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Strategic Planning strategic planning in companies seeking to introduce strategies such as planning where they should develop plans to compete and stay successfully in a market with daily changes. Sallenave (1991), states that "Strategic Planning is the process by which the leaders ordered their objectives and actions in time. There is a domain of top management, but a process of communication and decision-determination which involves all the company's strategic levels. " Bacal (2002) states that strategic planning must include values, objectives, analysis of external factors, available resources the organization and management, the divisions have a receipt of planning in the company, its must be bound to do this.

Mintzberg and others (1997) present a strategic planning framework which must meet the following steps: establishing the mission and long-term objectives, reviewing the external environment, evaluate opportunities and threats, the company's internal review, evaluate strengths and weaknesses and define strategies. The Interministerial Committee for the Modernization of Public Management, Chile (quoted in Villalaz, 1999) suggests that developing a strategic plan involves an efficient, effective, efficient and better quality of life for those involved in the company and where workers are well performance and improve production. Proper strategic planning requires broad knowledge of the company, improving communication, teamwork and coordination. It emphasizes the analysis of environmental and internal characteristics.
The stages of the strategic plan are the diagnosis of the current situation, the organization's internal analysis, external analysis, the structure of the organization including the mission, vision, corporate values, strategic objectives, strategic plans and policies. The diagnosis of the current situation is the stage in which external clients must identify and take into account their interests and demands to be met to deliver a service that meets their expectations, identify internal customers are in charge of management, they must be involved because if workers are satisfied it leads to external customer satisfaction. (Op.cit.)
The internal analysis is to identify the strengths and weaknesses that the company has with respect to its operations, are the issues that led to the current operation should analyze the material and technological resources to find the ability to achieve the stated objectives, human talent that makes up the organization they must know their levels of training, a sense of belonging, the degree of identification with their position should also observe the organizational capacity, organizational structure, operating manuals and finally forms of formal and informal communication to see how it information arrives at different levels. It should identify the strengths that are positive aspects that contribute to good management, they should encourage and weaknesses are factors that hinder the smooth functioning and should be eliminated or corrected.
The external analysis is to identify external trends that may affect the organization. The positive aspects that the medium offers are opportunities and obstacles presented are the threats. The development of the country, the political, demographic, cultural, scientific resources, needs of people in terms of education, transport, communications and others. Should take into account the threats and opportunities to learn to use them for optimum performance and compete in the market. To study the external and internal analysis are various methodologies of these is the SWOT matrix and Foda, where he studied the weaknesses, opportunities, strengths and weaknesses, should develop strategies to turn weaknesses into strengths and threats for the company . Senge
exposed (267) that strategic planning should be a cornerstone of organizational thinking long term and should be viewed "as a way to move towards the future, the majority of managers under some pressure, they admit that their strategic plans reveal more about today's problems that the opportunities of tomorrow, "which is a problem because they are not watching a future but is planning as a way to solve the problems at the opposite of what should be that is to devise a compromise that achieves the objective workers.
Strategic planning is responsible for envisioning the future and outlines the mission, values \u200b\u200band objectives "of both the objectives short-term and long term objectives should be translated into smaller units (areas, departments, branches, etc.) and targets for each employee. "(Bacal, 2002. 41)

historical reference of the Strategic Planning

Mata (2007) states that strategic planning emerged in the mid 1960, by economists "the greatest influence is due to Alfred Marshall, who was the founder of the modern economy" (op.cit , 1) who is very interested in the company, the limits of expansion and competition with rivals, Peter Drucker concluded on importance of formulating goals for achieving success and revealed that the being and doing business must be based on the client. "From 1960 to 1973, the strategy is developed as a discipline. It is the golden age of the so-called strategic planning. The influence of Strategy and Structure (1962), Alfred Chandler and Corporate Strategy (1965), Igor Ansoff was decisive "(op.cit p.2). Chandler spoke in his work on strategy and organizational structure for its part Ansoff it does with respect to business strategy, competitive edge and gain agreement on investment. Kenneth Andrews of Harvard Business School argue that the strategy should be carried out in 4 stages, which first has to do is Diagnosis by SWOT matrix (weaknesses, opportunities, threats) where they must analyze the external and internal business, not the environment itself, but the external environment affecting the company, this basic tool is used by many companies. In the beginning the strategic planning was addressed only by the planners in charge of deciding by companies focusing on business and business growth; in 1973 after 15 years the strategy suffered much criticism as it applied regardless of conditions each company, but its revival was possible thanks to Michael Porter in 1980 that sets out the strategic analysis of business units and sets "Value chain as a tool for internal analysis" (op. cit p.4).

Henry Mintzberg in 1994 (cited in Mata, 2007) is one of the scholars who has made criticism of strategic planning suggests that the environment can not be guessed, but this criticism has no more room now because companies must predict the future to see how they will address the most effective way the problems that arise, the strategy is related to the direction and therefore should not be viewed as a formal process and a requirement that meets the planning direction, also We need a change to the formality of the strategies that should reach everyone so lead change and continuous learning, not seen as a bureaucratic but as a tool to meet the proposed objectives. BIBLIOGRAPHY

• Ansoff, I. and McDonell, E. (1998) Strategic management in business practice 2 nd edition. (M. Sánchez, Trans.). Mexico: Pearson Education. (Original work published 1990)
  
• Bacal, R. (2002) Get the most out of your computer. Madrid: McGraw Hill
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• Corredor, Julio (1997) Strategic Planning: Perspective for implementation in Venezuela. Third Edition.
  
• Corredor, Julio (2007) References XXI Century Planning.
  [Online Document] Available: http://www.cendes- ucv.edu.ve / pdfs / La_Planificacion_del_siglo_XXI_ (Julio_Corredor). Pdf See: 2008, May 24
  
• Gómez, Omar (2005) Planning Strategic. Ecoomía contributions,
  [Online Document] Available http://www.eumed.net/ce/ . Query: 2008 May 13
  
• Mintzberg, H., Quinn, J. and Voyer, J. (1997) The strategic process. Concepts, contexts and cases
  (Issue Brief). Mexico: 1 ª Ed Prentice Hall, Inc.
  
• Senge, Peter (1998) The Fifth Discipline. Editorial Granicus. Barcelona, \u200b\u200bSpain.
  
• Vega, Rosa (2006) The dialogical relationship between strategic planning and organizational learning
  . [Online Document] Available: http://search.ebscohost.com/login.aspx?direct=true&db=zbh&AN=24105573&site=ehost-live . Query: 2008 June 17

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STRATEGIC PLANNING HUMAN TALENT-ORGANIZATIONS LEARN

The architecture is to shape the space and claims based on human needs, learning organizations are called learning organizations that differ from traditional linear and authoritarian. Senge (1990) defines Learning Organization as the organization "in which the person can not stop learning because learning is part of the fabric of everyday life", as people strive to continuously and are responding to change in accordance to the learning process of people in the organization is going to be able to be more competitive and efficient learning from successes and failures that occur.

In Senge (1990) Learning Gender refers to the creation, requires "systemic thinking" vision shared, "" personal mastery, "" team learning "and" creative tension "(between vision and current reality.) Companies must have multiple approaches to observe their surroundings and absorb all of this, through of this learning, recruitment processes, structure and knowledge transfer. Learning, technology and knowledge is the key to enabling organizations to be smarter and that will create and are going to adapt strategically to market. Learning Organization seeks to ensure that all staff learn and implement their skills and make commitments and can achieve effective and efficient processes through teamwork, when the human talent to efficiently reach the necessary information interacts with knowledge and at the same time are stored in a memory of the organization, it may be able to be smart, because it has a developed intellectual capital and work in this regard. Companies must create environments that facilitate dialogue, two-way communication, experimentation in this way to make up organizations to learn and know that no matter what individual if the organization is not conducive environments for their performance and to develop.

People working in organizations have an element that makes human talent and this is knowledge and that by this will be adequate basis for decision-making, learning organizations that are devoted to the proper use of knowledge as opposed to traditional organizations where the employee only works to accomplish its task without giving and transforming. BIBLIOGRAPHY


Senge, P. (1990) The Fifth Discipline. New York: Doubleday