Structure and meaning of organizational vision

Article Abstract:

Chief executives in one national and three regional samples participated in a study of the content and structure of their organizational visions. Executives clustered in three groups distinguished by differing orientations to derived factors. Cluster membership was found to be related to the rapidity of firm change, the amount of control the executives exercised over firms, and other variables. Vision showed a multifaceted structure, with factors for vision formulation, implementation, and innovative realism being most prominent. No differences in vision were found with respect to region or firm size, but the responses of executives differed from those obtained in an earlier study of business school deans. (Reprinted by permission of the publisher.)

Research, Chief executive officers, Organizational effectiveness

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The Art and Science of Planning at the Business Unit Level

Article Abstract:

This paper attempts to relate the conditions that require different planning approaches. A theoretical planning framework is presented that considers the confidence of causal linkages coupled with the extent of environmental change. Prior planning research is synthesized to speculate on the appropriate leadership and decision-making styles for single-businesses, nondiversified firms, or divisions of diversified firms. Examples of computational, consensual, contingency, and conceptual planning systems are also provided. (Reprinted by Permission of Publisher.)

Management science, Business planning, Organizational behavior, Leadership, Management Style, Strategic Planning, Decision Making

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