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STRATEGIC PLANS AND OBJECTIVES
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ability able accept achieve action activities arise assessment assumptions attitude become believe cash flow chief executive chief executive needs colleagues competence considerable consultation cost course create customers decide decisions directors discussion effective employees engineering ensure essential example executives concerned existing experience expertise factors feel field forecast functional happen ideas implement important improve industrial engineering influence judgement knowledge long-term major management consultant management style management team manufacturing market trends matters meeting ment necessary needs non-executive directors normal normal distribution objectives obvious operational plans opportunity organisational structure outcome participation particular performance perhaps planning process position possible problems product development product range profit programme reason relationship responsibility result return on capital role senior situation specific strategic plan strengths subordinates succession planning things trades unions wrong