Abstract
In the research and writing on corporate strategic planning, little mention is made of who the planners should be. When the topic is mentioned, the key question is whether line managers should or should not be part of the corporate planning team. Some writers suggest that line managers should be included in the process because they are the ones who have to implement the plans, and if they are not included, plans will be difficult to implement.1 Others conclude that planning should be done by the CEO and his top advisors.2 Line managers, so the argument goes, have vested interests in promoting their own projects and should only be charged, therefore, with planning for their own divisions. There is agreement, however, that whether line or staff, (i) the planning team should be made up of senior executives who have broad knowledge of the company’s activities and (ii) team-members should be powerful within the organization. As we shall see in this chapter, companies under review here conform to both points.
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References
R. L. Ackoff, A Concept of Corporate Planning (New York, Wiley, 1970);
K. J. Radford, Strategic Planning: An Analytical Approach (Reston, Virginia; Reston, 1980).
J. Argenti, Practical Corporate Planning (London: George Allen & Unwin, 1980);
P. Lorange, Corporate Planning: An Executive Viewpoint (Engle-wood Cliffs, New Jersey: Prentice-Hall, 1980).
Ackoff, Corporate Planning, p. 129.
Argenti, Practical Corporate Planning, pp. 15–18; Lorange, Corporate Planning, pp. 254–61.
L. E. Grayson with A. Spencer, ‘Executive Profile of the Top Officers of the Largest Oil Companies in the United States, 1950–1980’, monograph, Energy Policy Studies Center, University of Virginia, Charlottesville, January 1981, p. 10.
Ibid, pp. 4–6.
Ibid, pp. 7–9.
John G. McLean and Robert W. Haigh (Boston: Harvard University Press, 1954).
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© 1987 Leslie E. Grayson
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Grayson, L.E. (1987). Oil-Company Planners. In: Who and How in Planning for Large Companies. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-08412-8_3
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DOI: https://doi.org/10.1007/978-1-349-08412-8_3
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