In some way or another every organization utilizes planning to co-ordinate activities, measure progress and highlight areas where progress may be falling behind schedule. Clearly, at the same time the business processes have a significant impact on the planning profile, since time and activity are closely linked. Action without planning is chaos, while planning without action is futile. Therefore, it is not surprising that, in the context of looking at organizational pressures and in particular the implications of ignoring strategic stress, we should look at planning and process together. These two key functions are closely connected and can often be the cause of disputes and conflicts within organizations.
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