In 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.
In 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.
George A Steiner, Kunin Professor of Business and Society and Professor of Management at UCLA (emeritus), is the author of more than thirty books. He lives in Van Nuys, California.
Inhaltsangabe
Preface Notes I. Nature and Importance of Strategic Planning 1. Strategic Management and Strategic Planning 2. What Is Strategic Planning? 3. Why Systematic Strategic Planning Pays Off II. Organizing for Strategic Planning 4. Organizing the Strategic Planning Process 5. The Chief Executive Officer and Strategic Planning 6. Overcoming Antiplanning Biases III. Key Considerations in Doing Planning 7. Alternative Planning Postures, Cognitive Styles, and Values 8. The Situation Audit 9. Developing Basic Business Purposes and Missions 10. Developing Long-Range Planning Objectives 11. Formulating Program Strategies 12. Medium-Range Functional Programming 13. Translating Strategic Plans into Current Decisions 14. Contingency Planning and Alternative Futures Explorations 15. The Executive View of Analytical Techniques for Planning IV. Implementing Plans 16. The Nature and Design of Control Systems 17. The Human Dimension in Implementation V. Evaluating and Reenergizing the System 18. Dangers to Avoid in Strategic Planning 19. Evaluating the Planning System and Maintaining a High Payoff VI. Applicability of Business Planning Experience in Other Areas 20. Personal Lifetime Planning 21. What the Private Sector Can Teach the Not-for-Profit Sector VII. Concluding Observations 22. The Current State of the Art and Future Trends Notes Index
Preface Notes I. Nature and Importance of Strategic Planning 1. Strategic Management and Strategic Planning 2. What Is Strategic Planning? 3. Why Systematic Strategic Planning Pays Off II. Organizing for Strategic Planning 4. Organizing the Strategic Planning Process 5. The Chief Executive Officer and Strategic Planning 6. Overcoming Antiplanning Biases III. Key Considerations in Doing Planning 7. Alternative Planning Postures, Cognitive Styles, and Values 8. The Situation Audit 9. Developing Basic Business Purposes and Missions 10. Developing Long-Range Planning Objectives 11. Formulating Program Strategies 12. Medium-Range Functional Programming 13. Translating Strategic Plans into Current Decisions 14. Contingency Planning and Alternative Futures Explorations 15. The Executive View of Analytical Techniques for Planning IV. Implementing Plans 16. The Nature and Design of Control Systems 17. The Human Dimension in Implementation V. Evaluating and Reenergizing the System 18. Dangers to Avoid in Strategic Planning 19. Evaluating the Planning System and Maintaining a High Payoff VI. Applicability of Business Planning Experience in Other Areas 20. Personal Lifetime Planning 21. What the Private Sector Can Teach the Not-for-Profit Sector VII. Concluding Observations 22. The Current State of the Art and Future Trends Notes Index
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