ẓuhūr va suqūṭ-i barnamah'rīzī istratizhīk: Persiska (Farsi) 1401

In this in-depth and comprehensive review, Henry Mintzberg concludes that the main obstacle to the growth of many organizations since 1965 is strategic planning. As one of the original management thinkers, he believes that strategy cannot be planned because planning is about analysis, but strategy deals with the combination. That is why he says that this process has often and unfortunately failed. He has examined the origin and history of strategic planning up to the peak of its fame and then its fall. He recommends that it should be emphasized on informal learning and individual insight in the strategy process Make a serious revision. Mintzberg proposes new definitions for planning and strategy and tests various models of strategic planning and the reasons for their failure in unconventional ways. Examining "planning pitfalls" shows how planning itself can destroy commitment, limit organizational insight, impede change, and create a highly political climate. In his relentless criticism of many management celebrities, he explains the three pitfalls of this process: discontinuities are predictable, strategists can be kept separate from the operations of the organization, and finally, the strategy-making process itself can be formally brought