Article Abstract:
A two-year study of the strategic planning process at 16 small British companies revealed the relationship between planning and development. A number of conclusions concerning the planning process can be drawn. For example, the planning process in small businesses is usually project-oriented; formalized planning processes are unlikely to be present, yet this does not necessarily indicate a lack of planning capability; the owner-manager is generally the source of planning and innovation; firm development may not be reflected in traditional growth measures; and organizational slack may be an important contributor to development.
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Article Abstract:
Industrial relations should be an important part of corporate strategy. A definition of industrial relations is proposed, drawn from business policy literature, and traditional, non-strategic industrial relations management is described. Researching and recognizing strategies for industrial relations is a complex task. Two examples are cited to clarify a definition of strategic human resource management.
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Article Abstract:
A survey of 956 members of the Planning Executive Institute indicated that the normative model of strategic planning was generally perceived to be an accurate description of the actual planning process. However, those surveyed offered varied analyses of the relative importance of each of the eight steps which comprise the normative model.
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