One of a manager's most critical tasks is to develop strategy, and although thinking on strategy is constantly shifting, the underlying issues remain the same. Strategic planning is a task that exists in organisations of all sizes, and at various levels of responsibility. This exceptionally useful and concise book provides essential information for managers and practitioners of strategic management, particularly those requiring a bird's-eye view of the whole subject, who have neither the time nor inclination to read the encyclopaedic tomes that are currently available. The style is practical, without sacrificing integrity, and references are made to important sources in the literature. The book provides a framework for thinking about strategy, which can be used as the basis for a written plan, should this be needed. However, it is not assumed that the end product of strategic thinking is always a written plan, although this is often the case. Whether the plan is written or memorised, the steps and methods outlined in this book will help managers to develop a sound strategy. After taking the reader through a number of issues and steps in the development of corporate strategy, the book explores strategic thinking in the context of marketing, manufacturing, finance and human resources. The final chapter is optional, for those who are interested in an ongoing process of strategic planning.
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About the Author
David Hussey is a well-known international authority on strategic management, with experience as both a practitioner in and a consultant to major companies from many industries, including 18 years spent with Harbridge House. He is author or editor of 25 books on strategy or management development. One of the founders of the Strategic Planning Society, and a director of the Japan Strategic Management Institute, he is currently Visiting Professor in Strategic Management at Nottingham Business School. He is editor of the Journal of Strategic Change and Croner’s Journal of Professional HRM.
Table of Contents
Modern Concepts of Strategic Management.
Vision and Purpose.
The Corporate Appraisal.
Analysing the Competitive Arena.
Risk and Uncertainty.
A Closer Look at Strategy.
A Portfolio Approach to Strategy.
Planning for Human Resources.
Project Plans-Capital Investment Appraisal.
Implementing Strategic Change.
A Process of Strategic Management.