Avoid Plagiarism Section 1 Pa

Avoid Plagiarismavoid Plagiarismavoid Plagiarismsection 1 Part 3 Of P

Consider the same company ‘X’ that you have already used in assignment 1 & 2 and answer the following questions. 1. Evaluate the performance of the main activity of your selected company (performance of principal product/service). What type(s) of criteria do you use to evaluate this performance? 2. What type(s) of control of employees and production processes is/are used by your selected company? 3. How does the corporation manage the environmental risks? 4. Evaluate the competitive advantage of the corporation on its market. Suggest some recommendations for the managers of your selected company to improve this competitive advantage.

Discuss the following questions: 1. Is the evaluation and control process appropriate for a corporation that emphasizes creativity? Are control and creativity compatible? Explain. (Max 300 words) 2. How can corporate culture be changed? Give examples. (Max 250 words) 3. How is the cellular/modular structure different from the network structure? Give at least three differences. (Max 200 words)

Paper For Above instruction

In analyzing the performance of Company X, my focus centers on its primary products and services, which constitute its core revenue stream. To evaluate this performance, I utilize a combination of financial and non-financial criteria. Financial metrics such as profit margins, sales growth, and return on investment provide quantitative insights into economic success. Non-financial criteria include customer satisfaction scores, brand reputation, market share, and innovation capacity, which offer a broader perspective on market positioning and sustainability (Kaplan & Norton, 1996). These criteria collectively help in assessing both the financial health and customer-centric aspects of the company’s principal activity.

Regarding employee and process control mechanisms, Company X employs a mix of traditional and modern controls. Bureaucratic controls, such as standardized procedures, policies, and performance appraisals, are used to ensure operational consistency and compliance. Additionally, the company adopts technological controls through real-time data monitoring and automated quality checks, especially in manufacturing processes (Anthony & Govindarajan, 2007). These controls aim to optimize productivity while maintaining product quality and employee accountability. Performance control systems are complemented by incentive-based controls that motivate employees to meet organizational goals.

Environmental risk management is a critical element in Company X’s strategic approach. The company adheres to environmental regulations and implements sustainability initiatives, such as reducing waste, optimizing resource usage, and investing in eco-friendly technologies (Porter & van der Linde, 1995). It also conducts regular environmental impact assessments and collaborates with external stakeholders to ensure compliance and mitigate ecological risks. Such proactive measures not only reduce environmental liabilities but also align with corporate social responsibility standards, thereby fostering a positive public image and stakeholder trust.

The company’s competitive advantage stems from several factors. Its strong brand reputation, innovative capabilities, and efficient supply chain management provide a solid footing in its respective market (Porter, 1985). Additionally, Company X invests heavily in research and development, enabling it to introduce unique products and adapt to changing customer preferences swiftly (Teece, 1986). The firm's ability to differentiate itself through quality and innovation creates high customer loyalty, preventing competitors from easily replicating its offerings. To further enhance its market position, recommendations include expanding into emerging markets, leveraging digital marketing, and adopting sustainable practices to appeal to environmentally-conscious consumers.

References

• Anthony, R. N., & Govindarajan, V. (2007). Management Control Systems. McGraw-Hill Education.
• Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard Business Review Press.
• Porter, M. E. (1985). Competitive Advantage. Free Press.
• Porter, M. E., & van der Linde, C. (1995). Green and Competitive: Ending the Stalemate. Harvard Business Review, 73(5), 120-134.
• Teece, D. J. (1986). Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy. Research Policy, 15(6), 285-305.