Strategic planning

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Assignment 3 “Strategic Planning is inextricably interwoven into the entire fabric of management; it is not something separate and distinct from the process of management” (Steiner, 1979:7).
In simpler terms, Steiner goes on further to explain how Strategic Planning is an organizational management activity. This activity is used in order to set priorities, focus energy, strengthen operations, ensure common goals are met, establish agreement around intended outcomes/results, and assesses/adjust the organization 's direction in response to a changing environment. Mintzberg, (2000) denotes that when strategic planning arrived on the scene, in the mid 1960’s, corporate leaders embraced it as “the one best way” to devise and implement strategies that would enhance the competitiveness of each business unit.
Throughout this essay, empirical evidence along with sound academic theories will be used in order to critically analyse the topic of Strategic Planning. Furthermore, alternative technique’s adopted by other business’ will then also be identified and analysed, before concluding this essay by discussing ‘the best’ technique for Business to apply, and why.
According to work by Dettmer, (2003) Mintzberg et al originally identified 10 schools of strategic thought, with each individual school differing in its assumptions, characteristics and areas of emphasis. Dettmer elaborates on Mintzberg’s theory and explains how the first 3 schools are quite different to the remaining 7, these schools are the design, planning and positioning schools of thought. These specific schools are said to be prescriptive, deliberate and largely objective.
With this is mind, it is clear to see that Strategic planning falls into mintzberg’s ‘Planning’ school of thought as it is described as a formal process, by which,
“A rigorous set of steps are taken, from the analysis situation to the execution of the strategy” (Pettigrew and Thomas et al, 2002:423)

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References: Armstrong, M. 2003. How to be an even better manager. Brem, A. and Voigt, K. 2008. The boundaries of innovation and entrepreneurship. Wiesbaden: Gabler. Camillus, J. C. 1986. Strategic planning and management control. Lexington, Mass.: Lexington Books. Collins, J. (2001) Good to Great: Why Some Companies Make the Leap and others don 't (Hardcover) Dettmer, H. W. 2003. Strategic navigation. Milwaukee, Wis.: ASQ Quality Press Galon, Mark.R, Stillman, Harold M., and Coates David (1999) Putting Core Competency thinking into practice http://cms.schwarzpharma.com/_uploads/media/7171_Gallon%20et%20al%20Putti ng%20Core%20Competency%20Thinking.pdf/ accessed on Dec 31st, 2012 Volume Gamble, J. and Thompson, A. A. 2009. Essentials of strategic management. Boston: McGraw-Hill Irwin. Grünig, R., Kühn, R. and Kühn, R. 2005. Process-based strategic planning. Berlin: Springer. Heracleous, L. and Wirtz, J. 2010. The globe: Singapore airlines ' balancing act. Hill, C. W. L. and Jones, G. R. 2013. Strategic management. Mason, OH: South-Western, Cengage Learning. Hill, C. W. L. and Jones, G. R. 2008. Essentials of strategic management. Boston: Houghton Mifflin Co. Houben, G., Lenie, K. and Vanhoof, K. 1999. A knowledge-based SWOT-analysis system as an instrument for strategic planning in small and medium sized enterprises. Decision support systems, 26 (2), pp. 125-135. Investor.jnj.com. 2014. Johnson & Johnson - Investor Relations - Strategic Planning Process. [online] Available at: http://www.investor.jnj.com/governance/strategic-planning.cfm [Accessed: 3 Mar 2014]. J&J. 2014. Johnson & Johnson - Investor Relations - Sales and Earnings. [online] Available at: http://www.investor.jnj.com/sales-earnings.cfm [Accessed: 3 Mar 2014]. Jnj.com. 2014. Johnson & Johnson Family of Companies | Johnson & Johnson. [online] Available at: http://www.jnj.com/ [Accessed: 3 Mar 2014]. Mintzberg, H. 1994. Strategic Planning. 3rd ed. Cornwall: Prentice Hall. Mintzberg, H. 2000. The rise and fall of strategic planning. New York: Free Press. Pettigrew, A. M., Thomas, H. and Whittington, R. 2002. Handbook of strategy and management. London: Sage Publications. Porter, M. E. 1980. Competitive strategy. New York: Free Press. Prahalad, C.K. and Hamel, G. (1990) The core competence of the corporation, Harvard Business Review (v. 68, no. 3) pp. 79–91. Shell.com. 2014. New Lens Scenarios - Shell Global. [online] Available at: http://www.shell.com/global/future-energy/scenarios/new-lens-scenarios.html [Accessed: 17 Mar 2014]. Simon, H. A. 1997. Empirically grounded economic reason. Cambridge, Mass.: The MIT Press Ltd. Steiner, G. A. 1979. Strategic planning. New York: Free Press. Voyer, P. 2013. A shift in perspective for A world in trAnsition. new Lens Scenarios, 40 (1), pp. 1-5.

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