mixed material bibliography Boston Harvard Business School Publications November 1985

p. 111-119 With all the time and resources that American manufacturing companies spend on strategic planning, why has their competitive position been deteriorating? Certainly not because the idea of doing such planning is itself misguided. Nor because the managers involved are not up to the task. Drawing on his long experience with the nuts and bolts of operations deep inside American and foreign companies, the author proposes a different answer. Perhaps the problem lies in how managers typically approach the work of planning: first by selecting objectives or ends, then by defining the strategies or ways of accomplishing them, and lastly by developing the necessary resources or means. A hard look at what the new industrial competition requires might suggest, instead, an approach to planning based on a means-ways-ends sequence. [ABSTRACT FROM PUBLISHER] <br> 00178012 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen 21447 2005-12-20 00:00:00 2015-08-03 00:00:00 machine generated