Indigenous People and the Miserable Failure of Australian Planning

Abstract

Major changes in Australian law and significant research efforts have re-positioned Aboriginal and Torres Strait Islander peoples as important actors in planning. Yet, this has barely penetrated the consciousness of the mainstream professional community. Current requirements for professional competencies and planning curricula fall well short of preparing planners to productively engage with Indigenous people. The profession itself barely acknowledges the significant changes advanced in Indigenous studies and planning, and the new imperatives. This paper details the contemporary position of planning practice in Australia with regard to Indigenous people and considers the changes required to more justly engage with Indigenous rights.     

New Zealand—a newcomer to planning

The geographic location of New Zealand and the relatively small size of the industrial sector frequently creates a lag in the adoption of what would normally be regarded as standard practice in European and American companies. This paper discusses the results of a survey of executive attitudes towards planning in 138 New Zealand companies. The main objective of the survey was to establish the state of development of Corporate Planning in New Zealand.     

Manpower planning at national and company level

Discussions of manpower planning take place in the context either of national plans or of company plans. From time to time the view has been expressed that the coverage and the time scale of these two types of planning are so different that there is nothing in common between them. This paper considers whether, in practice, ‘manpower’ is really so different from ‘personnel’. After all, the individuals regarding whom both plans are made are the same people; in both cases the planners are concerned with the posts they are to fill, with their salaries and with their mobility.     

The benefits of planning with normative and heuristic approaches

The effectiveness of planning groups that used normative planning approaches and heuristics were investigated. The quality and innovation in plans developed using each planning approach were compared. Two studies were carried out in three organizations. In the first study, a ‘behavioral’ planning approach and a heuristic were used in a single organization. In the second study, a ‘systems’ planning approach and the heuristic were applied in two organizations. The field experiments demonstrated that the normative planning methods produced plans with superior quality and higher information levels. No differences in plan innovation were observed. Some guides for practice were derived from these findings.     

Strategic planning for social and political change

Formalized planning is currently applied to planning for operations and capital investment, planning for products and markets, and occasionally for manpower. However, there is little evidence that companies are producing formal plans and programmes to deal with social and political change. Unfortunately, public opinion is moving against business, action groups inside and outside companies are challenging the authority of management, and public officials and politicians are already framing new laws and regulations. Unless managers begin to get more involved in the framing of these controls they are likely to find laws enacted and enforced by people who have little knowledge or sympathy with business. In this article the author points up the necessity to assess the social and political challenge to their business, and formulate and implement social and political strategies and plans aimed at ensuring the survival and prosperity of their organisations.     

The financial crisis,investor activists and corporate strategy: will this mean shareholders in the boardroom?

The concept of stakeholder engagement is gaining increasing attention in the mainstream media and may feature as part of a corporation’s strategy for corporate social responsibility. Not only are boards considering how they might engage with key stakeholders, but stakeholders are also pursuing greater participation in the strategic decisions of companies in which they invest. While this is an emerging concept in companies governed by unitary boards, as in North America, the issue of stakeholder engagement in various forms is also entering debate in other countries around the world. In general, however, the idea of shareholder or stakeholder representation on the boards of most UK and Commonwealth companies is anathema. Forces now influencing the development of strategies for stakeholder engagement and the rise of active investors include changing corporate governance rules which give investors more power in the election of directors, the increasing role of pension plans and hedge fund investment groups which have produced investors who keep a close eye on company performance and value, and a sluggish or turbulent stock market as a result of the financial crisis initiated by the credit crunch in the sub-prime mortgage markets. In this paper the phenomenon of stakeholder representation is examined and results of a recent survey conducted among a large sample of New Zealand directors are presented. The findings suggest that these traditionally oriented boards are increasingly inwardly focused and are without an agenda for building and managing shareholder and stakeholder relations. Accordingly, such boards are unlikely to regard stakeholder engagement as a serious strategic issue and are thus also likely to miss significant opportunities in the changed business environment to benefit from stakeholder support.     

The components of strategic planning

What is the current level of strategic planning in the United States? What objectives are quantified in the strategic plans? What kinds of environmental factors are identified in the planning process? What areas are planned for? How often are the strategic plans reviewed? These are among the questions which were raised in a recent survey of 323 companies whose results are summarized in this paper. It is hoped that this study will permit practitioners to compare their planning with planning being performed in their industry.Suggested improvements in the stategic planning process include more frequent monitoring of performance against the plans, more comprehensive environmental surveillance, and greater emphasis on organizational structure plans. The strategic planning process was found to be constantly evolving and cyclical. The strategic planning activity expanded during adversity and contracted when business prospects were good.     

Spatial Planning in Ghana: Exploring the Contradictions

The purpose of this research is twofold: to explore the complexity of spatial plan preparation and implementation in Ghana using Kumasi as a case study; and second, to examine the contradictions of spatial plans and ‘actual development’ occurring in Kumasi. Using social science research methods (semi-structured interviews) and physical survey (land use plans), findings indicate that spatial planning in Kumasi is a bureaucratic process hijacked by urban planning agencies with limited involvement of urban residents. As a result, urban development is considerably influenced by spontaneous informal development patterns (i.e. self-organization). This phenomenon of self-organization is expressed in a context of uncertainty created by weak spatial planning system which encourages haphazard development. Regrettably, in Kumasi, self-organization is often overlooked by spatial planning agencies as they focused on rigid and exclusionary spatial plans. This paper advocates consideration and integration of self-organization processes in spatial planning efforts to respond adequately to the urban development challenges confronting Kumasi.     

Planning reform beyond planning: the debate on an integrated Environment and Planning Act in the Netherlands

Land-use plans serve a dual function. On the one hand, they are programmes for future development, plans for action. On the other hand, they have a regulative function in relation to construction and land use. This paper investigates how the interplay between these functions is playing a role in the current debate about the new integrated Environment and Planning Act (Omgevingswet) in the Netherlands. Initially, the government proposed abolishing local land-use plans and replacing them with a system of by-laws. However, this proposal did not survive the debate on this bill. This paper will shed light on the relationships between planning and regulation by analysing that debate.     

What kind of corporate planner do you need?

The planning literature ignores distinctions among types of plans and types of planners. Consequently, a systematic pairing of planners and a company's level of planning need is not well understood or implemented in practice. This paper provides two missing links in order to bridge this shortfall between theory and practice. One is a planning matrix which establishes six possible planning modes for a company based on its stage of development and management style. The second is a distinction between three types of planners who would be appropriate to each planning mode. The matrix plus the three categories of planners provides a new tool for management in its responsibility for planning the job of the corporate planner. In doing so, it also surfaces some underlying causes of organizational strain and stress associated with the corporate planner's position.     

Business planning in successful small firms

Strategic planning has been widely publicized during the last decade, but what has been accomplished by this management activity in smaller, high-growth firms? Business plans have been widely recommended for start-up funding, but we have noted additional uses for business plans in pratice. This article reports methods and results of strategic planning and written business plans in high-growth ‘INC. 500’ firms. In spite of a variety of obstacles, over half of the firms conduct strategic planning on a regular basis. Results of this study show that fast-growth firms develop written business plans as a product of strategic planning, mainly by five key management personnel. Written business plans are used more for internal management purposes than for start-up funding. Finally, the completion of strategic planning is positively associated with a firm's profitability. Based on survey and interview data, this article describes a four-phase model to help ensure effective integration of strategic planning processes and the resulting written business plans.     

Developing a corporate planning model for a small company

This article describes the development and implementation of a corporate simulation model for a medium-sized New Zealand firm producing a range of medium density fiberboard products. Problems associated with the design and implementation of a planning model in a relatively young, capital-intensive company are highlighted in terms of changing objectives and model requirements. An assessment of costs and benefits is included.     

Modelling a make or buy decision at ICI

Many of the long term problems facing management are so large that either a shorter term view is taken or they are split up into smaller components and analyzed independently. This paper describes a problem for which such approaches would have been invalid. To overcome this, Operations Research was used and a long range planning model was set up. This enabled exhaustive analysis over a planning period much longer than is usually attempted. The results of the study included a stable strategy, detailed operating plans and timetables of expenditures, and a readily accessed management information and planning review system.     

The coordination of short-run decision-making with long-range planning

The dichotomy of short-run and long-run decision-making in economic enterprises has gained widespread acceptance, both in practice and in the related literature despite the inherent interdependence of these decisions. The problem addressed in this paper deals with the proper coordination of short- and long-run planning. Structuring the overall decision problem of the firm as a dynamic programming problem, we find that a natural decomposition into long- and short-range planning results. In this decomposition, all decisions which must be made in the first segment of the planning period are allocated to the short-run decision-makers and all subsequent decisions to the long-range planners. Though several formats have been suggested in the literature for linking short- and long-run plans, most notably the use of shadow prices and of targets or quotas, we find that from a conceptual viewpoint these are inadequate mechanisms and that the proper connection involves the dynamic programming return function.     

Beating the virus: an examination of the crisis communication approach taken by New Zealand Prime Minister Jacinda Ardern during the Covid-19 pandemic

ABSTRACT

The Covid-19 pandemic has severely tested the leadership and communication abilities of political leaders globally. Guiding an effective response to the global pandemic has required leaders to demonstrate not only effective planning and coordination skills, but the ability to communicate clear consistent messages in an empathetic manner as well. In New Zealand the first confirmed case of Covid-19 was recorded on February 28 and over the course of March and April 2020, 1,132 further cases of Covid-19 were confirmed and 19 deaths – a much lower transmission rate than most industrialized nations. On 27 April 2020, New Zealand Prime Minister Jacinda Ardern announced that they had won the battle against community transmission of Covid-19. This paper analyses the speeches and public statements (n = 40) made by Prime Minister Ardern in March and April 2020 through the lens of crisis leadership and crisis communication. In particular, it looks at the use of different mediums (parliamentary statements, daily briefings, Facebook Live broadcasts and podcasts) as mechanisms for engaging in narrative and dialogue with the public. The paper underscores the importance of communication in crisis management and looks at how positive and consistent messaging inspires confidence and social solidarity.     

Linking aggregate production planning with marketing pricing decisions

In this paper, we link production planning decisions to marketing decisions that involve the price of product groups. The focus of this paper is the development of a closed-loop procedure for aggregate production planning and pricing. We seek to satisfy uncertain demand while minimizing total costs that include material, labour, and inventory holding costs. The procedure is useful for variable demand to update short-term aggregate plans.     

Leadership skills and the group performance: Situational demands,behavioral requirements,and planning

In recent years, the role of cognitive skills in shaping leader performance has received more attention. In the present study, the role of one key set of skills, planning skills, was examined with respect to leader emergence and group performance in a sample of 55 groups, containing 195 undergraduates, working on a business planning task. Leader planning skills were assessed along with structuring and considerate behavior under conditions where task complexity, group diversity, and turbulence were examined as potential influences on the need for planning and the need for leaders possessing planning skills. It was found that complexity, diversity, and turbulence influenced the quality and originality of group plans, as well as structuring behavior on the part of leaders. Leader structuring behavior interacted with leader planning skills in determining the quality and originality of group plans. The implications of these findings for understanding the role of planning skills in shaping leader emergence and group performance are discussed.     

Strategic planning—A new arrival in Hungarian industry

This paper outlines the fairly recent history of strategic planning in Hungary, which is still by no means widespread. Strategic planning in business has to co-exist with the official national 1 and 5 year plans. At the present time some 30 percent of Hungarian industrial companies have some type of strategic planning practice, and the rest have some version of official planning. Those with good independent planning practices have proved more able to survive in a changing environment.     

一种策略层项目计划的双目标优化方法

针对产品开发项目管理的实际情况,对策略层计划优化方法进行研究。以工作包的工作量估算为基础,以资源投入水平和工期最小化为目标,考虑各种约束条件,提出一种策略层项目计划问题的混合整数规划问题模型。以非支配遗传算法NSGA-II为基础框架,设计了一种改进的双目标遗传算法。该算法针对问题的特点,提出了基于资源平滑的解码算法。参考NSGA-III的关键特征,对拥挤密度计算方法进行改进。通过企业实际项目案例,验证了算法的性能和所提出的策略层项目计划方法的有效性。