Four Strategy and planning
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Janice Morphet
Abstract
While much management activity is concerned with the day to day,
management has no choice but to anticipate the future, to attempt to mould it and to balance short-range and long-term goals. It is not given to mortals to do either of these things well. But lacking divine guidance, business management must make sure that these difficult responsibilities are not overlooked or neglected, but taken care of as humanly possible. (Drucker, 2011, p 8)
Strategic management is concerned with the long-term direction of any organisation, its objectives and associated business plans to achieve these ends. Strategic management will primarily be concerned with positive action for the organisation such as growth and development. At its core, strategic management makes decisions that will affect the organisation in the future. These actions may also be defensive such as preventing other organisations from taking market share by purchasing land or through other actions such as mergers and acquisitions.
Planning is a key element of strategic planning. If an organisation is planning growth, it may need more accommodation for production or delivery of services. Developers may take options to purchase land. Some organisations have large land holdings that have been in their ownership for hundreds of years and they will take a long-term view of their own development programme as patient investors.
Strategic management comprises of a number of components. First, there is a review of long-term objectives set in the context of the purpose of the organisation. This review may confirm the objectives or result in their amendment, following which the objectives will be implemented. Some organisations translate this objective-setting process into a mission statement that is then used to set organisational priorities (French et al, 2001; Fang et al, 2013).
Abstract
While much management activity is concerned with the day to day,
management has no choice but to anticipate the future, to attempt to mould it and to balance short-range and long-term goals. It is not given to mortals to do either of these things well. But lacking divine guidance, business management must make sure that these difficult responsibilities are not overlooked or neglected, but taken care of as humanly possible. (Drucker, 2011, p 8)
Strategic management is concerned with the long-term direction of any organisation, its objectives and associated business plans to achieve these ends. Strategic management will primarily be concerned with positive action for the organisation such as growth and development. At its core, strategic management makes decisions that will affect the organisation in the future. These actions may also be defensive such as preventing other organisations from taking market share by purchasing land or through other actions such as mergers and acquisitions.
Planning is a key element of strategic planning. If an organisation is planning growth, it may need more accommodation for production or delivery of services. Developers may take options to purchase land. Some organisations have large land holdings that have been in their ownership for hundreds of years and they will take a long-term view of their own development programme as patient investors.
Strategic management comprises of a number of components. First, there is a review of long-term objectives set in the context of the purpose of the organisation. This review may confirm the objectives or result in their amendment, following which the objectives will be implemented. Some organisations translate this objective-setting process into a mission statement that is then used to set organisational priorities (French et al, 2001; Fang et al, 2013).
Kapitel in diesem Buch
- Front Matter i
- Contents v
- List of tables, figures and boxes vi
- Abbreviations viii
- About the author ix
- Preface xi
- Introduction 1
- Sectors and scales 21
- Theories, tools and techniques 37
- Strategy and planning 59
- Managing resources in planning: people and communications 79
- Managing resources for planning: finance and assets 101
- Managing planning processes 121
- Managing planning: projects, plans and programmes 143
- Sustainable management and risk 161
- Personal management in planning 177
- References 191
- Index 225
Kapitel in diesem Buch
- Front Matter i
- Contents v
- List of tables, figures and boxes vi
- Abbreviations viii
- About the author ix
- Preface xi
- Introduction 1
- Sectors and scales 21
- Theories, tools and techniques 37
- Strategy and planning 59
- Managing resources in planning: people and communications 79
- Managing resources for planning: finance and assets 101
- Managing planning processes 121
- Managing planning: projects, plans and programmes 143
- Sustainable management and risk 161
- Personal management in planning 177
- References 191
- Index 225
