|Author:||Sadler,Philip Sadler,P. Sadler|
|Title:||Strategic Change: Building a High Performance Organization (Best of Long Range Planning - Second Series) (Best of Long Range Planning - Second Series)|
|Format:||lrf lit txt docx|
|ePUB size:||1706 kb|
|FB2 size:||1724 kb|
|DJVU size:||1387 kb|
|Category:||Management and Leadership|
|Publisher:||Emerald Group Publishing Limited (July 1, 1995)|
Home All Categories Strategic Change: Building a High Performance Organization (Best of Long Range Planning - Second Series). ISBN13: 9780080425719. Strategic Change : Building a High Performance Organization. This volume brings together 12 outstanding articles from Long Range Planning - The International Journal of Strategic Management dealing with different aspects of the complex process of managing strategic change. Among the issues covered are the development of strategic vision and the creation of a sense of mission, the importance of corporate culture, the role of leadership and the factors affecting successful implementation of.
by Sadler, Philip Sadler. ISBN 9780080425719 (978-0-08-042571-9) Hardcover, Emerald Group Publishing Limited, 1995. Find signed collectible books: 'Strategic Change: Building a High Performance Organization (Best of Long Range Planning - Second Series) (Best of Long Range Planning - Second Series)'.
Strategic Change, 1997. Series: Best of Long Range Planning. Hardcover: 250 pages. ISBN-13: 978-0080425726. Product Dimensions: . x . inches. Back to top. Get to Know Us. Careers.
Strategic Planning for Public Service and Non-Profit Organizations is the 12th volume in the Best of Long Range Planning Series and focuses on strategic planning for public and non-profit purposes such as government, public agencies and non-profit or voluntary organizations. The book also addresses how strategic planning differs from other kinds of planning and how strategic planning for public and non-profit purposes can be tailored to fit differing circumstances.
Long-range planning has a significant impact on company success, defining how your organization will operationalize corporate strategies into the specific investments that lead directly to corporate success for years to come. The Five Characteristics of Best-in-Class Financial Planning Organizations’ Long-Range Planning Processes. The priority of the major programs, projects, and initiatives is clearly defined both absolutely and in relation to each other. Having a high level of insight and analysis on projects enables an organization to make informed decisions when they are considering whether to shift investments, kill an initiative or reprioritize it.
Defining long-range and strategic planning. The term strategic planning has become very popular in recent years. Many nonprofit organizations now talk about doing strategic planning rather than long-range planning. Long-range planning: The process by which the leaders of an organization determine what the organization wants to look like at the end of a specified period of time – usually three to five years – then use that vision to establish multi-year goals and objectives which describe what the organization wishes to accomplish, and develop programs, tasks, and timelines for achieving them. Page 3. Consider whether the organization is "ready" for a long-range plan or whether it may best focus on a short-term plan, perhaps doing a one-year plan and then undertaking longer-term planning at the end of that year
Long Range Planning (LRP) is a leading international journal for the field of strategic management. Long range planning, International journal of strategic management.
A long-range plan is a set of goals (usually five to ten) that outlines the path for the company's future. When the long-range plan is in place, a strategic plan should be developed to define the objectives and actions necessary to achieve the goals spelled out in the long-range plan. The Mission and Vision Statements Serve as the Guide. The mission statement and vision statement define the business and its customer base.
Long-range planning is the next step.
Despite the widely held view that long-range planning can improve a firm's performance, several studies have found no differences in the performance of planning and nonplanning firms. Unfortunately, even the best memory is subject to lapses and distortions. The questionnaire required managers to estimate the amount of time spent on long-range planning.