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This article is a primer which aims to examine the application of project management principles in organizational strategic planning. The intended audience is students in health administration and novice leaders in health care.

A six‐phase project management algorithm is presented to serve as a framework for implementing various aspects of an organization's strategic plan, with a particular emphasis on accountability processes.

Leaders in healthcare can increase the effectiveness of their organization's strategic planning processes and improve accountability by incorporating basic project management principles during the implementation phase of strategic planning.

This is a review article drawing on a well‐established literature in project management and strategic planning.

The processes associated with generating an organizational strategic plan are well addressed in the management literature. This article succinctly outlines the application of basic project management principles to the implementation of strategic plans and organizational success, focusing on accountability processes.

Cost effectiveness of health organizations can be improved by implementing project management practices in strategic planning.

The article succinctly applies basic project management principles to the implementation of strategic plans and organizational success.

IN HIS masterly book “Planning and Control Systems: a framework for analysis” R. N. Anthony attempts to clear up some of the confusion which seems to befog both the theory and practice of planning. He distinguishes between two aspects of planning which he sees as fundamentally different — namely, strategic planning and what he calls management planning and control. He defines strategic planning as policy formula‐tion and goal setting for the organization as a whole; a process which involves deciding on company objectives, choosing the resources to be used to achieve these objectives and the policies which are to govern the acquisition, use and disposition of the resources. Stated in these terms strategic planning is very much a staff and top management process. Management planning and control he defines as a type of planning concerned with the administration of the enterprise — for example, bringing new systems of work into operation and formulating personnel practices to meet departmental needs. He sees these localized planning functions as line activities.

After the appointment of a new administrator of the Social and Rehabilitation Service, which is the DHEW agency concerned with the welfare program in the United States, top priority was placed on installing new approaches and methods to managing this large organization. The overall development of this program has been recorded by Mott and Porter in “A Case Report on a Comprehensive Planning and Management System.”

The planning function is a central component of management principles, enabling the success of construction project management. Many works have been highlighting the topic of critical success factors within construction organizations, yet the results have rarely covered planning behaviors within public construction work management; these less investigated areas were the aims of this study.

To fulfill this research aim, seven attributes of planning function were first derived through focus group studies, a focused literature review and focal interviews with industry practitioners. Then, a regression analysis design was employed with data collected from 139 professionals who are involved in public construction works management in Vietnam. The structural equation modeling technique with partial least-squares estimation was utilized to analyze the data.

The results revealed seven behavioral dimensions (i.e. Goals planning (PL1), Planning guidance (PL2), Strategic planning (PL3), Financial mobilization (PL4), Action plan (PL5), Expenditure planning (PL6) and Responsibility assignment (PL7)) to measure planning function management in terms of public construction works. The study also reveals that Goals planning (PL1), Financial mobilization (PL4), Expenditure planning (PL6) and Responsibility assignment (PL7) have significant effects on management effectiveness. At the same time, Goals planning (PL1) acts as the mediator of Planning guidance (PL2) and Strategic planning (PL3); while Action plan (PL5) specifies an indirect influence through the mediator of PL4, PL6 and PL7.

The success of this approach is expected to reinforce the contribution of the planning function and suggest a useful tool for supporting the professionals in managing public construction works.

The aim of this exploratory paper is to consider the strategic importance of crisis management and integration of crisis planning with the organisation's strategy processes, in particular the utilisation of scenario planning as a crisis planning activity.

A review of the crisis management literature was undertaken and key issues identified, subsequently strategic aspects of crisis management were developed in the context of scenario planning.

The paper contains a discussion of major factors related to a strategic approach to crisis management and a more proactive approach to building relationships with the media. Particular attention should be given to the roles and responses of the media and agencies acting on behalf of the company, as both should been treated in the same way as other relatively powerful stakeholders. The authors suggest that firms can obtain significant advantages through proactive preparation for major relevant contingencies, and its incorporation into the strategic management process.

This paper brings together the debate on the strategic position of crisis management with scenario planning processes to provide a mechanism for designing, evaluating and managing crisis futures. It should prove useful to managers considering the development of crisis management, especially in a strategic context.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

The aim of this research is to analyze empirical evidence of the effect of governance structure (GS) on perceived success of the succession process. It is also reported that in India, family firms have a more informal organization structure and governance and have an informal and unplanned approach to bringing the successors into family business. Previous studies have reported that GS is an important factor for a successful succession process. This study examines the role of management succession planning as an intervening variable to achieve perceived success of the succession process.

Data have been collected using a questionnaire schedule with 113 respondents who are successors from family business firms in Kerala, India. The study uses snowball sampling technique. Partial least square-structural equation modeling has been used to do data analysis.

The results of the study showed that GS has a significant positive effect on the success of the succession process. GS has a significant positive effect on management succession planning. Management succession planning partially mediates the relationship between GS and perceived success of the succession process.

The results of the study indicate the effect of GS on the relationship between, perceived success of the succession process and management succession planning. The mediating role of management succession planning in the above relationship is also confirmed. Therefore, before starting the succession process a good GS should be put in place for ensuring the success of the succession process. Family firms must implement the succession plan well to make the succession process successful.

The main contribution of the study is to empirically investigate the effect of GS and management succession planning to enhance the success of the succession process.