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.     

Acquiring companies in the U.S.A.

This article lists the five important characteristics for the ideal acquisition candidate for investment in the United States. A good and long-lasting relationship takes much thought, planning and patience and the authors set out practical guidelines for companies seeking to acquire U.S. companies.     

Strategic planning in small and medium-sized companies

In analysing the characteristics of strategic planning applications in different types and sizes of companies, confusion often arises not because of the application but because of the definitions utilized. This paper analyses the use of strategic planning concepts in small and medium-sized companies in Holland. As the author points out, in this context the definition of small and medium-sized is determined by five strategically relevant criteria which are distinctive. The author points out, however, that whilst these criteria are distinctive of the category of small and medium-sized companies surveyed, they do not all have to occur at the same time; the higher the number that do occur, the more typical the company. Whilst this paper does not, as the author admits, represent the result of a systematic survey, the authors wide experience as a consultant is in itself a valuable background to his analysis. Indeed, the findings stated in this paper represent an analysis of the strategic planning practises of some 75–100 companies. Therefore, in view of the detailed criteria utilized and the number of companies analysed the results represent an important addition to our knowledge of the application of strategic planning.     

Long range planning in large United States Corporations—A survey

This paper presents the results of a survey of the application of strategic and corporate planning in 500 large U.S. Corporations. The authors sought to update and provide new understanding on a number of important issues including; the extent of long range planning in these firms, the organizational structure of their planning function, the prevailing attitude towards long range planning in the firm, the planning process in terms of content and revision frequency, and the perceived benefits and problems associated with long range planning. In concentrating upon these issues the authors provide an interesting and important insight into the current application of strategic and corporate planning processes as well as giving a number of indications as to where the theory lags behind the practice.     

Strategic planning and participation: A contradiction in terms?

This article deals with the role of strategic planning in organizations. The authors consider it of decisive importance that internal participation should be given more substance, for the particular purpose of reducing demotivation and alienation problems, especially in the field of strategic planning. The authors maintain that strategic planning should be embedded in the organization in such a way as to maintain flexibility and alertness and ensure that it can be controlled and managed. They present a framework for the organisational arrangement of strategic management.     

Setting corporate objectives using market required earnings

This paper examines and illustrates a new approach to corporate planning. The authors provide a framework which can overcome some of the more pernicious effects of long term corporate planning such as the gearing of the more fundamental commercial goals. The authors produce a rigorous framework as to the criteria upon which a corporate strategy should be based and then tested their model against the corporate planning activities of several large companies whose profitability rates were relatively high. Finally, the paper analyses the optimal method of utilizing the proposed model.     

Pitfalls in multi-national long-range planning

The authors of this article argue that too many companies are not getting the benefits which should be produced by their long-range planning systems. Of the many possible explanations for this, the authors concentrate on the major pitfalls which should be avoided in order to ensure good results. The article is based upon the results of a survey of planning pitfalls among corporations in six industrialized countries.     

Integrated planning for health care organizations, especially hospitals

Planning in health care organizations is of considerable current interest in this country. Furthermore, effective planning processes require, as a necessary condition for that effectiveness, development within a framework which considers the organizational, managerial and service delivery environment.This paper examines the concept of planning in relation to health care organizations. Through an examination of the effects which proper planning can have upon industrial organizations the authors analyze the possible impacts of planning procedures upon health care institutions. Their analysis leads to certain tentative conclusions as to appropriate organizational structure which could support effective planning. Whilst the authors have yet to test their hypothesis the conclusion they draw from their initial analysis are worthy of further investigation.     

A control engineering framework for planning

Control Engineering provides a convenient framework for analyzing and understanding the essential features of business planning and control processes. This is because the basic idea of a control hierarchy is fundamental both to Control Engineering and to the control of a business. Control hierarchies in both business and in engineering are information-processing devices. As a business grows in size and complexity, its control hierarchies grow correspondingly more complex (‘The Principle of Hierarchization’); this is in order to manage the increased information-processing load.The authors describe how the basic control diagram can provide valuable insight into the planning and control hierarchies of business systems. The authors emphasize that the ‘Control Engineering’ method of analyzing the management process complements exisiting theories of management planning and control.     

Five stages of growth in small business

As a small business develops it moves through five growth stages, each with its own distinctive characteristics. Because the transition from one stage to the next requires change, it will be accompanied by some crisis or another. Crises tend to be disruptive and the problems of change can be minimized if managers are proactive rather than reactive. Prior knowledge of what generates crises and what to expect in each stage will smooth the process of change. This article proposes a model of small business growth to enable managers of small businesses to plan for future growth. The model has been successfully tested and used by the authors in analysing and solving the problem of growing small businesses. The model isolates the five growth stages, the sort of things that will precipitate crises and the major strategies that should be considered at each stage. Its main purpose is as a diagnostic tool in analysing the firm's present position and in planning what will be required as it progresses to the next stage of its development.     

Scenarios in Europe—Who uses them and why?

The authors of this article describe a study of European companies the aim of which was to review the extent of multiple scenario analysis in company planning. They describe the differences in planning between users and non-users of the system, and analyse the benefits and drawbacks of using the system.     

How managers plan—the analysis of managers' activities

This paper analyzes the positions of Mintzberg and planning experts on the extent to which managers plan and the importance of planning to management. Mintzberg contends that managers do not plan. The ‘planning literature’ contends that planning leads to effective management. In a replication of Mintzberg's study, the authors found support for the planning literature's position. The discrepancy between Mintzberg and the planning literature is explained by the shortcomings of the observational method used by Mintzberg. A suggested modification of Mintzberg's method is given.     

Is your information system mature enough for computerized planning?

This paper presents the results of a study of computerized planning models in 235 firms throughout the world. The authors argue that organizational climate can be a serious pitfall to the inplementation of long-range planning systems. However, their view of climate extends beyond the traditional behavioral domain to include the sophistication of the organization's information system. The paper addresses itself to one of the key questions affecting the implementation of long-range planning systems. Why do some organizations develop computerized planning models and others do not?     

Rational and non-rational planning

People's views on planning differ widely, as this article demonstrates. Within the broad field of planning, strategic policy-making is becoming ever more important. The authors aim to discuss a number of well known concepts, methods and theoretical approaches as they appear in the business and management literature of planning. In Part 1 they indicate the variety of planning attitudes and discuss why planning is necessary and what it entails. In Part 2, with the aid of conceptual frameworks, they discuss various planning approaches and new developments and end with an examination of rational planning and strategic policy making.     

Integrating planning with management

Various authors have addressed different aspects of formal planning systems, often by looking at only a few of the component parts when prescribing a sequence of action steps to be taken. This paper addresses the subject by examining how the elements of a formal planning system can be linked by focusing on organization processes. The author contends that only such an approach will lead to a coherent, consistent, and comprehensive planning system.     

Developing a planning culture for more effective strategic planning

The literature of long-range planning is replete with justifications of the need for strategic planning and admonitions concerning its critical importance. However, both the literature of planning and its practice, as manifested in a variety of organizations as diverse as industrial firms, educational systems and law enforcement agencies, are deficient in specifying proven techniques and methodologies for marshalling organizational resources to effectively implement strategic planning.Over a period of years, the authors have consulted with a variety of business organizations and public agencies in the development and implementation of long-range planning processes. From this work has come an empirically-tested conclusion that the success of long-range planning in an organization is less sensitive to the parameters of the planning techniques that it is to the overall culture within which the planning is accomplished. Since most of the non-pontifical literature of planning focuses on planning techniques and specifications for planning processes, these conclusions suggest a critical void in planning methodology.     

Preventive planning for disasters

The authors have analysed the available data on disaster occurence and conclude that disasters are on the increase, especially in underdeveloped countries. They argue that a new approach to disaster is needed, one which emphasizes the continuing man-environment relationship. Within this approach, planning to prevent disaster should concentrate on long-term precautionary planning integrated into development planning utilizing, as far as possible, local awareness of the disaster problem. This long-term approach to disaster planning is a more effective way of offsetting disaster than a heavy emphasis on each individual disaster event and the relief measures which accompany it.     

Manpower planning and individual goals

Manpower planning is often considered as a subsystem within industrial organizations, containing a hierarchy of levels. In this article it is suggested that manpower planning has to reconcile the organization's profitability and employees' individual needs and goals. An attempt is made to analyse some recent manpower planning studies with special regard to the consideration of individual goals and their treatment. In conclusion, the authors propose an approach to considering individual needs and goals in manpower planning systems.     

Corporate planning in local government—a case study

The authors set out their view of the peculiar problems facing corporate planners in local government as compared with the private sector and their view of the nature of corporate planning in this special environment. By way of illustration as to how one local authority has attempted to introduce corporate planning, the article includes a case study of the City of Bradford Metropolitan Council.     

Marketing planning in India—A survey

This paper describes the response to a study of the marketing planning function in large-size companies in India and the techniques used to assess the level of sophistication achieved. The authors analyse their findings and conclude that although a high level of sophistication had not yet been achieved, the process was accelerating and there was a positive relationship between the size of the company and its profitability and the accompanying level of marketing planning sophistication.