The Work of Two Management Development Writers, Illustrating both Theoretical and Practical Implications of Their Work for Organisations
Mintzberg finds a range of reasons for planning, most of which he suggests are really reasons planners suggest for planning: (1) organisations must plan to coordinate their activities; (2) organisations must plan to ensure that the future is taken into account (including preparing for the inevitable, and controlling the controllable); (3) organisations must plan to be "rational"; and (4) organisations must plan to control.
Mintzberg sees strategic planning as practiced, as strategic programming, articulating and elaborating strategies that already exist. When managers comprehend the difference between planning and strategic thinking, it is possible to return to what the strategy-making process should be: "capturing what the manager learns from all sources (both the soft insights from his or her personal experiences and the experiences of others throughout the organization and the hard data from market research and the like) and then synthesizing that learning into a vision of the direction that the business should pursue
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- The Work of Two Management Development Writers, Illustrating both Theoretical and Practical Implications of Their Work for Organisations
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