Strategic planning and participation: A contradiction in terms? |
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| Authors: | HJ Kloeze A Molenkamp FJW Roelofs |
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| Institution: | 1. Dr. H.J. Kloeze is a management consultant and currently manager of the Business Economics Department, Thomassen & Drijver-Verblifa N.V., Deventer, The Netherlands;2. Mr. A. Molenkamp is a senior consultant with Klynveld Kraayenhof & Co., Accountants, Amsterdam, The Netherlands;3. Dr. F.J.W. Roelofs is a management consultant currently secretary of the Executives Boards of the United Duth Publishing Companies, Haarlem, The Netherlands |
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| Abstract: | This article deals with the role of strategic planning in organizations. The authors consider it of decisive importance that internal participation should be given more substance, for the particular purpose of reducing demotivation and alienation problems, especially in the field of strategic planning. The authors maintain that strategic planning should be embedded in the organization in such a way as to maintain flexibility and alertness and ensure that it can be controlled and managed. They present a framework for the organisational arrangement of strategic management. |
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