Strategic Planning And Forecasting Fundamentals
AbstractIndividuals and organizations have operated for hundreds of years by planning and forecasting in an intuitive manner. It was not until the 1950s that formal approaches became popular. Since then, such approaches have been used by business, government, and nonprofit organizations. Advocates of formal approaches (for example, Steiner, 1979) claim that an organization can improve its effectiveness if it can forecast its environment, anticipate problems, and develop plans to respond to those problems. However, informal planning and forecasting are expensive activities; this raises questions about their superiority over informal planning and forecasting. Furthermore, critics of the formal approach claim that it introduces rigidity and hampers creativity. These critics include many observers with practical experience (for example, Wrapp, 1967).
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Bibliographic InfoPaper provided by EconWPA in its series General Economics and Teaching with number 0502066.
Length: 31 pages
Date of creation: 11 Feb 2005
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planning; forecasting; strategic;
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"Social Irresponsibility in Management,"
General Economics and Teaching
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