As a part of the strategic management process, evaluation and control is concerned with all of the following, EXCEPT

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When considering evaluation and control within the strategic management process, several typical roles come to mind and each choice can be evaluated for relevance.
Option a: Monitoring corporate activities and performance. This is a core function of evaluation and control, as it involves tracking how well the organization is executing its strategies and achieving targets.
Option b: Stimulating a review of the corporation's strategic management. Encouraging ongoing assessment and possible revision of strategy is central to the control component, ensuring strategies stay aligned with goals.
Option c: Pinpointing problem areas. Identifying where performance deviates from plans or where issues arise is a fundamental task of evaluation and control, directing corrective action.
Option d: Generating feedback to decision makers. Providing insights and data to those making strategic choices is a key outcome of the control process, facilitating informed decisions.
Option e: Determining top management benefits packages. While compensation decisions are important to governance and HR, they are not a primary activity of the evaluation and control process within strategic management. This item relates more to human resources policy and pay design than to monitoring, reviewing, diagnosing performance, or providing strategic feedback.

In sum, options a, b, c, and d describe typical evaluation and control activities, whereas option e describes a function outside the core scope of evaluation and control in strategic management.

254_MGT4800_Strategic Planning_Fall 2025

As a part of the strategic management process, evaluation and control is concerned with all of the following, EXCEPT

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