S T R A T E G I C M A N A G E M E N T
- Samenvattingen papers -

| Naam | | 1 | Leading Change: Why Transformation Efforts Fail | x | 2 | Conceptual models and the Cuban Missile Crisis | | 2 | The Hidden Traps of Decision making | x | 3 | Control in the age of empowerment | x | 3 | The Real Budget Crisis: Stop Rewarding Forecasting and Negotiating Instead of Real Performance | x | 3 | Note on flexible budgeting and variance analysis | x | 3 | Borealis Case | | 4 | Note on Organization Structure | | 4 | Note on Organization Culture | | 4 | Designing Organizations for Performance: The Alignment of Design and Strategy | | 5. | On the folly of rewarding A, While hoping for B | | 5 | Incentives within Organizations | | 5 | Strategy to implementation: Seeking alignment | | 5 | Measuring performance | | 7 | GE’s growth strategy: The Immelt inititative | |

Week 3
Control in Age of Empowerment

Creativity and control don’t have to conflict
Failure to control employees appropriately
Managers can encourage innovation among employees while ensuring adequate control by using four powerful management systems or levers.

1- Diagnostic control systems
Traditional monitors of critical performance outcomes such as costs and revenues
2- Belief systems
Encompass the company’s values, mission and other statements of philosophy
3- Boundary systems
Based on power of negative thinking
Tell your employees what not to do
4- Interactive control systems
Sharing market information and encouraging creative responses while helping people avoid pitfalls

When used in concert, these four levers can give you the control you need without sacrificing the flexibility and creativity you can’t do without.
Each of the four control levers has a distinct purpose for managers attempting to harness the creativity of employees.