|Up a level|
Leaders in government, the mass media, and party political manifestos all insist that political representation should be present in every level of industry, from the shopfloor to the boardroom. Yet the traditional form of this representation has been free collective bargaining rather than joint consultation and mutual power sharing. It is not enough for management to simply ask employees their opinions on key issues. Workers must see that their suggestions are recorded and actually reflected in later actions of the company. This feedback is essential.
The article presents a discussion on strategic business planning as a political process. The formation of strategy in organizations is a continuous process. Specific dilemmas within the firm, or in the firm's environment, may raise the organization members' consciousness of strategy and allow financial analysts to think of strategy formulation as an intentional process built around certain discrete decisions; but strategy is being formed implicitly all the time. Choices are made and acted upon in processes involving individuals and sub-groupings, at various organizational levels, that develop into the pattern of thinking about the world, evaluating that world, and acting upon that world that is called as strategy. Study of the process of strategy formulation therefore involves analyses of both discrete and identifiable decision events and of the pathways to and outcomes of those decision events, together with the connections between successive decisions over time. Strategy formulation is contextually based. Strategy formulation can be understood as a process of political decision-making.