Strategic Management Methodology: Generally Accepted Principles for Practitioners

by C. W. Roney

Overview

Strategic planning methodology is the application of strategic management theory to practice. This book is about the process of strategic management in action, and is firmly grounded, unlike many works on the subject, in both strategic management theory and empirical research. This is what planning professionals and strategic management scholars have long sought—a firm methodological connection between strategic management theory and its daily practice in management. This comprehensive reference handbook covers such critical issues as the application of information technology to planning; the roles and responsibilities of various parties, including the board of directors, CEO, COO, line managers, and planning managers; administrative management of the planning process; integration of near and long-term planning; assessment of the firm's external environment; and the planning manager's role in corporate restructuring, including acquisitions, divestments, mergers, alliances, and joint ventures.

Product Details

ISBN-13:	9781567206296
Publisher:	Bloomsbury Academic
Publication date:	01/03/2004
Series:	Guidelines for Strategists , #1
Pages:	360
Product dimensions:	6.14(w) x 9.21(h) x 0.81(d)

About the Author

C. W. RONEY is the managing principal of Commercial Planning Associates in Wilson, North Carolina, and Associate Professor of Management at North Carolina Wesleyan College. As a senior corporate executive, strategic planner, and management consultant, Roney has been active in many industries and businesses of all sizes. He is a recognized expert in strategic planning methods for cyclical industries.

Table of Contents

Preface
Introduction
FOUNDATIONS OF METHODOLOGY
Introduction to Part One
Historic Perspective
The Planning Process
The Classic Approach
Neoclassical Methodology
MANAGEMENT OF PLANNING FUNCTIONS
Introduction to Part Two
Authorities and Responsibilities for Planning
Administration of Planning Procedures
Procedural Contingencies: How to Make Planning Fit the Firm
DECISION MAKING PROCEDURES
Introduction to Part Three
Planning Decisions in the Single Business
Planning Decisions in the Multi-Business Corporation
IMPLEMENTATION
Introduction to Part Four
Making Strategy Happen: Required Capabilities
Restructuring the Enterprise
SUMMARY
Introduction to Part Five
Generally Accepted Planning Principles: A Compilation
APPENDIX
Evolution of Classic Planning Models: Illustrations
Bibliography
Index