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.
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