stages of control and strategic and operational control

Stages of control
Feed forward, Concurrent control, Feedback control.

Management can implement controls before an activity commences, while the activity is going on, or after the activity has been completed. The first type is called feed forward control, the second is concurrent control, and the last is feedback control.
What is Feed forward Control?
The most desirable type of control feed forward control – prevents anticipated problems because it takes place in advance of the actual activity. Its future directed. An example of feed forward control is the scheduled aircraft maintenance programs done by the major airlines. These programs are designed to detect, and  prevent structural damage that might lead to an airline disaster.
The key to feed forward control, therefore is taking managerial action before problem occurs. Feed forward controls allow management to prevent problems rather than having to cure them later.
 Unfortunately these controls require timely and accurate information that is often difficult to develop. As a result managers frequently have to use one of the other two types of control.
When Is Concurrent control used?    
Concurrent Control: Control that takes place while an activity is in progress.
Concurrent control, as its name implies, takes place while an activity is in progress. When control is enacted while the work is being performed management can correct problems before they become too costly.
The best known form of concurrent control is direct supervision. When a manager directly oversees the actions of an employee, the manager can concurrently monitor the employee’s actions and correct problems as they occur.
MSOffice example
Why is feedback Control so popular?
Feedback control: Control that takes place after an action.
The most popular type of control relies on feedback. The control takes place after the action.
The major drawback of this type of control is that by the time the manager has the information the damage has already been done. For example, financial statements are an example of feedbacks controls. If, for instance the income statement shows that sales revenues are declining the decline has already occurred. So at this point, the manager’s only option is to try to determine why sales decreased and to correct the situation.
Feedback has two advantages over feed forward and concurrent control. First feedback providers managers with meaningful information on the effectiveness of their planning effort. Feedback that indicates little variance between standard and actual performance is evidence that planning was generally on target. If the deviation is great a manager can use that information to make new plans more effective. Second, feedback control can enhance employee’s motivation. People want information on how well they have performed. Feedback control provides that information.
Types of control
Strategy control and Operational control
1. Basic question
Strategic control- are we moving in right direction?
Operational control- how we are performing
2. Aim
Strategic control-Proactive
Operational control- allocation and use of organizational resources
3. Main concern
Strategic control- steering the future direction of organization
Operational control- action control
4. Focus
Strategic control- External environment
Operational control – Internal Organization
5. Time horizon
Strategic control- long term
Operational control – short term
6. Exercise of control
Strategic control- top management
Operational control – middle management
7. Main techniques
Strategic control- environmental scanning, information gathering, questioning and review
Operational control – budgets, schedule, MBO