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Strategic Planning Plus
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Strategic Planning Plus
An Organizational Guide

  • Roger Kaufman - Florida State University-Emeritus, Roger Kaufman & Associates, Florida State University, USA

July 1992 | 344 pages | SAGE Publications, Inc
"Describes in detail how to create a strategic plan to identify and meet the requirements of any organization. A solid survey of the techniques of the subject." --Long Range Planning "I've finally had an opportunity to read through (this) remarkable guide to strategic planning. (It has) indeed captured the critical elements of this important if messy process. All of this is, of course, applicable to universities, and some of it could even be done without causing riots and revolutions. Every one of us who does university administration should probably read your book, if only to recognize what we are not able to do for lack of good data and good analytical tools." --John V. Lombardi, President, University of Florida "Dr. Kaufman's approach to strategic planning is new, different, and innovative . . . the target audience of middle managers and executives should find the book an important informational source for achieving organizational and societal objectives. Furthermore, it will probably provide some interesting dialogue at strategic planning sessions." --Melvin T. Stith, Ph.D., Dean, College of Business, Florida State University "Just when the detrimental effects of trendy, short-term, process-oriented management practices are beginning to dramatically weaken altogether too many organizations, along comes Strategic Planning Plus. This book is a solid, reality-based management guide. It is filled with helpful advice and procedures that can improve your odds of doing the right things and doing them well. Reading it will give you a new perspective on the importance and value of planning for organizational success. Putting it to work in your organization can be a driving force in your long-term success." --Wess Roberts, Ph.D., Author, Leadership Secrets of Attila the Hun "A fresh approach to a timeworn subject . . . I believe planning is something all managers would like to do better." --Peter Economy, Director of Administration Horizons Technology, Inc., San Diego, California Current strategic planning and development is often too myopic, and much more must be considered before practical planning is accomplished. Filled with fresh, new ideas and proven methods, Strategic Planning Plus covers strategic planning at three levels--micro, macro, and mega--and describes, in detail, how to create a strategic plan to identify and meet the requirements of any organization. This book shows how to identify the direction an organization must take, gives a six-step process for identifying and solving organizational problems, and provides methods for evaluating progress and revising strategic plans. Strategic Planning Plus also contains handy checklists, flowcharts, procedures, and case studies.

 
PART ONE: THE BASICS OF PRACTICAL PLANNING: DOING WHAT'S RIGHT
 
Introduction to Practical Planning
 
Identifying and Resolving Problems
A Six-Step Process

 
 
PART TWO: PLANNING: WHERE ARE YOU HEADED NOW? WHERE SHOULD YOU BE GOING? SELECTING THE APPROPRIATE PLANNING SCALE
 
Selecting the Planning Scale
What Should Be Planned?

 
 
Types of Strategic Planning
 
PART THREE: THE ORIGINS OF MEGAPLANNING: THE BIG PICTURE
 
The Rationale for Needs Assessment
Identifying Problems Based on Needs

 
 
Useful Tools and Approaches for Needs Assessment
 
Developing Detailed Performance Indicators
 
PART FOUR: THE STEPS AND TOOLS OF MACROPLANNING
 
Mission Analysis
Developing the Overall Management Plan

 
 
PART FIVE: THE BRIDGE BETWEEN MACROPLANNING AND MICROPLANNING
 
Planning in Detail
Identifying Functions

 
 
Task Analysis (A System Analysis Option)
 
Methods-Mean Analysis
 
PART SIX: SELECTING THE PROPER METHODS AND TOOLS FOR DOING
 
Tools and Techniques for Obtaining Required Results
 
PART SEVEN: FROM PLANS TO RESULTS: IMPLEMENTATION
 
Doing What You've Planned
Implementation

 
 
PART EIGHT: EVALUATION AND CHANGE
 
Evaluation and Revision
What Was Accomplished? What Should Be Changed? What Should Be Kept?

 

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