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.     

Organizational implications for long range planning

Much long range planning has ignored the need to change the firm's organization as its environment changes. Research demonstrates that those organizations which are effective have structures and behaviour which are congruent with their environments. To ensure that organizations can cope and adapt to future changes in environmental conditions long range planners need to take into consideration the appropriate development of both the organization and its members. This needs a multi-disciplinary approach in which behavioural scientists can play an important role. The Chemical Allied Products Industry Training Board has been developing a technology for examining organizations which could assist long range planners and managers to develop the organization and its members to suit the needs of future environmental change. This article discusses the many implications of these points.     

Integrated long range planning at Nestlé

Nestlé's long-term planning system, which in its present form reflects the Company's philosophy of decentralized decision-making, consists of annually presented 6-year plans for the operating companies. They comprise the areas: Marketing, New Products, Production & Distribution, Investments, Organization, and Finance.     

Recent changes in long range corporate planning in Japan

In his article the author discusses an emerging new stage in Japanese long range corporate planning which reflects the struggles of Japanese companies against the new economic situation in which it is very difficult to enjoy a high economic growth rate. Among the many long range plans launched in 1976 and 1977 Hitachi's new long range plan provides an excellent illustration of the main features of the struggles. Using Hitachi as an example various new aspects manifested in Stage IV of Japanese long range corporate planning are described with reference to the economic and social background and its implications for Japanese companies.     

A model for long range planning in higher education

In essence this paper proposes a model for a systematic, continuous instructional planning process to develop strategies and tactics for those institutions of higher education desiring perpetuation, growth, and flexibility to meet changing needs in a changing environment and organization.The model accounts for a viable structural linkage of the many organizational components, and the several kinds of information and decision making processes which are important to the successful functioning and growth of already complex organizations.The model also, even though somewhat implicity, includes procedures which are self-orienting to the personnel involved and thus which facilitate the maintenance of a realistic, flexible, theoretically based approach to planning processes important to the well being and the growth and development of the personnel involved.