The rise and fall of strategic planning

By:

Mintzberg, Henry

Material type: Text

TextPublication details: London Prentice Hall 1994Description: xix, 458 p. : ill. ; 24 cmISBN:

9780273650379

Subject(s):

Strategic planning

DDC classification:

658.4/012MIN

Summary: 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.

Tags from this library: No tags from this library for this title. Log in to add tags.

Average rating: 0.0 (0 votes)

Holdings
Item type	Current library	Call number	Status	Barcode
Book	UONGOZI Institute Resources Centre - Dar es Salaam	658.4/012MIN (Browse shelf(Opens below))	Available	001440

Browsing UONGOZI Institute Resources Centre - Dar es Salaam shelves Close shelf browser (Hides shelf browser)

Previous	No cover image available							Next
Previous	658.4/012LAF Playing to win how strategy really works	658.4/012LAM The strategy process concepts, contexts, cases	658.4/012LOF Lead like Ike ten business strategies from the CEO of D-Day	658.4/012MIN The rise and fall of strategic planning	658.4/012OHM The mind of the strategist the art of Japanese business	658.4/012SCH The art of the long view planning for the uncertain world	658.4/013RAD Challenging the performance movement accountability, complexity, and democratic values	Next

Includes index

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.

There are no comments on this title.

to post a comment.