By Leonard D. Goodstein, Visit Amazon's Timothy M. Nolan Page, search results, Learn about Author Central, Timothy M. Nolan, , J. William Pfeiffer
Written by means of 3 most sensible specialists and running shoes, Applied Strategic Planning indicates managers and CEOs a transparent, completely potent technique to establish and enforce strategic objectives.
Applied Strategic Planning surpasses different strategic making plans versions in lots of key parts, including:
- Emphasis on organizational tradition
- Integration of industrial and practical plans
- Performance audits
- Gap research
- Values explanation
Goodstein, Nolan, and Pfeiffer take managers via all levels of the strategic making plans technique, including:
- How to figure out if a firm is prepared for strategic planing
- Effectively speak a company imaginative and prescient
- Recognize the position of tradition in altering strategic course
- Understand many of the roles of a expert
- Write potent venture statements
- Create contingency plans
Containing charts, diagrams, and checklists in addition to illuminating examples from the authors, vast consulting event, or even cartoons that express small print, Applied Strategic making plans lets managers on the helm navigate expertly via latest unpredictable enterprise climate.
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Extra resources for Applied strategic planning: a comprehensive guide
35). A lack of commitment, or a lack of loyalty, might be costly to organizations. S. corporations now lose half their customers in five years, half their employees in four, and half their investors in less than one. Disloyalty at current rates stunts corporate performance by 25-50%" (p. 1). Tett and Meyer (1993) cited Review a/the Literature 21 studies by Bluedorn (1979), Clegg (1983), and Douherty, Bluedorn, and Keon (1985) and concluded that commitment and satisfaction are positively related to each other (p.
18). Caudron (1994) wrote that "yesterday, the company with access to the most capital or the latest technology had the best competitive advantage. Today, companies that offer products with the highest quality are the ones with a leg up on the competition. But the only things that will uphold a company's competitive advantage tomorrow is the caliber of people in the organization" (p. 54). "Human assets" is a term used to represent the combination of knowledge, skills, and reasoning abilities (KSAs) possessed by a work force.
16). Milligan (1996) observed that "employees want professional development and training .... They want to know that companies will help them become marketable" (The Conference Board, 1996, p. 10). In the report Work in the 21 sf Century, Daniel Yankelovich and John Innerwahr wrote that 17 percent of workers today work for self-development (as cited in Ludeman, 1989, p. 47). More than half (57%) of 1,344 business people surveyed from eight countries, said that they would ad- Review of the Literature 19 vance further in their field if they had more education (Priority Management Systems, 1990, p.