000			04186nam a2200349 a 4500
001			ASIN0273650378
003			Ost
005			20100630054557.0
008			100630s2000 xxu eng d
020			_a0273650378 _c$41.59
020			_a9780273650379
040			_cKIM
082	0	4	_a658
090			_c1735 _d1474
100	1		_aMintzberg, Henry.
245	1	4	_aThe rise and fall of strategic planning / _cHenry Mintzberg.
260			_aLondon : _bFinancial Times Prentice Hall, _c2000.
300			_a458p. ; _c24 cm.
500			_aPaperback.
520			_a"My favourite management book of the last 25 years? No contest. The Rise & Fall of Strategic Planning by Henry Mintzberg." Tom Peters In this definitive and revealing history, Henry Mintzberg unmasks the process that has mesmerized so many organisations since 1965: strategic planning. One of the original management thinkers, Mintzberg concludes 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 dramatically. Mintzberg traces the origin and history of strategic planning through its prominence and subsequent fall. He argues that we must reconcieve the process by which strategies are created by emphasizing informal learning and personal vision. Mintzberg proposes new definitions of planning and strategy, and examines in unusual 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 - in that discontinuities can be predicted, that strategists can be detached from the operations of the organisation, and that the process of strategy-making itself can be formalized. Mintzberg devotes a substantial section to the new role of planning, plans and planners, not inside the strategy-making process, but around it, 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 essential reading for anyone in an organization who is influenced by the planning or strategy-making process. It is also suitable for undergraduate and postgraduate students undertaking corporate strategy, strategic management and business policy courses. Henry Mintzberg is Professor of Strategy and Organization and the John Cleghorn Professor of Management Studies at McGill University, Canada, and visiting Professor ar INSEAD, France. He is a two time winner of the prestigious McKinsey Award for best Harvard Business Review articles; a fellow of the Royal Society of Canada - the first elected from a management faculty - and past president of the Strategic Management Society, the worldwide association of practitioners and scholars in the field. He is the author of several seminal books including The Strategy Process, Structure in Fives and The Structuring of Organisations.
650		4	_aBusiness strategy.
650		4	_aStrategic Planning.
650		4	_aStrategic management
856	4	0	_3Amazon.com _uhttp://www.amazon.com/exec/obidos/ASIN/0273650378/chopaconline-20
856	4	0	_3Amazon customer reviews _uhttp://www.chopac.org/cgi-bin/tools/azrev.pl?q=0273650378
942			_cBOOK _jHD 30.28 .M56 2000
999			_c2328 _d2328
952			_w2010-11-30 _p2009-9758 _r2012-09-08 _40 _00 _bMAIN _10 _oHD 30.28 .M56 2000 _d2009-12-08 _t1 _70 _cOpen Collection _yBOOK _s2012-08-11 _l1 _aMAIN
952			_p2009-9759 _40 _00 _bMAIN _10 _oHD 30.28 .M56 2000 _d2009-12-08 _t2 _70 _cOpen Collection _yBOOK _aMAIN
952			_p2009-5408 _40 _00 _bNRB _10 _oHD 30.28 .M56 2008 _d2009-09-11 _t3 _70 _cOpen Collection _yBOOK _aNRB
952			_p2009-5410 _40 _00 _bNRB _10 _oHD 30.28 .M56 2008 _d2009-09-11 _t4 _70 _cOpen Collection _yBOOK _aNRB
952			_p2009-5409 _40 _00 _bNRB _10 _oHD 30.28 .M56 2008 _d2009-09-11 _t5 _70 _cOpen Collection _yBOOK _aNRB