http://dx.doi.org/10.19030/iber.v15i4.9753.
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Social media offers great opportunities for businesses, and the use thereof will increase competitiveness. However, social media also introduces significant risks to those who adopt it. This study was undertaken to identify incremental risks resulting from the adoption of social media by businesses and to develop an integrated Information Technology (IT) governance control framework to address these risks. In order to overcome the IT gap, these risks are addressed both at strategic and operational levels. With the help of the processes in Control Objectives for Information Technology and Related Technology (COBIT) 5, this study provides safeguards or controls that can be implemented to address the IT risks that social media introduces to a business. A business can ensure that it successfully governs the IT-related risks at a strategic level through the implementation of the safeguards and controls identified from COBIT 5. This study also briefly discusses the steps that a business can follow to ensure IT-related risks at an operational level are addressed through the implementation of configuration controls.
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Parfenov, D. A. "Prospects for the Implementation of the Strategic Planning System in Modern Russia." Humanities and Social Sciences. Bulletin of the Financial University 11, no. 4 (January 28, 2022): 6–11. http://dx.doi.org/10.26794/2226-7867-2021-11-4-6-11.
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The article raises questions of the socio-economic development of Russia based on strategic planning. The approaches to the essence of strategic planning, formed in the modern Russian Federation — the supporters of the strategic approach and their opponents, defending the predictive approach to planning, designed for the short and medium-term, are considered. It is proved that ensuring the consistency of the interaction of the state, transferring the state management of the economy to a qualitatively new level is possible based on a large-scale planning system, in which our country has accumulated a uniquely positive experience. The paper also analyses the modern system of strategic planning of the Russian Federation, notes the formality in the formation of goals, shortcomings in methodological support, organization of control. The author notes that the tools used in the development and implementation of strategic planning are seriously outdated and poorly consider Russian specifics.
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Mordvintsev, Alexander, Elena Nadtochiy, and Dmitry Polyakov. "Control and Accounts Body as a Strategic Partner of the Regional Authorities for Territorial Development." Regionalnaya ekonomika. Yug Rossii, no. 1 (May 2020): 125–33. http://dx.doi.org/10.15688/re.volsu.2020.1.11.
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By means of analyzing open data of the Ministry of Economic Development of the Russian Federation the authors analyze challenges in strategic planning in Russia, which include the lack of paper unification, divergence of attitudes of various departments and low efficiency of Russian records management. The authors conclude that efforts are being made at the federal level to develop the sphere of strategic planning. The article presents information on “Digital strategic planning” project which is aimed at the formation of an intelligent system of support for management decisions. Despite the seriousness and importance of the work planned by the Ministry of Economic Development of the Russian Federation, the efforts should be made to implement the papers on strategic planning in order to ensure effective strategic management. The article proves the need for the consistent, sustainable and successful implementation of strategic documents by the corresponding local authorities, taking into account the prospects of their potential on the basis of the risk factor analysis, including the results of the activities of control and accounts bodies. The authors propose a model of strategic partnership of these bodies based on a common interest, where actions of one participant determine the reaction and present an incentive for other participants. The article substantiates the necessity for the implementation of new roles by modern bodies of financial control: an advisor and a strategic partner. The article suggests their relationship with the functions and types of activities. The paper presents the areas of strategic partnership in the framework of territory development in a comprehensive manner based on the activities of Volgograd Control and Accounts Chamber and municipal authorities.
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KARAOULANIS, ANDREAS. "Turnaround management and blue oceans strategy implementation." JOURNAL OF SOCIAL SCIENCE RESEARCH 9, no. 3 (December 30, 2015): 1867–70. http://dx.doi.org/10.24297/jssr.v9i3.4919.
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This paper aims to give the main guidelines for strategic implementation of blue oceans strategy and how this kind of strategy is a part of turnaround management. Also, the author strives to underline the importance of Management Control Systems(MCSs) in this strategy implementation process. The author also briefly examines the importance of cultural expressions inside the company in terms of strategy implementation.
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VYVOLOKINA, A. N., Yu A. SAZHINA, and L. V. GUSAROVA. "STRATEGIC AUDIT AS A TOOL FOR THE RUSSIAN ECONOMY'S DEVELOPMENT IN MODERN CONDITIONS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 1, no. 6 (2021): 116–23. http://dx.doi.org/10.36871/ek.up.p.r.2021.06.01.017.
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The article highlights the stages of development of strategic audit in the Russian Federation. The practice of applying strategic audit by the Accounting Chamber of the Russian Federation, foreign experience is presented. The transformation of strategic audit is considered and the necessity of its full implementation in the activities of control and accounting bodies related to the development of long-term budget planning and the implementation of state programs and national goals is analyzed. The article presents the prospects of strategic audit related to the mission of the Audit Chamber of the Russian Federation and regional development. Current methodological additions are proposed.
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Xie, Fu Hai, Quan Chen Gao, and Hui Zhang. "Large-Scale Group Company Strategic Management of Project Informatization." Advanced Materials Research 255-260 (May 2011): 3958–62. http://dx.doi.org/10.4028/www.scientific.net/amr.255-260.3958.
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In order to further reinforce the basic management, promote the scientific development of enterprises and enhance the project management in a systematic efforts way, we carried out the information system construction of the enterprise, build and integrate new operating platform and the implementation of the existing system of decision-making system, to enhance the quality of enterprise operation process. The core competitive power strengthens a company continuously simultaneously with a change in the system corporate management and communication, through the full implementation of the "responsibility for cost control center", advance system project management. What is to optimize the Group's corporate governance process and promote the scientific development of operating control type of enterprise construction.
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Kochetova-Kozloski, Natalia, and William F. Messier. "Strategic Analysis and Auditor Risk Judgments." AUDITING: A Journal of Practice & Theory 30, no. 4 (November 1, 2011): 149–71. http://dx.doi.org/10.2308/ajpt-10147.
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SUMMARY The study investigates whether and how senior auditors' strategic analysis of a client affects their identification of significant business and financial statement risks, and their risk assessments. Sixty-seven senior auditors participated in an experiment that examined the effect of analyzing two aspects of strategic analysis (strategic positioning and the strategy implementation process) against performing no strategic analysis. An expert panel of senior managers was used to develop a benchmark for comparison purposes. Our results show that (1) auditors who performed guided strategic analysis did not identify more significant business and financial statement risks than auditors who did not perform strategic analysis, (2) senior auditors who performed strategic analysis of strategic positioning or the strategy implementation process assessed risk of material misstatement at the entity level more consistently with an expert panel than auditors who did not perform such an analysis, and (3) senior auditors' analysis of the client's strategy implementation process was associated with assessments of the strength of the control environment that were more consistent with the expert panel than assessments done by auditors who did not perform any strategic analysis or who performed only an analysis of strategic positioning. Data Availability: Contact the first author.
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Webb, Thomas L., Paschal Sheeran, Peter M. Gollwitzer, and Roman Trötschel. "Strategic Control Over the Unhelpful Effects of Primed Social Categories and Goals." Zeitschrift für Psychologie 220, no. 3 (January 2012): 187–93. http://dx.doi.org/10.1027/2151-2604/a000112.
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Social situations can, at times, have a detrimental influence on behavior (e.g., exposure to supermodels can make people dumb, certain social situations can prompt excessive alcohol consumption). Gaining control over such effects can be difficult because the situational influence often occurs outside conscious awareness. The present research investigates whether forming if-then plans or “implementation intentions” (Gollwitzer, 1999) can help people to strategically prevent unwanted social influences. Two experiments found that priming social categories (e.g., supermodels, Experiment 1) or social goals (e.g., socializing, Experiment 2) can have a detrimental impact on participants’ general knowledge (Experiment 1) and mental readiness to drink (Experiment 2), respectively. However, both experiments also showed that forming implementation intentions designed to ensure the effective mobilization of resources (Experiment 1) or to ignore temptation (Experiment 2) prevented social primes from influencing behavior. These findings suggest that if-then planning affords strategic control over unwanted social influences on action.
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Akimova, I. V., and K. B. Simakova. "Novels in the field of control over foreign investments in strategic sectors of the economy." Russian competition law and economy, no. 3 (September 30, 2019): 30–35. http://dx.doi.org/10.32686/2542-0259-2019-3-30-35.
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The article explores a new legal mechanism that extends the authority of the Federal Antimonopoly Service to control the implementation of foreign investments not only to business entities of strategic importance, but also to any other Russian business entities that, according to the antitrust authority, are of key importance to the Russian economics. The problems of legal uncertainty regarding the mandatory prior coordination with the antimonopoly regulator of a transaction involving a foreign investor have been identified to differentiate legal consequences for violation of the provisions of special legislation depending on the actual presence of a threat to the defense and security of the Russian Federation. It is concluded that it is necessary and advisable to classify it as a business entity by virtue of its implementation of a type of activity that is adjacent to a strategic one (which is part of the technological process of a strategic type of activity as an integral part of it).
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Andersen, Jon Aarum. "Owners vs executives and decisions vs control." Corporate Governance: The International Journal of Business in Society 19, no. 3 (June 3, 2019): 458–70. http://dx.doi.org/10.1108/cg-04-2018-0158.
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Purpose Some scholars have claimed that CEOs make decisions, while boards of directors control these decisions by applying the concepts of decision management and decision control. These concepts were suggested more than 30 years ago and are still applied in corporate governance research. They are now challenged on the basis of scholarship on corporate governance and management. Design/methodology/approach Corporate governance addresses the authority and responsibility that boards of directors and executives have. Management theory addresses planning and control in corporations. Findings The relationship between the owners (the boards of directors) and the top managers is hierarchical. This paper concludes that owners or boards of directors make decisions on main and strategic goals. Decisions cannot be controlled, but the implementation and outcomes of plans can. The latter is managers’ responsibility. The terms “decision management” and “decision control” are undefined and do not describe what takes place in organizations. Research limitations/implications This paper does not contain any new empirical data. Originality/value Management theory offers clear definitions of decisions, decision-making and control. The concepts of decision management (initiation and implementation) and decision control (ratification and monitoring) neither properly describe who makes major and strategic decisions nor how and who controls the consequences of these decisions.
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EFREMOVA, E. I. "IMPLEMENTATION OF THE INTERNAL CONTROL SYSTEM ON THE EXAMPLE OF GAZPROM COMPANIES." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 4, no. 4 (2021): 132–40. http://dx.doi.org/10.36871/ek.up.p.r.2021.04.04.024.
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The management of an organization is a complex system of consistent actions to achieve goals, both strategic and operational. A special role in this process is played by the control of the management stages themselves and their results. In the scientific literature, control is presented as a process, that is, a set of operations and sub-processes related to the provision of control procedures implemented in the format of an internal control system. In other words, a set of organizational and methodological elements.
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Reznikova, Olga. "PROBLEMS OF IMPLEMENTATION OF THE NATIONAL SECURITY STRATEGY OF UKRAINE." Strategic Panorama, no. 1-2 (December 15, 2020): 5–13. http://dx.doi.org/10.53679/2616-9460.1-2.2020.01.
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The article explores the development of methodological principles in the field of strategic planning and management and the development of planning documents in the field of national security, taking into account the peculiarities of the current stage of global development, the variability of the security environment.
The purpose of this article is to identify problematic issues in the field of national security planning in Ukraine and ways to improve the process of development and implementation of the National Security Strategy, taking into account the best world practices. The research is based on the analysis of publications by domestic and foreign researchers in the field of strategic planning, appropriate legal acts of Ukraine, as well as the author's experience gained from her involving in development of draft strategic documents of the state.
This article is focusing on solving the following scientific and practical problems: identification of the main trends in the development of methodological framework of strategic planning in the field of national security; identification of problems in the field of strategic planning in the field of national security of Ukraine; identification of scientifically substantiated ways to improve the process of strategic planning in the field of national security in Ukraine, taking into account the best international practices.
The main research methods are empirical (in particular, observations, descriptions, comparisons) and general scientific (primarily, analysis, synthesis, generalization, explanation, historical and logical methods, etc.).
The main results of the study are, in particular, the following:
It is determined that in accordance to the best world practices the development of national security strategies take into account the principles of national resilience and the wide expert involvement in the process of preparation of such a document is recommended. The growing role of strategic management and the need to ensure national resilience characterize current trends in the development of methodological framework of strategic planning in the field of national security.
It is emphasized that the very fact that the state has a national security strategy based on the scientific ground is not a guarantee of achieving certain goals and results in practice. Therefore, the process of implementation of such a document should be under constant control by the public authorities.
The new cycle of planning has been starting after the adoption in 2020 of the new National Security Strategy of Ukraine. The analysis conducted by the author revealed a number of problematic issues, the solution of which requires, in particular, the amendment to the Law of Ukraine "On National Security of Ukraine" in terms of strategic planning. The fundamental differences and innovations of the current National Security Strategy of Ukraine in comparison with its previous editions are determined.
It is emphasized that lessons from the experience of implementing strategic planning documents in the field of national security should be learned in Ukraine. It is determined that the low level of implementation of previous national security strategies of Ukraine was caused by the declarative nature of some of their norms, lack and formality of control over the implementation of such documents, lack of reporting procedures, indicators and criteria for evaluating the results, including for their compliance with certain objectives.
The lack of attention to the analysis of the security situation in appropriate field, risk assessment, forecasting, threat identification and vulnerability detection are identified as some of the most significant problems during the preparation of strategic planning documents in the field of national security.
Based on the results of the study, recommendations for the state authorities of Ukraine were prepared.
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Brui, Oksana. "Implementation of strategic management based on the balanced scorecard in a university library." Library Management 39, no. 8/9 (November 12, 2018): 530–40. http://dx.doi.org/10.1108/lm-09-2017-0086.
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Purpose The purpose of this paper is to present a case study of implementing strategic management as a process based on balanced scorecard (BSC) in the university library – G. Denysenko Scientific and Technical Library of the National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute” (KPI Library). Design/methodology/approach The author is regarding the features of all the strategic management implementation stages: strategic analysis, formulation of strategic ideas (vision, values and mission), the strategy definition and development, strategy implementation and realization, assessment and control of the strategy implementation. Special attention is focused on the comparison of the BSC model, which was used in KPI Library with classical BSC models for non-profit organizations developed by Robert Kaplan and David Norton, and Paul Niven. The author is also focusing on preparation of the strategic map and identifying specific indicators. Findings BSC is adaptive, flexible and adjusts to the environment of each particular library and can be used as an effective tool for the development of a strategic management system in libraries. Originality/value The case study of the library of Igor Sikorsky Kyiv Polytechnic Institute shows that a BSC is an effective tool for building a system of strategic management development aimed at radical organizational changes in the library. It is also a testing and practical implementation of some of the results of the study “Strategic Management of Library as a Process-Oriented Organization Based on a BSC,” which is conducted by the author.
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Cerasela, Pirvu, Vasilescu Laura, Mehedintu Anca, and Dan Pirvu Cristian. "Implementation of strategic principles in cost management: Control of cost variations through statistical studies." African Journal of Business Management 6, no. 45 (November 14, 2012): 11161–70. http://dx.doi.org/10.5897/ajbm11.1938.
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Riyadi, Yohannes Enggar, Lucy Warsindah, Agus Adriyanto, and Dangan Waluyo. "The Influence of the Antecedents of SCQRM Implementation on Organizational Performance with the Moderating Role of Organizational Culture in the Indonesian Navy." Business and Entrepreneurial Review 21, no. 1 (May 27, 2021): 81. http://dx.doi.org/10.25105/ber.v21i1.9232.
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<p><em>This study aims to determine the effect of the antecedents of Supply chain quality risk management (SCQRM) implementation on organizational performance with the moderating role of organizational culture in the Indonesian Navy. Based on data from questionnaire survey data totaling 260 Indonesian Navy officers, the SCQRM theory model is proposed and the structural equation model is used to test the proposed hypothesis. The results show that strategic leadership, information, and control mechanisms are significant antecedents of SCQRM implementation. Furthermore, strategic leadership and information significantly contribute to organizational performance. An interesting finding is that control mechanisms do not have a direct impact on organizational performance, but they do contribute indirectly to organizational performance mediated by SCQRM implementation. Also, SCQRM implementation significantly contributes to organizational performance and the moderating effect of organizational culture strengthens the relationship between SCQRM implementation and organizational performance. This study focuses on the concept and implementation of SCQRM in Indonesian Navy logistics with the role of strategic leadership, information, control mechanisms, and organizational culture to improve organizational performance using single respondents and expert perceptions, namely Indonesian Navy Officers. The managerial implications suggest that complementary benefits arise from the adoption of a more holistic approach to the management of supply chain quality risk at the organizational level with</em><em> </em><em>supported the role of strategic leadership, information, control mechanisms, and organizational culture will improve organizational performance. Three contributions to science in the development of SCQRM theory. <strong>First</strong>, this study develops an SCQRM theoretical model with three unique dimensions (supplier development, risk management integration, and proactive product recall). <strong>Second</strong>, this study provides a new perfection of how the complementarity system of SCQRM is operated to improve organizational performance. Moreover, the findings imply that a successful SCQRM implementation is built on a complementarity power in risk management resources and routines. The multiple manifestations of the three SCQRM dimensions are all driven by a cohesive, yet unobserved synergy, which also forms one of the competencies of the organization. <strong>Third</strong>, this study also provides a new perfection on the role of strategic leadership, information and control mechanisms as antecedents of SCQRM implementation, and the moderating role of organizational culture that strengthens the relationship between SCQRM implementation and organizational performance</em><em>. </em><strong></strong></p>
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Vieira, Jose M. P. "A strategic approach for Water Safety Plans implementation in Portugal." Journal of Water and Health 9, no. 1 (February 3, 2011): 107–16. http://dx.doi.org/10.2166/wh.2010.150.
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Effective risk assessment and risk management approaches in public drinking water systems can benefit from a systematic process for hazards identification and effective management control based on the Water Safety Plan (WSP) concept. Good results from WSP development and implementation in a small number of Portuguese water utilities have shown that a more ambitious nationwide strategic approach to disseminate this methodology is needed. However, the establishment of strategic frameworks for systematic and organic scaling-up of WSP implementation at a national level requires major constraints to be overcome: lack of legislation and policies and the need for appropriate monitoring tools. This study presents a framework to inform future policy making by understanding the key constraints and needs related to institutional, organizational and research issues for WSP development and implementation in Portugal. This methodological contribution for WSP implementation can be replicated at a global scale. National health authorities and the Regulator may promote changes in legislation and policies. Independent global monitoring and benchmarking are adequate tools for measuring the progress over time and for comparing the performance of water utilities. Water utilities self-assessment must include performance improvement, operational monitoring and verification. Research and education and resources dissemination ensure knowledge acquisition and transfer.
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Kazi, Ghulam Nabi, Kinz-ul Eman, Khalif Bile Mohamud, Aurangzaib Quadir, Syed Karam Shah, and Zaeem ul Haq. "Tuberculosis control in Pakistan: A decade (2011-2020) in review." Pakistan Journal of Public Health 12, no. 1 (June 28, 2022): 17–22. http://dx.doi.org/10.32413/pjph.v12i1.955.
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This paper reviews the overarching strategies, implementation rigour, achievements, strengths and weaknesses, and challenges and opportunities faced by Pakistan’s National Tuberculosis Control Program (NTP) during the period 2011-2020. NTP’s annual reports, Global Tuberculosis (TB) Report (2019 & 2020), peer-reviewed journal articles, NTP and NSP plans, along with voluminous programmatic data reviewed. Pakistan’s national and provincial tuberculosis control program has treated around four million people and gained more than 90% treatment success. Iterative planning, partnership with the private sector, strategic advocacy, communication, social mobilization, operational research, and increasing domestic funding are essential to improving case notification and treatment success. Lack of adequate political commitment, over-and under-reporting, lack of a systematic mechanism for sputum transport, and inefficient coverage from the private sector are the main areas for improvement. Local and national strategic planning in funding, program development, and implementation is imperative from a multisectoral perspective for ending TB. Ensuring universal health coverage, treating drug-resistant cases, maintaining and strengthening the national health information system, and upgrading the vital registration system is the cornerstone for ending TB.
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Warlizasusi, Jumira. "Analisis Perencanaan Strategis, Rencana Strategis dan Manajemen Strategis STAIN Curup 2015-2019." Tadbir : Jurnal Studi Manajemen Pendidikan 2, no. 2 (December 31, 2018): 155. http://dx.doi.org/10.29240/jsmp.v2i2.664.
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The strategics plan is a guideline for a short plan.the strategic plan isn’t as holy as the holy book till it couldn’t be changed.depend on the route record of this strategics plan,it can be evaluated.for it implementation, RKA oftenly not according to the strategic plan. even it found that RKA is more priority than the strategic plan.so it considered like useless thing and it only needed if it necessary. component of agency performance appraisal, and the proo of the documentation for evidence it’s realistic as same as planned (has a track record exist). Arranging the strategic plan of STAIN Curup process during 2015-2019 it started with mapping the activities until 2014. besides of this situation, it could be known all of the troubles and the defiances which it has influence the functions and the main assignment. more over, it needed the analysis about the influence of strategic environment which it involved. even it direct or indirect, with main assignment or a function, although it internal or external. the influence of internal strategic would be trasformated into the strength and the weakness, so the influence of external strategic will be transformating into the opportunities and the treath. By considering of this influence environment strategic change, it propose the rules of wisdom to reach the performance’s target inside arranging strategic plan of STAIN Curup 2015-2019. to clear the main assignment and it function’s way, the vision it would be formulated and described into yhe mission side.based on vision and mission, it formulated the purpose , target, priority,strategy and the wisdom’s way. The strategic plan of STAIN Curup in 2015-2019 need to analyzed for get the understanding complex has been reached. began from analyzing the strategic planning, strategic plan and strategic management, analyzing design of organization as the initial supply to plan the strategic, analyze of building the capability of natural resource and evolving structural organization, analyze the payment and suspension organization system,analyze of matching the internal process and learn process in an organization,analyze centralization and decentralization inside strategic management,analyze the strategic when control and analyzing management change and organization learners.
Keywords: Strategic Planning, Strategics Plan, Strategic Management
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FERNÁNDEZ, MARIBEL, HÉLÈNE KIRCHNER, and BRUNO PINAUD. "Strategic port graph rewriting: an interactive modelling framework." Mathematical Structures in Computer Science 29, no. 5 (August 2, 2018): 615–62. http://dx.doi.org/10.1017/s0960129518000270.
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We present strategic port graph rewriting as a basis for the implementation of visual modelling tools. The goal is to facilitate the specification and programming tasks associated with the modelling of complex systems. A system is represented by an initial graph and a collection of graph rewrite rules, together with a user-defined strategy to control the application of rules. The traditional operators found in strategy languages for term rewriting have been adapted to deal with the more general setting of graph rewriting, and some new constructs have been included in the strategy language to deal with graph traversal and management of rewriting positions in the graph. We give a formal semantics for the language, and describe its implementation: the graph transformation and visualisation tool Porgy.
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Alam, Agum Restu, Saeful Anwar, and Asep Iwan Setiawan. "Manajemen Strategis Pendayagunaan Zakat Infak dan Shadaqah dalam Pengentasan Kemiskinan." Tadbir: Jurnal Manajemen Dakwah 4, no. 4 (December 31, 2019): 363–86. http://dx.doi.org/10.15575/tadbir.v4i4.1554.
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Tujuan dari penelitian ini untuk mengetahui bagaimana keberhasilan MAI dalam mengentaskan kemiskinan melalui program bina dengan pendayagunaan zakat, infak dan shadaqah yang produktif serta tahapan Manajemen Strategis yang ada di MAI. Metode yang digunakan adalah metodeideskriptif dengan pendekatan kualitatif, dengan teknik pengumpulan data yang dihimpun melalui teknik observasi, wawancara, studi dokumen dan studi pustaka. Hasil penelitian menunjukan bahwa proses pendayagunaan MAI pada tahapan Analisis Lingkungan telah dilakukan untuk memaksimalkan kekuatan dan memanfaatkan peluang yang ada sehingga dapat meminimalisir kelemahan dan ancaman sehingga proses pendayagunaan dapat mengentaskan kemiskinan. Tahapan Formulasi Strategi berupa perumusan visi, tujuan, strategi, dan kebijakan telah diprogram secara sistematis. Selanjutnya Implementasi Strategi dengan membuat lima program utama yang dibuat secara matang dan profesional. Terakhir tahapan Evaluasi dan Pengendalian Strategi dengan melakukan evaluasi secara berkala dan sistematis sehingga pengendalian program dapat dilakukan dengan baik sesuai prosedur. Kata Kunci: Manajemen Strategis; Pendayagunaan; Zakat; Kemiskinan.
The purpose of this study is to find out how the success of MAI in alleviating poverty through community development programs by utilizing productive zakat, infaq and shadaqah as well as the stages of Strategic Management in MAI. The method used is a descriptive method with a qualitative approach, with data collection techniques collected through observation, interviews, document studies and literature studies. The results showed that the process of utilizing the MAI at the Environmental Analysis stage had been carried out to maximize strengths and take advantage of existing opportunities so as to minimize weaknesses and threats so that the empowerment process could reduce poverty. The Stages of Strategy Formulation in the form of vision, goals, strategies and policies have been systematically programmed. Next Implementation Strategy by making five main programs that are made in a mature and professional manner. The last step is the Evaluation and Control Strategy by conducting periodic and systematic evaluations so that program control can be carried out properly according to procedures.Keywords: Strategic Management; Utilization; Alms; Poverty.
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Hermawan, Ancella Anitawati, Emil Bachtiar, Panggah Tri Wicaksono, and Nia Pramita Sari. "Levers of Control and Managerial Performance: The Importance of Belief Systems." Gadjah Mada International Journal of Business 23, no. 3 (July 7, 2021): 237. http://dx.doi.org/10.22146/gamaijb.62612.
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Belief systems, which are one of the four levers of control, play a vital role in an organization. This study is primarily aimed at examining the effects of belief systems on managerial performance. Since the four levers of control jointly function in management control systems, we extend our study by investigating whether the contingent-fit between strategic risk, strategic uncertainty, and the other three levers of control (i.e., boundary systems, diagnostic control, and interactive control) strengthens the association between belief systems and managerial performance. A survey questionnaire was distributed to the upper-level management of various companies or strategic business units in Indonesia during the fourth quarter of 2017, resulting in 81 respondents. Hypotheses testing were conducted using the OLS regression model. This research found that belief systems are positively associated with managerial performance, indicating that the implementation of effective belief systems leads to higher managerial performance. This study also found that the contingent-fit between strategic risk, strategic uncertainty, and the other three levers of control does not have any effect on how belief systems are positively associated with managerial performance. This finding indicates that although management does not adopt a fit combination between its level of strategic risk and strategic uncertainty and the boundary systems, diagnostic control, and interactive control, it can still achieve good performance as long as strong belief systems are implemented. These findings confirm the critical role of belief systems in the levers of control. Thus, management needs to ensure the establishment of more effective belief systems if the company or business unit wants to produce optimal performance.
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MISHCHENKO, Volodymyr. "STRATEGIC MANAGEMENT OF DIGITAL TRANSFORMATION OF THE ECONOMY." Economy of Ukraine 2022, no. 1 (January 26, 2022): 67–81. http://dx.doi.org/10.15407/economyukr.2022.01.067.
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It is proved that digitalisation is a complex, inclusive economic activity, and governments of all countries view the digital transformation process as an important strategic policy task. It is determined that the organization of digital transformation management is based on clear policy formulation, development of strategic documents and organization of monitoring and control over the implementation of decisions and implementation of goals. The principles of prioritization of strategic goals are substantiated and the main factors that determine them are described. Based on the analysis of world experience, it is concluded that the current trend is to strengthen approaches to digital transformation by strengthening the institutional and organizational framework, the introduction of digital technologies in the process of strategic management. The main directions are substantiated, and the importance of digital transformation of Ukraine's economy through the implementation of the concept of strategic management is proved, the main problems that hinder this process are identified. The content and features of the use of centralized and decentralized models of management organization of the digital transformation process are revealed, and it is proved that the decentralized management model is more functional and effective. The world experience of stimulating enterprises and the population to use digital technologies is analyzed, perspective forms of state support of business and the population in the conditions of Ukraine are proposed. Possibilities of using “normative sandboxes” to support digital innovations are described. The peculiarities of the creation of a digital government are revealed and the main directions of its activity are outlined from the point of view of the need to reform the system of public administration. In the context of realization of tasks of strategic management of digital transformation the economic maintenance and features of realization of cyberthreats and digital risks are defined, methods of their management are proposed. In order to increase the effectiveness of strategic management of digital transformation, a set of measures is proposed to strengthen the institutional capacity of management entities in the field of setting targets, coordination, monitoring and control over the implementation of the determined goals.
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Rao, Pin Yang. "Cultural Tourism Implementation Network: From Aclassic British Seaside Experience." Advanced Materials Research 403-408 (November 2011): 2404–6. http://dx.doi.org/10.4028/www.scientific.net/amr.403-408.2404.
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Strategic policy has to be implemented within complex operating environments where organisations have to perform within an inter-dependent production process in a dynamic mix of competition and cooperation. This study was designed in the typical case of the British seaside to further the understanding of control and communication mechanisms and collaboration in policy implementation networks and focus upon problems of structural fragmentation in these complex policy environments.
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Kusumardani, Fathin, Achmad Junaedi Sitika, and Debibik Nabilatul Fauziah. "Pelaksanaan Manajemen Strategi dalam Peningkatan Mutu Pendidikan Agama Islam di SDIT Izzatul Islam Kecamatan Cibarusah Kabupaten Bekasi." FONDATIA 6, no. 2 (June 9, 2022): 330–45. http://dx.doi.org/10.36088/fondatia.v6i2.1840.
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This research is motivated by strategic management in improving the quality of Islamic religious education in elementary schools which is still low. Schools in order to provide quality education, educational management strategies must be formulated thoroughly. To realize the implementation of strategic management in improving the quality of Islamic religious education in Izzatul Islam, a leader and manager of educational institutions is needed. The principal as a leader in educational institutions has a very dominant role in improving the quality of education so that it is of high quality. The focus of this study is to analyze how the implementation of strategic management in improving the quality of Islamic religious education at SDIT Izzatul Islam. This study aims to determine the implementation of strategic management in improving the quality of Islamic religious education at SDIT Izzatul Islam. This research is a descriptive qualitative research. The location of the research was carried out at SDIT Izzatul Islam, Cibarusah District, Bekasi Regency. Based on the results of research at SDIT Izzatul Islam, it shows that strategic management in improving the quality of Islamic religious education goes through three processes, namely (1) formulation, by formulating the school's vision and mission, (2) implementation, by implementing school policies and motivating educators and educators. education, (3) evaluation and control by covering activities such as planning, implementation process, supervision to the results of activities.
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Akimova, I. V., K. B. Simakova, and A. A. Anpilogov. "Concretization or broader interpretation of the law? (New approaches to state regulation of foreign investment in strategic sectors of the economy)." Russian competition law and economy, no. 2 (June 30, 2020): 90–94. http://dx.doi.org/10.32686/2542-0259-2020-2-90-94.
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The article explores the new approaches of the Federal Antimonopoly Service to the application of certain provisions of the law on the control of foreign investment in business entities of strategic importance.The question of the correlation of the concepts of “control” and “the possibility of blocking decisions” was examined, as well as the problems of legal uncertainty re mandatory preliminary approval of a transaction in which a foreign investor plans to purchase shares of a business entity that is related to the strategic type of activity.The authors concluded that it is necessary and advisable to classify a business company as strategic based on legislation by its implementation of a type of activity that is adjacent to strategic.
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Gerasimenko, Olga Aleksandrovna, and Boris Aleksandrovich Tkhorikov. "Content analysis, key events and approaches of geomarketing in market strategic planning system." Vestnik of Astrakhan State Technical University. Series: Economics 2020, no. 3 (September 30, 2020): 79–86. http://dx.doi.org/10.24143/2073-5537-2020-3-79-86.
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The article presents the results of a study of strategic business planning (a compromise between resource capabilities and competencies and skills of strategy implementation) in modern conditions of economic development. Strategic planning is understood as long-term planning with elements of foresight for building a system of partnerships for the future development of the company. The classical stages of the formation of strategic planning are generalized (budgeting and control - analysis of external conditions; long-term planning - extrapolation of business trends; strategic planning - the focus of scientific attention is shifted to the internal environment of the organization; strategic market management - ignoring external and internal criteria), the focus of scientific attention is in the area of strategic marketing analysis and the peculiarities of the application of its methodology and tools in business planning (policy, strategy, tactics, operational control). The current problems of entering the market have been systematized, including: a high level of business competition, a large number of homogeneous companies offering an approximately similar / homogeneous list of goods / services, practically no barriers to entry into the market, the effective implementation of which requires a reasonable choice of sustainable strategies and a scientific approach to determine the optimal place of sale. Geomarketing is a special element in the implementation of competitive strategies, as a tool for flexible response, integration into the system of strategic planning and improvement of marketing approaches and theories. There have been generalized the marketing theories (spatial, neoclassical) and indicated geomarketing milestones (natural trade near major roads and places of residence of people; development of production processes and complication of partnerships; focus on the accumulation and number of customers, traffic; development of urban agglomerations, landmark on developed infrastructure).
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Mazurenko, V. А. "State Control over Intra-Group Transactions of Assets of a Strategic Entity." Russian competition law and economy, no. 4 (January 11, 2022): 26–33. http://dx.doi.org/10.47361/2542-0259-2021-4-28-26-33.
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The article examines the current legal mechanism for monitoring the implementation of intra-group transactions and other actions within the framework of economic concentration; the possibility of applying the appropriate procedure when exercising state control over foreign investments in strategic business companies.The analysis of regulatory legal acts and international practice allowed the author to conclude that the introduction (by analogy with the Law on the Protection of Competition) of a notification procedure for a foreign investor to make transactions with assets of a strategic business company will not correspond to the objectives of control over foreign investments. In that connection the existing preliminary control seems to be the most effective.
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Goosen, R., and R. Rudman. "The development of an integrated framework in order to address King III’s IT governance principles at a strategic level." South African Journal of Business Management 44, no. 4 (December 31, 2013): 91–103. http://dx.doi.org/10.4102/sajbm.v44i4.171.
Full textAbstract:
In today’s technologically advanced business environments, Information Technology (IT) has become the center of most businesses’ strategic activities. It is for this reason that the King III report has dedicated a chapter to addressing IT governance principles, holding the board of directors (senior management) responsible for addressing such principles. The King III report does provide broad level guidance, however lack sufficient detail on its interpretation. Although various guidelines in the form of IT control frameworks -models and -standards exist, it remains theoretical in nature and companies tend to implement these guidelines in an ad hoc manner. This ad hoc implementation of controls leads to unnecessary controls being implemented, resulting in an ineffective IT governance system that does not address each key strategic risk area. The objective of this research is to develop an integrated best practices framework, which will provide guidance to senior management in how to effectively and efficiently address King III’s IT governance principles by taking a business’ unique strategic objectives into account. A detailed literature review was performed of different control frameworks,-models and standards. These were analysed to identify a list of similar and overlapping control areas. These control areas were thereafter mapped to a list of strategic objectives applicable to most businesses. In doing so, effective and efficient IT governance principles which are understood by senior management, are able to be implemented.
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Yaneva, Dilyana. "STRATEGIC MARKETING PLANNING IN THE PRESENT-DAY ORGANIZATION." Volume 8, Issue 2 v8, no. 2 (November 10, 2020): 197–205. http://dx.doi.org/10.37708/ep.swu.v8i2.16.
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Looking for business sustainability in conditions of uncertainty, organizations must pay serious attention to strategic marketing planning. Achieving the strategic goals of the company is closely related to the adaptation to the dynamic market conditions. This necessitates an in-depth study of the specifics of the process including analysis and evaluation of the marketing environment factors, mission formulation, general and marketing goals setting, segmentation, market selection, positioning, development, selection, implementation and control of marketing strategies.