Original Research
Evaluating action plans
South African Journal of Business Management | Vol 17, No 4 | a1059 |
DOI: https://doi.org/10.4102/sajbm.v17i4.1059
| © 2018 J. W. Grobbelaar, J. J. Murphy, S. R. Van Der Walt
| This work is licensed under CC Attribution 4.0
Submitted: 23 October 2018 | Published: 31 December 1986
Submitted: 23 October 2018 | Published: 31 December 1986
About the author(s)
J. W. Grobbelaar, School of Business Leadership, University of South Africa, South AfricaJ. J. Murphy, School of Business Leadership, University of South Africa, South Africa
S. R. Van Der Walt, School of Business Leadership, University of South Africa, South Africa
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In 1976 Louis Gerstner wrote, 'one of the most intriguing management phenomena of the late 1960's has been the rapid spread of the corporate planning concept. Except for the so-called computer revolution, few management techniques have swept through corporate and government enterprise more rapidly or completely'. Yet in spite of this explosion of companies doing corporate planning there are still areas within the process that need to be researched. One such area is the 'evaluation of the action plan'. How do managers decide which portfolio of action plans to select and implement? It has been the authors' experience that these decisions are mostly made on 'gut' feel with a great deal of politicking taking place. In this article a methodology is developed to assist managers in the comparative evaluation of action plans, the final decisions being based on the use of a multivariate model which relates achievement and risk.
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