This is the final stage in strategic organization is strategy evaluation and control. The company puts into consideration the fact that all strategies are part and parcel to future alteration. This is because internal and external elements of the business are continually changing. In assessment and control procedure the administration should evaluate whether the selected strategy is able to achieve the firm’s objectives. The primary scheme appraisal and control performance processes include review of internal and external factors that are the basis for present strategies. The company then measures the performance and takes counteractive actions (Plenert, Johannes, & Bill, 2000).
Strategic planning and management includes not only the processes recognized but also the previous steps of finding out the mission and aims of the company. This should be within the circumstance of its outside surroundings. The fundamental ladder of the calculated organization can be evaluated through the use of strategic organization model.
The model points out concepts of approach and the essentials essential for growth of a strategy enabling the company to meet its mission. Studies indicate a number of principles and models have been developed. These models suggest a diverse normative approaching to strategy determination. Nevertheless, a re-evaluation of the main premeditated management models shows that they all comprise of some common aspects. These are performing an environmental examination, introducing the organizational direction, coming up with the strategy, implementing the strategy and finally controlling and evaluating the strategy.
Since strategic monitoring is an incessant and self-motivated process, it should therefore be understood that each constituent interacts with the other essentials. It is also important to note that this relation often occurs at the same time. In evaluation and control, the management should note that the key models vary principally in the scale of clarity, feature, and complication. These differences are considered as beneficial in some situations and as limitations in others. To be on the safer side, it is important to ensure that all strategies allow future modifications. This is because of spontaneous alteration in internal and external factors. In assessment and control procedure of the strategies, the managers ought to determine if the selected strategy is meeting the company’s objectives (Plenert, Johannes, & Bill, 2000).
Assessment is most frequently used to distinguish and promote the topics of interest in a vast range of human enterprises. This includes all kind of business practices. In general terms the field of evaluation has some degree of divergence. Most managers disagree when it comes to providing distinctions between evaluation and assessment. Most managers agree that evaluation is wider than assessment. They suggest that in carrying out an assessment, the manager has to make the judgments about the value or appeal of something. Strategy evaluation is very useful in a company’s growth since it enables the management to identify possible or tangible predicaments in a timely manner. Generally, it is an intricate and susceptible activity. In addition, overemphasis that is normally made can be expensive and counterproductive in certain occasions. Strategy evaluation is used to establish the forces that help in bringing out the attractiveness of a market. These forces consist of those specific to a company that influence its capability of serving its consumers and thus making a profit. Any alteration in any of the forces usually calls for the company to re-examine the market (Plenert, Johannes, & Bill, 2000).