Forest policy— formulation and implementation

This paper is concerned with the development of plans and policy with the U.K. State Forestry industry. The author outlines the structure within which plans and policies are developed. He emphasises the need for governments and foresters to be more aware of each others needs and potentials in planning. He highlights the problems of valuation in forestry (social as opposed to the private costs and benefits). Finally he suggests the components of an effective planning system in the forestry environment.     

Public planning and political strategy

Planning theory and practice derived from corporate experience, management science and rational decision theory have had little influence on decision-making in the public sector. The political environment and organizational complexity of public decision making render conventional approaches to objective, rational, comprehensive planning of limited value in government agencies and in private corporations involved in public policy making. A more effective approach to strategic planning and management must be based on an understanding of the political dynamics through which policies are made. It must adopt a variety of styles directly related to major functions in the policy making process and use a variety of political intervention and influence techniques that facilitate the implementation of plans and policies.     

An integrated approach for manpower planning in the service sector

The manpower planning problem receives considerable attention by the management of service organizations because they are typically labor intensive. Not only must optimal staff sizes be determined over an extended horizon, but optimal staff schedules which assign labor to tours of duty and specific tasks, given the available staff size, must also be found. Adding to the complexity arising from the interrelatedness of the staff-sizing and staff-scheduling problems is the existence of the conflicting multiple objectives of minimizing costs and maximizing customer service. The few methodologies reported in the literature which treat the complete manpower planning problem as stated above have several shortcomings. Some techniques place a severe strain on computational capabilities. Also, these methods confound the specification of the goal levels with the analysis of the relative goal weightings. Often the specification of the desired goal levels is made at a different level in the organizational hierarchy than the specification of the relative importance of the various goals. This paper suggests an approach which overcomes these shortcomings. The methodology utilizes a simulation model with an imbedded heuristic procedure for the staff-scheduling problem to identify realistic aggregate staff-size goals to be used in a multiple-objective staff-sizing model. The methodology is applied to the manpower planning problem of a large sectional center post office and the managerial benefits are discussed.     

A review of capacity planning techniques within standard software packages

This paper gives a review of capacity planning techniques from which today's standard software packages for production control make their choice. The following techniques are discussed in the paper: four variants of the rough cut capacity check, capacity requirements planning with infinite and finite loading, input/output planning without and with individual work orders, and a number of sequencing techniques. An important issue throughout the paper is the concept of robustness and nervousness of planning techniques, Aspects of interaction between techniques and human planners arc given. The human planner is still an important factor in capacity planning.     

Strategic management: lessons from success and failure.

Is Corporate Planning a failure or a success? In this article David Hussey assesses the research which has been done on the planning process and concludes that Corporate Planning obviously has the potential to improve business performance but for many reasons this potential has not been realized. He then examines the attempts which are currently being made to persuade managers to ‘think strategically’, to use portfolio analysis scenarios and other techniques of strategic analysis. He asserts that to succeed, the planner or the consultant in planning must use these and other analytical approaches to help managers ‘to change the perceptual boundaries of the strategic problem’ and generate strategies and action programmes which will enable them to compete successfully in world markets.     

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.     

The social organization of terminal care in two pediatric hospitals

Some of the characteristics which distinguish social planning from planning in the private sector, or in publicly owned industry, are identified. A survey of OR investigations (both tactical and strategic) in the area of urban planning supports the case that the mainstream OR contribution does violence to the nature of the system under study. In particular, problems are formulated in terms of (or transformed into) single objectives, to be optimized; aspects of the social world are subject to wholesale quantification, with resulting distortion; models make implausible data demands; project definition and execution reinforce the ‘scientisation’ of political debate; problems are formulated on the assumption of a single hierarchically powerful decision-maker; and problems are formulated as if they must be solved in toto at one point in time. It is suggested that we should look to the converse of these qualities for new directions in the application of operational research in urban planning. Some examples are given of techniques and approaches which exhibit these alternative characteristics.     

SIMULATION AND SEWAGE

Faced with increasing pressures on environmental issues, municipal and industrial planners must incorporate changing technology into planning processes. Conventional approaches to wastewater treatment plant design severely limit the ability of the designer to evaluate alternative design configurations. This paper suggests that computer simulation techniques can provide solutions to many of the problems which confront a designer. A simulation model of a hypothetical sewage treatment plant is described, and some of the design trade-offs that can be evaluated with the model are presented.     

Relocation or dislocation?—A planned approach to location

The commercial success, or indeed the survival, of an enterprise depends on forward thinking. Whether planners use sophisticated planning and modelling techniques or simply rely on hunches the objective of their planning is to project the economic environment, the market for goods and services, technological developments, etc. It is a fact, however, that relatively few enterprises, except those engaged in physical distribution, appreciate the often critical strategic importance of the location of their operations. The author deals with the factors involved in any decision to relocate.     

Tioxide: Computerization—The key to the future in financial planning

As the capability of new computer systems becomes increasingly sophisticated, so does the application of computer techniques to financial and strategic planning become more relevant to management. Planning and practically all forms of decision-making are concerned with the future, which necessarily is uncertain and therefore difficult to plan for. Forecasting methods, however, can suggest trends and it is possible to reduce the number of possible futures to a manageable number, in effect, creating scenarios. But the viewing of multiple scenarios in a manual accounting system is impractical, given the sheer volume of work, and this is where the facilities offered by computerization can assist decision-making greatly. The case study illustrated here concerns a multinational company with production facilities in seven different countries, using a sophisticated financial software packege for strategic and financial planning applications. The article traces the development of Tioxide's association with a financial modelling package, Planmaster, from initial use on a time-sharing basis to the changes in hardware manufacture which made it possible to run what is essentially a mainframe program on the desk-top microcomputer of the planning department.     

Linear programming and financial cost models for industrial enterprises

Linear programming models of complex interrelated manufacturing enterprises have improved production planning decisions. With a linear programming formulation, the planning engineer concerned with specifying levels of production activity need not be concerned with cost accounting formulations of product costs to make his production decisions. He is only concerned with examining alternative production activities in terms of the added production costs the activity incurs, and the amount of product that is fed or consumed. The financial analyst, however, is concerned with development of budgetted average product costs. He must roll the costs of feed and intermediate products down to the final stage products. This paper bridges these two interests by demonstrating a methodology for the direct translation of the solution of the linear programming model to the development of rolled product standard costs.     

A decision support tool for planning bills-of-material

In this paper, the framework for a decision support tool for planning bills-of-material is presented. This tool generates a set of modular planning bills-of-material from the manufacturing bills-of-material for a company. The tool attempts to consolidate options in a product family which are specific. The force with which the tool attempts to consolidate two or more options is dependent on the financial control parameters. As well as having a minimum amount of common material, the financial value of such a match must also be of sufficiently high value to be worth planning together. The tool also examines the long-term inventory effect of planning two or more options as common.     

Some law enforcement operations implications of crime seasonality

Criminal justice system policy makers have recently begun to utilize sophisticated techniques of analysis to explore questions of resource allocation and program evaluation.^{1, 2, 6, 8, 10} All too often, however, the benefits of such techniques have been denied to the large proportion of criminal justice units which lack access to extensive computer facilities and large technical staffs. This paper illustrates how one important crime data time series property—seasonal variation— may be adjusted for and utilized with some fairly simple procedures. The police operations and planning implications of the presence of seasonality in crime data are then examined. The authors develop their discussion with reference to seasonal variation in monthly data on major crimes for a large United States urban area, Miami, Florida. The time period of the study is 1949–1972.     

Game theory technique in investment planning

A planner makes use of various techniques in the process of planning. One of the techniques, which could be used effectively by the firm in investment planning, is the Game Theory. The purpose of the paper is to explain this technique with illustrations. The author has used this technique successfully in several decision-making situations and one of the real-life applications is presented here.     

Assessment of aircraft logistics planning models

An assessment of military logistics planning models offers a great deal of information about the modelling state of art. Such tools include both analytic and simulation model types. They can deal with both static and dynamic characteristics of the environment. They require highly detailed data for their operation and can compute over a large number of interacting variables. Unfortunately, these models do not satisfy adequately the requirements of the particular logistics issue for which they were assessed, which is whether such models can be used in early logistics planning for new weapon systems. One difficulty is that such planning must make extensive use of tradeoffs and sensitivity analysis to take account of the flexibility and uncertainties existing at the early stages. Another is that the existent models call for detailed data which is usually not available at that time. Therefore, although the models do fulfill a particular useful planning function, they must be replaced or augmented by a new class of models that will much more closely satisfy the planning need. This new capability requires a serious research effort that will benefit not only the military logistics planners, but also other planners dealing with large capital development programs.     

Decentralized planning with an interdependent marketing-production system

An interdependent marketing-production planning model based on control theory is described. The interdependent model is a composition of the Vidale-Wolfe model relating advertising rates to sales rates, and the Holt, Modigliani, Muth & Simon (HMMS) production inventory planning model. An overall optimal marketing-production plan is identified using the interdependent model. This overall optimal plan (resulting from centralized planning) is then used as a reference point to measure the effectiveness of decentralized planning approaches. It is found that in some cases almost no coordination is necessary, in some cases the use of a transfer price leads to good decentralized planning, and in other cases centralized planning must be employed to achieve good results. Several examples are presented to illustrate the cases in which decentralized planning does and does not work well.     

How planning and capital budgeting improve SME performance

This paper focuses on the use of strategic planning among small and medium sized enterprises (SMEs) in the UK manufacturing sector. It analyses the relationship between the intensity of strategic planning, business objectives, perceived performance, changes in the business environment and the use of capital budgeting techniques. Capital budgeting is of particular interest as an area of investigation, and is one which has seldom featured in previous studies of strategic planning behaviour. These issues were investigated via a survey of UK manufacturing SMEs carried out in the winter of 1996/97.

The key results suggest that SMEs incorporate a range of objectives into their strategic planning process, with profit improvement perceived to be the most important objective, followed by sales growth. SMEs engaged in detailed strategic planning are more likely to use formal capital budgeting techniques, including the net present value method, which is consistent with maximising the companys' value. Perceived profitability and success in achieving organisational objectives were positively associated with planning detail, suggesting that strategic planning is a key component improving performance. Planning detail was also associated with a significantly higher level of perceived change in the business environment.     

Tools and techniques of long-range planners

Long-range planning is concerned with the integration of predictions with corporate strategies. Both practitioners and scholars of management have frequently proposed approaches to planning that they believe to be helpful. The purpose of this paper is to report which techniques and tools and what approaches to planning are actually being used. It is hoped that this information will provide the executive or practitioner with a framework for evaluating his planning practices relative to other planners.This paper is divided into four parts. Part l provides information concerning the survey and data on which this article is based. Part ll deals with the planning process in approximately 400 business firms. Part lll examines the use of two planning tools—outside consultants and computers/mathematical models. The last section presents a summary and some general conclusions drawn from the analysis.     

Strategic planning in a changing corporate environment

Strategic planning is about nothing, if it is not about attempting to achieve desirable futures. In the past this has often been seen as an excuse, or indeed a necessity, for fixed goals which are constantly timed. Such a state of planning has, fortunately, for a long time now been discredited and this paper concentrates upon the concepts of strategic planning within the changing corporate environment, an environment which therefore has to effect both the goals as well as the process of planning. Furthermore, the author concentrates upon the concept of a planning, allocating, and monitoring cycle of strategic planning which sets the strategic planning concept within a process cycle as well as within an effective allocative structure. The author considers this latter point an extremely important one since, as he says, ‘planning can become a very sterile and barren activity if it is not viewed integrally with acting and doing’. Finally, this paper concentrates on the important fact that planning must, within a dynamic environment, be an iterative and a learning process.     

Strategic planning in government-dependent businesses

As the role of government has expanded in various countries, standard distinctions between the public and private sectors have become blurred. This paper explores the special context within which strategic planning must take place in organizations with a very high dependence on government. Four types of government dependency are considered: ownership dependency (public enterprises); regulation dependency (private, regulated firms); input-dependency (e.g. non-profits dependent on state funding); and output-dependency (e.g. defence contractors who sell a considerable portion of their output to governments).Despite their seeming differences, all four types of government-dependent organizations (GDOs) experience five distinctive problems that seriously limit the relevance of traditional planning models (or what are often referred to as ‘rational, comprehensive models’). They are: fragmented strategic decision-making authority; heightened goal ambiguity; politicization of strategic decision-making; short-term orientation and internal bureaucratization.The concepts of strategy and strategic planning are as relevant to Government dependent organizations (GDOs) as they are to other kinds of firms, although the planning system has to be designed somewhat differently. Six tentative guidelines for designing the planning system in GDOs are presented in the paper: (1) plans must be ‘negotiated’ rather than ‘formulated’ in GDOs; (2) outsiders must be involved in the planning process; (3) socio-political issues must be integrated with technoeconomic tissues; (4) top management must play an active role in running the system, especially in managing interfaces with government; (5) the planning system should emphasize flexibility over discipline or rigor and (6) plans must be written up with the expectation that much of their contents could become public knowledge.The paper concludes with the view the GDOs may have a lot to learn from one another despite superficial differences in institutional status (public vs private) and nature of goals (for- profit vs not-for-profits).