Planning and planned actionthe difficult binomial

Resumo

Planning has been understood as an important management process to increase rationality (thus results, benefits or profits) of organizational decisions since long. Preparation of plans has become a must in virtually every modem organization, and planning techniques have reached high levels of theoretical sophistication. Very often, however, subsequent actions have little (if anything) in common with the preceding plans, which are rapidly forgotten and sent to pile up dust on the shelves. Eventually, this leads to the demoralization of the planning process itself and the reinforcement of the misguided notion that  improvisation and intuition are the sole and irreplaceable sources of organizational decisions. What are the reasons for this? The authors understand that it is due both to misperceptions of the true role usefulness of the planning process among managers and members of the organization, and to the errors of the planners themselves. In the second half of this article, the authors propose a set of premises, and suggest a group of strategies to facilitate the transformation of plans into planned action.

Ficha do documento

Tipo

Artigo científico

Ano

1988

Instituição

Escola Brasileira de Administração Pública e de Empresas da Fundação Getulio Vargas (FGV EBAPE)

Fonte

Revista de Administração Pública

Idioma

Português

Acesso

Não informado

Identificador

oai:ojs.periodicos.fgv.br:article/9533