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008			930729s1994 nyua b 001 0 eng
010			_a 93027323
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019			_a59818335 _a318938233
020			_a0029216052
020			_a9780029216057
020			_a0137818246 _q(PRENTICE HALL)
020			_a9780137818242 _q(PRENTICE HALL)
020			_a9781476754765
020			_a1476754764
035			_a(OCoLC)28675146 _z(OCoLC)59818335 _z(OCoLC)318938233
050	0	0	_aHD30.28 _b.M56 1994
055		0	_aHD30 .28 _bM56 1994
082	0	0	_a658.4/012 _220
084			_a85.10 _2bcl
084			_aQP 320 _2rvk
084			_aQP 360 _2rvk
084			_aWIR 837f _2stub
100	1		_aMintzberg, Henry.
245	1	4	_aThe rise and fall of strategic planning : _breconceiving roles for planning, plans, planners / _cHenry Mintzberg.
260			_aNew York : _bFree Press ; _aToronto : _bMaxwell Macmillan Canada, _c©1994.
300			_axix, 458 pages : _billustrations ; _c24 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
504			_aIncludes bibliographical references (pages 417-443) and index.
505	0		_aIntroduction: The "Planning School" in Context -- 1. Planning and Strategy -- 2. Models of the Strategic Planning Process -- 3. Evidence on Planning -- 4. Some Real Pitfalls of Planning -- 5. Fundamental Fallacies of Strategic Planning -- 6. Planning, Plan, Planners.
520			_aMintzberg traces the origins and history of strategic planning through its prominence and subsequent fall. He argues that we must reconceive the process by which strategies are created -- by emphasizing informal learning and personal vision -- and the roles that can be played by planners. Mintzberg proposes new and unusual definitions of planning and strategy, and examines in novel and insightful ways the various models of strategic planning and the evidence of why they failed. Reviewing the so-called "pitfalls" of planning, he shows how the process itself can destroy commitment, narrow a company's vision, discourage change, and breed an atmosphere of politics. In a harsh critique of many sacred cows, he describes three basic fallacies of the process -- that discontinuities can be predicted, that strategists can be detached from the operations of the organization, and that the process of strategy-making itself can be formalized.--Publisher description.
650		0	_aStrategic planning.
650		4	_aPlanification stratégique.
650		6	_aPlanification stratégique.
650		7	_aStrategic planning. _2fast _0(OCoLC)fst01134371
650	1	7	_aStrategische planning. _2gtt
650	0	7	_aStrategische Planung. _0(DE-588)4309237-8 _2gnd
650		7	_aPolitica E Planejamento Administrativo. _2larpcal
650	0	7	_aStrategische Planung. _2swd
653		0	_aStrategic planning
938			_aBaker & Taylor _bBKTY _c35.00 _d26.25 _i0029216052 _n0002353204 _sactive
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942			_cBOOK
994			_aZ0 _bSUPMU
948			_hNO HOLDINGS IN SUPMU - 1492 OTHER HOLDINGS
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