According to Jones, Scholes and Whittington(2008,p402) “ Strategic planning make take the form of systemised, step by step, chronological procedures to develop or co-ordinate an organisations strategy”Planning and Strategy differ, strategy is often the solution from the point of navigation. A strategy is what an organisation would like to do and the plan is how you will do it. They cross over and require alignment witn the organisations goals. An authentic strategy requires time and effort by an organisation, the implementation of a value creating strategy will be valuable
The strengths/weaknesses of planning and strategic planning in a contemporary business
The strengths of planning and Strategic planning are the encouragement of behaviours …show more content…
Planning can be mistaken for strategy and In articulating a strategy most organisations design strategy around what they “know” which can be limited. Using too much of the poast is only part of the ingredients and the future is never entrirely represented by the past. In 1978 Henry Mintzberg published an influential article in Management Science that introduced emergent strategy, a concept he later popularized for the wider nonacademic business audience in his successful 1994 book, The Rise and Fall of Strategic Planning. Mintzberg’s insight was simple but indeed powerful. He distinguished between deliberate strategy, which is intentional, and emergent strategy, which is not based on an original intention but instead consists of the company’s responses to a variety of unanticipated events. If a thorough SWOT analysis with out the use of SMART goals
Impact of planning and strategic planning on organisational commitment and decision …show more content…
It is the integral and systematic method for creating performance objectives and finding the best route to to achieve those objectives.
Leaders in the organisation have an important role to play in developing the needed organisational commitment. Tjosvold, Sasaki and Moy (1998, p 571) maintain that “the three possible ways to enhance organisational commitment are to focus on: the employees’ need for fulfilment; their self-esteem; and social support”.
This strategy is not an attempt by leadership to manipulate employees to accept management values and goals. In essence, when organisations trust and treat employees like adults, they develop a sense of belonging, as a result employees respond with total commitment to the organisation (Finegan,
The strengths/weaknesses of planning and strategic planning in a contemporary business
The strengths of planning and Strategic planning are the encouragement of behaviours …show more content…
Planning can be mistaken for strategy and In articulating a strategy most organisations design strategy around what they “know” which can be limited. Using too much of the poast is only part of the ingredients and the future is never entrirely represented by the past. In 1978 Henry Mintzberg published an influential article in Management Science that introduced emergent strategy, a concept he later popularized for the wider nonacademic business audience in his successful 1994 book, The Rise and Fall of Strategic Planning. Mintzberg’s insight was simple but indeed powerful. He distinguished between deliberate strategy, which is intentional, and emergent strategy, which is not based on an original intention but instead consists of the company’s responses to a variety of unanticipated events. If a thorough SWOT analysis with out the use of SMART goals
Impact of planning and strategic planning on organisational commitment and decision …show more content…
It is the integral and systematic method for creating performance objectives and finding the best route to to achieve those objectives.
Leaders in the organisation have an important role to play in developing the needed organisational commitment. Tjosvold, Sasaki and Moy (1998, p 571) maintain that “the three possible ways to enhance organisational commitment are to focus on: the employees’ need for fulfilment; their self-esteem; and social support”.
This strategy is not an attempt by leadership to manipulate employees to accept management values and goals. In essence, when organisations trust and treat employees like adults, they develop a sense of belonging, as a result employees respond with total commitment to the organisation (Finegan,