Calling out and calling off the dogs: managerial diagnosis in public service organizations

Decision-makers spend their professional lives identifying situations that merit action. Nutt defines this process of placing problems in action or deferred categories as "managerial diagnosis." It is felt that this is a critical aspect of managerial action because it rests on assumptions that need to be considered in project planning and evaluation. To facilitate future studies of the effectiveness of managerial behavior, a framework of fourteen propositions which describe the process of managerial diagnosis is presented. The author says that: 1) the manager will defer those perceptions where performance exceeds expectations; 2) decision-makers are goaded into evaluation (a process used to measure performance or comparative alternatives) by stimuli such as conflict, uncertain performance, and uncertain expectations; and 3) evaluation findings are deemed acceptable only when they reduce conflict.     

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     

A MODELING SYSTEM FOR HIGHER EDUCATION

This paper describes a new class of modeling systems for planning and management in higher education. Such systems have been developed in response to the growing need for models that can be individually tailored to the user institution; they are designed also to minimize the burden of data collection and the need for costly in-house expertise that characterized earlier large-scale models. In addition to presenting the basic design concepts of such modeling systems, this paper will discuss a variety of managerial applications for which one such modeling system has been used.     

The Role of Operational Interdependence and Supervisory Experience on Management Assessments of Resource Planning Systems

Greater interdependence among workers and activities not only increases the need for internal communication, but it also imposes complications and barriers to effective information exchange. Intraorganizational communication capabilities of certain information systems can help overcome these barriers. However, the extent to which certain systems are promoted as communication tools depends largely on management's interpretation of their usefulness, which in turn may be largely dependent on operational context and managerial experience. We use a controlled experimental approach to study how these issues interact to impact managerial assessments of resource planning systems. Results show that managers value the communication capabilities of resource planning systems more so in highly task‐interdependent contexts and that these assessments are still more positive among managers with greater supervisory experience. As a result, these findings pose direct implications regarding the management support of technology use.     

Tackling the human problems in planning

This article presents findings from the first phase of a research program on the management of long-range planning systems. The initial focus is on behavioral problems encountered by those using planning systems and solutions for dealing with them. Both the problems and solutions were identified by chief planning officers during a university sponsored workshop. Some observations are offered about the way in which managerial thought processes affect the potential for resolving complex behavioral problems in organizations.     

Why planners don't

This paper deals with a study which the authors undertook of the planning function in five major U.S. corporations. None of the five engaged in true strategic planning. The authors advance explanations for this relatively low level of planning activity, based on the environmental, organizational, and managerial characteristics of the firms. The authors urge the rapid development of a more sophisticated contingency theory of corporate planning to facilitate practice, teaching, and research.     

THE USE OF INDUSTRIAL SOFTWARE TO CREATE EXPERIENTIAL LEARNING ACTIVITIES IN OPERATIONS MANAGEMENT COURSES

Computer-based manufacturing planning and control (MPC) systems are widely used in industry to gain competitive advantage through integration and coordination of managerial activities. In collegiate business schools, important operations management activities are taught and studied, often by sequential examination of discrete topics such as aggregate production planning, master production scheduling, capacity planning, material planning, and production activity control. This paper explores the potential use of industrial MPC software in the classroom to create experiential learning activities that address the dynamic and integrative nature of operations management. Experiences with this pedagogical approach over the past decade are reported.     

Design of a strategic planning management information system

Information systems that are to support strategic planning must be developed on bases that reflect the unique nature of strategic organizational decisions. This paper presents a systems design methodology which implements five basic criteria for the design of a strategic planning Management Information System (MIS). The methodology uses discriminant analyses of the perceived importance to managers of various categories of strategic information to delineate the most significant information requirements of various managerial groups. These results are augmented with similar analyses based on the personal characteristics of the potential system users in order to implement a design criterion related to the integrated nature of a planning MIS and a ‘teaching’ objective which is posited to be valid and feasible for such a system.     

Production planning of mixed-model assembly lines: a heuristic mixed integer programming based approach

Process technology capabilities are becoming increasingly important as flexible manufacturing continues to be more prevalent, and as competition compels companies to provide expanded variety, at ever lower cost, so introducing plant and processes technological constraints. Model flexibility can also benefit from an appropriate production planning process, especially concerning mixed-model assembly lines, since it can facilitate master scheduling and line balancing activities, which are essential aspects of flexibility. Robust and practical planning approaches have to take into account two different aspects: the first consists in ensuring that the elaborated aggregate plan can be disaggregated into at least one detailed feasible plan for the realised demand, whereas the second in ensuring that this detailed plan is feasible at the operational level. This article faces the model flexibility challenge, reviewing and discussing the planning problem of a real world assembly manufacturing system, producing high volume and a variety of agricultural tractors and machines, analysing and resolving some important issues related to technological, organisational and managerial constraints. This article illustrates the implementation of an Advanced Planning System integrated with a mixed integer-programming model, which is solved by a new iterative heuristic approach capable of achieving interesting planning improvements for model-flexibility management.     

EFFECTS OF LEARNING ON RESOURCE ALLOCATION DECISIONS

Learning curves have important implications for managerial planning and control. This paper considers the effect of learning on managerial planning models for productmix problems that can be handled by a linear-programming formulation. An approach to incorporate learning effects in the planning model is proposed in this paper. The feasibility and superiority of the proposed approach over the traditional approach are discussed through the use of a linear-programming problem.     

Managing diverse risks: An integrative framework

Risk is a crucial part of any business and managing risk is an essential function for management. This paper reviews current managerial practice and academic research in managing diverse risks. There are numerous elements of risk, some exogenous to the firm and others that are endogenous. In recent years exogenous elements of risk have increased both in number and complexity, and distinctions have blurred between national and international elements of risks because of the integration across borders of markets, institutions, and political and operational risks. An explicit classification of risks as exogenous and endogenous will focus managerial attention to the changing exogenous elements, to the often ignored endogenous elements, and to the needed integration of managing exogenous and endogenous risks. While there is an increasing body of research examining risk, there is a need to examine exogenous risk elements as systems of risk rather than as independent elements and integrate endogenous elements including behavioral and incentive-related aspects with the systems of exogenous risks. Additionally, international case studies and surveys about risk perceptions and attitudes of managers across different organizations and within levels of organizations will improve our understanding of the diverse risks faced by multi-national corporations.     

The design of computer based planning and modeling systems

Today there are nearly 2000 corporations in North America and Europe either using, developing, or experimenting with some form of corporate planning model. With the emergence of this new and rather substantial interest in the methodology of corporate planning modeling, there appears to be a definite need for a conceptual framework which can be used to design and implement computer based planning and modeling systems.In this paper the authors describe a collection of elements which they believe to be of critical importance in designing a corporate planning model. Their objective is to develop a set of criteria for not only designing a planning and modeling system, but a set of criteria which can also be used to facilitate the evaluation and comparison of alternative planning and modeling systems.There are over 50 planning and modeling software packages on the market today. These include systems such as BUDPLAN, COMOS and SIMPLAN. This paper attempts to provide the reader with a convenient checklist of possible features to consider in either designing one's own system or selecting an appropriate software package.     

Public Organizations Between Old Public Administration,New Public Management and Public Governance: the Case of the Tuscany Region

This paper analyzes the presence of different managerial approaches in a public organization, the Tuscany Region of Italy. In particular, it highlights the phenomenon of the plurality of frameworks working in the organization, namely Old Public Administration (OPA), New Public Management (NPM) and Public Governance (PG). The transformation and coexistence of the above-mentioned models is tested with a content analysis based on the perspectives of policy makers and top-level managers expressed in interviews and on the context of administration planning and control systems found in documents. Each managerial logic has a different relevance in the organization.     

突发事件后生产运作系统的能力应急管理模型研究

分析了因突发事件而能力受损生产运作系统在应急期间应急管理模式,围绕系统内部能力恢复和外部能力采购,综合考虑高额社会惩罚成本,以应急期间的运作总成本（也即总损失）最小为目标构建了多阶段的能力应急模型。通过随机动态规划算法对模型进行数值仿真后得到4个重要的管理学结论,对生产型运作系统应急预案的制定、能力协作伙伴的选择、能力恢复投资以及应急时间跨度的决策均具有重要的指导意义。     

Setting operational goals for corporate social responsibility

In this article the author argues that more formality in social responsibility planning efforts is a concept which is extremely pertinent in today's conditions. Rewards will accrue to the organization that can move beyond aesthetic objectives and achieve operationality in social responsibility goal setting. This requires, basically, the application of techniques that have proved to be successful in MBO programs. By translating broadly stated social objectives into goals that are clear, concise, time related and cost related, management will inject an increased measure of integrity into its planning process, improve social responsibility programs, assure future successes in the social performance arena, facilitate the appraisal of management personnel, and enhance the organization's credibility with its multiple publics. Positive benefits will flow to the organization, its immediate publics, and to the society at large as a consequence of operational planning methods as described herein.     

Some initial specifications for a strategic information system

Much of the discussion and published literature on information systems to date has been about systems concerned with the internal administration and operations of an organization. Considerably less attention has been given to the information requirements of the more strategic managerial activities of planning and policy making, in which the future directions and objectives of the organization are decided. Internal information systems in many organizations have now grown to maturity. At the same time, managers have become aware of the need for an additional component of the overall information system to support their more strategic activities. This paper considers the broad characteristics of a strategic component of an organizational information system and derives some initial specifications from which a more comprehensive design can be developed.     

The multilevel approach to organizational issues of the firm—A critical review

This paper critically reviews the progress and state of multilevel decomposition models for the firm and its management. The presentation introduces and summarizes the fundamental ideas and also gives concise statements concerning advanced developments. The pricing approach, and the budgeting approaches are the two approaches considered. For managerial planning, initial starting solutions, iteration processes, and stopping rules are important algorithmic and organizational considerations. Further, in decentralized organizations, the motivations for cheating in planning, incentives for innovation, and reactions to uncertainty require attention. For these approaches one concludes that further theoretical work designed especially for managerial relevance needs to be developed. Despite these deficiencies, the practitioner need not wait for all the answers as the currently employed methods of pricing and budgeting for planning suffer the same deficiencies, and yet lack the power to choose better plans as the multilevel decomposition approach offers.     

Guidelines for contingency approach to planning

In an earlier article the author discussed the contingency approach to planning as a flexible managerial tool making it possible to find a good fit between the planning process and the organization. In the present article the contingency approach is applied to the product life cycle to show how the different steps in the planning process can be varied as the situation changes. The contingency approach to planning can be used in a similar fashion for a product line, a product division, or the entire organization.     

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.