Taking the strategic planning initiative
Article Abstract:
Although strategic planning is most often the responsibility of upper levels of management, such planning needs the cooperation of, input from, and implementation by, middle managers. Middle mangers' roles in strategic planning are examined. Because they are closer to the operational information of the company, middle managers should be kept informed about the company's goals and plans to achieve these goals; however, too often, upper management does not communicate its strategic planning to middle management due to fear of information leaks to competitors and a belief that middle managers do not need such information to operate. Communicating strategic plans to middle managers will help them set operating unit goals, allow them to contribute to strategy implementation programs, and provide upper management with better assessments of progress on strategic plans.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1986
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Project management: successful use of PC software
Article Abstract:
Computer software programs that can help managers plan, schedule and cost projects are widely available for personal computers. In selecting the appropriate software, managers should base their decisions on organizational and project needs, as well as the cost of different computer programs. The program should be compatible with the organization's computer equipment, and should be easy to use. Among the desirable program features of project management software are the ability to generate graphics and reports, the capability of interfacing with other databases, ease in handling multiple billing rates and the provision of on-line help to users.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1986
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Project management: criteria for good planning
Article Abstract:
Project management can only be successful when the project has been properly planned. Proper planning ensures that: the project has been broken down into manageable segments, the project's goals have been limited to conform to the resource limitations on the project, the project segments will be documented with informative progress reports, and the project's staff will be accountable for their activities. Twelve criteria for use in defining projects, twelve steps involved in planning projects, and twelve project planning objectives are discussed.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1986
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