СТРАТЕГИЧЕСКОТО МИСЛЕНЕ И СТРАТЕГИЧЕСКОТО ПЛАНИРАНЕ В УПРАВЛЕНСКИТЕ СИСТЕМИ ОТ ХХI ВЕК: ОБЕКТИВНИ ПРЕДПОСТАВКИ VS ДОСТИЖЕНИЯ НА УПРАВЛЕНСКАТА ПРАКТИКА
STRATEGIC THINKING AND STRATEGIC PLANNING IN THE XXI CENTURY’S MANAGEMENT SYSTEMS: OBJECTIVE PREREQUISITES VS ACHIEVEMENTS OF MANAGEMENT PRACTICES

Summary/Abstract: Strategic planning as a government philosophy haс had too controversial history until now since it was adopted in the economic governance during the 60s of XX century. That contradiction is an expression of periodical shifts in organizational management from giving to strategic planning the position of a main instrument of governance to totally rejecting and denying from it, blaming it for being an inadequate instrument to changing economic realities. Several years we have seen a new resurgence of the interest in strategic management. However, as a trend, using increasingly the term strategy in practices of economic governing has ultimately led to its transformation into a mantra1. That is an expression of a new stream arising, which takes religious approach to strategic management, based on a blind reverence before the concept that it is a matter of a subjective assessment on the basis of a lucky concurrence of circumstances regarding personal insights and virtues of the managerial cadres of an economic system. However, in reality strategic planning, developing to strategic thinking as a philosophy of economic governance, have their objectiveness that determines the contents of strategic management. That objectiveness has been specified by the economic governance theory. In this paper, major problems and challenges in respect of implementing strategic thinking and planning into designing new management systems will be outlined. A subject of interpretation is the problem of outlining the strategic thinking and strategic planning role they may play in governing the postindustrial society’s economy. Major objective of the paper is to specify what the necessary and sufficient conditions are under which management systems would be designed ensuring implementation of that role. Interpretations, estimates and conclusions are made on the basis of: specifying essential traits of strategic management as a philosophy of economic governance; drawing out the main issues of decision-making process in the philosophy of strategic management; conducting qualitative analysis by using essential features of strategic management to appraise the content of present management practices.

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