TITLE

CHAPTER 9: In Planning

PUB. DATE
January 2003
SOURCE
Fell's Official Know-It-All Guide: Let's Get Results, Not Excuse;2003, p99
SOURCE TYPE
Book
DOC. TYPE
Book Chapter
ABSTRACT
The article presents information on the dynamics of how excuses manifest themselves in the corporate planning process. The confusion by leadership between the noun and verb meanings of the word "plan" leads to difficulties of far-reaching proportions in the workplace. For them "the planning process" means that they must somehow end up with a written document that they can thereafter refer to as "the plan." Consequently, most companies have one or more of the following: a strategic plan, a business plan, a sales and marketing plan, an operations plan and/or a product development plan. It may well be the case that an outside source, such as the bank, may want planning to occur as a process, as in the verb sense of the word. The problem is that when those who prepare the plans are only fulfilling a requirement from the outside, they place relatively little value on it. If the corporate culture is pessimistic, or tolerates procrastination and irresponsibility, or is short-term focused, or exhibits poor teamwork, or demonstrates can't-do attitudes, the plan will be just sitting on the shelf.
ACCESSION #
19852339

 

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