organizational planning in uncertain times Wilson, Ian Primary Author mixed material bibliography Westport Praeger 2003 en English

Printed Material

x, 178 p. : bibs., index ; 25 cm. Strategy--and the planning that created it--has too often failed to deliver its promised results. The reasons for this failure are many and varied, but include an over-reliance on the "next big thing" in strategic methodology, a failure to recognize and deal with the total change that strategy requires in an organization, and an inability to deal with uncertainty. Wilson argues that strategy is a subtle and demanding art, far more than it is a science or a methodology. TABLE OF CONTENTS Acknowledgments 1 Introduction and Perspective 2 Strategic Planning: Its Origins and Evolution 3 The Many Faces of Strategy 4 Harnessing the Power of Opposites 5 The Power of Strategic Vision 6 Strategy in Uncertain Times 7 Developing a Strategic Culture 8 The Use - and Abuse - of Methodologies 9 What of the Future? App. A Survey of Strategic Management Practices App. B Schools of Strategic Thinking App. C Glossary of Terms Used in Strategic Planning App. D Statoil: A Case Study in Scenario Planning App. E Strategic Planning Methodologies Bibliography Index Corporate Culture Strategic planning Case Studies Vision Organizational effectiveness Thinking ADBE 156720435X Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen ADBE Wil 32133 General (General) ADBE Wil The_Subtle_art_of_strategy.jpg.jpg 30060 2005-04-13 00:00:00 2022-05-10 13:46:26 machine generated