Since strategic evaluation and control of performance is a part of strategic management process and strategic planing process, persons who participate in strategy formulation and implementation should also particiÂpate in strategic evaluation and control of performance. Persons who act in advisory capacity may be excepted.
For example, the following groups can participate in Strategic Evaluation and Control of performance.
- Board of directors,
- chief executive,
- other managers,
- corporate, planning staff,
- consultants,
They can participate in strategic management process. Out of these corporate planning staff and consultants act either advisors or facilitators Thus, three groups of personnel are actively involved in strategic evaluation and control though their areas of evaluation and control differ.
In some cases, outside agencies like financial institutions or government, mostly to the case of public sector enterprises also participate in strategic evaluation and control either through their participation in board of directors or having power to interfere with management practices.
However, the role of financial institutions in strategic evaluation and control of performance is quite limited excel through their nominee’s on board of directors. In the case of public sector enterprises, the role of government in strategic evaluation is perform through nomination of board members and through controlling ministries of particular enterprises.
In some specific situations, authorities may be constituted at above the board level for strategic evaluation and control of performance of group companies. Strategic control is also focused on the achievement of future goals, rather than the evaluation of past performance.
