Strategic control

strategic control is concerned with tracking, detecting any problem areas or potential problem areas and making any necessary adjustments. Strategic control allows to step back and look at the big picture and make sure all the pieces of the picture are correctly aligned. Ordinarily, a significant time span occurs between initial implementation of a strategy and achievement of its intended results For instance, if you wanted to captain your ship from San Diego to Seattle you might need a crew, supplies, fuel, and so on. You might also need to wait until the weather lets you make the trip safely!

Operational control

Operational control, in contrast to strategic control, is concerned with executing the strategy. Where operational controls are imposed. They function within the framework established by the strategy.

Normally these goals, objectives, and standards are established for the organization, such as business units, projects, products, functions, and responsibility centers.
Typical operational control measures include return on investment, net profit, cost, and product quality. Corrective action based on operating controls may have implications for strategic controls when they involve changes in the strategy.

Financial control

Financial control involves the management of a firms costs and expenses to control them in relation to budgeted amounts. It determines which aspects of its financial condition, such as assets, sales, or profitability, are most important Tries to forecast them through budgets, and then compares actual performance to budgeted performance. At a strategic level, total sales and indicators of profitability would be relevant strategic controls. Without effective financial controls, the firms performance can deteriorate

Structural control