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Social Care Management, Strategy and Business Planning is a Comprehensive guide to strategic social care management, covering all the knowledge and skills that managers in the 21st century must have, and showing how to make theory a practical reality.

The aim of current article to provide a view of the role of business planning in strategic development of the business model of modern enterprise. Strategic business planning is one of the most reliable tools for achieving competitive advantage in the current market conditions. It must be kept in mind that strategic business planning is becoming futile and cannot be accurate in a highly turbulent business environment. The main characteristics of this type of environment the rapid variability of the influence of factors, their complex influence, and the direction of influence. All these characteristics of the business environment must be subject to constant monitoring by the management of the business enterprise.

Abstract

A wide range of business planning processes have been offered by academics and practitioners alike, yet little has been said about how firms should go about changing their process when managers perceive it to no longer be effective.


This paper uses a recent change in the business planning process by a US manufacturing firm to examine how the planning process can be effectively changed. In particular, the matching of the process to the current internal and external conditions the firm is facing is emphasized.

Copyright © 2007 John Wiley & Sons, Ltd.

Social care management is undergoing considerable transformation, and managers are now required to have skills that traditionally lie outside the exclusive domain of social care. However, social care managers also have a commitment to the values and principles of care, and models from the business world must also be suited to their particular needs. This book is a comprehensive guide to strategic social care management, covering all the knowledge and skills that managers in the 21st century must have, and rooting theory firmly in practice. Chapters cover strategic planning, business developmen

Provides an overview of the literature on public sector reform, total quality management (TQM) and strategic planning. Traces the change efforts and road to privatization of Asset Services, which is a maintenance contractor with about 2,000 staff and a business unit of a large Australian government department. Describes how, during the period 1989‐1996, Asset Services undertook a process which illustrates the integration of customer focus, quality principles and strategic business planning. Introduces the concept of the business improvement leader, and discusses some of the many TQM and business planning activities undertaken to the point of being fully commercialized. Identifies a number of factors influencing the success of this business unit.