Strategic Planning: What Every Manager Must KnowIn today's complex business world, strategic planning is indispensable to achieving superior management. George A. Steiner's classic work, known as the bible of business planning, provides practical advice for organizing the planning system, acquiring and using information, and translating strategic plans into decisive action. An invaluable resource for top and middle-level executives, Strategic Planning continues to be the foremost guide to this vital area of business management. |
Contents
| 3 | |
What Is Strategic Planning? | 33 |
II | 68 |
The Chief Executive Officer and Strategic Planning | 80 |
Overcoming Antiplanning Biases | 95 |
Alternative Planning Postures Cognitive Styles | 111 |
8 | 120 |
Developing Basic Business Purposes and Missions | 149 |
Translating Strategic Plans into Current Decisions | 215 |
Contingency Planning and Alternative Futures | 235 |
The Executive View of Analytical Techniques | 244 |
The Nature and Design of Control Systems | 265 |
The Human Dimension in Implementation | 275 |
Evaluating and Reenergizing the System | 285 |
Evaluating the Planning System and Maintaining a High | 299 |
Applicability of Business Planning | 309 |
Developing LongRange Planning Objectives | 169 |
Formulating Program Strategies | 195 |
MediumRange Functional Programming | 209 |
What the Private Sector Can Teach the NotforProfit | 319 |
The Current State of the Art and Future Trends | 339 |
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Common terms and phrases
achieve action alternative analysis antiplanning biases approach areas basic budgeting system business planning chapter chief executive officer complex conceptual contingency plans corporate planner Corporate Planning cost-benefit analysis costs David Hussey decisionmaking detailed discussed divisions effective planning employees environment environmental evaluating strategies evaluation example factors forecasts formal strategic planning functional plans future goals Harvard Business Review identify implement important individual intuition involved large companies line managers long-range planning major management by objective managerial managers and staff market share ment NFPS ning objectives opportunities organization organizational pany participation percent performance Peter Drucker Peter Lorange pitfalls prepared problems profits program strategies quantitative Range Planning responsibility role Rolls-Royce Motors sector short-range situation audit small companies specific standards Steiner strategic management strategic planning process strategic planning system tactical plans techniques threats tion tive top management types York
Popular passages
Page 14 - It is a process of deciding in advance what is to be done, when it is to be done, how it is to be done, and who is going to do it.
Page 9 - Imagination is more important than knowledge, for knowledge is limited, whereas imagination embraces the entire world . . . stimulating progress, or, giving birth to evolution.
Page 15 - ... behavior over time. Strategy as a position is the determination of particular products in particular markets. Strategy as perspective is an organization's way of doing things (Mintzberg, 1994). Strategic planning does not attempt to make future decisions, as decisions can be made only in the present.
Page 9 - a man who would proceed on a course of action guided solely, as far as I could tell, by some intuitive flash of brilliance. He never felt obliged to make an engineering hunt for the facts.
Page 8 - These are phases of the total planning process that includes strategic planning. 13. Providing control information: Supplying facts and figures to help people follow the strategy, policies, procedures, and programs; to keep alert to forces at work inside and outside the business; and to measure their own performance against established plans and standards. 14. Activating people: Commanding and motivating people up and down the line to act in accordance with philosophy, policies, procedures, and standards...
Page 7 - Developing the plan of organization — the "harness" that helps people pull together in performing activities in accordance with strategy, philosophy, and policies. 7. Providing personnel: Recruiting, selecting, and developing people — including an adequate proportion of high-caliber talent — to fill the positions provided for in the organization plan. 8. Establishing procedures: Determining and prescribing how all important and recurrent activities shall be carried out. 9. Providing facilities:...
Page 5 - Business is like war in one respect — if its grand strategy is correct," Wood once wrote, "any number of tactical errors can be made and yet the enterprise proves successful.
Page 14 - Steiner, 80 1969:353-355). he sees ahead, he then will change the decision. Long-range planning also looks at the alternative courses of action that are open in the future, and, when choices are made, they become the basis for making current decisions. The essence of long-range planning is the systematic identification of opportunities and threats that lie in the future which, in combination with other relevant data, provide a basis for management to make better current decisions to exploit the opportunities...
Page 7 - Planning strategy: Developing concepts, ideas, and plans for achieving objectives successfully, and for meeting and beating competition. Strategic planning is part of the total planning process that includes management and operational planning. 3. Establishing goals: Deciding on achievement targets...
Page 8 - ... and the administration of government. 10. Providing capital: Making sure the government has the money and credit needed for physical facilities and working capital. 11. Setting standards: Establishing measures of performance that will best enable the government to achieve its long-term objectives. 12. Establishing management programs and operational plans: Developing programs and plans governing activities and the use of resources which — when carried out in accordance with established strategy,...