MANAGERS Planning Organizing Leading Controlling Strategic Tactical Operational Strategy Formulation Management Controls Task Control Detector AssessorEffectorCommunication Network

Strategy Formulation External Environment Internal Environment General Task Political Economical Social Technological Environmental Legal Suppliers Customers Competitors Labour Market Corporate culture Product technology Organization structure Physical facilities Corporate Level Strategies Single Industry Related Diversified Unrelated Diversified Business Unit Strategies BCG Matrix GE Planning Model Porter’s Five Forces Porter’s Competitive Advantage Value Chain Analysis GOAL CONGRUENCE External Factors Internal Factors Culture Hofstede’s Cultural Dimensions Functional Business Unit Matrix

Management Control Systems Controller Responsibility Centers Expense Center Revenue Center Profit Center Investment Center Measure Input Measure Output Measure Input and Output Measure output and investment EffectivenessEfficiency Objective / Output Output / Input Discretionary Expense Center Engineered Expense Center General Controls Budget Preparation Incremental Budgeting Zero based review Cost variability Financial Control Performance Measurement

Risks Types of Risks Hazard RiskControl Risk Opportunity Risk Negative OutcomeNegative or positive Positive outcome 7R risk management process Ranking of Risks Classifying Risks Responding to risks Risk Management Principles Risk Maturity Impact Vs. Likelihood FIRM PESTEL IRM BS etc 4Ts 4Es 4As Proportionate Aligned Comprehensive Embedded Dynamic Naïve Novice Normalized Natural

Risk Exposure Risk Appetite Risk Capacity Risk Averse Risk Aggressive