DEDICATION

EXECUTIVE SUMMARY

Strategy Evaluation is as significant as strategy formulation because it throws light on the

efficiency and effectiveness of the comprehensive plans in achieving the desired results. The
managers can also assess the appropriateness of the current strategy in todays dynamic
world with socio-economic, political and technological innovations. Strategic Evaluation is
the final phase of strategic management. The significance of strategy evaluation lies in its
capacity to co-ordinate the task performed by managers, groups, departments etc, through
control of performance. Strategic Evaluation is significant because of various factors such as
- developing inputs for new strategic planning, the urge for feedback, appraisal and reward,
development of the strategic management process, judging the validity of strategic choice
etc.TABLE

OF CONTENTS

TOPICS

PAGE NO.

Dedication

Acknowledgement

ii

Executive Summary

iii

Table Of Content

iv

CHAPTER 1
Introduction to Leadership Styles
1.1 STRATEGY

1.2 STRATEGY EVALUATION PROCESS AND ITS SIGNIFICANCE

1.3 THE PROCESS OF STRATEGY EVALUATION CONSISTS OF

FOLLOWING STEPS

1.4 STRATEGY EVALUATION AND CONTROL

1.5 STRATEGIC MANAGEMENT MODELS

1.6 STRATEGIC EVALUATION METHODS AND APPLICATION

1.7 STRATEGY EVALUATION PROCESS AND ITS SIGNIFICANCE

1.8 FIXING BENCHMARK OF PERFORMANCE

1.9 MEASUREMENT OF PERFORMANCE

1.10 TAKING CORRECTIVE ACTION

1.11 STRATEGIC EVALUATION

1.12 DIFFICULTIES IN STRATEGY EVALUATION

1.13 EVALUATION AND CONTROL PROCESS

1.14 STRATEGIC AND OPERATIONAL CONTROL: A COMPARISON

1.15 TYPES OF ORGANIZATIONAL CONTROLS

10

1.15.1 FEED-FORWARD CONTROLS

10

1.15.2 CONCURRENT CONTROLS

10

1.15.3 FEEDBACK CONTROLS

11

1.16 SOME CONTROL TECHNIQUES

11

1.16.1 ACTIVITY-BASED COSTING

11

1.16.2 ENTERPRISE RISK MANAGEMENT

11

1.17 PRIMARY MEASURES OF CORPORATE PERFORMANCE

11

1.18 EVALUATING TOP MANAGEMENT & BOD

14

CHAPTER NO. 2
CASE STUDY OF SOURAV CHANDIDAS GANGULY
2.1 INTRODUCTION
2.2 A WHOLE ORGANIZATION STRATEGY FOR EVALUATION
5

18

OF TRAINING

19

Chapter no. 3
SWOT Analysis of SOURAV CHANDIDAS GANGULY
3.1 Strengths

24

3.2 Weaknesses

24

3.3 Opportunities

24

3.4 Threats

24

CONCLUSION

25

RECOMMENDATIONS

26

BIBLIOGRAPHY

27

CHAPTER No. 1
INTRODUCTION
T0
THEORETICAL FRAMEWORK
FOR RESEARCH IN MANUFACTURING
ORGANIZATION

1.1 STRATEGY
Strategy is a high level plan to achieve one or more goals under conditions of uncertainty.
In the sense of the "art of the general", which included several subsets of skills including
"tactics", siegecraft, logistics etc., the term came into use in the 6th century C.E. in East
Roman terminology, and was translated into Western vernacular languages only in the
18th century. From then until the 20th century, the word "strategy" came to denote "a
comprehensive way to try to pursue political ends, including the threat or actual use of
force, in a dialectic of wills" in a military conflict, in which both adversaries interact.
Strategy is important because the resources available to achieve these goals are usually
limited. Strategy generally involves setting goals, determining actions to achieve the
goals, and mobilizing resources to execute the actions. A strategy describes how the ends
(goals) will be achieved by the means (resources). The senior leadership of an
organization is generally tasked with determining strategy. Strategy can be intended or
can emerge as a pattern of activity as the organization adapts to its environment or
competes. It involves activities such as strategic planning and strategic thinking.
Henry Mintzberg from McGill University defined strategy as "a pattern in a stream of
decisions" to contrast with a view of strategy as planning,while Max McKeown (2011)
argues that "strategy is about shaping the future" and is the human attempt to get to
"desirable ends with available means". Dr. Vladimir Kvint defines strategy as "a system
of finding, formulating, and developing a doctrine that will ensure long-term success if
followed faithfully.
(http://en.wikipedia.org/wiki/Strategy)

1.2 STRATEGY EVALUATION PROCESS AND ITS SIGNIFICANCE

Strategy Evaluation is as significant as strategy formulation because it throws light on the
efficiency and effectiveness of the comprehensive plans in achieving the desired results.
The managers can also assess the appropriateness of the current strategy in todays
dynamic world with socio-economic, political and technological innovations. Strategic
Evaluation is the final phase of strategic management.
1

Strategy evaluation methods

and application

The significance of strategy evaluation lies in its capacity to co-ordinate the task
performed by managers, groups, departments etc, through control of performance.
Strategic Evaluation is significant because of various factors such as - developing inputs
for new strategic planning, the urge for feedback, appraisal and reward, development of
the strategic management process, judging the validity of strategic choice etc.

1.3 THE PROCESS OF STRATEGY EVALUATION CONSISTS OF

FOLLOWING STEPS
1. Fixing benchmark of performance - While fixing the benchmark, strategists
encounter questions such as - what benchmarks to set, how to set them and how to
express them. In order to determine the benchmark performance to be set, it is
essential to discover the special requirements for performing the main task. The
performance indicator that best identify and express the special requirements
might then be determined to be used for evaluation. The organization can use both
quantitative and qualitative criteria for comprehensive assessment of performance.
Quantitative criteria includes determination of net profit, ROI, earning per share,
cost of production, rate of employee turnover etc. Among the Qualitative factors
are subjective evaluation of factors such as - skills and competencies, risk taking
potential, flexibility etc.
2. Measurement of performance - The standard performance is a bench mark with
which the actual performance is to be compared. The reporting and
communication system help in measuring the performance. If appropriate means
are available for measuring the performance and if the standards are set in the
right manner, strategy evaluation becomes easier. But various factors such as
managers contribution are difficult to measure. Similarly divisional performance
is sometimes difficult to measure as compared to individual performance. Thus,
variable objectives must be created against which measurement of performance
can be done. The measurement must be done at right time else evaluation will not

Strategy evaluation methods

and application

meet its purpose. For measuring the performance, financial statements like
balance sheet, profit and loss account must be prepared on an annual basis.
3. Analyzing Variance - While measuring the actual performance and comparing it
with standard performance there may be variances which must be analyzed. The
strategists must mention the degree of tolerance limits between which the variance
between actual and standard performance may be accepted. The positive deviation
indicates a better performance but it is quite unusual exceeding the target always.
The negative deviation is an issue of concern because it indicates a shortfall in
performance. Thus in this case the strategists must discover the causes of
deviation and must take corrective action to overcome it.
4. Taking Corrective Action - Once the deviation in performance is identified, it is
essential to plan for a corrective action. If the performance is consistently less than
the desired performance, the strategists must carry a detailed analysis of the
factors responsible for such performance. If the strategists discover that the
organizational potential does not match with the performance requirements, then
the standards must be lowered. Another rare and drastic corrective action is
reformulating the strategy which requires going back to the process of strategic
management, reframing of plans according to new resource allocation trend and
consequent means going to the beginning point of strategic management process.
(http://www.managementstudyguide.com/strategy-evaluation.htm)

1.4 STRATEGY EVALUATION AND CONTROL

The final stage in strategic management is strategy evaluation and control. All strategies
are subject to future modification because internal and external factors are constantly
changing. In the strategy evaluation and control process managers determine whether the
chosen strategy is achieving the organization's objectives. The fundamental strategy
evaluation and control activities are: reviewing internal and external factors that are the
bases for current strategies, measuring performance, and taking corrective actions.

Strategy evaluation methods

and application

1.5 STRATEGIC MANAGEMENT MODELS

Strategic management is a broader term that includes not only the stages already
identified but also the earlier steps of determining the mission and objectives of an
organization within the context of its external environment. The basic steps of the
strategic management can be examined through the use of strategic management model.
The strategic management model identifies concepts of strategy and the elements
necessary for development of a strategy enabling the organization to satisfy its mission.
Historically, a number of frameworks and models have been advanced which propose
different normative approaches to strategy determination. However, a review of the major
strategic management models indicates that they all include the following elements:

Performing an environmental analysis.

Establishing organizational direction.

Formulating organizational strategy.

Implementing organizational strategy.

Evaluating and controlling strategy.

Strategic management is a continuous and dynamic process. Therefore, it should be

understood that each element interacts with the other elements and that this interaction
often happens simultaneously. The major models differ primarily in the degree of
explicitness, detail, and complexity. These differences derive from the differences in
backgrounds and experiences of the authors. Some of these models are briefly presented
below.
(http://www.introduction-to-management.24xls.com/en224)

1.6 STRATEGIC EVALUATION METHODS AND APPLICATION

Strategy can neither be formulated nor adjusted to changing circumstances without a
process of strategy evaluation. Whether performed by an individual or as part of an

Strategy evaluation methods

and application

organizational review procedure, strategy evaluation forms an essential step in the process
of guiding an enterprise.

Evaluation is vital to the organizations well-being because:

It compares performance with desired results and gives feedback for management
to evaluate and take corrective

It alerts management to potential/actual problems in a timely fashion.

Strategy evaluation is often an appraisal of performance. Strategists ask questions like:

Have the firms assets increased?

Has there been an increase in profitability?

Has there been an increase in sales?

Has there been an increase in productivity?

Have profit margins, ROI, and EPS ratios increased?

(http://www.socialresearchmethods.net/kb/intreval.php)

BOARD
OF DIRECTORS

GENERAL
MANAGER

R&D

OPERATING CO.
CAMEROON
YAOUNDE

CORPORATE
STAFF

OPERATING CO.
GABON

PRODUCT.
CHOCO.
SPREAD

OPERATING CO.
C. A. R.

PRODUCT
CHOCO. BARS

OPERATING CO.
D. R. C

OPERATING CO.
CAMEROONDOUALA

PRODUCT
CHOCO
TOFFEES

PRODUCT
CHOCO DRINK

1.7 STRATEGY EVALUATION PROCESS AND ITS SIGNIFICANCE

5

Strategy evaluation methods

and application

Strategy Evaluation is as significant as strategy formulation because it throws light on the

efficiency and effectiveness of the comprehensive plans in achieving the desired results.
The managers can also assess the appropriateness of the current strategy in todays
dynamic world with socio-economic, political and technological innovations. Strategic
Evaluation is the final phase of strategic management.
The significance of strategy evaluation lies in its capacity to co-ordinate the task
performed by managers, groups, departments etc, through control of performance.
Strategic Evaluation is significant because of various factors such as developing inputs
for new strategic planning, the urge for feedback, appraisal and reward, development of
the strategic management process, judging the validity of strategic choice etc.
The process of Strategy Evaluation consists of following steps:

1.8 FIXING BENCHMARK OF PERFORMANCE

While fixing the benchmark, strategists encounter questions such as - what benchmarks to
set, how to set them and how to express them. In order to determine the benchmark
performance to be set, it is essential to discover the special requirements for performing
the main task. The performance indicator that best identify and express the special
requirements might then be determined to be used for evaluation. The organization can
use both quantitative and qualitative criteria for comprehensive assessment of
performance. Quantitative criteria includes determination of net profit, ROI, earning per
share, cost of production, rate of employee turnover etc. Among the Qualitative factors
are subjective evaluation of factors such as - skills and competencies, risk taking
potential, flexibility etc.

1.9 MEASUREMENT OF PERFORMANCE

The standard performance is a bench mark with which the actual performance is to be
compared. The reporting and communication system help in measuring the performance.
If appropriate means are available for measuring the performance and if the standards are
set in the right manner, strategy evaluation becomes easier. But various factors such as
6

Strategy evaluation methods

and application

managers contribution are difficult to measure. Similarly divisional performance is

sometimes difficult to measure as compared to individual performance. Thus, variable
objectives must be created against which measurement of performance can be done. The
measurement must be done at right time else evaluation will not meet its purpose. For
measuring the performance, financial statements like balance sheet, profit and loss
account must be prepared on an annual basis.
Analyzing Variance - While measuring the actual performance and comparing it with
standard performance there may be variances which must be analyzed. The strategists
must mention the degree of tolerance limits between which the variance between actual
and standard performance may be accepted. The positive deviation indicates a better
performance but it is quite unusual exceeding the target always. The negative deviation is
an issue of concern because it indicates a shortfall in performance. Thus in this case the
strategists must discover the causes of deviation and must take corrective action to
overcome it.

1.10 TAKING CORRECTIVE ACTION

Once the deviation in performance is identified, it is essential to plan for a corrective
action. If the performance is consistently less than the desired performance, the strategists
must carry a detailed analysis of the factors responsible for such performance. If the
strategists discover that the organizational potential does not match with the performance
requirements, then the standards must be lowered. Another rare and drastic corrective
action is reformulating the strategy which requires going back to the process of strategic
management, reframing of plans according to new resource allocation trend and
consequent means going to the beginning point of strategic management process.
http://www.managementstudyguide.com/strategy-evaluation.htm

1.11 STRATEGIC EVALUATION

Glueck and Jauch have defined strategic evaluation as follows: Evaluation of strategy is
that phase of the strategic management process in which the top managers determine
whether their strategic choice as implemented is meeting the objectives of the enterprise.
7

Strategy evaluation methods

and application

There are two aspects in this phase of strategic management:

Evaluation which emphasizes measurement of results of a strategic action and

Control which emphasizes on taking necessary actions in the light of gap that
exists between intended results and actual results in the strategic action.

1.12 DIFFICULTIES IN STRATEGY EVALUATION

Difficulty predicting future with accuracy

Increasing number of variables

Rate of obsolescence of plans

Domestic and global events

Decreasing time span for planning certainty

1.13 EVALUATION AND CONTROL PROCESS

This process ensures that the company achieves what it was set out to achieve. It
compares actual with desired performance and provides feedback necessary for
management to evaluate results and take corrective action where necessary. This process
can be viewed in five steps Determine what to measure -this involves clarification of the
aims to be achieved, i.e. the aims and objectives must be stated in clear terms that should
include specific deadlines

Establish standard of performance requires realistic measurement by which the

degree and quality of goal achievement can be determined. Measure actual
performance this should be an on-going repetitive process, actual frequency of
measurement being dependent on the type of activity

Comparing actual performance against standards this involves comparing measured

results with established targets or standards previously set.

Take corrective action if actual results fall outside the desired tolerance rang, action
must be taken to rectify the deviation
8

Strategy evaluation methods

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Basic steps in the control process, adapted and modified from Mullins, L.J., Management
and organizational behavior, 4th edition, London, Pitman Publishing,
(http://www.jallc.nato.int/newsmedia/docs/A%20Framework%20for%20the%20Strategic%20Planning
%20and%20Evolution%20of%20Public%20Diplomacy.pdf)

1.14 STRATEGIC AND OPERATIONAL CONTROL: A

COMPARISON
Strategic control is the process of taking into accounts the changing assumptions both
external and internal to the organization on which a strategy is based, continually
evaluating the strategy as it is being implemented and taking corrective actions to adjust
9

Strategy evaluation methods

and application

strategy according to changing conditions or taking necessary actions to realign strategy

implementation Are the premises made during the strategy formulation process proving to
be correct?
1. Is the strategy being implemented properly?
2. Is there any need for change in the strategy? If yes, what is the type of change
required to ensure strategic effectiveness?
3. Operational control focuses on the results of strategic action and is aimed at
evaluating the performance of the organization as whole, different SBUs and other
units.
4. How is the organization performing?
5. Are the organizational resources being utilized properly?
What are the actions required to ensure the proper utilization of resources in order to meet
organizational objectives?

1.15 TYPES OF ORGANIZATIONAL CONTROLS

Depending on the stages at which control is exercised, it may be of three types:
Control of inputs that are required in an action, known as feed forward control;
Control at different stages of action process, known as concurrent, real-time, or steering
control; and Post action control based on feedback from the completed action, known as
feedback control.

(https://www.bja.gov/evaluation/guide/documents/evaluation_strategies.html)

1.15.1 FEED-FORWARD CONTROLS

1
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and application

Sometimes called preliminary or preventive controls, attempt to identify and prevent

deviations in the standards before they occur. Feed-forward controls focus on human,
material, and financial resources within the organization.

1.15.2 CONCURRENT CONTROLS

Monitor ongoing employee activity to ensure consistency with quality standards. These
controls rely on performance standards, rules, and regulations for guiding employee tasks
and behaviors. Their purpose is to ensure that work activities produce the desired results.

1.15.3 FEEDBACK CONTROLS

Involve reviewing information to determine whether performance meets established
standards. For example, suppose that an organization establishes a goal of increasing its
profit by 12 percent next year. To ensure that this goal is reached, the organization must
monitor its profit on a monthly basis. After three months, if profit has increased by 3
percent, management might assume that plans are going according to schedule.

1.16 SOME CONTROL TECHNIQUES

1.16.1 ACTIVITY-BASED COSTING
(ABC) is a method used for the allocation of indirect and fixed cost to individual product
lines based on the value-added activities going into that product. This method is useful in
doing a value chain analysis of a firms activities for making outsourcing decisions.
(http://captus.samhsa.gov/access-resources/using-process-evaluation-monitor-program-implementation)

1.16.2 ENTERPRISE RISK MANAGEMENT

(ERM) is an integrated process for managing the uncertainties that could negatively or
positively influence the achievement of a corporations objectives. The process of rating
risk involves the following
1
1 Strategy evaluation methods

and application

1. Identify the risk using scenario analysis or brainstorming

2. Rank the risk using some scale of impact and likelihood
3. Measure the risk using some agreed upon standard

1.17 PRIMARY MEASURES OF CORPORATE PERFORMANCE

The days when simple financial measures such as ROI or EPS were used alone to assess
the overall corporate performance are coming to an end. Analysts now recommend a
broad range of methods to evaluate the success or failure of a strategy. Some of these
methods are stakeholder measures, shareholder value and the balance scorecard approach.
Traditional financial methods - these methods were used to measure corporate
performance in terms of profit.

ROI

EPS

ROE

Operating Cash flow

Free cash flow

Stakeholder Measures top management should establish one or more simple stakeholder
measures for each stakeholder category according to its own set of criteria Shareholder
value This can be defined as the present value of anticipated future stream of cash flows
from the business plus the value of the company, if liquidated. The New York consulting
firm Stern Stewart & Company devised and popularized two shareholder value measures
known as the Economic value Added (EVA) and the Market Value Added (MVA). The
basic concepts of these are that businesses should not invest in projects unless they can
generate profit above the cost of capital. Economic value added (EVA) is a performance
measure developed by Stern Stewart & Co that attempts to measure the true economic
profit produced by a company. It is frequently also referred to as "economic profit", and
provides a measurement of a company's economic success (or failure) over a period of
time. Market value added (MVA), on the other hand, is simply the difference between the
current total market value of a company and the capital contributed by investors
1
2 Strategy evaluation methods

and application

(including both shareholders and bondholders). MVA is not a performance metric like
EVA, but instead is a wealth metric; measuring the level of value a company has
accumulated over time. As a company performs well over time, it will retain earnings
Balanced Scorecard
Evaluate strategies from 4 perspectives:
1. Financial performance: how do we appear to shareholders?
2. Customer knowledge: how do customers view us?
3. Internal business processes: what must excel us?
4. Learning & growth: Can we continue to improve and create value?
Besides, performance of people and performance according to stakeholders can be added.

Balanced scorecard(Chococam)

1
3 Strategy evaluation methods

and application

1
4 Strategy evaluation methods

and application

1.18 EVALUATING TOP MANAGEMENT & BOD

Chairman-CEO Feedback Instrument using the 17-item questionnaire developed by Ram
Charan.
It focuses on

Company performance

Leadership of the organization

Team building and management succession

Leadership of external constituencies

Management Audit is used to evaluate how management handle the various corporate
activities such as

Corporate social responsibilities

Functional areas of the organization

Strategic Audit provides a checklist of questions, by area or issue that enables a

systematic analysis of various corporate functions and activities to be made.

It is useful as a diagnostic tool to pinpoint corporate-wide problems

Divisional & Functional Performance
Responsibility Centers are used to isolate a unit so that it can be evaluated separately
from the rest of the corporation

Standard cost centers

Revenue centers

Expense centers

Profit centers

Investment centers

Using Benchmarking
Continual process of measuring products, service, and practices against the toughest
competitors or those companies recognized as industry leaders
International Measurement Issues
1. International transfer pricing
1
5 Strategy evaluation methods

and application

2. Repatriation of profit
3. Piracy
Strategic Information Systems

Enterprise Resource Planning (ERP)

Divisional and functional IS support

Problems in Measuring Performance

Short-term orientation

Goal displacement

Behavior substitution

Suboptimization

Guidelines for Proper Control

Minimum amount of information necessary

Meaningful activities and results

Timely

Long and short-term

Pinpointing exceptions

Meeting/exceeding standards

Strategic Incentive Management

Weighted-factor method

Long-term evaluation method

Strategic funds method

(http://smallbusiness.chron.com/techniques-strategy-evaluation-47712.html)

1
6 Strategy evaluation methods

and application

1
7 Strategy evaluation methods

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CHAPTER NO. 2
CASE STUDY
Of
A
STRATEGIC EVALUATION APPROACH
TO INCREASING THE VALUE
AND EFFECT OF TRAINING
IN
VIRTELLIGENCE INC.

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8 Strategy evaluation methods

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1
9 Strategy evaluation methods

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2.1 INTRODUCTION
The problem and the solution. Despite the fact that effective human resource development
(HRD) operations are vital to overall organization success, most organizations fail to
evaluate the impact and return on training investments that they could and should.
Traditional evaluation models and methods, with their focus on simply assessing the
scope of trainings effect, do little to help reap greater performance and organizational
impact from HRD and, in fact, can even undermine this purpose. This article argues that it
is performance, not HRD,that achieves (or does not achieve) results, and thus impact
evaluation must inquire more broadly into the performance management context.
Consequently, the Success Case Method (SCM) is presented and discussed. The final
portion of the article presents a case study derived from a recent SCM evaluation project
for a major business client the demonstrates and illustrates the working of the method.
In todays globally competitive changing market and constant technological advancement,
training is a given. Doing training well getting results from learning investments is a
must, not a choice. The pace of change persistently shortens the shelf life of employee
capability. Organizations must continuously help employees master new skills and
capabilities. The central training challenge for organizations today is how to leverage
learning consistently, quickly, and effectively into improved performance. Responsibility
for creating and maintaining performance improvement does not typically lie with any
one individual or organization unit; rather, it is a diffuse responsibility shared among
senior executives, line management, human resource development (HRD) professionals,
and perhaps others such as quality engineers or internal consultants. This diffusion of
responsibility poses a severe challenge for HRD professionals and especially for the task
of evaluating HRD initiatives.

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2.2 A WHOLE ORGANIZATION STRATEGY FOR EVALUATION OF

TRAINING
Achieving performance results from training is a whole organization challenge. It cannot
be accomplished by the training function alone. Despite this reality, virtually all training
evaluation models are construed conceptually as if training were the object of the
evaluation. Improving the quality and enjoyability of a wedding ceremony may reap some
entertaining outcomes for wedding celebrants, but this may do little to create a sustained
and constructive marriage. We in the HRD profession continue to rely on evaluation
methods and models that evaluate the wedding (a training program) when what we need
is a more productive marriage sustained performance improvement that adds value. What
is needed is evaluation of how well the organization uses training. This would focus
inquiry on the larger process of training as it is integrated with performance management
and would include those factors and actions that determine whether training is likely to
work (get performance results) or not. Training alone operates only to increase capability.
But whether employees perform to the best of their capability or at some level less than
their best capability is driven by a complex host of factors, typically and popularly
lumped together under the rubric of the performance management system (see, e.g.,
Rummler & Brache, 1995). Although these factors may not be organized or even viewed
as a systemic entity, they nonetheless operate as a system, either suppressing or enhancing
employee performance. Although there has not been enough research on precisely how
these and other factors enhance and impinge on training effect, we do know enough to be
certain there is more to achieving training effect than simply putting on good training
programs. Tessmer and Richey (1997), in their summary of training
effect research, demonstrate convincingly that training effect defined as improved
performanceis a function of learner factors, factors in the learners workplace, general
organizational factors, and of course, factors inherent in the training program and
interaction itself. This interdependence of training on the larger performance system has
been amply supported as well by the previous and thorough research of Tannenbaum and
Yukl (1992). It would be very convenient if training were the sort of mythical magic
bullet that trainers and managers might wish. How nice it would be if the typical practice
1
9 Strategy evaluation methods

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followed in organizations would really work. Then all that would be needed is to build or
buy good training programs, schedule and encourage employees to participate in them,
and all would be well. Although this is indeed the way that many organizations go about
training operations, it just does not work this way. When training is simply delivered as
a separate intervention, such as a stand-alone program or seminar, it does little to change
job performance. Most research on HRD shows that the typical organizational training
program achieves, on average, about a 10% success rate when success would be defined
as training having contributed to improved individual and organizational performance
(e.g., Baldwin & Ford, 1988; Tannenbaum & Yukl, 1992). That is, for every 100
employees who participate in training programs, about 10 of them will change their job
performance in any sustained and worthwhile way. Unless one is going to be satisfied
with continuing to let nearly 90% of ones training resources go to waste, then some sort
of new approach is needed Organizations that are serious about achieving better results
from training not only must work to improve the quality and convenience of training
(or to reduce the costs of ineffective training by putting it all into online formats) but must
work on the entire training-to-performance process, specifically on those nontraining
factors of the performance management system that bear on whether training-produced
skills get used in improved individual and business performance. Working on the entire
process means involving all the players: employees, training leaders, the line managers of
learners, and senior leadership. What is needed is an evaluation approach that is
based originally and principally on the reality that training effect is a whole-organization
responsibility. Providing feedback to the HRD department or function is partially useful
and cannot be the sole focus of evaluation. Other players in the organization should be
involved in the process to make training work.An evaluation framework that responds to
this whole-organization challengeshould focus on three primary questions:
1. How well is our organization using learning to drive needed performance
improvement?
2. What is our organization doing that facilitates performance improvement
from learning? What needs to be maintained and strengthened?
3. What is our organization doing, or not doing, that impedes performance
improvement from learning? What needs to change?
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These key questions should be embedded in an evaluation strategy with the

overall purpose of building organizational capability to increase the performance
and business value of training investments. This strategy is essentially an
organizational learning approach aligned with the overall training mission,
which is likewise to build organizational capability through learning. Implementing
this evaluation strategy requires that evaluation focus on factors in the
larger learning-performance process to engage and provide feedback to several
audiences.

Figure 1 shows that evaluation inquiry is focused on the entire learning performance
process, from identification of needs, to selection of learners,to engagement in learning,
to the transfer of learning into workplace performance.Evaluation findings and
conclusions are provided to the owners of the effect factors unearthed by the
evaluation. The owners are encouraged to take action to nurture and sustain things that are
working and to change things that are not. The ultimate goal of this evaluation inquiry is

2
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the development of the organizations learning capability its capacity to manage

learningresources and leverage them into continuously improved performance.
The final portion of the figure reminds us that evaluation has a clear and
constructive purpose. It is not self-serving and not defensive. Neither is it
solely for the benefit of the HRD function. Like learning and performance services
themselves, evaluation should be another tool to improve performance and business
results. This also reminds us that the line management side of the organization and the
HRD function jointly share responsibility and leverage for this capability. Neither party
alone can assure success, nor can either alone take credit. The performance improvement
process has learning at its heart, but learning and performance are inseparable. Learning
enables performance, and performance enables learning. Evaluation of training, when
embedded in a coherent and constructive strategic framework like the one presented, is an
effective tool for organizational learning and capability building. It not only is consistent
with the concept of shared ownership but is also a method for achieving and
strengthening partnership.

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CHAPTER NO. 3
SWOT ANALYSIS

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3.1 STRENGTHS

Strategy Evaluation is as significant as strategy formulation because it throws

light on the efficiency and effectiveness of the comprehensive plans in achieving
the desired results.

The managers can also assess the appropriateness of the current strategy in todays
dynamic world with socio-economic, political and technological innovations.
Strategic Evaluation is the final phase of strategic management.

Strategic Evaluation is significant because of various factors such as - developing

inputs for new strategic planning, the urge for feedback, appraisal and reward,
development of the strategic management process, judging the validity of strategic
choice etc.

3.2 WEAKNESSES

Even if one part of strategy is missing it will affect the whole strategic plane

Also if it is not implemented accordingly, then there is no use of administering the

strategic plan.

3.3 OPPORTUNITIES

Evaluation of strategy is that phase of the strategic management process in which

the top managers determine whether their strategic choice as implemented is
meeting the objectives of the enterprise.

3.4 THREATS

If the strategy is not being implemented properly it will impose negetive effect on
overall strategic plan as in chain effect.

If there any need for change in the strategy, then the type of change required to
ensure strategic effectiveness is adopted and if not then it will be a collpsing threat
to a strategy

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CONCLUSION
The final step in the strategic management process is evaluating results. Managers
must evaluate the results to determine how effective their strategies have been and
what corrections are necessary. All strategies are subject to future modification
because internal and external factors are constantly changing.

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RECOMMENDATION
The Strategy evaluation methods assesses the effect of training by looking
intentionally for the very best that training is producing. When these instances are
found, they are carefully and objectively analyzed, seeking hard and corroborated
evidence to irrefutably document the application and result of the training.
Further, there must be adequate evidence that it was the application of the training
that led to a valued outcome. If this cannot be verified, it does not qualify
as a success case. Almost always, an Strategy evaluation methods study turns up
at least some very worthwhile applications of training that lead to valuable results
worth well more than the cost of the training. Equally often, however, there are
large numbers of participants who did not experience such positive results. These
stories become rich ground for digging into underlying reasons. When the
impediments to effect are compared to the factors that facilitated effect, a coherent
pattern typically emerges, leading directly to obvious changes in the training
and performance environment that, if they were changed, could lead to
greater effect. That is, because we know from the success cases what the
training effect is worth when it happens, we can make an economic argument
for what it would be worth to get more effect and thus compare this to
the costs of what it would take in terms of changes to related systems and
factors to get that enhanced effect. In this way, an Strategy evaluation methods
study opens the door to performance consulting, giving the HRD practitioner
greater strategic access and leverage to make a difference while at the same time
helping clients build their capability to get more effect and return on their training
investments.

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Bibliography
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