Long range planning and the church

This article examines the incongruence of long range planning within a traditional religious organization, analyses the performance of a typical work-unit and describes the difficulties encountered in regaining a clear grasp of the purpose of the institution and an accurate and objective evaluation of its task performance within its present context. The second half of the article outlines the performance and management of an alternative, functional work unit for the church and highlights the dynamics of change from traditional to functional with particular reference to the role of the organization analyst, or analytic group, as a functional change agent.     

Long range planning and organizational performance

The study which is summarized in this article was undertaken with a view to measuring the effects of formal integrated long range planning upon commonly accepted financial performance measures in industrial concerns. Ninety U.S. companies took part in the survey representing five generic groupings (Clothing, Chemicals, Drugs and Cosmetics, Electronics, Food and Machinery). The authors conclude that the top management of any profit seeking organization is delinquent if they do not engage in fully integrated long range planning.     

Long range planning for universities

Slower growth in the demand for university places, increasing volatility in the composition of this demand and governmental cut-backs in higher education have created new pressures on university managers. Universities have, however, not adopted long-term strategic planning as a means of handling these problems.

Despite obvious differences of mission and market, the university shares all the problems that business concerns have in adapting to a changing environment. A systematic approach to strategic planning in universities is outlined. The system represents an interesting case study of long range planning for non-profit making service institutions, an expanding sector of today's economy.     

Long range planning in Bell Canada

The objectives and activities of Bell Canada's Business Planning group are outlined. The Business Planning process of obtaining inputs, organizing the data base, and creating outputs is elaborated. Inputs are derived from original research efforts such as trend extrapolation, Delphi research and survey research. Selected results from Business Planning studies are illustrated. Inputs obtained through secondary research activities are also outlined. The creation of a key-word-indexed on-line information retrieval system to organize the data base is described. The underlying group philosophy of developing outputs that support and/or stimulate the executive decision making process is stressed in the development of Business Planning Outputs.     

Long range planning for information services

An integrated method for the long range planning of information services is presented. The problems associated with such planning are discussed along with requirements for such planning. The method consists of six stages beginning with understanding the current environment and ending with the criteria evaluations of projects. An intermediate level, strategic information services planning, is proposed to develop a project slate to be activated through an action plan. An approach to implementation is suggested. Two applications are discussed.     

Long range planning at continental oil

This paper discusses the process of long range planning in Continental Oil Company. Although this process has been developed to meet the needs of a large privately owned U.S.A. company, much of what is discussed would apply equally well to any large industrial organization. Some modifications would be necessary for smaller companies, but the basic principles of planning, would be unchanged.     

Long range planning of paper and board supplies

Most standard textbooks identify three essential elements of effective corporate planning: an information input of appropriate depth, critical appraisal of the company's relative position and application of advanced evaluation techniques. Extension of the vision period, for long range or strategic planning, will unavoidably introduce further complexities into these constituent routines of corporate planning as well as into the strategic decision making process. The author reviews the long term outlook for paper and board suppliers and users and points out the strategic advantages of these basic materials.     

Long range planning for the small firm

The article describes a clear and effective method to undertake basic Long Range Planning. The method has been developed for the busy managers of small firms which do not carry specialist staff. The method involves a single page worksheet on which will appear the entire basic long range planning process. The method can be described as 'Every- managers Long Range Planning!     

Long range planning in large United States banks

This study indicated that there is considerable interest in formal strategic long range corporate planning among large U.S. banks. Officers in a total of 97 large U.S. banks provided information on their bank's efforts in the area of long range planning for this study. The data indicated that the percentage of large U.S. banks with fully developed and operational long range planning systems is rapidly increasing. Information on the organization for long range bank planning and the administrative procedures being utilized are presented and discussed. In addition, information on problems that the bankers are experiencing in implementing and operating their long range planning systems are presented.     

Long range planning— An open systems view

Long range planning has been identified as a major managerial factor for many years. Unfortunately, some important factors have not been adequately incorporated into the planning process. These componets of open systems theory—the environment, goals, and strategy— are discussed and integrated into the long-range planning process. This procedure will make for a more successful and effective planning operation in organizations     

Long range planning and regional policy 1 Britain— a European pioneer

What is the significance of “regional policy” in Europe today? It is certainly a political force. It was a major factor in the resignation of General de Gaulle last year and a European Conference of Ministers of Regional Planning is being convened to consider it this year. But as a subject it is not always easy to grasp. It seems to touch on many things-environment, employment, democratic participation and long range planning. Its actual shape varies from country to country. At the same time, many Europeans, including the Commission of the European Communities, are convinced that there are common European problems that urgently require a European regional policy to solve them. This article, which will be in four parts, begins by examining the experience of regional policy in the UK, France, Italy, Germany and the European Communities. Its last part will discuss the role of long range planning in achieving an effective regional policy at European level. The author is carrying out research into regional policies in the European Communities and the United Kingdom with financial support from the Social Science Research Council.     

Long range planning society report Challenges in corporate planning—Third international conference on corporate planning—Brussels September 1973

Organized by the European Society of Corporate and Strategic Planners and jointly sponsored with the International Affiliation of Planning Societies this proved a valuable opportunity for over 400 delegates from 25 different countries to hear distinguished speakers and meet together.     

Long range planning of U.K. and Japanese corporations—A comparative study

The author conducted mail surveys on long-range planning systems in Japanese and British corporations. He also made a number of visits to corporations in both countries to analyse the similarities and differences in the planning systems.In the U.K., the clarification of goals and the resource allocation are emphasized but in Japan clarification of goals and basic problem finding are stressed.The strategic projects are not necessarily formulated in the long-range planning process. The relationship between the project and the long-range planning was analysed and in both countries, the trend of long-range planning is towards more strategy orientation than quantitative computation.The planning process in Japan is more centralized. The management committee plays an important role in reviewing and making the final decision. In the U.K., the plan initiation is more decentralized, and in the final decision the board of directors plays a more important role. The trends are, however, from bottom up approach to top down approach.Goals expressed in the long-range plan of the U.K. corporations put more emphasis on financial goals, but that of the Japanese corporations emphasizes growth and employee welfare.Regarding the style of strategic decision-making the subjective responses show that it is partly analytical and partly intuitive. There are some differences between two countries, but this problem needs to be analysed further.To cope with uncertainty, multiple scenarios and contingency plans are more frequently used in the U.K., whereas in Japan the sequential decision is more commonly used. British corporations are better prepared for uncertainty than Japanese corporations.The key success factors of long-range planning are similar in both countries. The involvement of top management and cooperation of line management are two important items. Differences are that in the U.K. the planning system is emphasized in addition to the other factors, but in Japan clear goals are more emphasized.     

Forestry and long range planning

The traditional approach of foresters to the uncertainty endemic in an undertaking with a planning horizon which often must extend over several decades is summarized. The manner in which foresters have adapted more recently developed planning techniques to the requirements of forestry planning is then briefly described and it is concluded that however refined the techniques and however skilful their application, investment in tree growing must still imply a large measure of simple faith in the continuing utility of forest outputs to future generations.     

Management training film on long range planning Made in association with the Society for Long Range Planning

This paper describes the thinking behind the making of a film on Long Range Corporate Planning. The author acted as Technical Adviser to EMI who have made the film “FOCUS THE FUTURE — introducing Long Range Planning”.     

Long term planning for coal

The Interim Report of the Coal Industry Examination was published in June 1964, representing the result of Tripartite discussions between the Government, the National Coal Board and the unions. One of the principal conclusions of this report was that the government endorsed the Board's long-term ‘Plan for Coal’ as a broad strategy for the industry. It is perhaps appropriate, therefore, to review at the present time the kind of considerations which needed to be taken into account in drawing up a long-term ‘Plan for Coal’.