The Rise and Fall of Strategic Planning
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Auteur:
Henry Mintzberg
- Engels
- Paperback
- 9781476754765
- 29 juni 2013
- 458 pagina's
Henry Mintzberg
"De Canadese organisatiedeskundige Henry Mintzberg geniet internationale bekendheid; zijn boeken zijn voor velen verplichte lectuur - zijn seminars worden druk bezocht. Hij promoveerde in 1968 aan het Massachusetts Institute of Technology. Momenteel is hij professor in de managementstudies aan McGill University, Montreal. Hij heeft dertien boeken op zijn naam staan en meer dan honderd artikelen. Met name over organisatievraagstukken, maar Mintzberg speelt ook een actieve rol in discussies over de opzet van het managementonderwijs en de managementtheorie. De nadruk op cijfermatige bewijzen is volgens Mintzberg nadelig, de neiging om daarmee de wetenschappelijkheid te bewijzen zit een goede praktisch bruikbare opleiding in de weg. In 1997 werd hij officier in de Order of Canada. Op bol.com vind je alle boeken van Henry Mintzberg, waaronder het nieuwste boek van Henry Mintzberg.
(Foto: Wikipedia. Beschikbaar onder de licentie Creative Commons Naamsvermelding/Gelijk delen.)"
(Foto: Wikipedia. Beschikbaar onder de licentie Creative Commons Naamsvermelding/Gelijk delen.)"
Samenvatting
In this definitive and revealing history, Henry Mintzberg, the iconoclastic former president of the Strategic Management Society, unmasks the press that has mesmerized so many organizations since 1965: strategic planning. One of our most brilliant and original management thinkers, Mintzberg concludes that the term is an oxymoron -- that strategy cannot be planned because planning is about analysis and strategy is about synthesis. That is why, he asserts, the process has failed so often and so dramatically.
Mintzberg traces the origins and history of strategic planning through its prominence and subsequent fall. He argues that we must reconceive the process by which strategies are created -- by emphasizing informal learning and personal vision -- and the roles that can be played by planners. Mintzberg proposes new and unusual definitions of planning and strategy, and examines in novel and insightful ways the various models of strategic planning and the evidence of why they failed. Reviewing the so-called ''pitfalls'' of planning, he shows how the process itself can destroy commitment, narrow a company's vision, discourage change, and breed an atmosphere of politics. In a harsh critique of many sacred cows, he describes three basic fallacies of the process -- that discontinuities can be predicted, that strategists can be detached from the operations of the organization, and that the process of strategy-making itself can be formalized.
Mintzberg devotes a substantial section to the new role for planning, plans, and planners, not inside the strategy-making process, but in support of it, providing some of its inputs and sometimes programming its outputs as well as encouraging strategic thinking in general. This book is required reading for anyone in an organization who is influenced by the planning or the strategy-making processes.
Mintzberg traces the origins and history of strategic planning through its prominence and subsequent fall. He argues that we must reconceive the process by which strategies are created -- by emphasizing informal learning and personal vision -- and the roles that can be played by planners. Mintzberg proposes new and unusual definitions of planning and strategy, and examines in novel and insightful ways the various models of strategic planning and the evidence of why they failed. Reviewing the so-called ''pitfalls'' of planning, he shows how the process itself can destroy commitment, narrow a company's vision, discourage change, and breed an atmosphere of politics. In a harsh critique of many sacred cows, he describes three basic fallacies of the process -- that discontinuities can be predicted, that strategists can be detached from the operations of the organization, and that the process of strategy-making itself can be formalized.
Mintzberg devotes a substantial section to the new role for planning, plans, and planners, not inside the strategy-making process, but in support of it, providing some of its inputs and sometimes programming its outputs as well as encouraging strategic thinking in general. This book is required reading for anyone in an organization who is influenced by the planning or the strategy-making processes.
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- Paperback
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- 29 juni 2013
- Aantal pagina's
- 458
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- Henry Mintzberg
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- 9781476754765
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