CONSULTANT REPORT: PLANNING FOR CHANGE

658). Strategic planning, thus, is a bring that

generates specific actions which atomic number 18 required to carry out a particular strategy.

By definition, thus, the strategic planning process begins resultant to the adoption of a strategy. The entire strategic process at bottom an organization, however, is a set of highly interrelated components, which function in spite of appearance a dynamic environs. Thus, in the socalled real world, strategic planning will frequently precede strategy breeding, because of the rotary character of the strategic process.

There are five more often than not recognized elements of the strategic calendar method. These elements are (1) organizational considerations, which are have-to doe with in the main with the organizational social organisation, (2) resource requirements, (3) strategic control, which is concerned primarily with the organization's internal environment, (4) strategic planning, which is concerned primarily with the external environment of the organization, and (5) the development of strategy, which is the end result of the combined effects of the different elements of the strategic cycle (Rowe, Mason, and Dickel, 1992, p. 291).

As the description of the strategic cycle indicates, strategic planning is closely associated with an organization's external environment. It is, thus, necessary for the strategic planner to (1) know of what the external environment of an organization consists, and (2) infer how an organization's external environment affects the strateg

Daft, R. L. (1992). physical composition theory and design. (3rd ed.). St. Paul, Minnesota: West Publishing Company.

Teamdevelopment promotes the idea that individuals who have schooling relationships with one another inwardly an organizational expression can be trained to name as a team (Larson and LaFasto, 1989, pp. 1326). Participants in work teams learn to build good relationships with other team members, to contract in joint problemsolving, and to reduce interpersonal friction.

Organizations cognitive process within a dynamic external environment much are chaotic in characterdefined as "much looser, free flowing, and adaptive (Daft, 1992, p. 141). Rules and regulations are not write down, or if written down are frequently ignored.

quite a little have to find their own way through the scheme to figure out what to do. The hierarchy of authority is not clear. decisivenessmaking authority is decentralized. Such internal organizational structures are organic in character. Daft (1992, p. 142) held that the organic organizational structure is associated with change and that much(prenominal) a structure is preferable when function within a dynamic external environment.

Researchers have likewise observed, however, that, while organic structures tend to foster innovation, they are often somewhat ineffective for the implementation of that innovation (Daft, 1992, pp. 193218). In such instances, it has been suggested that organizations adoption a composite organizational structure that incorporates characteristics of both the organic and the mechanistic organizational concepts (Daft, 1992, pp. 219221). This ambidextrous organizational structure permits a shifting emphasis as required.

While the TQM appeal to quality control demands a commitment from the highest management levels, its achiever also depends upon the participation of personnel from all levels of the organization come to in the production process. Participation means more than scuttlebutt from production workers. It al
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