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Essay / Research Paper Abstract
This 5 page paper looks at practices as noted by three articles on manufacturing, strategic planning and human resource management. The paper evaluates each study and provides an overview about strategic management in general. Bibliography lists 6 sources.
Page Count:
5 pages (~225 words per page)
File: RT13_SA235Str.rtf
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type of planning concerns very basic choices about mission as well as an organizations role in a community (1998). An organization must decide who will be served and the kinds
of programming, services, or products the entity will offer (1998). In general, strategic planning seems to be a good thing. In working towards the future, with organizational goals and culture
in mind, a larger picture is created. The organization has a direction as well as specific target areas where they will utilize their resources. In studying the topic of strategic
planning, a few articles provide critical information for manufacturers embarking on their own strategic planning efforts. Clausen & Olsen (2000) present a study on various conceptions of work politics
and argue that changes in work and technology may be better understood through a concept of the social constitution of the company. Authors focus on a variety of semi-autonomous
working groups in a Danish electronic manufacturing plant (2000). Norms and culture of the organization are discussed and it seems that much of the attitudes to flow from the workplace
have been constructed (2000). Authors study the phenomenon in respect to its implications for strategic management(2000). From this study, three primary conclusions are reached. One is that there are long
lasting Tayloristic production politics which creates an SCC that significantly constrains future renewal of work organization as well as adaptation to changing external contexts (Clausen & Olsen, 2000). Another
finding is that strategic management of work development should emphasize an approach that is predicated on mutual recognition using a range of actors (2000). All significant actors should develop their
own interpretations, political positions as well as interests to help in transforming the organization. (2000). Finally, coalition-building has been complicated by actor positions which are characterized by non-articulated politics as
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