George A Steiner, Kunin Professor of Business and Society and Professor of Management at UCLA (emeritus), is the author of more than thirty books. He lives in Van Nuys, California.

Michael J. Kami President, Corporate Planning, INC. A useful, practical tool. Strategic Planning deals with "how-to," not theory; it has an immediate application, it helps, not just educates.

• PrefaceNotesI. Nature and Importance of Strategic Planning1. Strategic Management and Strategic Planning2. What Is Strategic Planning?3. Why Systematic Strategic Planning Pays OffII. Organizing for Strategic Planning4. Organizing the Strategic Planning Process5. The Chief Executive Officer and Strategic Planning6. Overcoming Antiplanning BiasesIII. Key Considerations in Doing Planning7. Alternative Planning Postures, Cognitive Styles, and Values8. The Situation Audit9. Developing Basic Business Purposes and Missions10. Developing Long-Range Planning Objectives11. Formulating Program Strategies12. Medium-Range Functional Programming13. Translating Strategic Plans into Current Decisions14. Contingency Planning and Alternative Futures Explorations15. The Executive View of Analytical Techniques for PlanningIV. Implementing Plans16. The Nature and Design of Control Systems17. The Human Dimension in ImplementationV. Evaluating and Reenergizing the System18. Dangers to Avoid in Strategic Planning19. Evaluating the Planning System and Maintaining a High PayoffVI. Applicability of Business Planning Experience in Other Areas20. Personal Lifetime Planning21. What the Private Sector Can Teach the Not-for-Profit SectorVII. Concluding Observations22. The Current State of the Art and Future Trends NotesIndex

George A Steiner, Kunin Professor of Business and Society and Professor of Management at UCLA (emeritus), is the author of more than thirty books. He lives in Van Nuys, California.

Michael J. Kami President, Corporate Planning, INC. A useful, practical tool. Strategic Planning deals with "how-to," not theory; it has an immediate application, it helps, not just educates.

• PrefaceNotesI. Nature and Importance of Strategic Planning1. Strategic Management and Strategic Planning2. What Is Strategic Planning?3. Why Systematic Strategic Planning Pays OffII. Organizing for Strategic Planning4. Organizing the Strategic Planning Process5. The Chief Executive Officer and Strategic Planning6. Overcoming Antiplanning BiasesIII. Key Considerations in Doing Planning7. Alternative Planning Postures, Cognitive Styles, and Values8. The Situation Audit9. Developing Basic Business Purposes and Missions10. Developing Long-Range Planning Objectives11. Formulating Program Strategies12. Medium-Range Functional Programming13. Translating Strategic Plans into Current Decisions14. Contingency Planning and Alternative Futures Explorations15. The Executive View of Analytical Techniques for PlanningIV. Implementing Plans16. The Nature and Design of Control Systems17. The Human Dimension in ImplementationV. Evaluating and Reenergizing the System18. Dangers to Avoid in Strategic Planning19. Evaluating the Planning System and Maintaining a High PayoffVI. Applicability of Business Planning Experience in Other Areas20. Personal Lifetime Planning21. What the Private Sector Can Teach the Not-for-Profit SectorVII. Concluding Observations22. The Current State of the Art and Future Trends NotesIndex